“STUDY ON EMPLOYEE JOB SATISFACTION IN SEAWAVES

SHIPPING SERVICES”

A PROJECT SUBMITTED IN PARTIAL-FULLFILLMENT OF

THE REQUIREMENT FOR THE AWARD OF THE DEGREE

OF

BACHELOR OF COMMERCE

(LOGISITCS AND COMPUTER APPLICATIONS)

SUBMITTED BY:

VARUN RAMAKRISHNAN

ROLL NO: LCA042

REGISTER NO: ALC18022

UNDER THE GUIDANCE OF

DR. RUBEN ANTO

ASSISTANT PROFESSOR,

DEPARTMENT OF MARITIME COMMERCE

DEPARTMENT OF MARITIME COMMERCE

AMET UNIVERSITY

(2021-2022)

1
 DECLARATION

I hereby declare that the project work entitled "STUDY ON

EMPLOYEE JOB SATISFACTION IN SEAWAVES SHIPPING
SERVICES PVT LTD” submitted to the department of maritime
commerce under the guidance of DR. RUBEN ANTO assistant
professor, in partial fulfillment of the requirement for the award of the
Degree of Bachelor of Commerce (Logistics and Computer Applications)
in AMET Deemed to be University, Chennai. is a record of original
project work done by me during the period of study (2021-22).

Student’s Signature

Date:

Place: Chennai

2
 CERTIFICATE OF APPROVAL

This is to certify that this project entitled “STUDY ON EMPLOYEE

JOB SATISFACTION IN SEAWAVES SHIPPING SERVICES PVT
LTD” is a Bonafide research work carried out independently by Varun
Ramakrishnan Reg No.: ALC18022, a student of BCom (Logistics and
Computer Applications), Department of Maritime Commerce, AMET
Deemed to be University, Kanathur 603112, during 2021-22 in partial
fulfillment of the requirement for the award for the award of degree of
Bachelor of Commerce Logistics and Computer Applications.

Signature of guide

Vice-Voce Examination conducted

Internal Examiner External Examiner

Date: Date:

Head of Department

Date:

3
4
 ACKNOWLEDGMENT

The satisfaction which accompanies the successful completion of my task is

incomplete without the mention of the names of those people who made it possible,
because success is epitome of hard work, perseverance, zeal, determination and the
most encouraging guidance and advice serve as light and crown our effort with
success.

I owe my deep gratitude to out Chancellor Dr. J. RAMACHANDRAN anVice-

Chancellor Col.Dr.G. THIRUVASAGAM and I also that Dr. M.
JAYPRAKASHVEL registrar . Who gave me the opportunity to study and to
gain an absolute knowledge on maritime commerce in this prestigious university.

A special thanks to Dr. K. DURAIPANDIAN, Head of the Department of

Maritime Commerce who has been a constant source of academic guardian and
motivation to me. Words cannot express my heartfelt gratitude to my project
supervisor DR. RUBEN ANTO, Assistant professor for his reinforcement,
support, guidance and encouragement which he gave me during the course of this
study. My sincere thanks to M.S HEMALATHA, Associate professor and M.S
HELEN, Assistant professor for sharing their valuable knowledge and
experience and helping me to successfully complete my project.

My dearest thanks to my parents for their encouragement and financial support

all throughout my period of study. I really appreciate all other faculty member to
the Department of Maritime Commerce and Management studies for their
knowledge and shared experience which has greatly fostered this study.

I express my sincere thanks to Mr. DHARANIRAJAN (DIRECTOR OF

SEAWAVES SHIPPING SERVICE) for providing me the opportunity to work
in the project "EMPLOYEE JOB SATISFACTION IN SEAWAVES SHIPPING
SERVICES".

I kindly thanks to Mr. ABDUL LATHIEF (Manager of International

Operations) the employees in the company for giving me a proper guidance to
complete my project.

5
 LIST OF CONTENTS

CHAPTER TITLE PAGE NO

NO

1 INTRODUCTION

2 INDUSTRY PROFILE

3 COMPANY PROFILE

4 REVIEW OF LITERATURE

5 RESEARCH METHODOLOGY

6 DATA ANALYSIS AND

INTERPRATION

7 FINDINGS, CONCLUSIONS

BIBILOGRAPHY

APPENDIX

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 ABSTRACT

I carried out their project at SEAWAVES SHIPPING SERVICE PVT LTD.

Chennai, in the areas of Shipping, Logistics, Customs Clearance, and
Transportation.

Internship is an opportunity to relate what has been covered in class and what is
applicable in the field in an operation environment. The purpose of the program
is to fulfil the core equipment for the award of a Bachelor Of commerce in
computer applications and logistics management to get a practical aspect of the
theoretical work studied at the university and to understand the operation in the
business sector and to enable students gain experience in different tasks. During
my internship period a number of approaches and exposure methods were used
which included hands on, through reading relevant materials.

I got a practical exposure in the field of sea and air cargo shipment booking as a
freight forwarder which helped me to gain practical knowledge in various
shipment booking documentation.

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 CHAPTER-1
INTRODUCTION

1. INTRODUCTION TO JOB SATISFACTION

An overview
Work is a central part of almost everyone’s life. Adults devote almost all of their
waking time to work as career development makes up almost 70% of all human
developmental tasks. Hence it is important that the employees feel a sense of
satisfaction with their job or else it might lead to frustration, anger and in some
cases even depression.
Perceived satisfaction on the job is reflected by the needs of sense of fulfilment
and expectation for the job to be interesting, challenging and personally
satisfying. Job satisfaction is also an achievement indicator in career
developmental tasks.
There are numerous studies on job satisfaction, and the results are often valued for
both humanistic and financial benefits. When employees are satisfied, they tend to
care more about the quality of their work, they are more committed to the
organization, they have higher retention rates, and they are generally more
productive.
The present times are very competitive and hence there is a lot of pressure for
each organization to be the best for this reason, organizations now demand for the
better job outcomes. In fact, modern times have been called as the “age of anxiety
and stress”.
Job satisfaction, an unquantifiable metric, is defined as a positive emotional
response you experience when doing your job or when you are present at work.
Leading organizations are now trying to measure this feeling, with job satisfaction
surveys becoming a staple at most workplaces.

8
It’s important to remember that job satisfaction varies from employee to employee.
In the same workplace under the same conditions, the factors that help one
employee feel good about their job may not apply to another employee. For this
reason, it is essential to have a multidimensional approach to employee satisfaction,
covering the following areas:

▪ The challenging nature of work, pushing employees to new heights.

▪ A level of convenience (short commutes, access to the right digital
tools, and flexible hours)
▪ Regular appreciation by the immediate management and the
organization as a whole
▪ Competitive pay, which employees maintain a good quality of life
▪ The promise of career progression in sync with employees’ personal
growth targets

Meaning
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.
Job satisfaction relates to the total relationship between an individual and the
employer for which he is paid. Satisfaction means the simple feeling of attainment
of any goal or objective. Job dissatisfaction brings an absence of motivation at
work.
Research workers differently describe the factors contributing to job satisfaction
and job dissatisfaction. Hoppock describes job satisfaction as, “any combination of
psychological, physiological and environmental circumstances that cause and
person truthfully to say I am satisfied with my job.”

Job Satisfaction – Definition by Eminent Authors

Hoppock offered one of the earliest definitions of job satisfaction when he described
the construct as being any number of psychological, physiological, and
environmental circumstances which leads a person to express satisfaction with their
job. Smith et al. (1969) defined job satisfaction as the feeling an individual has about
his or her job.

Locke (1969) suggested that job satisfaction was a positive or pleasurable

reaction resulting from the appraisal of one’s job, job achievement, or job
experiences.

9
Vroom (1982) defined job satisfaction as workers’ emotional orientation toward
their current job roles. Similarly, Schultz (1982) stated that job satisfaction is
essentially the psychological disposition of people toward their work.

Finally, Lofquist and Davis (1991), defined job satisfaction as “an individual’s
positive affective reaction of the target environment as a result of the individual’s
appraisal of the extent to which his or her needs are fulfilled by the environment”.

HISTORY

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 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 (as known as 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. It contributed to a change in industrial production philosophies,
causing a shift from skilled labour and piecework towards the more modern
approach of assembly lines and hourly wages.
affected by both the nature of the job and relationships with co-workers
and supervisors.
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

10
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.

Job Satisfaction – Importance

Job satisfaction is a frequently studied subject in work and organizational literature.

This is mainly due to the fact that many experts believe that job satisfaction trends
can affect labour market behaviour and influence work productivity, work effort,
employee absenteeism and staff turnover. Moreover, job satisfaction is considered a
strong predictor of overall individual well-being, as well as a good predictor of
intentions or decisions of employees to leave a job.
Job satisfaction is also important in everyday life. Organizations have significant
effects on the people who work for them and some of those effects are reflected in
how people feel about their work. This makes job satisfaction an issue of
substantial importance for both employers and employees.
As many studies suggest, employers’ benefit from satisfied employees as they
are more likely to profit from lower staff turnover and higher productivity if their
employees experience a high level of job satisfaction. However, employees
should also ‘be happy in their work, given the amount of time they have to
devote to it throughout their working lives’.
For the first time in several years, the number of employees who say they are
satisfied with their current job took a big jump, rising from 81% in 2013 to 88% in
2016, according to the Employee Job Satisfaction and Engagement Report by the
Society for Human Resource Management (SHRM). The improving economy was
one factor in the high level of satisfaction, since employers have been more willing
and able to boost salaries, benefits and perks for their workers. Additionally, as the
labour market stabilized, job seekers took advantage of new opportunities for
positions that best fit their skills and interests.
Most organizations strive for employee satisfaction, but not all attain this goal.
That’s why it’s important for human resources professionals to know more about
the factors that can increase employee satisfaction, and how it fits into a company’s
overall success.
Job Satisfaction – 3 Main Factors: Personal Factors, Factors Inherent in the Job
and Factors Controlled by the Management
Job satisfaction refers to a general attitude which an employee retains on account
of many specific attitudes in the following areas:
There are different factors on which job satisfaction depends.
Important among them are discussed hereunder:

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Personal Factors:
They include workers’ sex, education, age, marital status and their personal
characteristics, family background, socio-economic background and the like.

Factors Inherent in the Job:

These factors have recently been studied and found to be important in the selection
of employees. Instead of being guided by their co-workers and supervisors, the
skilled workers would rather like to be guided by their own inclination to choose
jobs in consideration of ‘what they have to do’. These factors include- the work
itself, conditions, influence of internal and external environment on the job which
are uncontrolled by the management, etc.

Factors Controlled by the Management:

The nature of supervision, job security, kind of work group, and wage rate,
promotional opportunities, and transfer policy, duration of work and sense of
responsibilities are factors controlled by management. All these factors greatly
influence the workers. These factors motivate the workers and provide a sense of
job satisfaction.
Satisfaction strongly influences the productive efficiency of an organisation
whereas absenteeism, employee turnover, alcoholism, irresponsibility, non-
commitment are the result of job dissatisfaction. However, job satisfaction or
dissatisfaction forms opinions about the job and the organisation which result in
boosting up employee morale.

Job Satisfaction – Variables

Several studies have been carried out in the past of determine the correlates of high
and low job satisfaction. These studies have related job satisfaction to two types of
variables- organizational and personal.
Findings with regard to some of these variables are given below:

I. Organizational Variables:
(1) Occupational Level:
The higher the level of the job, the greater the satisfaction of the individual.
This is because higher level jobs carry greater prestige and self-control. This
relationship between occupational level and job satisfaction stems from
social reference group theory in that our society values some jobs more than
others.
Hence, people in valued jobs will like them more than those who are in non-
valued jobs. The relationship may also stem from the need fulfilment theory.
People in higher level jobs find most of their needs satisfied than when they are
in lower-level ones.

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 (2) Job Content:
Greater the variation in job content and the less the repetitiveness with which
the tasks must be performed, the greater the satisfaction of the individuals
involved. Since job content in terms of variety and nature of tasks called for is a
function of occupational level, the theoretical arguments given above apply here
also.

(3) Considerate Leadership:

People like to be treated with consideration. Hence considerate leadership
results in higher job satisfaction than inconsiderate leadership.

(4) Pay and Promotional Opportunities:

All other things being equal these two variables are positively related
to job satisfaction

.
(5) Interaction in the Work Group:
Here the question is- when is interaction in the work group a source of job
satisfaction and when it is not?
Interaction is most satisfying when:
1.It results in the cognition that other person’s attitudes are similar to one’s
own, since this permits the ready calculability of the other’s behaviour and
constitutes a validation of one’s self.
2.It results in being accepted by others; and
3.It facilitates the achievement of goals.
II. Personal Variables:
For some people, it appears most jobs will be dissatisfying, irrespective of the
organizational conditions involved, whereas for others, most jobs will be satisfying.
Personal variables like age, educational level, sex, etc., are responsible for this
difference.

(1) Age:

Most of the evidence on the relation between age and job satisfaction, holding such
factors as occupational level constant, seems to indicate that there is generally a
positive relationship between the two variables up to the preretirement years and
then there is a sharp decrease in satisfaction.

13
An individual aspires for better and more prestigious jobs in later years of his
life. Finding his channels for advancement blocked his satisfaction declines.

