JOB SATISFACTION

Dissertation submitted to the Padmashree Dr.D.Y.Patil University In partial fulfilment of the requirements for the award of the Degree of MASTERS IN BUSINESS ADMINISTRATION

Submitted by, Yamuna.S.Gounder Roll no .0801174

Research Guide Prof. Pooja Goel Department of Business Management Padmashree Dr. D.Y. Patil University CBD Belapur, Navi Mumbai
1

JOB SATISFACTION (With respect to Micro Technologies India Limited) Dissertation submitted to the Padmashree Dr.D.Y.Patil University In partial fulfilment of the requirements for the award of the Degree of MASTERS IN BUSINESS ADMINISTRATION Submitted by Yamuna .S. Gounder Roll no .0801174

Research Guide Prof. Pooja Goel Department of Business Management Padmashree Dr. D.Y. Patil University CBD Belapur, Navi Mumbai

2

JOB SATISFACTION (With respect to Micro Technologies India Limited) Dissertation submitted to the Padmashree Dr.D.Y.Patil University In partial fulfilment of the requirements for the award of the Degree of MASTERS IN BUSINESS ADMINISTRATION Submitted by Yamuna .S. Gounder Roll no .0801174

Research Guide Prof. Pooja Goel Department of Business Management Padmashree Dr. D.Y. Patil University CBD Belapur, Navi Mumbai
3

JOB SATISFACTION (With respect to Micro Technologies India Limited)

4

DECLARATION

I hereby declare that the dissertation “Job Satisfaction with respect to Micro Technologies India Limited” submitted for the MBA Degree at Padmashree Dr. D. Y. Patil University’s Department of Business Management is my original work and the dissertation has not formed the basis for the award of any degree, associate ship, fellowship or any other similar titles.

Place: Mumbai Date:

Signature of the student

5

CERTIFICATE
This is to certify that the dissertation entitled “Job Satisfaction with respect to Micro Technologies India Limited “is the bona fide research work carried out by Ms Yamuna .S. Gounder student of MBA, at Padmashree Dr. D. Y. Patil University, Department of Business Management during the year 2008 – 10, in partial fulfilment of the requirements for the award of the Masters in Business Management and that the dissertation has not formed the basis for the award previously of any degree, diploma, associate ship, fellowship or any other title.

Prof .Pooja Goel (Project Guide)

Dr. R. Gopal (Director) Department of Business Mgt, Padmashree Dr. D.Y. Patil University Place: Mumbai Date:
6

7 .

I am also thankful to my family. I feel there is ample scope of improvement upon the work of this nature and shall be thankful if any suggestion is offered for its improvement. 8 . She has been a tremendous helping hand in completing this difficult task. I am grateful for having had an easy or any time access to such knowledgeable and guiding spirit.ACKNOWLEDGEMENT It gives me great pleasure in submitting this final project report on “Job Satisfaction with respect to Micro Technologies India Limited “ I thank Prof. friends. Pooja Goel for guiding me throughout this project work and also for motivating me in different ways. teachers and staff who have been of great help and support in completion of this report.

Annexure 11 12 25 31 48 51 56 74 98 104 107 109 111 9 . Research methodology 7. Review of literature 8. Data analysis and interpretation 9. Bibliography 13. Company profile 5. Conclusion 12. Recommendations 11.CONTENTS 1. Objective of the study 6. Industry profile 4. Introduction 3. Executive Summary 2. Findings 10.

10 .

E X E C U T IV E SU M M A R Y 11 .

EXECUTIVE SUMMARY Job satisfaction is very critical element for every organization. Every organization is made up of its human resource. their skills and efforts will be to achieve not only their individual goals but to achieve the organizational goals. The organization need to look after all of its employees’ needs. Then. Every employee should feel comfortable and should feel proud to be working in the organization. This project gives the complete theoretical and practical knowledge about the subject Job Satisfaction giving a better understanding about the topic. light has been focused on the practicality part. 12 . If it will not take care of it then it cannot get success. It can reduce the absenteeism and at the same time can increase the turnover.

IN T R O D U C T IO N 13 .

