Dissertation Project Report On

“JOB SATISFACTION”

Submitted For the Partial Fulfillment of the Requirement for the Degree Of Master in Business Administration

INTERNAL GUIDE: Dr Mihir Ranjan Nayak Director IIPM-School of Management

SUBMITTED BY: Sunita Dwibedi Regd. No; 0806804007 MBA 2008-2010

Biju Patnaik University of Technology, Rourkela, Odisha

ACKNOWLEDGEMENT

I am extremely thankful to my faculty guide Dr. MIHIR RANJAN NAYAK for guiding me and giving the suggestions and guidelines about my project. I also want to say my sincere thanks to my team members for their co-operation and co-ordination during the training. He provided immense support, encouragement and confidence during the course of the project. I express my heartfelt gratitude to the IIPM SCHOOL OF MANAGEMENT for giving me this opportunity to do the project.

I am thankful to Prof. Rakesh Ranjan for his cooperation to complete my project and giving me the best of his job experience. I am also thankful to my faculty guide for guiding me and giving the suggestions and guidelines about my project. I also want to say my sincere thanks to my team members for their co-operation and co-ordination during the training.

Last but not the least I am thankful to almighty God, my family and my friends for their love and moral support.

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DECLARATION:

I do hereby declare that the dissertation project study entitled” JOB SATISFACTION” is submitted to IIPM SCHOOL OF MANAGEMENT for award of MASTER IN BUSINESS ADMINISTRATION is based on the study undertaken by me, to the best of my knowledge and belief it has not been published earlier elsewhere or presented to any University/Institution for award of any degree, diploma or other similar title. The information used in the study report is collected from various articles and in house journal. This report shall be used for academic purpose only. .

SUNITA DWIBEDI Place: Date: MBA (HR) IIPM-School of Management

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CERTIFICATE FROM THE FACULTY GUIDE

This is to certify that the project work entitled “JOB SATISFACTION” is a piece of work done by Sunita Dwibedi (MBA/08-10), student of IIPM School Of Management, under my guidance and supervision for the partial fulfillment of the course Master in Business Administration, Biju Pattnaik University of Technology, Rourkela. To the best of my knowledge and belief, the thesis embodies the work of the candidate himself and has been duly completed. Simultaneously, the thesis fulfills the requirements of the rules and regulations related to the summer internship of the institute and I am assured that the project is up- to the standard both in respect to the contents and language for being referred to the examiner.

Dr. MIHIR RANJAN NAYAK IIPM School of Management

Kansbahal

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PREFACE

This project entitled “JOB SATISFACTION” is undertaken as a partial completion for my MBA in “IIPM SCHOOL OF MANAGEMENT, KANSBAHAL, ODISHA”. This project revolves around the troubles faced by the employee and the employers, the most visible solutions to those problems and the probable solutions after the study.

Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between one’s expectation of the job and the rewards that the job provides.

Job Satisfaction is a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction

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Scope and Limitations of the study.CONTENTS CHAPTER NO Chapter 1 Chapter 2 PARTICULAR Introduction to the study Objective. PAGE NO Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Research Methodology Secondary Literature Review Data Analysis & Interpretation Findings & Recommendations Conclusion Bibliography 24 6 .

INTRODUCTION TO THE STUDY INTRODUCTION 24 7 .

participation. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship.friends and associates. participation in social activity socialibility and caste barrier. quality of physical environment in which they work.supervisory treatment. Job-nature of work (dull. Turnover. 2. person’s attitude towards job. overtime regulations. fellow workers. Management. Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. dangerous. and machines and tools. neighbors. rewards and punishments. 4. hours of work. 3.their evaluation may rest largely upon one’s success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. interesting). leaves policy and favoritism. etc. In short job satisfaction is a According to pestonejee. attitudes towards people in community. degree of fulfillment in their work. These are: 1. interest in work. opportunities on the job for promotion and advancement (prospects). Social relations. Absenteeism. Job satisfaction can be taken as a summation of employee’s feelings in four important areas.Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. 24 8 . Personal adjustment-health and emotionality. physical environment. praises and blames. Job can be influenced by variety of factors like quality of one’s relationship with their supervisor.

absenteeism. while job satisfaction is more an individual state of mind. as well as improved punctuality and worker morale. and termination. Morale is the by-product of the group. 24 9 . Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.Job satisfaction benefits the organization includes reduction in complaints and grievances. Job satisfaction is not synonyms with organizational morale. which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. turnover.