(2) Educational Level:

With occupational level held constant there is a negative relationship between
the educational level and job satisfaction. The higher the education, the higher
the reference group which the individual looks to for guidance to evaluate his
job rewards.

(3) Sex:
There is as yet no consistent evidence as to whether women are more satisfied with
their jobs than men, holding such factors as job and occupational level constant.
One might predict this to be the case, considering the generally lower occupational
aspiration of women.
Many other correlates of job satisfaction have been found by several other
studies. Thus, Stagner, Flebbe and Wood in their study of 715 male unionised
rail-road workers done in 1952 have found general working conditions, union
management relations, general quality of supervision and grievance handling
procedure as correlates of job satisfaction.
Gadel in his study of 301 female typists and clerks, done in 1953, found ease of
commuting to work co-workers, working hours and company prestige as correlates.
Ross and Zander in their study of skilled women workers in a large company, done
in 1957, found recognition autonomy, doing important work and fair evaluation of
work done, as important correlates.
Durganand Sinha in his study of office and manual workers done in 1958 has
found job status, type of work, supervisory behaviour and work group as
correlates.
Job satisfaction tends to correlate with a number of other variables in the organization.

Relations with some variables are given below:

I. Job-Satisfaction and Turnover:
Job-satisfaction consistently correlates with turnover. It might have been seen that
employees having low job-satisfaction leave their employer as early as possible. So,
low job satisfaction increases the turnover and high job satisfaction decreases it.
Thus, it has a negative correlation with labour turnover.

II. Job-Satisfaction and Absenteeism:

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Absenteeism has the same relationship with the job satisfaction as has the
turnover. Both are negatively correlated. Employees who have low job
satisfaction tend to remain absent off and on from their job.
III. Job-Satisfaction and Community Condition:
Job- satisfaction is influenced by community conditions. It is generally advocated
that poor community conditions pull down job satisfaction and better community
conditions push it up. But this is not always true. What usually happens is that
employees compare their community conditions with their job conditions. If job
conditions are better than that of community conditions, job satisfaction is higher.
Most usually, workers compare job’s ‘way of life’ with the community way of
living and they are more satisfied when these two values come reasonably close
together. If job’s way of life is better than the community way of life, job
satisfaction is higher and if job’s way of life is worse than the community way of
living, job satisfaction will be lower.

Measures of Job Satisfaction

The following are measures of job satisfaction as outlined by Fields (2002):
• Overall Job Satisfaction - Cammann, Fichman, Jenkins, and Klesh (1983)
developed this measure as part of the Michigan Organizational Assessment
Questionnaire (OAQ). In this measure three items are used to describe an
employee’s subjective response to working in the specific job and
organization (Fields, 2002,p.20).

• Job Descriptive Index (JDI) - This was originally developed by Smith,

Kendall, and Hulin (1969). There are 72 items in this index which assess
five facets of job satisfaction which includes: the work, pay, promotions,
supervision and co-workers. Through the combination of ratings of
satisfaction with the facets, a composite measure of job satisfaction is
determined. Roznowski (1989) updated the JDI to include work
atmosphere, job content and work technology. A shorter 30-item version,
was developed by Gregson (1990) based on 6 items which included work,
pay, promotions, supervision and co-workers (Fields, 2002, p. 23).

• Global Job Satisfaction - Warr, Cook, and Wall (1979) developed this
measure which includes 15 items to determine overall job satisfaction. Two
sub-scales are used for extrinsic and intrinsic aspects of the job. The
extrinsic section has eight items and the intrinsic has seven items (Fields,
2002, p. 27).

• Job Satisfaction Relative to Expectations - Bacharach, Bamberger, and

Conley (1991) developed this measure. It assesses the degree “of agreement

15
 between the perceived quality of broad aspects of a job and employee
expectations” (Fields, 2002, p. 6). It is most effective in determining how
job stresses, role conflicts, or role ambiguities can hinder an employee from
meeting job expectations (Fields, 2002, p. 6).

• Minnesota Satisfaction Questionnaire - The long form of this survey is

made up of 100 questions based on 20 sub-scales which measure
satisfaction with “ability, utilization, achievement, activity, advancement,
authority, company policies and practices, compensation, co-workers,
creativity, independence, moral values, recognition, responsibility, security,
social service, social status, supervision-human relations, supervision-
technical variety, and working conditions” (Fields, 2002, p. 7). There is a
shorter version of the MSQ which consists of 20 items. This can also be
separated into two sub-scales for intrinsic and extrinsic satisfaction.

• Job in General Scale - This measure was developed by Ironson, Smith,

Brannick, Gibson and Paul (1989). It consists of 18 items which describe
global job satisfaction and can be used in conjunction with the JDI, which
assesses satisfaction with five job facets. This was developed to “assess
global satisfaction independent from satisfaction with facets” (Fields, 2002,
p. 9).

• Job Satisfaction Survey - This was developed by Spector (1985) and

contains 36 items based on nine job facets. The job facets include pay,
promotion, supervision, benefits, contingent rewards, operating procedures,
co-workers, nature of work and communication. When it was initially
developed, it was specific to job satisfaction in human service, non-profit
and public organizations (Fields, 2002, p. 14).

• Job Satisfaction Index - Schriescheim and Tsue, (1980) developed this

measure. It consists of six items that form and index what determines
overall job satisfaction. The items are work, supervision, co-workers, pay,
promotion opportunities and the job in general (Fields, 2002, p. 16).

• Job Diagnostic Survey - Hackman and Oldham (1974) developed this

survey which measures both overall and specific facets of job satisfaction.
There are three dimensions of overall job satisfaction which includes
general satisfaction, internal work motivation and growth satisfaction,
which are combined into a single measure. The facets which are measured
on the survey include security, compensation, co-workers and supervision
(Fields, 2002, p. 20).

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• Career Satisfaction - Greenhaus, Parasuraman, and Wormley (1990)
developed this measure. This is a measure of career success as opposed to
job satisfaction. It assesses general satisfaction with career outcome and
satisfaction with career progress (Fields,2002, p.29)

RESEARCH OBJECTIVE

• OBJECTIVE OF THE STUDY

a. To analyze the level of employee job satisfaction in Seawaves

Shipping Services.
b. To identify the factors influencing job satisfaction of employees at
Seawaves Shipping Services
c. To Identify the work-life balance of employees in Seawaves
Shipping Services.

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 CHAPTER 2
INDUSTRY PROFILE
2. INDUSTRY PROFILE

LOGISTICS

Logistics is defined by Fearson, as the total management of the key operational

functions in the supply chain. It is the process of managing both the movement
& storage of goods & materials from the source to the point of ultimate
consumption & the associated information flow.
It is the part of the supply chain process the plans, implements & controls the
efficient & effective flow & storage of goods, services & related information
from the point of origin to the point of consumption in order to meet the
customers’ requirements. Some of the logistical functions are transportation,
warehousing, information technology & inventory management. Efficient
logistics will ensure the least cost in the supply chain while meeting or exceeding
customer requirements.

To move large quantities of goods across the country and around the world,
Nations depends on their freight transportation system a vast network of roads,
bridges, rail tracks, airports, seaports, navigable waterways, pipelines, and
equipment. A freight forwarder is an individual or company that dispatches
shipments via asset based carrier types could include waterborne vessels,
airplanes, trucks or railroads.

18
The movement of intermodal freight among nations relies on a complex array of
long- distance transportation services. The process involves many participants,
including shippers, commercial for-hire carriers, third-party logistics providers,
and consignees. Moreover, global trade depends on seaport and airport services
to move large volumes of merchandise over long distances via a variety of
transportation modes. The interaction of these services and participants is vital to
successful global trade.

Freight forwarders typically arrange cargo movement to a international

destination Also referred to as international freight forwarders, they have the
expertise that allows them to prepare and process the documentation and also
perform related activities pertaining to international shipments.
Some of the typical information reviewed by a freight forwarder is the
commercial invoice, shipper’s export declaration, bill of lading and other
documents required by the carrier or country of export,
import, or transshipment. Much of this information is now processed in a
paperless environment.
As an analogy, freight forwarders have been called travel agents for freight. In
the U.S a freight forwarder involved with international ocean shipping is licensed
by the Federal Maritime Commission as an Ocean Transportation Intermediary.

INTERNATIONAL FREIGHT FORWARDING

Freight forwarders typically arrange cargo movement to an international

destination Also referred to as international freight forwarders they have the
expertise that allows them to prepare and process the documentation and perform
related activities pertaining to international shipments. Some of the typical
information reviewed by a freight forwarder is the commercial invoice, shipper’s
export declaration, bill of lading and other documents required by the carrier or
country of export, import, or transshipment Much of this information is now
processed in a paperless environment. The original function of the forwarder, or
speedier, was to arrange for the carriage of his customers’ good by contracting
with various carriers. His responsibilities included advice on all documentation
and customs requirements in the country of destination. His correspondent agent

19
in far-away lands looked after his customers’ interests and kept him informed
about matters that would affect movement of goods. In modern times the
forwarder still carries out those same responsibilities for his client. He still
operates either with a corresponding agent overseas or with his own company
branch-office. In many instances, the freight forwarder also acts as a carrier for
part of a movement it can happen that in a single transaction the forwarder may
be acting either as a carrier (principal) or as an agent for his customer.

FREIGHT FORWARDING

Freight forwarders typically function as intermediaries between the businesses

that hire them, and the various transportation services responsible for getting their
products to overseas customers, including carriers, handlers and customs
officials.
The number of operatives involved in bringing items from suppliers to customers,
largely depends on the final destination of the shipments and the nature of the
products sold. But the overall objective is always the same: to ensure the delivery
of undamaged products, by specified dates. And in the event a product breaks
during shipping, freight forwarders can furnish clients with insurance services
that can reimburse them for losses.
A freight forwarder is a third-party logistics provider. A third-party logistics
forwarder dispatches shipment via asset-based carrier and books or otherwise
arranges space for those shipments. Carrier types include waterborne vessels,
airplanes, trucks or railroads. Freight forwarders typically arrange cargo
movement to an international destination. Also referred to as international freight
forwarders, they have the expertise that allows them to prepare and process the
documentation and perform related activities pertaining to international
shipments. Some of the typical information reviewed by freight forwarder is the
commercial invoice, shippers export declaration, bill of lading and other
documents required by the carrier or country of export, import, or transshipment.
Much of this information is now processed in a paperless environment.

CUSTOMS CLEARANCE

20
It is a procedural activity which is performed by government personnel. The
shipment has to clear all the norms of customs clearance. Custom clearance from
country to country. Tariff classifications, value declaration, and duty
management can increase costs. Customs and security initiatives have imposed
new regulations on companies that make it more challenging then ever to trade
internationally.

TRANSPORTATION

It is the movement of people and goods from one location to another. Transport
is performed by various modes, such as air, railroad, water, cable, pipeline and
space. Infrastructure consist of the fixed installations necessary for transport, and
may be road, railways, airways, waterways, canals and pipelines, and terminals
such as airports, railway stations, bus stations, warehouses and seaports.
Typical Work Activities of Freight Forwarders:

Typical activities include:

1.Researching and planning the most appropriate route for a shipment (taking
account of the perishable or hazardous nature of the goods, cost, transit time
and security);
2.Arranging appropriate packing (taking account of climate, terrain, weight,
nature of goods and cost) and delivery or warehousing of goods at their final
destination;
3.Obtaining, checking and preparing documentation to meet customs and
insurance requirements, packing specifications, and compliance with
overseas countries’ regulations and fiscal regimes
4.Offering consolidation services by air, sea and road- ensuring cost
effective and secure solutions to small shippers with insufficient cargo to
utilize their own dedicated units;
5.Liaising with third parties to move goods (by road, rail, air or sea) in
accordance with customer requirements;
6.Arranging insurance and assisting the client in the event of a claim;

7.Offering tailored IT solutions and EDI (electronic data interchange) connections

21
 8.Arranging payment of freight and other charges, or collection of payment
on behalf of the client;
9.Transmitting data by internet and satellite systems, enabling real- time
tracking and tracing of good;
10.Arranging air transport for urgent and high value freight and managing
the risk door to door;
11.Arranging charters for large volumes, out-of-gauge or project
movements by air or sea;
12.Acting as broker in customs negotiations worldwide to guide the freight
efficiently through complex procedures;
13.Arranging courier and specialist hand-carry services;
14.Working closely with customers, colleagues and third parties to ensure
smooth operations to deadlines
15.Maintaining visibility and control through all phases of the journey,
including the production of management reports and statistical and unit cost
analysis
16.Acting as consultant in customs matters
17.Maintaining current knowledge of relevant legislation, political
situations and other factors that could affect the movement of freight.

ROLE OF FREIGHT FORWARDERS:

Shipment Tracking

Forwarders use a Transportation Management System (TMS) to maintain

transparent visibility throughout each stage of a shipment’s voyage.

Customs Brokerage

This critical piece of forwarding requires special licensure—a customs brokerage

license. Licensed brokers are the only people qualified to manage and submit the
extensive documentation necessary to complete importing/exporting processes.