“ I am Satisfied with my job”. physiological and environmental circumstances that cause a person to say. These tasks/activities could be very minute or large. one way to define job satisfaction may be to say that it is the end state of feeling. Various studies have been conducted to find out the factors which determine job satisfaction and the 14 . Such a description indicates the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of job satisfaction. Perhaps. Sinha (1974) defines job satisfaction as a “reintegration of affect produced by individual’s perception of fulfilment of his needs in relation to his work and the situations surrounding it”. they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not and could be a function of the efforts of the individual on one hand and on the other the situational opportunities available to him. But in all cases. They may be easily observable or could just be experienced. Job satisfaction is one of the important factors which have drawn attention of managers in the organization as well as the academicians. Notice the use of the word end. He reviewed 32 studies on job satisfaction conducted prior to 1933 and observed that job satisfaction is a combination of psychological.INTRODUCTION Job Satisfaction: The term job satisfaction was brought to limelight by Hoppock (1935). It emphasizes the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a dam.

The same factors will influence job satisfaction and job dissatisfaction. Task rewards are intrinsic rewards directly associated with the job such as interesting and challenging work. If you like your job intensely. Hoppock (1935) forwarded a traditional approach to job satisfaction. you will experience high job satisfaction. job satisfaction is a result of various factors in the working environment and if these factors are present. 15 . pay and company policies that eliminate job dissatisfaction as the hygiene factors while the factors creating job satisfaction like challenging work. DuBrins has defined job satisfaction in terms of pleasure and contentment when he says that: “Job satisfaction is the amount of pleasure or contentment associated with a job. variety and opportunities to use one’s skills. you will experience job dissatisfaction” Nasurdin and Ramayah (2003). promotion and comfortable working conditions. (1959) distinguished the factors like work environment. otherwise job dissatisfaction will emerge. In contrast. the job satisfaction construct can be considered to be a function of work-related rewards and work values.way it influences productivity in the organization. Hertzberg et al. Job satisfaction is the mental feeling of favourableness which an individual has about his job. Hence. job satisfaction will arise. If you dislike your job intensely. citing the work of O’Reilly and Caldwell (1980). Here. recognition and achievement as motivators. indicated that both task and organizational rewards contribute to job satisfaction. it is still a prime concern for managers. Organizational rewards are the tangible rewards that are visible to others such as pay. Though there is no conclusive evidence that job satisfaction affects productivity directly because productivity depends on so many variables. responsibility.

therefore. This is because employees who are satisfied are more likely to be committed to their organizations. Thus. Worchel and Woehr.. These workers. believe in the goals and values of the organization and. Knoop. managers in today’s organizations have placed great importance on the issue of job satisfaction of their employees. Young. The importance of analyzing and enhancing the level of job satisfaction and motivation among employees. in return. Mottaz. p. 1974. Determinants of Job satisfaction: While analyzing the various determinants of job satisfaction. 2001). we have to keep in mind that: all individuals do not derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. exhibit higher levels of performance and productivity. 1995. Hence. Level of Education: 16 . 1992. Therefore. 1991. are more likely to take pride in organizational membership. nature of job. all those factors which provide a fit among individual variables. Vanderberg and Lance. Williams and Anderson. Testa. there are individual variables which affect job satisfaction. 10). 1998. and situational variables determine the degree of job satisfaction.Job satisfaction as a significant determinant of organizational commitment has been well documented in numerous studies (Porter et al. it appears that besides the nature of job and job environment. 1987. especially in the service industry was highlighted by a report in the New Straits Times (9 April 2005. Let us see what these factors are: Individual Factors: 1.

starts rising up to certain stage. Peter’s principle which suggests that every individual tries to reach his level of incompetence. However. Job satisfaction is high at the initial stage. In their case. applies more quickly. When individuals join an organization. These assumptions make them more satisfied. gets gradually reduced. Other Factors: Besides the above two factors. For example. If an individual does not have favourable social and family life. other personal problem associated with him may affect his level of job satisfaction. The possible reasons for this phenomenon are like this. Age: Individuals experience different degree of job satisfaction at different stages of their life. when these assumptions fall short of reality. particularly at the fag end of the career. 3. job satisfaction goes down. Similarly. there are other individual factors which affect job satisfaction. and job satisfaction. At the last. several studies have found negative correlation between the level of education. job satisfaction goes down because of fear of retirement and future outcome. and finally dips to a low degree. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions.Level of education of an individual is a factor which determines the degree of job satisfaction. 2. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. they may have some unrealistic assumptions about what they are going to derive from their work. 17 . particularly higher level of education. he may not feel happy at the workplace.