1 RESEARCH OBJECTIVES The research has been undertaken with following objectives. SCOPE AND PROBLEM IDENTIFICATION.OBJECTIVE. LIMITATION OF THE STUDY 2. 24 10 .

The time period for carrying out the research was short as a result of which many facts have been left unexplored.    To study the level of job satisfaction of the employees regarding their work place.  This study helps to make a managerial decision to the company.3 LIMITATIONS OF STUDY Limitations are as follows:    Data collected based on questionnaire. Sample size is limited by 100. To study the methods of measuring job satisfaction of the organization.2 SCOPE This study emphasis on the following scope.    2. 2. This study helpful to the organization for identifying the area of dissatisfaction of the job of the employees. To offer valuable suggestion to improve the satisfaction level of employees. The result would be varying according to the individuals as well as time. 24 11 .To identify the level of satisfaction upon that job This study is helpful to the organization for conducting further research. To identify the factors which influence the job satisfaction of the employees.

1 INTRODUCTION 24 12 .RESEARCH METHODOLOGY RESEARCH METHODOLOGY 3.

While deciding the method of data collection to be used for the study. the search for knowledge through objective and systematic method of finding solution to a problem is research. The analysis of this study is graphical analysis. All questions are closed ended. the researcher should keep in mind two types of data viz.4 DATA SOURCING The task of data collection begins after the research problem has been defined and research design chalked out.3 SAMPLING Sample size taken was 100 employees. 3.  Newspaper Books etc Journals website Magazines 24 13 . Primary Data:  Questionnaire Secondary Data: Published sources such as . Primary and secondary data. Research can be defined as “the manipulation of things.Research refers to a search for knowledge. Such type of questionnaire is inexpensive to analysis and easy to administer. 3. Hence it should be carefully constructed. whether that knowledge aids in construction of theory or in the practice of an art” In short. Here I distributed the questionnaire to the employee through e-mail and collect different views from the employee. correct or verify knowledge. it is based on questionnaire method.2 DRAFTING QUESTIONNAIRE The questionnaire is considered as the most important thing in a survey operation. The analysis of this study is graphical analysis. 3. concepts or symbols for the purpose of generalizing to extend. Structured questionnaire consist of only fixed alternative questions. it is based on questionnaire method.

LITERATURE REVIEW 4.1 DEFINITIONS OF JOB SATISFACTION 24 14 .

towards the related factors and towards the life in general.Different authors give various definitions of job satisfaction. state resulting from appraisal of one’s job. Pestonjee “Motivation and Job Satisfaction” which are given below: Job satisfaction is defined as a pleasurable. Weiss Job satisfaction is general attitude. as it is result of various attitudes the person hold towards the job. Glimmer Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of one’s job or job experiences. emotional. Some of them are taken from the book of D.M. which is the result of many specific attitudes in three areas namely: Specific job factors Individual characteristics Group relationship outside the job Blum and Naylor Job satisfaction is defined. Locke 4. An effective reaction to one’s job.2 HISTORY OF JOB SATISFACTION 24 15 .

He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological. identification with the co. primarily credited to Elton Mayo of the Harvard Business School. “I m satisfied with my job”. These studies (1924-1933). Morse (1953) considers Job satisfaction as dependent upon job content. It was later found that this increase resulted. but from the knowledge of being observed.The term job satisfaction was brought to lime light by hoppock (1935). Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction.. 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. 24 16 . sought to find the effects of various conditions (most notably illumination) on workers’ productivity. Frederick Winslow Taylor’s 1911 book. personal adjustment & social requirement. Job satisfaction has been most aptly defined by pestonjee (1973) as a job. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. That causes a person to say. physiological and environmental circumstances. financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). not from the new conditions. Principles of Scientific Management. management.

This model served as a good basis from which early researchers could develop job satisfaction theories. social needs. This book contributed to a change in industrial production philosophies. This theory explains that people seek to satisfy five specific needs in life – physiological needs. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. It should also be noted that the work of W. safety needs. workers became exhausted and dissatisfied.3 IMPORTANCE OF JOB SATISFACTION 24 17 . Bryan. causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. a motivation theory.argued that there was a single best way to perform any given work task. Walter Dill Scott.L. However. 4. and selfactualization. laid the foundation for job satisfaction theory. self-esteem needs. and Hugo Munsterberg set the tone for Taylor’s work. thus leaving researchers with new questions to answer regarding job satisfaction. Some argue that Maslow’s hierarchy of needs theory.