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Warehousing

Some forwarders may have their own warehouses available to Harbour shippers
commodities (or parts of commodities), but for the most part, the service your
forwarder will offer is to arrange storage at a warehouse owned and operated by
a conveniently located affiliate.

Negotiating

Bargaining with carriers for cost-efficient shipping rates is no easy task. The art
of this deal entails appealing to carriers’ interests by balancing the pros and cons
of your cargo type, time flexibility, credit status, space/tonnage requirements, and
more.

Cargo Space Scheduling

Savvy coordination and scheduling of cargo space are the more tangible parts of
a forwarder’s skill set. If you hire a freight forwarder to manage logistics, this is
where they’ll have the opportunity to display their chops. It takes a thoughtful
planner to determine whether it is profitable to consolidate a shipment, to secure
timely sailings, and to weigh the feasibility of intermodal shipping option. Cargo
scheduling is the logistics of “Logistics”.

Consolidating Freight

Forwarders may have several customers who all need to transport shipments that
do not necessitate the use of an entire container. Freight consolidation for less
than container load (LCL) shipping is a service forwarder provide wherein
multiple smaller consignments are all booked aboard the same container. In these
instances, the shipping cost is spread amongst all participating customers based
on the cargo’s space requirements.

Cargo Insurance

Forwarders can provide you with a cargo insurance policy, also known as freight
insurance. Cargo insurance is intended to reimburse the loss payee in the event
that goods are damaged or stolen in transit.

23
Functions of Freight Forwarders:

• Best routing
• Packing
• Customs Clearance
• Transport
• Insurance
• Warehousing and Distribution
• Rate and Contract Negotiations
• Finding's alternatives
• Grouping & Consolidation
Freight Forwarder Can Provide The Exporter With An Initial
Quotation On The Following:

❖ Cost and Freight

❖ Port charges
❖ Consular fees
❖ Cost of special document
❖ Cost of insurance
❖ Fee of the Freight Forwarder
Main activities of Freight Forwarders in seamless cargo movement:
Exports

➢ Packing
➢ Documentation
➢ Warehousing
➢ Transportation
➢ Statutory compliance
➢ License customs

Multifaceted activities of Freight forwarders;

I.As an advisor & consultant:
a) Sourcing
b) Transportation & Routing
c) Packing
d) Statutory requirements
e) Documentation
f) Insurance

24
 II.As a Transporter:
a) Road haulage
b) Ocean carriage
c) Air carriage
d) Multimodal transport
e) NVOCC
III.As a warehouse agent:
a) Transit bonding
b) Post & Pre shipment
c) Warehousing & Inventory management
d) Retail distribution
e) Bonding facility

Elements considered by shipper while selecting Freight

o Customer service
o Document quality accuracy
o Shipment tracking
o Global coverage
o Pricing
o Information
o On time performance

Other names of Freight Forwarders:

A. Custom house agent
B. Clearing agent
C. Customs brokers

BUSINESS PROCESS OF FREIGHT FORWARDING

Import process:
▪ A foreign partner sends the pre-alert of shipment details along with copies
of the Bills of lading.
▪ Check if contents of Master B/L as per specimen and House Bill of lading
tally. In case of discrepancy inform foreign partners and ask them to
correct the same.
▪ Check with Liner agent on ETA of vessel and inform the consignee /
custom house agent.
▪ Submit Master and House B/L to the shipping line for filling the manifest.

25
WITHIN 48 HOURS BEFORE THE ARRIVAL OF THE VESSEL
▪ Obtain Import general manifest no.(IGM) and Line no, from the shipping line
and pass on the same to the custom, house agent
WITHIN 24 HOURS UPON RECEIPT OF THE SAME FROM THE
SHIPPING LINE
▪ Issue cargo arrival notice cum Freight invoice to the consignee/ CHA.
WITHIN 48 HRS BEFORE THE ARRIVAL OF THE VESSEL
▪ Inform shipping line to move the container to the designated off dock CFS
after checking with CHA in required.
▪ Collect freight and other local charges wherever applicable and hand over
the same to Accounts departments for remittance.
▪ To issue release order to custom house agent after collection of duly
discharged original house Bill of lading with all relevant endorsements
such as bank, if bank is involved, consignee and custom house agent after
collection of relevant charges.

Export process:
• Receive rate enquiry from foreign partners if applicable.

• Check with the local shipping’s company / Break bulk operator / Consolidator
and negotiate ocean freight.
• If business finalized, obtain routing order from the overseas agent
comprising of shipper details/ consignee information.
• Advise shipper via telephone about being nominated to handle the
shipment and check on cargo readiness.
• Obtain copy of invoice/packing list and ACD (advance cargo declaration)
if shipment is destined to USA or Canada.
• If shipment if FCL (Full container load) then request for allotting the container
is sent to the shipping line and once the plot permission is received than the
same is handed over to the shipper’s CHA

26
WITHIN 24 HRS AFTER REQUEST IS RECEIVED FROM THE
SHIPPER/CHA.

• If LCL then advise shipper / CHA name of the LCL consolidator and ask
the CHA to hand over the cargo after customs clearance
• Follow up with the shipping line for issuing the Form 13 to the CHA so
that the container can be offloaded inside CCTL.
• Follow up with the suppliers / Customs house agent for draft of House
Bill of lading for preparation of Original B/L
• Intimate local chargers such as Terminal handling charges /
documentation charges etc. to the Shipper/CHA
• Release the shipping line to give the debit note for THC and local charges
and payment request is given to accounts department for payment of local
charges.
• Release Master B/L from shipping co/ consolidator as soon as the vessel
sails. This could be SEAWAY B/L. If original is released then the same
is surrendered to the shipping line.

FEDERATION OF FREIGHT FORWARDERS ASSOCIATIONS IN

INDIA

International Transport is one of the most dynamic and fastest-changing

industries in the world. It needs a responsive, forward-looking and
national trade association, operating to the highest professional standards.
FFFAI is that association. We have redefined our mission and goals. They
in turn what FFFAI is and what it does

HISTORY OF ASSOCIATION

On 5th November 1963, the Federation was registered under the Societies
Registration Act, 1860 at Bombay. Mr. Karsandas Tulsida khimji of M/s
Tulsidas khimji Pvt. Ltd., was chosen to be the founder President of the
Federation.

27
 Federation was enrolled as National Member of FIATA – The
International Federation of Freight Forwarders Associations, at the World
Congress at Copenhagen on 9th September 1965.

MISSION & VISION

❖ To bring the feeling of togetherness among each and every one of the
Custom House Agents operating at different Custom Houses, ICDs,
CFSs & Airports.
❖ To encourage, support and organise Training Programmes at local,
regional and national level.
❖ To work closely with Revenue Department i.e. Customs Organisation to
create confidence and establish integrity & respectability for its
members.
❖ To establish and publicize the code of conduct applicable to its members
and suitably modify the constitution to provide strict adherence.
❖ To promote and educate the Trade & Industry to understand the
necessity to engage only licensed and regulated Custom House Agents.

Also. It Is the Party to Ensure That Internationally Traded Goods

from Point of Origin to point of destination to point of arrive.

- At the Right Place, At the Right Time.

- In Good Order and Condition, At the Most Economic Cost.

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 CHAPTER 3
COMPANY PROFILE

3. COMPANY PROFILE

Seawaves Shipping Service is a supply chain management company that provides

complete logistics solutions for goods flow across the globe. It has re-established
in year 2005 by Mrs. Gayathri with the aim of offering seamless support to their
respective clients. In this fastest era of global freight forwarding, every trader
expects their product and looks for reliable service provider who has capabilities
to transport goods across the globe and delivered timely, efficiently,
economically and safely.

SERVICE OFFERED BY THE SEAWAVES:

• Local Pick-Up
• Packaging
• Shipping Line Contract
• Certificate Of Origin
• Fumigation
• In-house Staffing
• Training and Development
• Applications with DGFT
• Consultation

MISSION AND VISION

29
 o To create value for the stakeholders by being a sustainable logistics
company and achieve goals with confidence and assertiveness.
o To be customer’s obvious choice by providing valuable solutions and
growth in a steady pace to a position of strength and prominence in our
areas of operations.

SEA FREIGHT:
They specialize in coastal & international sea freight for all cargo commodities.
FCL Clearance, generally require 3 working day to customs clear the
consignment as per their appointment as Custom House Broker it is their
responsibility to guide their customer with the right procedure and represent them
at Customs. So, the Documentation staff and Field Operation staff work together
planning each delivery as it requires good co-ordination with Shipping Line,
Customs, Container Freight Station, Transporter and Port Official.
LCL clearance, takes about a 5 to 7 working day time for clearance and delivery.
However, the same rule of FCL clearance apply for LCL Clearance, with little
changes to the procedure.
Export and Import work in two different methods, they have separate teams
which handle Export and Import, the online filing system enable them to
complete documentation work within short time and proceed with field of
operation to clear cargo for export or import.

AIR FREIGHT:
Commercial air freight imports & exports, including economy & express
services, every minute is critical with Air Shipment, especially during the time
cargo is inside the Air Cargo Complex, the work QUICK is used often during this
process. The purpose of using Airfreight mode of transportation is due to urgent
needs of parts/materials for home consumption or sales.
They understand this better and provide out most attention in scrutinizing
documents and submission of customs entry. Keeping in mind the window time
available to clear cargo under demurrage free period time as soon as cargo
received by Airport Authorities, either Import or Export, their team work round
the clock to complete it on same day. A shipment awarded to them will not be
allowed to sit at cargo complex from more than three days.

30
Air freight services

• Economy or Premium Express

• Pickup and delivery (door or airport)
• Imports & exports
• Documentation (i.e. letters of credit)
• Customs clearances
• Insurance
• Freight consolidation services

CUSTOMS BROKERAGE:
They provide seamless country & commodity specific customs clearance services
& advice; they have licensed customs broker and registered member of the
Custom house Broker (CHB) and Chennai custom house agent Association. They
provide nationwide clearance and quarantine services for commercial imports
and exports. Their services ensure goods comply with all local laws and
regulatory obligations in accordance with Indian Customs and the Ministry of
Finance.
Beyond their shores, they can conveniently process all necessary country specific
customs clearance requirements, through our worldwide agency network.

CUSTOMS SERVICES

• Electronic customs clearance entries for fast processing

• Consultancy - taxes & tariffs, duties, etc.
• Worldwide agency network
• Documentation
• Calculation of duties & electronic transfer of funds.
• Hazardous goods
• Fumigation

DOCUMENTATION:
Simplify our logistics & let their experienced team efficiently process our
freight documents.
Advance Planning is essential to approach the challenging and changing
situations at work which is winning factor for anyone who has taken Customs
Clearance Business as business. Their Company allow adequate time to review

31
the documents received by them for Customs Clearance before they are submitted
to Customs office. Such review, enable them to forecast the roadblock and make
suitable adjustment so as to make prior arrangements to overcome the situation.

Documentation Services

• Booking confirmations
• Packing lists & declarations
• Bills of lading
• Phytosanitary certificates
• Fumigation certificates
• Customs Export Delivery Orders (CEDO)
• Airway bills
• Commercial invoices
• Insurance certificates
• Letters of credit

CONSULTATION:
Navigating the world of international logistics can be complex and at times
confusing. Regulatory, country and commodity specific considerations are
difficult to discern without an experienced freight forwarder and customs
brokerage to guide you through the process.
At seawaves shipping their aim is to simplify the process, partnering with us to
fully analyze and understand our cargo needs from start to finish. Over the years
they have assisted lot of businesses achieve financial savings while improving
customer services by streamlining supply chains and removing unnecessary
bottlenecks.

TRAINING AND DEVELOPMENT:

Modern day logistics business challenges necessitate Seawaves Shipping to make
decisions on the front foot. While technology, talent acquisition and culture can
pose huge challenges, training & development has a direct impact on the
organization's goals and achievements. So they invest in training & development
[T&D] in order to stay ahead of the competition. Their strategic initiatives in
T&D include training employees, Interns & college students to assist us to handle
present day challenges and develop skills to motivate us for future roles.

32
 CHAPTER 4 REVIEW OF
LITERATURE

4. REVIEW OF LITERATURE

Brikend AZIRI (2011) has conducted a study on “Job Satisfaction: Literature

Review”. This study says Job satisfaction represents one of the most complex areas
facing today’s managers when it comes to managing their employees. Many studies
have demonstrated an unusually large impact on the job satisfaction on the motivation
of workers, while the level of motivation has an impact on productivity, and hence
also on performance of business organizations. Unfortunately, in our region, job
satisfaction has not still received the proper attention from neither scholars nor
managers of various business organizations.

Hussein Isse Hassan Abdirahman, Iliyasu Shiyanbade Najeemdeen, Bello Taofik

Abidemi, Roshidah Binti Ahma Published by Editura Universitară & ADI
Publication (2018) has conducted a study on “The Relationship between Job
Satisfaction, Work-Life Balance and Organizational Commitment on Employee
Performance”. This study examines the relationship between work-life balance, job
satisfaction and organizational commitment on employee performance among
administrative staff in Northern region universities in Malaysia. The study adopts
quantitative research method of primary source was utilized to collect the data from
two hundred and seventy-one administrative staff respondents by using probability
sampling technique and data collected and analysed by using Statistical Package for
Social Science (SPSS). The data were analysed using different statistical techniques
such as reliability survey, descriptive of variable analysis, correlation analysis
(Pearson Correlation Analysis) and regression analysis (Multiple Regression
Analysis). The regression results indicate that all independent variables which are
work-life balance, job satisfaction and organizational commitment are positively
correlated with the dependent variable which is employee performance. However, the
study concludes that for effective employee performance to be enhanced, the level of
motivation needs to be improved. This would determine the sustainability or
otherwise of organizational goals either private or public sectors.