Working Conditions: Working conditions. For example: professionals derive more satisfaction as compared to salaried people like factory workers. job enlargement. For example: a routine and repetitive job provides lesser satisfaction. 2. and job enrichment. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. A higher content of these factors provides higher satisfaction.Nature of Job: 1. like conditions of workplace and associated facilities for performing the job determine job 18 . Some of the factors which affect job satisfaction are given below: 1. particularly physical work environment. Job Content: Job content refers to the intrinsic value of the job which depends on the requirement of skills fir performing it and the degree of responsibility and growth it offer. Situational Variables: Situational variables related to job satisfaction lie in organizational context formal and informal. Occupational level: Higher level jobs provide more satisfaction as compared to lower level jobs. the degree of satisfaction progressively increases in job rotation.

Opportunity for Promotion: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment but they also attach importance to the opportunities for promotion that these jobs offer. These work in 2 ways. individuals experience higher level of job satisfaction. If the reward is perceived to be based n the job performance and equitable. In job. it affects job satisfaction adversely. First they provide means for job performance. 4. If the reward is perceived to be based on considerations other than the job performance. Supervision: The type of supervision affects job satisfaction as in each type of supervision. it offers higher satisfaction. If the present job offers opportunity of promotion in future. 3. 19 .satisfaction.oriented supervision. the degree of importance attached to individuals varies.oriented supervision. In employee. it reduces satisfaction. there is more emphasis on the performance of the job and people become secondary. there is more concern for people which is perceived favourably by them and provides them more satisfaction. 2. If these factors are favourable. Second. This situation decreases job satisfaction. it provides more satisfaction. If the opportunity for such promotion is lacking. provision of these conditions affects the individual’s perception about the organization. Equitable Rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction.

the Job Satisfaction Survey (JSS). In a cohesive group. Other less common methods of for gauging job satisfaction include: Yes/No questions. To the extent such groups are cohesive. The Job in General Index is an overall measurement of job satisfaction. True/False questions. Work Group: Individuals work in group either created formally or they develop on their own to seek emotional satisfaction at the workplace. The Job Descriptive Index (JDI). Kendall. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). and forced choice answers. the degree of satisfaction is high. supervision. It was an improvement to the Job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general. no.5. or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job. & Hulin (1969). 20 . and the Faces Scale. It measures one’s satisfaction in five facets: pay. participants answer either yes. the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). is a specific questionnaire of job satisfaction that has been widely used. The scale is simple. checklists. By far. people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction. Measurement of Job Satisfaction: There are many methods for measuring job satisfaction. job satisfaction is low. co-workers. point systems. and the work itself. If the group is not cohesive. created by Smith. promotions and promotion opportunities.

Some of the most common include Rating scales.NUMBER1. coworkers. foreign qualification. Some are discussed below: Rating Scales: The most common approach for measuring job satisfaction is the use of rating scales. It is 21 . numbers of years in organization. This scale measures the dimensions identified by Smith. measured overall job satisfaction with just one item which participants respond to by choosing a face. the Faces Scale of job satisfaction.(shamail etal. one of the first scales used widely. interviews and action tendencies. 'Variables and Measures' The overall job satisfaction levels of the Faculty members measured with the help of 5 dimensions namely Job. The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. and promotion. and marital status have also been obtained. Another popular rating scale is the Job Descriptive Index (JDI).JANUARY 2004). The instrument provides as detailed picture of specific satisfaction and dissatisfaction of employees.job level. critical incidents. Information regarding faculty members age. education . supervisor. other source of income.2004) (JOURNAL OF INDEPENDENT STUDIES & RESEARCH. One of the popular is the messiest satisfactions questionnaire.VOLUME2. It has been widely used by organizational behavior research over the years and provides a broad picture of employee’s activities towards the major components of jobs still another popular instrument is the Porter's Need Satisfaction Questionnaire (NSQ). Kendall and Hulling that is work itself. There are number of ways of measuring job satisfaction.The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (5 items from each facet) and a short form with 20 questions (1 item from each facet). supervision & co-workers. opportunity. promotion. Finally. pay. gender. pay.