citizenship.  Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior.4 IMPORTANCE TO WORKER AND ORGANIZATION 24 18 . This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life.  Common research finding is that job satisfaction is correlated with life style. Absenteeism. 4. “A happy worker is a productive worker. Thus it can be said that.  This is vital piece of information that is job satisfaction and job performance is directly related to one another. organizational.”  It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as Turnover.

and loyal. turnover.the quantity and quality of output per hour worked. Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers. thus protecting the “bottom line”. Though fear is a powerful motivator. absenteeism. job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. Unhappy employees. studies dating back to Herzberg’s (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. 24 19 . Increased productivity. and self-development.Job satisfaction and occupational success are major factors in personal satisfaction. flexible. who are motivated by fear of loss of job. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. job satisfaction of its workers means a work force that is motivated and committed to high quality performance. self-esteem. To the worker. Job satisfaction benefits the organization includes reduction in complaints and grievances. as well as improved punctuality and worker morale. innovative. it is also a temporary one. and also as soon as the threat is lifted performance will decline. A satisfied worker is more likely to be creative. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. selfrespect. and termination. For the organization. However. Although only little correlation has been found between job satisfaction and productivity.seems to be a byproduct of improved quality of working life. will not give 100 percent of their effort for very long.

6 FACTORS OF JOB SATISFACTION 24 20 . A large part of job success is the ability to work well with others to get the job done. surely the worker must be able to contribute to his or her own satisfaction and well being on the job. This often leads to more challenging work and greater responsibilities. 4. Plan to avoid burn out by developing healthy stress management techniques. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. This will relive boredom and often gets one noticed.5 WORKERS ROLE IN JOB SATISFACTION If job satisfaction is a worker benefit. Accept the diversity in people. thus playing a vital role in job satisfaction. with attendant increases in pay and other recognition. Employer’s value and rewards excellent reading.Know more. Develop teamwork and people skills. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. See the value in your work. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Demonstrate creativity and initiative. Learn to de-stress. listening. This help to give meaning to one’s existence. writing and speaking skills. Develop excellent communication skills.4. Appreciating the significance of what one does can lead to satisfaction with the work itself.

5. The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself    The nature of work in relation to abilities. as a factor. 3. 2. Supervision. affecting the individuals comfort and convenience in much the same way as other physical working conditions. These are briefly defined one by one as follows: 1. Hours are included this factor because it is primarily a function of organization. mausaer. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are as under:    The way the individual reacts to unpleasant situations. 4. which would tend to be constant for the work regardless of where the work was performed. generally influences job satisfaction. Intrinsic aspect of job It includes all of the many aspects of the work. the earliest investigator in this field. in 1935 suggested that there are six major components of job satisfaction.Hoppock. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. interest and preparation of worker Security Loyalty Herberg. Opportunities for advancement 24 21 . Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done.

Not being opportunity paid for what they do. It also involves the relationship of employee with all company superiors above level of immediate supervision. 24 22 . are used in literature to represent this factor. which attempts to prepare the worker for emergencies. which leads to assurance for continued employment. Company & management It includes the aspect of worker’s immediate situation. 2. 4. 8.7 REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs: 1. information on new developments. suggestion system. either within the same company or within same type of work profession. information on company line of authority. 3. Security It is defined to include that feature of job situation.It includes all aspect of job which individual sees as potential sources of betterment of economic position. 7. Fear of loosing their job. illness. also. leaves and vacations are included within this factor. Company allowances for holidays. 5. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. old age. Communication It includes job situation. Conflict between co-workers. which involves spreading the information in any direction within the organization. Conflict between supervisors. 9. etc. 4. Terms such as information of employee’s status. which is a function of organizational administration and policy. organizational status or professional experience. 6. 10. Have little or no say in decision making that affect employees. Benefits It includes those special phases of company policy.

In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn over and rate of absenteeism. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism. As the job satisfaction is high the rate of both turn over and absenteeism is low and vise a versa.no. If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization.8 EFFECTS OF LOW JOB SATISFACTION 1.4. 24 23 . HIGH ABSENTEEISM Absenteeism means it is a habitual pattern of absence from duty or obligation. J o b s a t i s f a c t i n High B low A low Rate of turn over and absences High Fig.

TRAINING COST INCREASES As employees leaves organization due to lack of job satisfaction. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3. HIGH TURNOVER In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. 24 24 . Then Human resource manager has to recruit new employees. So that the training expenditure will increases.2.