Meagan Scott Kirk A. Swortzel Walter N. Taylor (2005) has conducted a study on
“The Relationships between Selected Demographic Factors and the Level of Job
Satisfaction of Extension Agents”. The purpose of this study was to determine what
demographic factors were related to the level of job satisfaction of Extension agents.

33
The study followed a descriptive correlational design. A modified version of the Job
Diagnostic Survey developed by Hackman and Oldham (1980) was sent to 195
Extension agents. Based on 143 usable responses, significant relationships existed
between the job satisfaction constructs and the demographic factors of gender and
race. When considering Extension agents’ current position, a significant difference
was found between area agents and 4-H agents regarding how each group rated
satisfaction with co-worker relations. Significant relationships were determined at the
p < .05 level.

Nazim Ali (2011) has conducted a study on “Factors Affecting Overall Job
Satisfaction and Turnover Intention”. This study was conducted to measure the
level of job satisfaction and its impact on turnover intention. Job Satisfaction Survey
(JSS) questionnaire containing nine facets of job satisfaction and a questionnaire
containing three items for measuring job satisfaction and turnover intention
respectively were used for data collection from private sector colleges' lecturers of
NWFP. 212 questionnaires were completed and returned. Pearson Correlation and
Multiple Regression tests were used to test the hypothesis. Result shows that
Lecturers of private sector colleges of NWFP are very much dissatisfied with
promotion chances. They are moderately dissatisfied with three facets of job
satisfaction: Pay, Fringe benefits and contingent rewards while moderately satisfied
with operating condition, coworkers, nature of work and communication. Overall job
satisfaction of private sector colleges' lecturers is 3.36 with standard deviation of .71
that can be interpreted as slightly dissatisfied. Besides this, all facets of job
satisfaction were found to be significantly associated with turnover intention. The
highest correlation with turnover intention was of Pay, Promotion, Fringe benefits and
contingent rewards. Overall job satisfaction was found to have a significant negative
association with turnover intention.

Salman Habib, Saira Aslam, Amjad Hussain, Sana Yasmeen, Muhammad

Ibrahim (2014) conducted a study on “The Impact of Organizational Culture on
Job Satisfaction, Employes's Commitment and Turn over Intention”. The
purpose of the present research was to explore the impact of organizational culture on
the job satisfaction, employees’ commitment and the retention of the employees in the
organization. The research was based on primary data, and this research was
conducted on the employee’s working in different organizations within territory of
Multan region, Punjab, Pakistan. Data was collected through questionnaire consisting
of 24 questions; the sample consisted of 235 employees of different Organizations
(MCB Layyah, U micro–Finance Bank Layyah, Layyah Sugar Mill, Thermal Power
Plant Muzaffar Garh, and NRSP DG Khan). The Correlation analysis test was applied
through SPSS to find out the results of research. Results indicated that nature of
organization significantly effects on Job Satisfaction and turnover intentions. So, the
findings of research proved that organizational culture is important element which
highly influences the employee commitment, job satisfaction and retention.

34
Athanasios D. Koustelios, Konstantinos Bagiatis (1997) conducted a study on “The
Employee Satisfaction Inventory (ESI): Development of a Scale to Measure
Satisfaction of Greek Employees”. The aim of this study was to develop an
instrument to measure employee's job satisfaction in Greece. Exploratory factor-
analytic results indicated a six-factor solution with high internal consistency. The six
factors obtained were Working Conditions, Supervisor, Pay, Job Itself, Organization
as a Whole, and Promotion. Structural equation modeling analysis (EQS) showed that
although the fit of the model is fairly good, there is need for slight improvement.

Kelvin Pang, Chin-Shan Lu (2018) conducted a study on “Organizational

motivation, employee job satisfaction and organizational performance: An
empirical study of container shipping companies in Taiwan”. The purpose of this
study is to evaluate the effect of motivation on job satisfaction and organizational
performance in the context of container shipping companies in Taiwan. Four
motivation dimensions were identified based on an exploratory factor analysis,
including remuneration, job achievement, job security and job environment. In
addition, five job satisfaction dimensions were identified, namely: job policy, job
autonomy, job workload, job performance and job status. Organizational performance
dimensions included financial and non-financial performance.

K Anandhi Dr. R Perumal (2013) conducted a study on “Job satisfaction in

Logistics sector: A review and research agenda”. The study says the logistics
sector plays a vital role in influencing the economic development of a country.
Moreover, with the advent of new technology the entire globe has shrunk in terms of
reachability and easy access. Thanks to the technological growth. Robust trade growth
and innovative practices in the logistics industry has paved way for easy mobility of
goods and services to any corner of the world. Growth in world trade and
corresponding cargo movement paves way for the trade volumes to double once in
every 5 to 7 years. This is not possible without big players entering the booming
industry with multiple options and customer service. Ultimately the pressure builds up
and the competition becomes very stiff. In such a critical environment how do
employees working in logistics industry handle the challenge? Whether it is a matter
of survival or satisfaction? To accomplish any of these two elements the workplace
environment plays a crucial role for employees in any organization. Nowadays with
the rapid growth of job alternatives, employees have a large number of opportunities
and options to choose from and this makes the working environment act as a critical
factor for accepting as well as keeping jobs for longer times. Workplace environment
is considered as one of the essential components from which job satisfaction evolves.
Job satisfaction can have a positive effect on performance, if it increases effort to
reduce employee shirking and unrealistic targets. How well employees get satisfied
with their jobs influence their productivity by minimizing the error rate, absenteeism
and turnover, and by maximizing idea generation, innovation at work and

35
collaboration with other employees. Satisfied employees are psychologically happy
and emotionally attached to their job as well as the organization with great
enthusiasm. They are even ready to take off in a fast-track way for the success of the
employer, going extra mile beyond the contractual agreement. Hence this review was
mainly undertaken to introspect the factors that have significance on affecting the job
satisfaction such as the work factor, salary factor, work place environment, career
growth factor, promotion opportunities, management support and coworkers. This
paper evolves a comprehensive analysis of job satisfaction indices of Logistics
Industries, the dissatisfaction factors and finally the suggestions to overcome
dissatisfaction and improve the overall satisfaction level.

KIM, Boine, KIM, Byoung-Goo (2020) conducted a study on “Job Satisfaction and
Organizational Commitment and Effect of HRD in Logistics Industry”. Purpose
of this study was This exploratory research is to give managerial implication to sales
personal management. This study focused on antecedents of job satisfaction and
organizational commitment specially in HRD programs and system by participation
and effect toward job. Research design, data and methodology: This research focuses
on relationship analysis among job satisfaction, organizational commitment and HRD
programs of logistics and sales personnel in Korea. HRD program consider two parts
one is participation and other is effect toward job. And three HRD program is
included education & training, system and self-directed Learning. This study used 7th
HCCP data from KRIVET and 748 employee data is analyzed. SPSS18 is used and
frequency, reliability, correlation and regression analysis are conducted. Result shows
that job satisfaction is positively affected by education & training participation, HRD
system participation and HRD system effect toward job. Organizational commitment
is positively affected by education & training participation, HRD system participation,
education & training effect toward job and HRD system effect toward job. However
self-directed Learning participation negatively affect organizational commitment.
Lastly job satisfaction partially mediates between HRD and organizational
commitment.

Čuček, Mateja; Kač, Sonja Mlaker (2020) conducted a study on

“ORGANIZATIONAL CULTURE IN LOGISTICS SECTOR AND ITS
RELATION TO EMPLOYEE SATISFACTION.” The aim of this research was to
analyze organizational culture and the impact of different types of organizational
cultures on employee satisfaction in the Slovenian logistics sector. Logistics is a
service-oriented sector and, therefore, the impact of employee satisfaction on the
quality of logistics service is even more important than in general. For the purpose of
research, we conducted a quantitative survey, which combined the OCAI survey for
the determination of organizational culture and the survey of employee satisfaction.
The research results showed that organizational culture in Slovenian logistics sector
has an impact on employee satisfaction. We can also confirm that type of
organizational culture influences the satisfaction of employees. The clan and
hierarchical type of organizational culture are dominant in Slovenian logistics sector.

36
Employees prefer the clan culture which, accordingly, also leads to more employee
satisfaction. It can be argued that employees in Slovenian logistics sector are the most
dissatisfied with the type of market culture.

Ceyda Maden (2013) conducted a study on “Impact of fit, involvement, and

tenure on job satisfaction and turnover intention”. This study examined the
interactive effects of need–supplies fit, job involvement, and job tenure on service
sector employees' job satisfaction and turnover intention in Turkey. Survey data
collected from 252 employees who worked in three different banks and one
logistics company operating in Istanbul, Turkey, confirm the three-way
interaction in predicting employees' turnover intention. In particular, the effect of
needs–supplies fit on turnover intention was found to be more strongly positive
for longer tenured, highly involved employees. Results also reveal that while the
three-way interaction does not predict job satisfaction, the two-way interaction
between needs–supplies fit and job involvement is significant. Specifically,
needs–supplies fit had a stronger effect on the job satisfaction of highly job-
involved employees than those with lower levels of involvement. Certain
implications of these results, as well as avenues for future research, are discussed.

Günter Prockl Christoph Teller Herbert Kotzab Rob Angell (2017) conducted a
study on “Antecedents of Truck Drivers’ Job Satisfaction and Retention
Proneness”. The aim of this study was to (1) explore the antecedents of truck drivers’
job satisfaction, (2) identify the impact of financial and nonfinancial job properties on
satisfaction with the job and with one's employer, and (3) the drivers’ proneness to
retaining their jobs. Based on the extant literature, we develop a conceptual model
that is tested using survey data for 164 truck drivers. Multiple linear and ordinal
logistic regressions were used to estimate the proposed effects. The results reveal that
nonfinancial job properties and satisfaction with one's employer affect job satisfaction
is statistically significant. Financial and nonfinancial job properties affect satisfaction
with one's employer whereas the former shows a lower impact compared to the latter.
Satisfaction with the job and one's employer impacts retention proneness. The
contribution of this study was to (1) add to the understanding of the factors that
predict retention of truck drivers in relationship to job satisfaction and (2) highlight
the different roles of financial and nonfinancial job properties in this specific work
context.

M. M. PettyGail W. McGeeand Jerry W. Cavender (1984) conducted a study on

“A Meta-Analysis of the Relationships Between Individual Job Satisfaction and

37
Individual Performance". The correlational literature concerning the relationships
between individual job satisfaction and individual performance was analyzed, using
the meta-analysis techniques of Hunter, Schmidt, and Jackson (1982). Higher and
more consistent correlations between overall job satisfaction and performance were
indicated than those previously reported. Relationships between JDI measures of job
satisfaction and performance were not as high or as consistent as those found
between overall job satisfaction and performance.

Yücel, İlhami (2012) conducted a study on “Examining the relationships among

job satisfaction, organizational commitment, and turnover intention: An
empirical study”. This study’s aim is to examine the relationship among job
satisfaction, organizational commitment, and turnover intention of employees. A
model of job satisfaction, organizational commitment, and turnover intention is
developed and tested in one field study. In this study, using a 250 employees of a
Turkish manufacturing company, were given questionnaires to complete during
regular working hours; 188 completed questionnaires were returned. Job satisfaction,
organizational commitment, and turnover intention are popular topics in the study of
work-related attitudes. The main objective of this article is to test the relationships
among job satisfaction, organizational commitment and turnover intention. Structural
equation modeling to test research hypotheses is used and the model that has high
reliability and validity is developed. The results indicate that job satisfaction is one of
the most antecedents of organizational commitment and turnover intention and
suggest that high levels of job satisfaction results in higher commitment and lower
turnover intention so job satisfaction positively influences on affective commitment,
continuance commitment, and normative commitment while it is negatively impact on
turnover intention. The results emphasize the need to consider the factors can be
having effects on the relationship by highlighting to studies conducted on job
satisfaction, organizational commitment, and turnover intention.

ROBERT P. TETT JOHN P. MEYER (1993) conducted a study on “JOB

SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER
INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐
ANALYTIC FINDINGS”. This study’s aim is to Cross‐study differences in the
contributions of work attitudes to the turnover process led us to (a) estimate the six
relations among job satisfaction, organizational commitment, turnover
intention/withdrawal cognitions, and turnover using meta‐analysis; (b) assess the
effects of several psychometric moderators on those relations; and (c) compare the
influences of satisfaction and commitment in the turnover process by applying path
analysis to the meta‐analytic correlations. Based on aggregations involving a total of
178 independent samples from 155 studies, results showed that (a) satisfaction and
commitment each contribute independently to the prediction of
intention/cognitions; (b) intention/cognitions are predicted more strongly by
satisfaction than by commitment; (c) intention/cognitions mediate nearly all of the

38
attitudinal linkage with turnover; and (d) attitudinal contributions to the turnover
process vary with the use of single‐ versus multi‐item scales, the 9‐ versus 15‐item
version of the Organizational Commitment Questionnaire, and turnover intention
versus withdrawal cognition scales.