One of the major benefits of the critical incidents approach is that it allows the respondents to say whatever they want. He and his colleagues used this technique in their research on the basis of the two-factor theory of motivation. responses may be misinterpreted and thus lead to erroneous conclusions. the interviews want to learn or something that makes them looks good. 22 . The way in which the individuals ask questions may not be understandable. The individuals are not restricted by predetermined categories or events as on a structured questionnaire where on the other hand. the approach is time consuming and there is a chance that both the responses and the interpretations will be biased. Respondents might tell the interviewer what they think. A second problem is the possibility of interviewer bias. This approach allows for an in-depth exploration of job attitudes. Finally there is a cost factor-interviews are relatively time consuming and thus an expensive way of gathering information. the questions focus on particular problems faced by managers. If the respondents say something that the interviewer can follow up with additional questions on the negative side. These incidents were then content analyzed for determining which aspects were most closely related to positive and negative attitudes. Employees were asked to describe incidents on their job when they are particularly satisfied and dissatisfied. Interviews: Another method of assessing job satisfaction is through the use of personal interview. Critical Incidents: Frederick Hertzberg popularized the critical incidents approach to the measurement of job satisfaction.typically used for management personal only.

job satisfaction is also important in everyday life. However. 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. This makes job satisfaction an issue of substantial importance for both employers and employees. given the amount of time they have to devote to it throughout their working lives’ (Nguyen. Beyond the research literature and studies. As many studies suggest. economics and management sciences. 1997). and this (simple) taxonomy [of a good job] allows a start to be made on such questions as ‘In what respects are older workers’ jobs better than those of younger 23 . work effort. 2005). Taylor and Bradley. as well as a good predictor of intentions or decisions of employees to leave a job (Gazioglu and Tansel. 2002). The following passage summarizes the importance of job satisfaction for both employers and their workers: Job satisfaction is important in its own right as a part of social welfare. employees should also ‘be happy in their work. job satisfaction is considered a strong predictor of overall individual well-being (Diaz-Serrano and Cabral Vieira. 2003a). 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 (Spector. This is mainly due to the fact that many experts believe that job satisfaction trends can affect labor market behavior and influence work productivity.Importance of job satisfaction: Investigated by several disciplines such as psychology. sociology. Moreover. employee absenteeism and staff turnover. job satisfaction is a frequently studied subject in work and organizational literature.

NO Designation Factors 1. SR. what kind of job to accept or stay in. measures of job quality seem to be useful predictors of future labor market behavior. ‘Who has the good jobs?’ and ‘Are good jobs being replaced by bad jobs?’ . What Satisfies Indian employees: Although quite a number of studies on what satisfies Indian employees have been conducted. and how hard to work are all likely to depend in part upon the worker’s subjective evaluation of their work. In addition. in other words on their job satisfaction. 1998). Workers’ decisions about whether to work or not. Managers Responsibility Job security Job contents Opportunity for advancement Company itself Recognition Decision making authority Work condition Best use of abilities Adequate earning 2.workers?’ (And vice versa). Supervisors Adequate money 24 . (Clark. in the following table the results of a representative sample of these studies separately for managers/ supervisors and the workers are presented.

Workers Earning Job security Free medical aid Opportunity for advancement Suitable type of work Comfortable working conditions Work group Relations with boss Recognition Duration of work 25 .Promotional opportunity Job security Recognition Achievement Work itself Working condition Inter-personal relations Relation with superior Use of abilities 3.

IN D U STR Y PR O FIL E 26 .