The work itself The concept of work itself is a major source of satisfaction. multidimentional factor in job satisfaction. but complex. This is because of promotion take number of different forms. the main influences can be summerised along with the dimentions identified above. this relationship will predicted subsequent job satisfaction. Some of the most important ingridents of a satisfying job uncovered by survey include intersting and challenging work. For example. Money not only helps people attain their basic needs butevel need satisfaction. 24 25 . Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. called a flexible benefit plan. Pay Wages and salaries are recognised to be a significant. Promotions Promotional opportunities are seem to be have avarying effect on job satisfaction. research related to the job charactoristics approach to job design. of factors that influence job satisfaction. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package. shows that feedback from job itself and autonomy are two of the major job related motivational factors. and the job that provides status. However.9 INFLUENCES ON JOB SATISFACTION There are no. Fringe benefits are also important. there is a significant increase in both benefit satisfaction and overall job satisfaction.4. For example. one recent study even found that if college students majors coinsided with their job . work that is not boring.

No arbitrary action. 4. This proposition says that efforts in a job leads to rewards. and consequently organization can gain from lower turn over in terms of lower hiring and training costs. is that satisfaction is the effect rather than the cause of performance. There are two propositions concerning the satisfaction performance relation ship. if management could keep the entire worker’s happy”.bosses whom he can admire and respect as persons and as bosses. Satisfactory working conditions 10. What job satisfaction people need? Each employee wants: 1. Competence leadership. An opportunity to do something worthwhile. Various research studies indicate that to a certain extent job satisfaction affects employee turn over. but when job satisfaction is low. good performance would automatically fallow. When job satisfaction is high there would be low absenteeism. 24 26 . which results in a certain level of satisfaction . The first proposition.WHAT IS THE IMPACT OF JOB SATISFACTION? Many managers subscribe to the belief that a satisfied worker is necessarily good worker. Recognition as an individual 2. Meaningful task 3. Job security for himself and his family 5. both satisfaction and performance are considered to be functions of rewards. Good wages 6. it is more likely to lead a high absenteeism.a voice a matters affecting him 9. Also research has shown an inverse relation between job satisfaction and absenteeism. Adequate benefits 7. Opportunity to advance 8. which is based on traditional view. In other words.in another proposition.

List of all the theorise and methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION  Affect theory(Edwin A.4.10 MODELS OF JOB SATISFACTION There are various methods and theories of measuring job satisfaction level of employees in the orgnization given by different authers. Locke 1976)  Dispositional Theory( Timothy A. Judge 1988)  Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)  Job Characteristics Model (Hackman & Oldham)  Rating scale  Personal interviews  action tendencies  Job enlargement  Job rotation  Change of pace  Scheduled rest period 24 27 .

24 28 . This model is applicable to understand what determines a person’s satisfaction with any facet of job.1 MODEL OF FACET OF JOB SATISFACTION Skill Experience Training Efforts Age Seniority Perceived inputs & outcomes of referent others Perceived personal job inputs Perceived amount that should be received (a) Level Difficulty Time span Amount of Perceived outcome of referent others Actual outcome received Perceived job characteristic s a=b satisfaction a>b dissatisfactio n a<b guilt Perceive d amount received (b) Fig. His perception influenced by his perception of what his referent others recieves. The higher outcome level of his referent other the lower his outcome level will appear.no.4.lawler in 1973 propoed a model of facet satisfaction. According to this model actual outcome level plays a key role in a person’s perception of what rewards he recieves.10. This model also focus on his perception on reward level.2 Model of determinant of facet of job satisfaction Edward E.

general self-efficacy. compared to one who doesn’t value that facet.g. Finally. Having an internal locus of control (believing one has control over her\his own life. the theory states that how much one values a given facet of work (e. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.4.10. Further. locus of control.10. 4. 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. and neuroticism. regardless of one’s job. A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model. When a person values a particular facet of a job. then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met). This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction.3 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.2 AFFECT THEORY Edwin A. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. Research also indicates that identical twins have similar levels of job satisfaction. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. lower levels of neuroticism lead to higher job satisfaction 24 29 . Judge in 1998. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. To illustrate. proposed by Timothy A. as opposed to outside forces having control) leads to higher job satisfaction.