EvelynTnayAbg Ekhsan AbgOthmanHeng ChinSiongSheilla Lim OmarLim

(2013) conducted a study on “The Influences of Job Satisfaction and
Organizational Commitment on Turnover Intention”. This study aims to
investigate and find out the influences of job satisfaction and organizational
commitment on employee turnover intention in a production industry. There are a
total of 85 questionnaires collected from 100 questionnaires that had been distributed
at the chosen organization. Demographic characteristics were discussed briefly
according to the frequency level and percentage. In addition, both descriptive and
inferential statistics were applied to analyze the data obtained. As for inferential
statistics, Pearson Correlation Coefficient was used to measure the degree between
independent variables with dependent variable in this research. The research findings
showed that for the independent variable of job satisfaction with the factors on
satisfaction with pay and supervisory support had a low, and negative significant
relationship on employees’ turnover intention. However, organizational commitment
had no significant relationship towards turnover intention among the employees
within the organization.

Ching-FuChen (2006) conducted a study on “Job satisfaction, organizational

commitment, and flight attendants’ turnover intentions: A note”. This study looks
at the effects of job satisfaction, organizational commitment, and individual factors on
flight attendants’ turnover intentions. It makes use of samples of the attendants from a
Taiwanese airline company. From the results of a logistic regression analysis, two
aspects of organizational commitment (i.e. normative commitment and continuance
commitment) as well as job-itself satisfaction were found significantly negative
impact on flight attendants’ turnover intentions. In addition, wage and martial status
were found to be significant predictors of turnover intentions.

Marnis Atmojo (2012) conducted a study on “The Influence Of Transformational

Leadership On Job Satisfaction, Organizational Commitment, And Employee
Performance”. This research has four main objectives; first, to prove and analyze the
influence of transformational leadership towards employee job satisfaction; Second,
to prove and analyze the influence of transformational leadership towards

39
organizational commitment; Third, to prove and analyze the influence of
transformational leadership towards employee performance;
Fourth, to prove and analyze the influence of organization commitment towards the
employee performance. This research involved 146 members of middle management
as our research sample namely Head of Department, Plantation Manager, Plant
Manager, Head of Bureau/Division, Head Assistant, Head of Strategic Business Unit
(SBU), Chief Engineer and Head of Hospital Service. Structural Equation Modeling
(SEM) was used to test and analyze relationship among the research variables.
Research findings are transformational leadership significantly influences job
satisfaction, transformational leadership significantly influences the organization
commitment. The job satisfaction is shown to have significant influence on employee
performance, and organization commitment significantly influences the employee
performance.

Javad Eslami and Davood Gharakhani (2012) conducted a study on

“Organizational Commitment and Job Satisfaction”. The purpose of this paper is
to examine the role Job satisfaction on Organizational commitments. In this study,
Data collected from 280 Iranian employees. The present study employs a
questionnaire survey approach to collect data for testing the research hypotheses.
Relevant statistical analytical techniques including regression for analysis was then
used. The results indicate that all three factors of Job satisfaction (Promotions‚
Personal relationships‚ and Favorable conditions of work) have positive and
significant effects on Organizational commitments. The main contribution of the
paper is to provide empirical evidence about the impact of Job satisfaction on
Organizational commitments. Also the findings of the study are important for both
practitioners and academics.

NATH GANGAI K., AGRAWAL R. (2015) conducted a study on “JOB

SATISFACTION AND ORGANIZATIONAL COMMITMENT: IS IT
IMPORTANT FOR EMPLOYEE PERFORMANCE”. The purpose of this study
is to examine the relationship between components of organizational commitment and
job satisfaction among employee at EN Reality solution Pvt. Ltd. in Lucknow, UP,
India. Therefore, this study could make important contribution to extant research in
management and organizational behavior. The following research objectives were
formulated for the study: (1) To investigate role of job satisfaction influence
organizational commitment among the employees. (2) To find out the job satisfaction
and organizational commitment among the gender. The totals of 50 data were
collected through convenience sample technique and the data were calculated usage
of statistical application of correlation matrix. The results shown that there is a highly
significant correlation among factors of organizational commitment, including both
genders. But there is no significant correlation between job satisfaction and
organizational commitment and among three dimensions, only continuance
commitment and normative commitment is significant correlation with job
satisfaction at 0.05 level. Similar finding shown in the case of gender (male and

40
female) that there is no correlation between organizational commitment components
and job satisfaction.

THEORITICAL VIEW

Factors affecting job satisfaction

There are a number of factors that influence job satisfaction. A number of research
studies have been conducted in order to establish some of the causes that result in
job satisfaction. These studies have revealed consistent correlation of certain
variables with the job satisfaction.

Working Environment

It is essential to provide employees with a work environment that is conducive to

their overall development.

They need an environment which is healthy and safe and which caters to both
personal comforts and facilitates doing a good job. If the working conditions are
good (clean, attractive surroundings), the personnel will find it easier to carry out
their jobs.

On the other hand, if the working conditions are poor (hot, noisy
surroundings), personnel will find it more difficult to get things done.

Hence, it can be said that having a friendly, and supportive environment can lead
to increased job satisfaction.

Fair Policies and Practice

Individuals who perceive that promotion decisions are made in a fair and just
manner are likely to experience satisfaction from their jobs.

Very often employees are demotivated and dissatisfied with their jobs because
unfair policies and practices prevail at their place of work.

It is therefore of utmost importance for an organization to have a fair and

equal system regarding practices and policies so that there is no
discrimination and frustration.

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Caring Organization

Care can be shown in various ways, but it takes into consideration career
development, adult treatment, being taken seriously and being appreciated for a
job well done. When people feel that the organization; for which they are
working, cares for them and takes actions to improve their work and lives, they
are happy, and this creates higher satisfaction.

Appreciation

The human race loves to be appreciated.

Even for the smaller job that does one seek to have an appreciation, from
colleagues, boss, and seniors. When one gets acknowledged in front of everyone, it
gives up a boost to their morale.

When appreciation leads to encouragement, the ultimate result is reflected in

the efficiency of work automatically.

Therefore, the level of job satisfaction is always higher wherever appreciation

is higher.

Pay

Wages and salaries are recognized to be a significant but cognitively complex

(Carraher, & Buckley, 1996) and multidimensional factor in job satisfaction.
Money not only helps people attain their basic needs but is also instrumental in
providing upper-level need satisfaction.

Employees often see pay as a reflection of how management views their

contribution to the organization. Fringe benefits are also significant, but they are not
as influential.

One reason undoubtedly is that most employees do not even know how much they
are receiving in benefits. Moreover, most tend to undervalue these benefits because
they do not realize their significant monetary value.

Age

Age is one of the factors affecting job satisfaction. Various studies carried out in
this field have shown that job satisfaction tends to increase with age.

That is older employees tend to report higher satisfaction, and younger employees
say the lowest job satisfaction rates.

Promotion

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Promotional opportunities seem to have a varying effect on job satisfaction. This
is because promotions take some different forms and have a variety of
accompanying rewards.
In recent years, the flattening of organizations and accompanying empowerment
strategies, promotion in the traditional sense of climbing the hierarchical
corporate ladder of success is no longer available as it once was.

Feel of Belongings

Most of the organization fails to understand this fundamental factor, whereas

many have started acting towards it.

If an employee feels that he is considered an important part of the team, he belongs

to the organization then there are higher chances of job satisfaction.

Texting or emailing an employee on his/her birthday, communicating the crisis to

even at the ground level employee, making special efforts during festive seasons,
all these small little gestures make an employee believe that he or she belongs to
the firm.

This brings job satisfaction and loyalty together.

Initiation and Leadership

If an employee is given an equal number of opportunities to show their talent, take

the lead and initiate then the chances of having a higher level of job satisfaction is
more.

Suppose in an organization; no employee is asked to give suggestions; nobody

is bothered to inform them of the decision.

There are only a few figures who lead the team always.

In such conditions, an employee wouldn’t feel satisfied with whatever job he or she
is currently doing.

Feel of Being Loved

It is noticed that if an employee has a good bonding with colleagues arid seniors,
then the job satisfaction level is higher.

One feels like coming to the office and performing the job. If the environment is not
friendly, office politics is at its peak, and malpractices are done, then all these
factors together leave no stone unturned in discouraging an employee from not
coming to the office.

Safety and Security

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These days companies are taking endless measures in order to see that an employee
is catered to a different kind of facilities like health care and medical checkups.

There are a few institutions that also provide insurance policies at a lower rate.

Hence, this aspect of safety and security plays a major role. If an employee didn’t
feel safe and secured at the organization that he or she works in, the level of job
satisfaction is ultimately going to fall.

Challenges

There are a few types of employees who love to experiment; they like it when the
challenging job is assigned to them. To them, the challenge is always associated
with ability and capability.

They feel that if an employee is given a challenging job, it means that the leader
trusts his or her capacity to fulfil the expectations.

Thus, wherever challenges have involved the level of job satisfaction

automatically raises up.

Responsibilities

This suggests that when an employee is given a bigger responsibility it makes him
or her conscious about the fact that the employers think him or her as a capable and
trustworthy candidate.

Jobs where responsibility is involved always carry a higher level of satisfaction.

The idea of responsibility and the feel that one gets when the responsibility gets
accomplished cannot be traded for anything in the world.

If an employee is not given any responsibility to handle, ultimately the result is that
the person feels detached and doubts about self-worth which immediately affects
job satisfaction.

Creativity in Job

Job satisfaction is always higher wherever creativity is involved. The

creative freedom gives a sense of fulfilment whenever any project is
complete.

It makes an employee feels as if the project belongs to them for their creativity is
there. Even if it is just a creative sentence that they have put in, it means a lot to
them.

On the other hand, in jobs that are monotonous, the employee won’t feel like he or
she belongs to the project. The alienation takes place, and hence the job satisfaction
level falls drastically.

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Personal Interest and Hobbies

People who pursue their hobbies and interest as their career, gain the highest level
of satisfaction in whatever they do at their workplace.

This is because their job is not a job for them, but a way of getting closer to
their interest and making money. Whatever, they will be more than just to have
a promotion.

Respect from Co-Workers

Employees seek to be treated with respect by those they work with. A hostile
work environment with rude or unpleasant co-workers is one that usually has
lower job satisfaction

Managers need to take a step and mediate conflicts before they escalate into
more serious problems requiring disciplinary action.

Employees may need to be reminded of what behaviours are considered

inappropriate when interacting with co-workers.

Relationship with Supervisors

One of the major reasons’ employees think about quitting a company is that
their supervisor does not care about them.

A participative climate created by the supervisor seems to have a more

substantial effect on workers’ satisfaction than does participation in a specific
decision.

Effective managers know their employees need recognition and praise for their
efforts and accomplishments.

Employees also need to know their supervisor’s door is always open for them to
discuss any concerns they have that are affecting their ability to do their jobs. It
will lead to their satisfaction in the office.

Feedback

Not receiving feedback on their work can be quite discouraging for most people.
Effective feedback will help the team members know where they are and how
they can improve.

Authority also needs to know what kind of feedback the team members respond
to best. Research shows that learners seek and respond to positive feedback,
while experts respond to negative feedback.

45
In the case of negative feedback, it’s not enough to simply point out what is wrong.
One should explain the reason something they did isn’t working, and how it might
be corrected.

Flexibility

Offering flexibility is a great way to show the team members that what is expected
from them. What’s more, the gift of time is one of the most appreciated workplace
perks. Smart people work best when they can choose their schedule.

Flexible hours can increase engagement and productivity. But keep in mind that
these may decrease collaboration.

Nature of Work

The nature of work can define the willingness to work. Most individuals have a
liking for certain tasks and would prefer to handle these tasks. One should make
sure that he/she is going for firms where he/she gets to apply the skills, abilities, and
knowledge to the fullest.

Recent research has found that such job characteristics and job complexity
mediate the relationship between personality and job satisfaction, and if the
creative requirements of employees’ jobs are met, then they tend to be satisfied.

For each working personal job satisfaction has a different meaning. There are
different factors that influence the level of job satisfaction. The ones that are
listed above are the most common ones.

It is vital for an employee to have a satisfaction level derived from the job that he
or she is doing.

Theories of satisfaction

Frederick Herzberg Two Factor Theory:

More than four decades back, Herzberg et al., (1959) were intrigued by the question
of what people want from their jobs. They applied critical incident technique and
surveyed 200 accountants and engineers from Pittsburg. They were asked to
describe the events which made them feel good or bad about their jobs. The
responses were tabulated as follows. Their approach is popularly known as Two
Factor Theory.
According to Herzberg, there are two factors; ‘Motivators’ and ‘Hygiene factors’. It
is only the motivating factors which generate job satisfaction. The very task/job and
the outcomes of the job like recognition reward, responsibility, promotion, and
growth have potential to generate job satisfaction.