According to data for the financial year 2006-2007. Real Estate Business Services 27 . industry. banking & finance.5 per cent respectively. transportation. security. infotainment.INDUSTRY PROFILE Service Sector in India Service Sector in India today accounts for more than half of India's GDP. Services or the "tertiary sector" of the economy covers a wide gamut of activities like trading. and 18. Telecom) Banking Insurance Dwellings. the share of services. and agriculture in India's GDP is 55. real estate. 26.4 per cent.1 per cent. management & technical consultancy among several others. The various sectors that combine together to constitute service industry in India are: Trade Hotels and Restaurants Railways Other Transport & Storage Communication (Post. The fact that the service sector now accounts for more than half the GDP marks a watershed in the evolution of the Indian economy and takes it closer to the fundamentals of a developed economy.

Some economists have also cautioned that service sector growth must be supported by proportionate growth of the industrial sector. banking. growth was fastest in communications. Indian IT industry has built up valuable brand equity for itself in the global markets. Defense Personal Services Community Services Other Services There was marked acceleration in services sector growth in the eighties and nineties. nearly 40 percent of that increase was concentrated in the nineties. community services. The boom in the services sector has been relatively "jobless". The rise in services share in GDP has not accompanied by proportionate increase in the sector's share of national employment. In the current economic scenario it looks that the boom in the services sector is here to stay as India is fast emerging as global services hub. hotels and restaurants. While almost all service sectors participated in this boom. trade and business services. otherwise the service sector grown will not be sustainable. IT industry in India comprises of software industry and information technology enabled services (ITES).Public Administration. which also includes business process outsourcing (BPO) industry. While the share of services in India's GDP increased by 21 per cent points in the 50 years between 1950 and 2000. India is considered as a pioneer in software 28 . One of the reasons for the sudden growth in the services sector in India in the nineties was the liberalization in the regulatory framework that gave rise to innovation and higher exports from the services sector. especially in the nineties. IT Industry in India Information Technology (IT) industry in India is one of the fastest growing industries.

asked its India sales agent. Wipro. permission for foreign firms to set up wholly-owned. The IT industry originated under unfavourable conditions. i. Some of the major factors which played a key role in India's emergence as key global IT player are: Indian Education System The Indian education system places strong emphasis on mathematics and science. His New Computer Policy (NCP-1984) consisted of a package of reduced import tariffs on hardware and software (reduced to 60%). Government policy towards IT sector changed when Rajiv Gandhi became Prime Minister in 1984. Mastery over quantitative concepts coupled with English 29 . client. The origin of IT industry in India can be traced to 1974. Burroughs. These policies laid the foundation for the development of a world-class IT industry in India.e. The industry was begun by Bombay-based conglomerates which entered the business by supplying programmers to global IT firms located overseas. Local markets were absent and government policy toward private enterprise was hostile. so that exporters were ineligible for bank finance. Tata Consultancy Services (TCS). recognition of software exports as a "delicensed industry".S. Infosys.. henceforth eligible for bank finance and freed from license-permit raj. resulting in a large number of science and engineering graduates.development and a favourite destination for IT-enabled services. and HCL et al are renowned in the global market for their IT prowess. export-dedicated units and a project to set up a chain of software parks that would offer infrastructure at below-market costs. Import tariffs were high (135% on hardware and 100% on software) and software was not considered an "industry". when the mainframe manufacturer. During that time Indian economy was state-controlled and the state remained hostile to the software industry through the 1970s. Indian IT companies such as Tata Consultancy Services (TCS). Today. to export programmers for installing system software for a U.

We have to face broad challenges in this new millennium. Chennai. power and roads) in the country. Competitive Costs The cost of software development and other services in India is very competitive as compared to the West. Several IT parks have come up at Bangalore. Gurgaon etc. India also has one of the largest pools of English-speaking professionals. organisations have to leverage IT to get advantage in a highly competitive environment. In the light of all the factors that have added to the strength of Indian IT industry. We are having fast moving IT companies in this arena. ford assembly lines to the present emphasis on quality system.proficiency has resulted in a skill set that has enabled India to reap the benefits of the current international demand for IT. Destinations such as Bangalore. HR CHALLENGES FOR THE IT INDUSTRY We are now living in knowledge society. it seems that Indian success story is all set to continue. Hyderabad. they have shown their business 30 . High Quality Human Resource Indian programmers are known for their strong technical and analytical skills and their willingness to accommodate clients. We have experienced the growth of the manufacturing sector. Pune. Infrastructure Scenario Indian IT industry has also gained immensely from the availability of a robust infrastructure (telecom. We have also welcomed the new millennium with great fanfare and hope. This millennium will certainly belong to convergence of IT. Hyderabad and Gurgaon have evolved into global IT hubs. These parks offer Silicon Valley type infrastructure. In the last few years Indian IT industry has seen tremendous growth.