).4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. The five core job characteristics can be combined to form a motivating potential score (MPS) for a job. and feedback) which impact three critical psychological states (experienced meaningfulness.Motivating factors include aspects of the working environment such as pay.4. which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.10. Motivating factors are those aspects of the job that make people want to perform. respectively. including job satisfaction. task significance. which is widely used as a framework to study how particular job characteristics impact on job outcomes. These motivating factors are considered to be intrinsic to the job.6 MODERN METHOD OF MEASURING JOB SATISFACTION 24 30 . absenteeism. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM 4. etc. autonomy.10. company policies. supervisory practices. and knowledge of the actual results). with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifactFurthermore.10. The model states that there are five core job characteristics (skill variety. Finally. task identity. While Hertzberg's model has stimulated much research. or the work carried out. conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. the theory does not consider individual differences. work motivation. in turn influencing work outcomes (job satisfaction. and other working conditions. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors.5 JOB CHARACTERISTICS MODEL Hackman & Oldham proposed the Job Characteristics Model. experienced responsibility for outcomes. and provide people with satisfaction. researchers have been unable to reliably empirically prove the model. the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured] 4.

I get enough support from the supervisor 6. Decisions are made keeping in mind the good of the employees 3.In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large. Management has a clear path for employee’s advancement 2. Overall I am satisfied with the company’s compensation package 2. Physical working conditions are supportive in attaining targets 5. My supervisor handles my work-related issues satisfactorily 4. SATISFACTION WITH SUPERVISION 1. I get frequent appreciation of work done from supervisors 5. I nnovativeness is encouraged to meet business problems. I am satisfied with the retirement benefits 5. My supervisor treats me fairly and with respect 3. I feel I can trust what my supervisor tells me 2. I am satisfied with the reimbursement of the expenses as per the eligibility SATISFACTION WITH TASK CLARITY 24 31 . SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION: 1. Management is extremely fair in personal policies 4. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4.Individual initiative is encouraged SATISFACTION WITH COMPENSATION LEVELS 1.

Job Description Index: it measures Job satisfaction on the dimension identified by Smith. My job responsibilities are well defined and clear SATISFACTION WITH CAREER DEVELOPMENT 1. I have adequate opportunities to learn and grow 2. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees.09 PERSONAL INTERVIEWS 24 32 . Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers.10. I get opportunities to handle greater responsibilities 3. 4. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes. Hullin. Kendall.8 CRITICAL INCIDENTS Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees.10. Rules and procedures are followed uncompromisingly 3. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2.1.10.7 RATING SCALE It is one of the most common methods of measuring job satisfaction. 4. 4.

Because human resource manager often serve as intermediaries between employees & management in conflct. Social status and political & social activities can all contribute to the Job satisfaction. The main advantage in this method is that additional information or clarifications can be obtained promptly. Attitude towards company.10. 2. The facilities with which he adjust himself to other persons. 4. Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. interest & preparation of the workers. 4. Attitude towards supervision Other components that should be added to this five are individual’s state of mind about the work itself and about the life in general . In his study on American employees. 3. level of aspiration.they are concern with Job satisfaction or general job attitudes with the employees. 2. This method provides employees more opportunity to express their in-depth feeling. Monitory benefits & 5. Attitude towards work group. These are as follows: 1. age. General working conditions. Philip apple white has listed the five major components of Job satisfaction . A person’s attitude toward his or her job may be positive or negative.This method facilitates an in-depth exploration through interviewing of job attitudes.the individual’s health. hoppock identified six factors that contributed to job satisfaction among them.as 1.11 JOB ENLARGEMENT 24 33 . His relative’s status in the social & economic group with which he identifies himself.10.10 ACTION TENDENCIES By this method. 5. The nature of work in relation to the abilities. 4. The way individual reacts to unpleasant situations. Security. 3. 4.

4. actual and potential. of workers. the assembly lines can be shortened so that there will be more lines and fewer workers on each line. add variety. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. Output will increase if 1.12 JOB ROTATION Job rotation involves periodic assignments of an employee to completely different sets of job activities. Perhaps. Moreover. 4. Worker has more control over the work 3. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency. It is simply the organizing of the work so as to relate the contents of the job to the capacity. It may widen the number of task the employee must do that is. This also presumably adds interest to the work and reduces monotony and boredom. Job enlargement is oblivious forerunner of the concept and philosophy of job design. When an activity is no longer challenging. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. Stephan offers three basic assumptions behind the concept of job enlargement. Workers interest in work and workplace is stimulated.The concept of job enlargement originated after World War II. the employee is rotated to another job. To check harmful effects of specialization.10. instead of assigning one man to each job and then allowed to decide for himself how to organize the work. When additional simple task are added to a job. This practice provides more varieties and gives employees a chance to learn additional skills.13 CHANGE OF PACE 24 34 . at the same level that has similar skill requirements. One way to tackle work routine is to use the job rotation. the engineering factors involved in each individual job must be carefully analyzed. the process is called horizontal job enlargement. Workers abilities are fully utilized 2.10. Such changes permit more social contacts and greater control over the work process.

Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment.10. 24 35 .getting a break gives a sense of achievement. 4. They provide opportunities for social contacts.. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to.14 SCHEDULED REST PERIODS Extensive research on the impact of rest periods indicates that they may increase both morale and productivity.

DATA ANALYSIS AND INTERPRETATION 24 36 .

Responses regarding whether the respondents are satisfied with the workplace of organization 24 37 . 6. the application of these categories to raw data through tabulation and drawing statically inferences. The data thus collected was in the form of master table. They have been presented along with their interpretation in this manner. It is known as interpretation. The data has been collected from 100 employees through questionnaire. Tabulation is the part of technical procedure where in the classified data are put in the form of tables. The analysis of data requires a number of closely related operations such as establishment of categories.1. the researcher should have to explain the findings on the basis of some theory. the researcher turns to the task of analyzing them. That made possible counting of classified data easy.DATA ANALYSIS AND INTERPRETATION After data have been collected. After analyzing the data. From the master table various summery tables were prepared.

Responses regarding whether the respondents are satisfied with the implementation of rules and responsibilities.Table 6. 61% employees are satisfied with their workplace.4 Satisfaction level 24 No.1 Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No.Above table shows that 31% employees are strongly satisfied with their work place. It means over all 92% employees are satisfied and other 18% are not satisfied with the work place. 6. of respondents st on gl y satisfaction level Interpretation .1 responses regarding whether respondents are satisfied with work place 60 50 40 30 20 10 0 d sa tis sl ig fie ht d ly sa tis fie d di ss st ro at ng is fie ly d di ss at is fie d sa tis fie percentage no. Of respondents 31 49 12 5 3 Percentage 31 49 12 5 3 Graph 6.2. Of respondents Percentage 38 . Table 6.

Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied 51 23 10 11 6 51 23 10 11 6 Graph 6. 6. And 16% of respondents are not seems to be satisfied with the implementing rules and responsibilities. Table 6.2 responses regarding whether respondents are satisfied with implimentation of rules and responsibilities 60 percentage 50 40 30 20 10 0 d d d d fie fie fie ie tis tis tis is f is f ie d no. of respondents sa sa sa at di ss st ro ng gl y ht on sl ig st satisfaction level Interpretation . Responses regarding whether the respondents are satisfied with the freedom given at work.3 24 ly di ss ly at 39 .Above table shows that 84% employees are satisfied with implementation of rules and responsibilities.3.

4 24 sl igh tly satisfaction level 40 .Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No.3 responses regarding respondents are satisfied with the freedom at work 40 35 30 25 20 15 10 5 0 sa tis fie d sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie d percentage no.4. Of respondents 30 36 14 16 4 Percentage 30 36 14 16 4 Graph 6. of respondents st on gl y Interpretation .Above table shows that 80% respondents are happy with the freedom at work given by management but only 20% of respondents are not satisfied with freedom given at work place. 6. Responses regarding whether the respondents are satisfied with the team spirit in organization Table 6.

5 Responses regarding whether the respondents are satisfied with convenient working hours Table 6. 6. of respondents st on gl y satisfaction level Interpretation .5 24 41 .Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No.- Above table shows that 80% employees are satisfied with team sprit built in organization and other employees are not satisfied with team spirit in the organization.4 responses whether respondents are satisfied with equal treatment to all 60 50 percentage 40 30 20 10 0 d sa tis sl fie ig ht d ly sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie no. Of respondents 52 21 7 16 4 Percentage 52 21 7 16 4 Graph 6.

5 responses whether respondents are satisfied with convinient working hours 45 40 35 30 25 20 15 10 5 0 d d d d fie fie fie ie tis tis tis is f is f ie d percentage no. Of respondents 20 41 11 23 5 Percentage 20 41 11 23 5 Graph 6. Other 52% employees are satisfied with these working hours. And only 28% employees are not much satisfied with the working hours.Satisfaction level Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied No.Above table shows that 20% employees strongly feels that the working hours decided by organization are most convenient for them.6 Responses regarding whether the respondents are satisfied with Job security Table 6. of respondents sa sa sa at di ss st ro ng gl y ht on sl ig st satisfaction level Interpretation . 6.6 Satisfaction level 24 No. Of respondents ly di ss ly at Percentage 42 .