46
He categorically explained that the second set of factors called ‘hygiene factors’
should be present in the organization so as to avoid dissatisfaction from job. For
example power cut, poor relations with superiors and colleagues, poor pay,
restrictive policies, absence of job security and so on have the power to disturb the
employees. But they cannot empower the employees.

Locke’s Value Theory:

This theory was conceptualized by E.A. Locke. This theory states that job
satisfaction occurs where job outcomes an employee receives matches with those
desired by him. Accordingly, the more the employee receives as outcomes they
value, the more they feel satisfied; the less they receive as outcome they value, the
less they feel satisfied. In other words, the discrepancy between present aspects of
the job and the aspect desired by the employee generates job dissatisfaction. The
greater the discrepancy, the greater the job dissatisfaction and vice versa. This theory
invites the attention of management to those aspects of job which cause
dissatisfaction and transform them so that employee feels satisfied.

Adam’s Equity Theory:

This theory was contributed by J.S. Adam. The basic postulate of this theory is that
employees compare the ratio of output to inputs with that of others. According to
him inequity occurs where a person perceives that ratio of his outcomes to inputs
and the ratios of a relevant others outcome to inputs are unequal.

47
Inputs refers to age, gender, education, social status, organizational position,
qualification, hard work, etc., while output signifies reward, pay, status,
promotion, etc.
Thus perception of equity generates job satisfaction and perception of inequity
causes dissatisfaction.
According to Adam, workers want equitable payment. They neither want under
payment nor over payment. They need fair pay. Where the inequity exists,
workers strike to alter inputs or outcomes to restore equity; cognitively distort the
inputs or outcome or leave the field or act on the other or change the other.
The critics attacked this theory on the ways advocated by Adam to deal with
inequity. However, this theory highlighted the need of workers to be fairly treated
by management.

Opponent Process Theory:

This theory was developed by F.J. Landy. The crux of this theory is that constant
input does not result in constant output. Initiating some change in the job may
enhance worker’s satisfaction in general but may not increase satisfaction
consistently over a period. Landy applied this concept in goal setting theory.
Employees may resist the change aggressively in the initial stage. Consequently, job
satisfaction declines.
But pleasure form the job increases progressively as an employee gains experience
in goal setting exercises.
In other words, interventions intended to increase job satisfaction may not become
popular on their introduction but it ensures satisfaction by regular practice. In
sum, introducing changes in job over a period of time generates job satisfaction. A
single change generates job satisfaction for a certain period. Thus, introducing
change should be a continuous phenomenon. It should be progressively done.

Fulfillment Theory:

The proponents of this theory measure satisfaction in terms of rewards a person

receives or the extent to which his needs are satisfied. Further, they thought that
there is a direct/positive relationship between job satisfaction and the actual
satisfaction of the expected needs.
The main difficulty in this approach is that job satisfaction as observed by willing,
is not only a function of what a person receives but also what he feels he should
receive as there would be considerable difference in the actuals and expectations of

48
persons. Thus, job satisfaction cannot be regarded as merely a function of how
much a person receives from his job. Another important factor/variable that should
be included to predict job satisfaction accurately is the strength of the individuals’
desire of his level of aspiration in a particular area. This led to the development of
the discrepancy theory of job satisfaction.

Discrepancy Theory:

The proponents of this theory argue that satisfaction is the function of what a
person actually receives from his job situation and what he thinks he should
receive or what he expects to receive. When the actual satisfaction derived is less
than expected satisfaction, it results in dissatisfaction.
“Job satisfaction and dissatisfaction are functions of the perceived relationship
between what one wants from one’s job and what one perceives it is offering.”
This approach does not make it clear whether or not over-satisfaction is a part of
dissatisfaction and if so, how does it differ from dissatisfaction. This led to the
development of equity theory of job satisfaction.

Equity Theory:

The proponents of this theory are of the view that a person’s satisfaction is
determined by his perceived equity, which in turn is determined by his input-output
balance compared to his comparison of others’ input-output balance. Input-output
balance is the perceived ratio of what a person receives from his job relative to what
he contributes to the job.
This theory is of the view that both rewards — over rewards as well as under
rewards lead to dissatisfaction. An under-reward causes feelings of unfair treatment
while over-reward leads to feelings of guilt and discomfort among employees.

Two-Factor Theory:

This theory was developed by Herzberg, Manusner, Peterson and Capwell who
identified certain factors as satisfiers and dissatisfiers. Factors such as
achievement, recognition, responsibility, etc., are satisfiers, the presence of which
causes satisfaction but their absence does not result in dissatisfaction.
On the other hand, factors such as supervision, salary, working conditions, etc., are
dissatisfiers, the absence of which causes dissatisfaction. Their presence, however,
does not result in job satisfaction. The studies designed to test their theory failed to

49
give any support to this theory, as it seems that a person can get both satisfaction
and dissatisfaction at the same time, which is not a valid proposition.

Affect Theory:

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

Dispositional Theory:

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable overtime and across careers and jobs. Research
also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued
that there are four Core Self-evaluations that determine one’s disposition towards
job satisfaction- self-esteem, general self-efficacy, locus of control and neuroticism.
This model states that higher levels of self-esteem (the value one places on his/her
self) and general self-efficacy (the belief in one’s own competence) lead to higher
work satisfaction. Having an internal locus of control (believing one has control

50
over her\his own life, as opposed to outside forces having control) leads to higher
job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory:

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states
that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. An employee’s motivation to work is continually
related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal
and organization goals. Motivating factors are those aspects of the job that make
people want to perform and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities.
These motivating factors are considered to be intrinsic to the job, or the work
carried out. Hygiene factors include aspects of the working environment such as
pay, company policies, supervisory practices and other working conditions.
While Hertzberg’s model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting
that Hertzberg’s original formulation of the model may have been a methodological
artefact.
Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors Finally, the model has been criticized in that it does
not specify how motivating/hygiene factors are to be measured.

Job Characteristics Model:

Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction.
The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for
outcomes and knowledge of the actual results), in turn influencing work outcomes
(job satisfaction, absenteeism, work motivation, etc.).

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The five core job characteristics can be combined to form a motivating potential
score (MPS) for a job, which can be used as an index of how likely a job is to affect
an
employee’s attitudes and behaviours. A meta-analysis of studies that assess
the framework of the model provides some support for the validity of the
JCM.
Job Satisfaction is in regard to one’s feelings or state-of-mind regarding the nature
of their work. Job satisfaction can be influenced by a variety of factors, e.g., the
quality of one’s relationship with their supervisor, the quality of the physical
environment in which they work, degree of fulfilment in their work, etc.

Main theory of job satisfaction based on Herzberg’s theory

The social reference-group theory is similar to need-fulfillment theory except that it

takes into account not the desires, needs and interests of the individual, but rather the
point of view and opinions of the group to whom the individual looks for guidance.
Such groups are defined as the “reference-group” for the individual in that they
define the way in which he should look at the world and evaluate various
phenomena in the environment (including himself)-
It would be predicted, according to this theory, that if a job meets the interests,
desires and requirements of a person’s reference group, he will like it and if it does
not, he will not like it. A good example of this theory has been given by C.L. Hulin.
He measured the effects of community characteristics on job satisfaction of female
clerical workers employed in 300 different catalogue order offices.
He found that with job conditions held constant job satisfaction was less among
women living in a well- to-do neighbourhood than among those whose
neighbourhood was poor. Hulin thus provides strong evidence that such frames of
reference for evaluation may be provided by one’s social groups and general
social environment.
However, it is obvious that this theory gives an incomplete explanation since
while some people may go along with group opinions and group evaluation of
organizational phenomena many people are independent of these pressures.
(1) Job satisfaction is a function of, or is positively related to the degree to
which the various motivations or satisfiers are present in the job situation;
(2) Job satisfaction is a function of or is positively related to the degree to
which one’s personal needs are fulfilled in the job situation; and
(3) Job satisfaction is a function of, or is positively related to the degree to
which the characteristics of the job meet with approval and the desires of the

52
 group to which the individual looks for guidance in evaluating the world and
defining social reality.

Herzberg’s theory of satisfying employees or workers in

an organisation

To apply Herzberg’s theory to real-world practice, let’s begin with the hygiene
issues. Although hygiene issues are not the source of satisfaction, these issues must
be dealt with first to create an environment in which employee satisfaction and
motivation are even possible.

Company and Administrative Policies:

An organization’s policies can be a great source of frustration for employees if the

policies are unclear or unnecessary or if not everyone is required to follow them.
Although employees will never feel a great sense of motivation or satisfaction due
to your policies, you can decrease dissatisfaction in this area by making sure your
policies are fair and apply equally to all.
Also, make printed copies of your policies-and-procedures manual easily accessible
to all members of your staff. If you do not have a written manual, create one,
soliciting staff input along the way. If you already have a manual, consider updating
it (again, with staff input). You might also compare your policies to those of similar
practices and ask yourself whether particular policies are unreasonably strict or
whether some penalties are too harsh.

Supervision:

To decrease dissatisfaction in this area, you must begin by making wise decisions
when you appoint someone to the role of supervisor. Be aware that good employees
do not always make good supervisors. The role of supervisor is extremely difficult.
It requires leadership skills and the ability to treat all employees fairly.
You should teach your supervisors to use positive feedback whenever possible and
should establish a set means of employee evaluation and feedback so that no one
feels singled out.

Salary:

The old adage “you get what you pay for” tends to be true when it comes to staff
members. Salary is not a motivator for employees, but they do want to be paid

53
fairly. If individuals believe they are not compensated well, they will be unhappy
working for you. Consult salary surveys or even your local help-wanted ads to see
whether the salaries and benefits you’re offering are comparable to those of other
offices in your area. In addition, make sure you have clear policies related to
salaries, raises and bonuses.

Interpersonal Relations:

Remember that part of the satisfaction of being employed is the social contact it
brings, so allow employees a reasonable amount of time for socialization (e.g.,
over lunch, during breaks, between patients). This will help them develop a sense
of camaraderie and teamwork.
At the same time, you should crack down on rudeness, inappropriate behaviour
and offensive comments. If an individual continues to be disruptive, take charge
of the situation, perhaps by dismissing him or her from the practice.

Working Conditions:

The environment in which people work has a tremendous effect on their level of
pride for themselves and for the work they are doing. Do everything you can to keep
your equipment and facilities up to date. Even a nice chair can make a world of
difference to an individual’s psyche.
Also, if possible, avoid overcrowding and allow each employee his or her own
personal space, whether it be a desk, a locker, or even just a drawer. If you have
placed your employees in close quarters with little or no personal space, do not
be surprised that there is tension among them.
Before you move on to the motivators, remember that you cannot neglect the
hygiene factors. To do so would be asking for trouble in more than one way. First,
your employees would be generally unhappy and this would be apparent to your
patients. Second, your hardworking employees, who can find jobs elsewhere,
would leave, while your mediocre employees would stay and compromise your
practice’s success. So, deal with hygiene issues first, then move on to the
motivators:

Work Itself:

Perhaps most important to employee motivation is helping individuals believe that

the work they are doing is important arid that their tasks are meaningful. Emphasize

54
that their contributions to the practice result in positive outcomes and good health
care for your patients.
Share stories of success about how an employee’s actions made a real difference in
the life of a patient, or in making a process better. Make a big deal out of
meaningful tasks that may have become ordinary, such as new-baby visits.
Of course employees may not find all their tasks interesting or rewarding, but you
should show the employee how those tasks are essential to the overall processes
that make the practice succeed. You may find certain tasks that are truly
unnecessary and can be eliminated or streamlined, resulting in greater efficiency
and satisfaction.

Achievement:

One premise inherent in Herzberg’s theory is that most individuals sincerely want to
do a good job. To help them, make sure you have placed them in positions that use
their talents and are not set up for failure. Set clear, achievable goals and standards
for each position and make sure employees know what those goals and standards
are.
Individuals should also receive regular, timely feedback on how they are doing and
should feel they are being adequately challenged in their jobs. Be careful, however,
not to overload individuals with challenges that are too difficult or impossible, as
that can be paralyzing.

Recognition:

Individuals at all levels of the organization want to be recognized for their

achievements on the job. Their successes do not have to be monumental before
they deserve recognition, but your praise should be sincere.
If you notice employees doing something well, take the time to acknowledge their
good work immediately. Publicly thank them for handling a situation particularly
well. Write them a kind note of praise. Or give them a bonus, if appropriate. You
may even want to establish a formal recognition program, such as “employee of the
Month”.

Responsibility:

Employees will be more motivated to do their jobs well if they have ownership of
their work. This requires giving employees enough freedom and power to carry out

55
their tasks so that they feel they “own” the result. As individuals mature in their
jobs, provide opportunities for added responsibility.
Be careful, however, that you do not simply add more work. Instead, find ways to
add challenging and meaningful work, perhaps giving the employee greater freedom
and authority as well.

Advancement:

Reward loyalty and performance with advancement. If you do not have an open
position to which to promote a valuable employee, consider giving him or her a new
title that reflects the level of work he or she has achieved. When feasible, support
employees by allowing them to pursue further education, which will make them
more valuable to your practice and more fulfilled professionally.