innovative knowledgeable. Now the question is how to put in place & processes that should be in tune with IT revolution. compete with globalization. 31 . This will also determine the success of your organization. This can be achieved through human capital.excellence through optimum utilization of IT. We have to manage through HR whose intellectual applications that will drive your business. Perhaps this is the prime challenges for HR in the IT industry. The IT industry is a service industry. Here we have to provide quality service to individuals and organization. This IT boom has introduced great challenges for these companies. how to strategize. The IT companies have to be creative.

C O M P A N Y P R O F IL E 32 .

a leading global developer. It is one of the most valued security solutions across the globe and has been accorded with many national and international awards for its growth and R & D. To identify. is an IT based company. VISION Our Vision is to emerge as a Global IT based Solution for customers in the field of Security. secure and manageable in terms of security. talent and resource in order to render superior Information Technology solutions worldwide.COMPANY PROFILE Micro Technologies (India) Ltd. Product lines include the much-needed security devices. Life Style & Life Support Systems. 33 . life style and support systems and web-based software. source and deploy infrastructure. This tradition continues through a singular focus on innovation. Micro Technologies has a history of leading-edge security solutions products. advanced technology and making the life of its clients safe. other assets and now entering Energy & Health Segments. time and money one of the most important defining characteristics of a security and life support solution based company in the early 21st century. premises. mobile. manufacturer and marketer of security devices for its clients across the globe. Micro Technologies aims at displaying not just the technological innovation and prowess but also the product diversity in various segments of vehicle.

MISSION • To develop advanced technology products and to disseminate them

through strategic alliances with emerging and existing leaders in the field of Information Technology. • To identify, source and deploy infrastructure, talent & resource to render

a Qualitative and Efficient service in the field of Information Technology Worldwide. • To focus on client objectives and provide customized cutting edge

solutions. • To provide innovative solutions to the global market.

BOARD OF DIRECTORS Dr P. Sekhar Mrs Jayanthi S. Mr. Anant R. Kale Dr R.S. Deshmukh Mr Sudhir G. Koppikar Dr. Paul Jerome Coleman Jr. Mr Raghavendra A. Raichur Mr. Vinayak Hajare Chairman and Managing Director Executive Director Independent Director Independent Director Independent Director Independent Director Alternate Independent Director Independent Director

CERTIFICATIONS 1. 2. 3. 4. 5. ARAI Certificate EMC Certificate ERTL Certificate NASSCOM Certificate IECEE Certificate
34

6.

ISO 9001 : 2000

OBJECTIVE OF THE COMPANY

Objectives establish the goals and aims of business and determine its shape f future events. Objectives are the way of delivery motives for profits or self – service. Objective is the way of achieving motives for profits or self service. Objectives represent a clear picture of activities which are sought to be achieved. The main objectives of Micro Technologies as given in its memorandum of associations are:• • • • • • • To introduce new products and create new market. Increasing productivity of work force. Customer service and customer satisfaction. Improving work culture among the employees Increasing quality product and service Capitalising on company strength and use of corporate assets Improve advertising effectiveness.