Responses regarding whether the respondents are satisfied with the opportunities of promotions Table 6.7 Satisfaction level Strongly satisfied 24 No.Strongly satisfied Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.6 13 18 11 12 46 13 18 11 12 46 responces whether respondents are satisfied with job security 50 45 40 35 30 25 20 15 10 5 0 sa tis fie d dis sa st ro tis ng fie ly d di ss at is fie d sa tis fie d sa tis fie d percentage no. Of respondents 8 Percentage 8 sl igh tly 43 . of respondents st on gl y satisfaction level Interpretation .Above table shows that only 31 % employees are satisfied with the job security.7. And remaining 69% of employees are not satisfied with the job security provided by the organization 6.

Of respondents 44 16 Percentage 44 16 44 .8 Satisfaction level Strongly satisfied Satisfied 24 No. Responses regarding whether the respondents are satisfied with the payment of salary on time Table 6.8.7 responses whether respondents are satisfied with opportunities of promotion 50 45 40 35 30 25 20 15 10 5 0 sa tis fie d sa tis sl fie ig ht d ly sa tis fie d di st ss ro at ng is fie ly d di ss at is fi e d percentage no.Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied 14 6 26 46 14 6 26 46 Graph 6. of respondents st on gl y satisfaction level Interpretation . 6.Only 22% of the employees are satisfied with the opportunities of promotions given by organization. And most of the employees nearly 78% are not satisfied with opportunities of promotions.

9 Responses regarding whether the respondents are satisfied with the proper and proactive HR division Table 6. 6. of respondents st ro ng ly satisfaction level Interpretation .9 Satisfaction Level Strongly satisfied 24 No.Above table shows that 60% of employees are satisfied with the payment of salaries on time.Slightly satisfied Dissatisfied Strongly dissatisfied 4 32 4 4 32 4 Graph 6. Of Respondents 72 Percentage 72 45 . Only 40% of the employees are not much satisfied with the payment of salaries on time.8 responses whether the employees are satisfied with the payment of salary on time 50 45 40 35 30 25 20 15 10 5 0 sa isf sli ied gh tly sa tis fie d di ss st ro at is ng fie ly d dis sa tis fie d sa tis fie d percentage no.

9 18 2 6 2 18 2 6 2 responses regarding whether the respondents are satisfied with the proper and proactive HR division 80 70 60 50 40 30 20 10 0 sa sli isf gh ied tly sa tis fie d di ss st ro at is ng fie ly d dis sa tis fie d sa tis fie d percentage no.Above table shows that 92% of the respondents are satisfied with the HR division Only 8% of the respondents are not satisfied with the proactive and proper HR division. Of respondents 62 Percentage 62 46 .Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied Graph 6.10 Satisfaction level Strongly satisfied 24 No. which is very negligible in number. 6. of respondents st ro ng ly satisfaion level Interpretation .10 Responses regarding whether the respondents are satisfied with the performance appraisal system Table 6.

11 Satisfaction Level Strongly Satisfied 24 No.Above table shows that 90% respondents are satisfied with the performance appraisal system and only 10% of the respondents are not much satisfied with the performance appraisal system implemented in organization.Satisfied Slightly satisfied Dissatisfied Strongly dissatisfied 28 4 4 2 28 4 4 2 Graph 6. 6.10 responses regarding whether the respondents are satiosfied with the performance ap[praisal system 70 60 50 40 30 20 10 0 sa is fie d sa tis fie d di ss st at ro is ng fie ly d di ss at is fie d sa tis fie d percentage no. Of Respondents 4 Percentage 4 sli gh tly satisfaction level 47 .11 Responses regarding whether the respondents are satisfied with positive acceptance of employees suggestions Table 6. of respondents st ro ng ly Interpretation .