Research on Job Satisfaction

Job satisfaction is the most frequently studied variable in organizational behaviour
(Spector, 1997). Research on job satisfaction is performed through various methods
including interviews, observations and questionnaires. The questionnaire is the most
frequently used research method because it is unrestrained in nature. Researchers
can use an existing assessment tool or scale, as a means of assessment. Using an
existing scale provides the researcher with a valid, reliable and consistent construct
while assessing job satisfaction. Job satisfaction can be assessed using a general
scale, facet satisfaction scale or global satisfaction scale. The Jobs Descriptive
Index (JDI) is the most popular job satisfaction assessment tool with researchers
(Spector, 1997). The JDI is broken down into five facets of satisfaction: work, pay,
promotion, supervision and co-workers.
The most significant research study that shows the importance of job satisfaction is
the Hawthorne studies (Muchinsky, 1985). The purpose of the study was to research
the relationship between lighting and efficiency. The experiment was conducted in
1924 by researchers from Western Electric and Harvard University at the Hawthorne
Works of the Western Electric Company. Various sets of lights at various intensities
were set up in rooms where electrical equipment was being produced. The amount
of illumination (bright, dim, or a combination) provided to the workers seemed to
have no effect on production. The results of the study were so unexpected that
further investigation revealed many previously unknown aspects of human
behaviour in the workplace. Researchers learned that factors other than lighting
affect worker's productivity. The workers responded positively to the attention they
were receiving from the researchers and as a result, productivity rose. Job
performance continued to improve because of the novelty of the situation; when the
novelty wore off, production returned to its earlier level. Research has offered little
support that a happy employee is productive; in fact, research suggests that causality
may flow in the opposite direction from productivity to satisfaction (Bassett, 1994).
Research on this theory supports that job satisfaction is an important factor not
only for employees but for organizations as well. For example, in a research
survey by Grant, Fried, and Juillerat (2010) at a large bank, managers found that

56
bank tellers were very dissatisfied with their jobs stating that they were “just
glorified clerks”
They also said that their jobs were boring and felt micromanaged because they were
unable to make decisions even small ones, without the approval of their managers.
In this case, the managers of the bank decided to re-design the teller jobs to increase
job satisfaction. New tasks were added to provide variety and the use of a broad
range of skills. In addition to their checking cash, deposit and loan payment tasks,
they were trained to handle commercial and traveler's cheques as well as post
payments online. The tellers were also given more autonomy in their roles and
decision-making responsibilities. Finally, when feedback time approached, the
managers felt that by re-designing the role of the teller they were giving the tellers
responsibility to own their customers. In this particular case, it was observed that job
satisfaction had increased. A survey was taken six months later and it was found that
not only were the tellers more satisfied with their role but they were also more
committed to the organization. Finally, during employee/manager evaluations, it
was found that there was an increase in performance by the tellers and that the job
satisfaction provided by the job redesign had effects lasting at least four years (Grant
et al., 2010).

According to another study by Syptak, Marsland, and Ulmer (1999)

satisfied employees tend to be more productive, creative and committed to
their employers.
Furthermore, recent studies have shown that there is a direct correlation between
staff satisfaction and patient satisfaction. In the case of the physician's office, a study
found that not only were the employees and patients more satisfied, the physicians
found an increased level of job satisfaction as well. The study conducted in the
physician's office was based on Herzberg's Motivation-Hygiene Theory. Hygiene
factors are related to the work environment and include: company policies,
supervision, salary, interpersonal relations and working conditions. Motivators
factors are related to the job and make employees want to succeed and include:
achievement, recognition, the work itself, responsibility and advancement.
According to Herzberg, once the hygiene issues are addressed, the motivators
promote job satisfaction and encourage production. In applying Herzberg's theory to
the real life physician's practice. The study first addressed the hygiene factors
"because these are important in creating an environment in which employee
satisfaction and motivation are possible” (Syptak et al., 1999). The study discussed
in detail each aspect of the hygiene factors and how the physicians could apply these
factors to create an environment that promoted job satisfaction. The study then
moved on to the motivators and again discussed in detail the aspects of each factor.
Finally, "by creating an environment that promotes job satisfaction, you are
developing employees who are motivated, productive and fulfilled” (Syptak et al .
1999). The image below provides a visual between difference in motivators and de-
motivators in job satisfaction.

57
Correlation versus Causation
While one may wish to understand which variables increase or decrease job
satisfaction, it is important to remember that correlation is not equivalent to
causation (Steinberg, 2008). Research has shown that there is a correlation between
job satisfaction and performance, turnover, and absenteeism. A correlation indicates
that there is a relationship between these variables; however, it does not explain
"which variable, if either, caused the relationship" (Steinberg, 2008, p. 419). It is
entirely possible that an outside variable is responsible for the correlation
(Steinberg, 2008). For example, job satisfaction and job performance are positively
correlated (when job satisfaction increases, job performance increases). However,
for one person, satisfaction may increase because performance increases, whereas,
for another, performance may increase because satisfaction increases. It is
impossible to tell whether job satisfaction causes increased job performance or that
job performance causes increased job satisfaction based on correlation alone.

The following is a list of alternative explanations of a correlation (Pearson, 2010):

• Reverse causation - The causal direction is opposite to what has been

hypothesized; e.g., job performance causes an increase in job satisfaction
rather than the other way around.

• Reciprocal causation -The two variables cause each other; e.g. high job
satisfaction causes high job performance which then increases job satisfaction.

58
• Common-causal variables -Variables not part of the research hypothesis
cause both the predictor and the outcome variable; e.g. individual disposition
may cause both satisfaction and job performance.

• Spurious relationship -The common-causal variable produces and “explains

away” the relationship between the predictor and outcome variables; e.g.,
individual differences in disposition as described above.

• Extraneous variables -Variables other than the predictor causes the outcome
variable, but do not cause the predictor variable; e.g., pressure from a
supervisor causes high performance.

• Mediating variables -Variables caused by the predictor variable in turn cause

the outcome variable; e.g., experience could cause high performance which then
could cause satisfaction (performance would be the mediating variable).

The Consequences of Job Dissatisfaction

According to the exit- voice- loyalty- neglect- framework (Farrell, 1983),
employees’ response to dissatisfaction with the workplace can take four forms, each
of which differs from the others on two dimensions: active vs. passive and
constructive vs. destructive. The four responses are:

1. Exit: exit refers to behaviour aimed at leaving the company, such as looking
for a new job. Exit is a destructive and active response.
2. Voice: voice refers to employee initiative to improve conditions in the
organization, for example, offering ideas on how to improve the business.
Voice is an active and constructive response.
3. Loyalty: loyalty refers to an employee’s attitude of trust toward the
organization. It can manifest itself as a passive but optimistic hope for
improvements to come about. Loyalty is passive and constructive.
4. Neglect: neglect occurs when an employee shows absenteeism, shows up late
for work and puts less effort at work. By performing inadequately at work, the
employee is allowing conditions to deteriorate. Neglect is passive and
destructive.

So far we have only been focusing on Job Satisfaction but what about those who
become dissatisfied? Only 30% of Americans enjoy their job which leads us to
believe that nearly 70% of working Americans do not enjoy their job (Notte 2013).
Not only is satisfaction important in running a happy and productive workplace
because job dissatisfaction can cost the company. For example, unhappy workers
that call in sick and find ways to avoid working cost U.S. companies $450 billion to
$550 billion every year (Notte 2013). It is especially important for companies to not
lose money due to their employees as loss due to employee neglect is a tremendous
cost. Companies must better employ strategies and techniques listed above in order
to increase overall job satisfaction and revenue in the company. Currently, nearly
half of American employees are disengaged with their work causing them to not
perform to their best. In order for companies to work best, they must have

59
employees who are working their best; business must change and adapt to the
employees in order to improve job satisfaction.
Cognitive belief about work is not a fixed emotion as it can be altered and
influenced by current happenings in and out of the company which cause feelings to
change for the better or worse. Job productivity, as well as many other important
aspects to a happy work environment, has been proven to work better, with more
satisfied workers. Changes in the structure of American business must significantly
improve to increase the satisfaction of employees.

Action Alternatives

• Performance - It’s almost intuitive to conclude that people who are

dissatisfied don’t perform as well as people who are satisfied with their
job. However, this isn't always the case; discontentment can trigger a
change in people to come up with creative solutions to problems (Zhou &
George, 2001). If a person is dissatisfied , they may perform better to
rectify the situation, so performance level may be high or low depending
on the individual.
• Protest - Another form of action an unhappy worker may resort to, is the
protest. One form of protest is unionization. People tend to join unions for a
number of reasons, including support if there is a problem at work or
to improve pay and work conditions (Wadditigton & Whitston, 1997).
Protests are usually an attempt to change the cause of the unhappiness
(Henne & Locke, 1985).
• Withdrawal - Absenteeism and/or leaving the job is another recourse a
worker may take when they become dissatisfied in their workplace.

Psychological Alternatives

• Change perception – People can choose to change their outlook and views on
life. They can decide that instead of focusing on things at the job that are
dissatisfying, they would focus on things about the job they enjoy.
• Change values – Most companies have a mission statement or a group of core
values. If there is a conflict between personal values and company values, a
person can change their values to align with the company’s values in order to
alleviate dissatisfaction.
• Change reaction – Another alternative an individual might have, while
experiencing dissatisfaction, would be to avoid it using psychological defense
mechanisms such as repression and evasion (Henne & Locke, 1985). He or she
may choose to avoid aspects of the job they are unhappy with, or he or she may
suppress their unhappiness.
• Toleration – Others may simply tolerate their displeasure. They may reason out
that they derive happiness from other sources in their life so they can put up with
the displeasure at work (Henne & Locke, 1985).

Consequences of Choices

60
• Life Satisfaction – Henne & Locke (1985) believed that work is a component
of a person’s life and will affect one’s attitude towards life as a whole. "Since
work is a component of one's life, it will affect one's attitude toward life as a
whole." This is not exclusive, though. The effect on life satisfaction will depend
on the importance of the job to the individual. (1985)
• Mental Health – Locke (1976) suggests that the existence of dissatisfaction
implies conflict in the employee's mind and the conflict may lead to issues.
Whether or not dissatisfaction will lead to mental illness depends on the
causes. Mental illness is more likely when an individual's values and actions
are part of the problem. (Henne & Lock, 1985).
• Physical Health - If the dissatisfaction event increases stress levels in an
individual, it may have health implications. Many studies have proven the
physical effects stress can have on the body including ulcers, headaches, high
blood pressure, hyperacidity, and heart disease. (Henne & Locke, 1985)

61
 CHAPTER 5
RESEARCH METHODOLOGY

5. Research Methodology

MEANING OF RESEARCH:
The search for knowledge through objective and systematic method for finding a
proper and feasible solution to a problem is popularity is known as research.

RESEARCH METHODOLOGY:
Methodology is the plan of action for a research project and explain in detail

how data are collected analysis and presented so that they will provide meaning
information.

RESEARCH DESIGN:
A plan of proposed study prepared by a researcher stating the research activities
to be performed in this proposed study before be under takes his research work is
called a research design. The research has used the descriptive research design.

DATA COLLECTION:
Data refers to the facts, figures or information collected for a specific purpose.
There are two types of data.

• PRIMARY DATA:
Primary data are those which are new and original in nature. These data are
the first hand information generated to achieve the purpose of the research.
The primary data are collected in person through survey research in the
systematic gathering of data from respondents through questionnaires.

62
• SECONDARY DATA:
Secondary data are those data which are not new and original in nature. These
data are obtained sources. The secondary data are collected from some books
and previous project report.

METHOD OF DATA COLLECTION: Both primary and Secondary data

were used.

NATURE OF RESPONDENTS:
The data were collected from Employees of SEAWAVES SHIPPING
SERVICES

PERIOD OF THE STUDY: The study was conducted for a period of

two months from January 2021 to March 2021.

SAMPLE SIZE: The sample size refers to the number of sampling units
selected form the population for exploration. The sample size of this
research is 41.

INSTRUMENT USED: The Instrument used for the study is Questionnaire.

TOOLS USED FOR ANALYSIS: Percentage analysis was done to analyze

the given response. Percentage analysis is the method to represent raw streams
of data as a percentage (a part in 100 – percent) for better understanding of
collected data.

63
 CHAPTER 6
DATA ANALYSIS AND
INTERPRETATION
6. Data Analysis and Interpretation

Data analysis and interpretation is the process of assigning meaning to the

collected information and determining the conclusions, significance and
implications of the findings. It is an important and exciting step in the process of
research.

Percentage Analysis:

Table 6.1 Table showing the job title of employee

Job Title No of respondents Percentage
Executive 18 43.9%
Manager/Supervisor 10 24.4%
Senior Manager 4 9.8%
Director 2 4.9%
Management Level 7 17.1%

64
Inference: Out of 41 employees of the company 43.9% (I.e.,18) belongs to executive
level 24.4% (I.e., 10) belongs to manager/ supervisor, 9.8% (I.e.,4) belongs to senior
manager, 4.9% (I.e.,2) belongs to director and 17.1% (I.e,7) belongs to management
level.

Table 6.2 Table showing male female percentage in the company

Gender No of respondents Percentage
Male 27 65.9%
Female 14 34.1%

Inference: Out of 41 employees in the company 65.9% (I.e,27) belongs to male

and 34.1% (I.e,14) belongs to female.