24 48 .Satisfied Slightly Satisfied Dissatisfied Strongly Dissatisfied Graph 6. of respondents st ro ng ly satisfaction level Interpretation .Above table shows that the 26% of the respondents are satisfied with the positive acceptance of the suggestions given by the respondents but most of the respondents 70% are dissatisfied with this point.11 22 4 45 25 22 4 45 25 responses regarding whether the respondents are satisfied with the positive acceptance of employees suggestions 50 45 40 35 30 25 20 15 10 5 0 sa sli isf gh ied tly sa tis fie d di ss st ro at is ng fie ly d di ss at is fie d sa tis fie d percentage no.

which are negligible in number. From the analysis and interpretation.FINDINGS AND RECOMMENDATION FINDINGS All the conclusions are drawn based on the analysis and interpretation of the primary data regarding the job satisfaction of the employees. it is concluded that most of the employees are satisfied with the workplace and only few employees are not satisfied with the workplace.  24 49 .

Other is not in favor with these working hours. From this it seems that the team spirit in the organization is strong. The study shows that very small numbers of employees are satisfied with the job security. It is concluded that near about all the employees are satisfied with implementation of rules and responsibilities. So it is clear that the management kept the main consideration about working conditions and the hours. which satisfies the employees.    This study shows that only few employees strongly feel that the working hours decided by organization are most convenient for them. Therefore it shows that implementation of rule and responsibility is done fairly. From the study it is clear that the higher percentage of employees are happy with the freedom at work given by management but only some of them are not feeling satisfied with the freedom given at work place. Hence from this analysis it can be cleared that payment according to roles and responsibilities are not much satisfied.   24 50 . And remaining most of the employees are not satisfied with the job security provided by the organization. most of the employees are satisfied with the team spirit built in organization and only few are not happy with team spirit in the organization. Hence from this analysis it is cleared that there is feeling of fear of job loss in the employees From the analysis it is concluded that very small number of employees are satisfied with the payment as per their roles and responsibility and remaining all are not satisfied with the payment according to their roles and responsibilities. And only some of them are not seems to be satisfied with the implementing rules and responsibilities. According to analysis and interpretation.

 From the analysis and interpretation it is clear that very large numbers of the respondents are satisfied with the quality of training and induction program and in house training held by the management. Only little number of the employees is satisfied with the opportunities of promotions given by organization. It shows that the employees do not have any growth of opportunities.   In case of performance appraisal system and the office events and parties organized by the organization near about all the employees are satisfied. And few are not satisfied with the quality of in house training. Few suggestions are given as under: 24 51 . Analysis shows that the payment of salary is made always on time. From the analysis it is clear that HR division is most satisfactory to all employees only few are not satisfied with the HR division in the company. RECOMMENDATION The suggestions are drawn from the analysis and observations. The birthdays of all the employees are remembered and celebrated in the organization. But the period of training is not satisfactory to the employees.

Hence the confidence of employees gets demotivated.  As there is an active participation of employees in decision making but rarely the suggestions given by them are drawn in action. These hours should minimize up to 8 hours. It will help to increase the motivation and ultimately the Job satisfaction of the employees. 24 52 .  In case of working hours decided by the organization are not convenient for the employees. The criteria for Job security is not much satisfactory so management have concentrate on job security of employees so that they can work without fear of job loss in the organization.  Opportunities of growth of employees are very less so that there can be employee turnover hence management has to give emphasis on increasing the promotion opportunities for according to the performance of employees. the working hours are 10 hours per day that from 8AM to 6PM. So to motivate the employees management can take into consideration some proper suggestions given by the employees.

Job satisfaction is a very big concept as it includes various factors associated with job satisfaction of employees.CONCLUSION CONCLUSION it was good learning session for me during my dissertation project. I learnt a lot about degree of satisfaction level of employees in a organization. While doing the project. 24 53 .

that organization should try to take every possible step to enhance job satisfaction among employees because if employees are satisfied then customers associated with it will also be satisfied. BIBLIOGRAPHY 24 54 . So at end I would like to say.Satisfaction varies from employee to employee. Employees are given equal salaries then also some employees are satisfied with it and some are not.

co.in/ http://www. “Motivation and Job Satisfaction”. McGraw Hill 7th Edition.  Pestonjee D. Miller.Books: Hitt.org/wiki/Job_satisfaction 24 55 . 9th Edition.   Luthans Fred “Organizational Behavior”. Colella “Organizational Behavior A Strategic Approach”. “Organizational Behavior Human Resource At Work”.. Macmillan India Limited. Tata McGraw Hill Edition.workforce. Newstrom John W. Wiley Student’s Edition. 1st Edition.wikipedia.google.  Websites: http://www. Davis Keith. M.com/ http://en.

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