65
Table 6.3 Table showing the various factors of employee job
satisfaction
Factors Very Somewhat Neutral Somewhat Very
satisfied satisfied dissatisfied dissatisfied
Salary 11 24 4 2 0
Benefits 11 18 10 2 0
Frequency 15 13 8 5 0
and amount
of bonuses
Connection 14 18 6 2 1
between pay
and
performance
Workload 13 13 10 4 1
Flexibility of 16 12 6 6 1
work hours
Physical 15 14 9 3 0
working
environment
Opportunity 15 17 5 2 2
for
advancement
Job security 13 17 9 2 0
Ability to 11 17 8 5 0
influence the
decisions that
affects you

66
Inference: Out of 41 respondent it can be inferred that, 24 respondents
(I.e.,58.53%) are somewhat satisfied with salary 11 (I.e.,26.82%) are very
satisfied, 4 (I.e., 9.75%) have neutral satisfaction and 2 (I.e.,4.87%) are somewhat
dissatisfied. 18 (I.e., 43.90%) are somewhat satisfied with benefits given by the
organization 11 (I.e., 26.82%) are very satisfied, 10 (I.e.,24.39%) have neutral
satisfaction and 2(I.e, 4.87%) are somewhat dissatisfied. 13(I.e., 31.70%) are
somewhat satisfied with frequency and amount of bonuses 15(I.e.,36.58%) are
very satisfied, 8 (I.e.,19.51%) have neutral satisfaction 5 (I.e., 12.19%) are
somewhat dissatisfied. In connection between pay and
performance,18(I.e.,43.90%) are somewhat satisfied, 14(I.e.,34.14%) are very
satisfied, 6 (I.e., 14.63%) have neutral satisfaction, 2(I.e.,4.87%) are somewhat
dissatisfied, 1(I.e.,2.43%) is very dissatisfied. Workload 13 (I.e., 31.70%) are
somewhat satisfied, 13(I.e., 13.70%) are very satisfied 10(I.e.,24.39%) have
neutral satisfaction, 4(I.e., 9.75%) are somewhat dissatisfied, 1(I.e.,2.43%) are
very dissatisfied. Flexibility of work hours 12(I.e.,29.26%) are somewhat
satisfied 16(I.e.,39.02%) are very satisfied, 6(I.e.,14.63%) are neutral,
6(I.e.,14.63%) are somewhat dissatisfied and 1(I.e.,2.43%) are very dissatisfied.
Physical working environment 14 (I.e., 34.14%) are somewhat satisfied,
15(I.e.,36.58%) are very satisfied, 9(I.e.,21.95%) are neutral and 3(I.e.,7.31%)
are somewhat dissatisfied. Opportunity for advancement 17 (I.e., 41.46%) are
somewhat satisfied, 15(I.e., 36.58%) are very satisfied, 5(I.e.,12.19%) are
neutral, 2(I.e.,4.87%) are somewhat dissatisfied and 2(I.e.,4.87%) are very
dissatisfied. Job Security 17(I.e.,41.46%) are somewhat satisfied, 13(I.e.,
31.70%) are very satisfied,9(I.e., 21.95%) are neutral and 2(I.e.,4.87%) are
somewhat dissatisfied. Ability to influence decision that affects you
17(I.e.,41.46%) are somewhat satisfied, 11 (I.e.,26.82%) are very satisfied,
8(I.e.,19.51%) are neutral and 5(I.e., 12.19%) are somewhat dissatisfied.

Table 6.4 Table showing the various factors of employee job

satisfaction
Factors Very Somewhat Neutral Somewhat Very
satisfied satisfied dissatisfied dissatisfied

67
Ability to 14 18 7 0 2
influence day-
to-day
company
success

Opportunity 16 17 6 2 0
to use new
technologies
Opportunity 13 20 6 2 0
to work on
interesting
projects
Communicati 13 19 7 2 0
on with your
supervisor
Recognition 14 17 8 2 0
received from
your
supervisor
Your 15 17 6 1 2
supervisor's
management
capabilities
Your overall 14 16 9 1 1
relationship
with your
supervisor
Your overall 12 20 5 2 2
satisfaction
with your
company
Overall 13 18 8 2 0
satisfaction
with your job

68
Inference: Out of 41 respondents 18(I.e., 43.90%) are somewhat satisfied with
Ability to influence day-to-day company success, 14 (I.e., 34.14%) are very
satisfied, 7(I.e.,17.07%) are neutral and 2(I.e., 4.87%) are very dissatisfied.
Opportunity to use new technologies 17(I.e.,41.46%) are somewhat
satisfied,16(I.e.,39.02%) are very satisfied, 6 (I.e.,14.63%) are somewhat
dissatisfied. Opportunity to work on interesting projects 20(I.e.,48.78%) are
somewhat satisfied, 13(I.e.,31.70%) are very satisfied ,6(I.e.,14.63%) are neutral
and 2(ie.,4.87%) are somewhat dissatisfied. Communication with your
supervisor, 19(I.e.,46.34%) are somewhat satisfied, 13(I.e.,31.70%) are very
satisfied, 7(I.e., 17.07%) are neutral and 2(I.e.,4.87%) are somewhat dissatisfied.
Recognition received from your supervisor, 17(I.e.,41.46%) are somewhat
satisfied, 14(I.e., 34.14%) are very satisfied, 8(I.e., 19.51%) are neutral and
2(I.e.,4.87%) are somewhat dissatisfied. Your supervisor's management
capabilities, 17(I.e,41.46%) are somewhat satisfied, 15(I.e,36.58%) are very
satisfied, 6(I.e., 14.63%) are neutral, 1(I.e., 2.43%) are somewhat dissatisfied and
2(I.e., 4.87%) are very dissatisfied. Your overall relationship with your
supervisor, 16(I.e.,39.02%) are somewhat satisfied, 14(I.e., 34.14%) are very
satisfied, 9(I.e., 21.95%) are neutral, 1(I.e., 2.43%) are somewhat dissatisfied and
1(I.e.,2.43%) are very dissatisfied. Your overall satisfaction with your
company, 20(I.e., 48.8%) are somewhat satisfied, 12(I.e.,29.26%) are very
satisfied, 5(I.e.,12.19%) are neutral, 2(I.e., 4.87%) are somewhat dissatisfied and
2(I.e.,4.87%) are very dissatisfied

Table 6.5 Table showing the managerial quality affecting

employee job satisfaction
Managerial Strongly Agree Neutral Disagree Strongly
Qualities agree agree
Effectively 13 22 6 0 0
leads the
department

Communicate 10 22 8 0 1
well with
subordinates
Recognizes 13 18 8 2 0
good work

69
 Has good 12 21 5 2 1
leadership
qualities

Inference: Out of 41 respondents 22(I.e., 53.65%) agree with manager

effectively leading the department, 13(I.e.,31.70%) strongly agree and 6(I.e.,
14.63%) are neutral. Communicates well with subordinates ,22 (I.e.,53.65%)
agree, 10(I.e.,24.39%) strongly agree ,8 (I.e., 19.51%) are neutral and
1(I.e.,2.43%) strongly disagree. Recognizes good work, 18(I.e., 43.90%) agree
that their manager recognizes good work,13(I.e., 31.70%) strongly agree,
8(I.e.,19.51%) are neutral and 2(I.e., 4.87%) disagree. Has good leadership
qualities, 21(I.e., 51.21%) agree, 12(I.e.,29.26%) strongly agree, 5(I.e.,12.19%)
are neutral, 2(I.e.,4.87%) disagree and 1(I.e., 2.43%) strongly disagree about it.

Table 6.6 Table showing the work-life balance of the employees

Work-Life balance No of respondents Percentage
Well Balanced 5 12.2%
Balanced 28 68.3%
Unbalanced 7 17.1%
Highly Unbalanced 1 2.4%

70
Inference: Out of 41 respondents 5 respondents I.e. 12.2%feel their work life is
well balanced 28 respondents I.e. 68.3% feel that it is balanced 7 respondents I.e
17.1% feel that it is unbalanced and 1 respondent I.e. 2.4% feel that it is highly
unbalanced overall the employees have a balanced work-life balance.

Table 6.5 Table showing job satisfaction of the employee.

Job satisfaction No of Respondents Percentage
Very satisfied 8 19.5%
Satisfied 19 46.3%
Neutral 12 29.3%
Not Satisfied 1 2.4%
Very Dissatisfied 1 2.4%

Inference: Out of 41 respondents 8 were very satisfied with their job I.e 19.5%
employees, 19 were satisfied I.e 46.3% which is the highest response by the
employees 12 of the respondents responded neutral and 2 of the employees were
not satisfied and very dissatisfied by their job. Overall the employees in Seawaves
are satisfied with their job.

71
 CHAPTER 7
FINDINGS, CONCLUSION

SUMMARY OF FINDINGS

• From percentage analysis it can be inferred that frequency and amount

bonuses, connection between pay and performance, workload, less flexibility
of work, ability to influence decision that affect you are some of the problems
faced by some employee from his side.
• Employees are satisfied with their managerial skills as most of them agreed
the given criteria's
• Most of the employee are somewhat satisfied with salary and benefits.
• Most of the employee are very satisfied with frequency and amount of
bonuses.
• Most of the employee are somewhat satisfied with connection between pay
and performance.
• Out of 41 respondents 13 are very satisfied and 13 are somewhat satisfied
with workload and 10 feels neutral and rest not satisfied.
• Most of the employees are very satisfied with flexibility of work.
• Most of the employee are very satisfied with physical working environment.
• Most of the employee are somewhat satisfied with opportunity of
advancement.
• Most of the employee are somewhat satisfied with job security.

72
• Most of the employee are somewhat satisfied with ability to influence
decisions that affect you.
• Most of the employee are somewhat satisfied with ability to influence day to
day company success.
• Most of the employee are very satisfied with opportunity to use new
technologies.
• Most of the employees are somewhat satisfied with opportunity to work on
interesting projects.
• Most of the employees are somewhat satisfied with communication with their
supervisor.
• Most of the employees are somewhat satisfied with recognition received from
their supervisor.
• Most of the employees are somewhat satisfied with supervisors management
capabilities.
• Most of the employees are somewhat satisfied with overall relationship with
their supervisors
• Most of the employees are somewhat satisfied with overall company.
• Most of the employees are satisfied with managers effectively leading the
company.
• Most of the employees are somewhat agree with managers communication
with subordinates
• Most of the employees somewhat agree with managers ability to recognize
good work.
• Most of the employees agree manager has a good leadership quality.
• Most of the employees agreed that they have a balanced work life balance
• Most of the employees said that they are satisfied with their job.

CONCLUSIONS

During the project period, I came to know about lot of technical aspect about
shipping and logistics industry. I was also able to learn how to adapt an
organization. The report covers the overview of employee job satisfaction in
SEAWAVES SHIPPING SERVICE. It explains the various factors for employee

73
job satisfaction in the organization. Researcher tries to analyze and interpretate
the job satisfaction of a working individual in the organization. Moreover, the
researcher aims to get practical experience in order to develop knowledge in the
business line.
As a lot about this study was made possible, by being in SEAWAVES SHIPPING
SERVICES, which provides a very good learning environment and I am sure that
experience I got form SEAWAVES SHIPPING SERVICE provides very good
working environment and also provides opportunity for their employees to learn
and improve their skills and knowledge.

74
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http://www.gujr.com.pk/index.php/GUJR/article/view/456
https://www.tandfonline.com/doi/abs/10.1080/00036840110041895

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 APPENDIX

QUESTIONNAIRE

1. What is your job title?

• Executive
• Manager/Supervisor
• Senior Manager
• Director
• Management Level

2.What is your gender?

• Male
• Female
• Other

3.Please indicate your level of agreement with each of the following:

Criteria Very Somewhat Neutral Somewhat Very
Satisfied Satisfied Dissatisfied Dissatisfied
Salary

Benefits

Frequency and
amount of
bonuses
Connection
between pay
and
performance
Workload

Flexibility of
work hours

Physical
working
enviornment

Opportunity
for
advancement

Job security

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 Ability to
influence
decisions that
affects you

4.Please indicate your level of agreement with each of the following:

Criteria Very Somewhat Neutral Somewhat Very
Satisfied Satisfied dissatisfied Dissatisfied
Ability to
influence
day-to-day
company
success

Opportunity
to use new
technologies
Opportunity
to work on
interesting
projects

Communicat
ion with
your
supervisor

Recognition
received
from your
supervisor

Your
supervisor's
management
capabilities

Your overall
relationship
with your
supervisor

Your overall
satisfaction

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 with your
company

Overall
satisfaction
with your
job

5.Your Manager
Qualities Strongly Agree Neutral Disagree Strongly
Agree Disagree
Effectively
leads the
department

Communicates
well with
subordinates

Recognizes
good work

Has good
leadership
qualities

6. How do you rate your work-life balance?

• Well Balanced
• Balanced
• Unbalanced
• Highly Unbalanced

7. How satisfied are you with your job?

• Very Satisfied
• Satisfied
• Neutral
• Not Satisfied
• Very Dissatisfied

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