BUISNESS OVERVIEW

The Business converges three most rapidly growing areas, Security Solutions, Information technology and Telecom. Company. Security and Messaging products are unique, with no major equivalent competing products in India.
35

Products address large market segments comprising of Individuals, homes and enterprises. Products service needs such as Security and Productivity, which are very vital in the modern living environment. MAJOR PRODUCTS

Micro Vehicle Black Box (VBB): The VBB is a futuristic offering that gives instant information and control to a vehicle owner globally on any event that happens in his/her vehicle like positioning, pre-defined security breaches, status of doors/windows, air pressure in the tiers, contents in the boot, breath analysis of driver etc. On being informed of any event, the owner can control the subsequent events from anywhere in the world by use of his mobile phone. He can stop the car remotely, inform police and de-activate devices etc. This application has exciting potential and further refinements are in the offering. Micro Home Security Systems (HSS): Micro HSS is a premises security system, which can also be customized to specification and is available with various features and in different models to suit cost and functional requirements. It is a security system deployed on the premises to alert the registered user through SMS in case of any unauthorized or prohibited access in the user's premises. Micro Fleet Monitoring System (FMS): Micro FMS is a web based Fleet Monitoring System, which has been developed to help organizations manage and track fleet of vehicles owned by the organization. Any organization who possess a fleet of vehicles for its staff, for the transportation of goods or for passengers in case of transport companies. The size of this fleet varies as per requirements of the organizations. These organizations need to maintain various details of these vehicles, like fuel consumption, breakdown details, maintenance
36

It intimates the change in SIM card & the current location of the handset with the registered handset user. Micro intelligent surveillance system (Micro ISS): Micro Intelligent Surveillance System has been designed to ensure complete security of your premises. account details of cost of maintenance.Home 37 . This advanced security system alerts you anywhere in the world through SMS in case of shutter or door break-ins. LMTS can be used in Nokia. It is an ideal security solution that implements various sensors. Micro Lost Mobile Tracking System (LMTS): LMTS is a comprehensive & intelligible tool to prevent theft & system integrity. to protect all your assets within your premises. LMTS is available in three different models Elite. Samsung & Panasonic handsets. gas leakages. inter department billing etc. Micro Life Line (MLL): MLL is a web based service with an Effective Solution to various problems. at various strategic points. Imagine getting up in the morning and seeing all the programs/ appointments waiting ahead for you for the day all on the mobile Phone. Micro Video door phone (Micro VDP): Micro VDP (Video Door Phone). It requires less memory for its application asks for no additional phone accessories and uses advanced GSM technology. Premium & Enterprise. details of garage and staff associated with vehicles. motion detection or fire outbreaks.kind security system especially designed for shops and small establishments. an Integrated Intercom Security System that can be integrated with the HSS.details. OTHER BUSINESS PRODUCTS Micro Shop Security System (Micro SSS): Micro Shop Security System is a one-of-its. MLL opens up new and effective ways of communicating critical and important information with minimal time and effort.

It can be implemented as a stand-alone or fully integrated with your existing systems within the 24 hrs Clock Suite. Micro Disaster management system (Micro DMS): Micro DMS helps to prevent or reduce the destruction. smoke detection or Gas Leakage the system is also incorporated with audio effects through Siren. through voice calls on land lines and emails Micro Office black box (Micro OBB): It is a security system deployed in premises to alert the registered user of any unwanted access to one's premises. monitor. This security system works on the GSM technology. loss. Micro access control system (Micro ACS): Micro ACS or Access Control System is access control software which allows you to authorize. 38 . is a security solution to ensure safety & provides life-support for UNMANNED locations as well as locations of critical importance to the company.Security System into an easy to use. Micro Intelligent black box (Micro IBB): Micro IBB. Apart from Messaging as a mode of intimation during any anomaly such as intrusion. It functions with the help of various electronic sensors to detect activities and then alert the authorized users on their mobile phones. convenient and affordable system. human suffering or any economic losses caused by the Calamities. which is an additional facility to the system. called Intelligent Black Box. report on and manage attendance details of your Organization. correct and relevant information to the correct recipient in the correct format and the correct communication device to mitigate the preparedness planning. Anomalies by immediate detection and dissemination of timely. Accidents. It is a system that enables both video and audio communications between users over a commonly connected telephone line.

MicroPower Sine wave Home UPS (Micro PSHU): Micro Power Sinewave Home UPS is an exceptionally powerful top of the line technology product based on Digital Signal Processing with in-built Smart Battery management. Micro Secure Bank Black Box (Micro SBB): With the Implementation of this system. When a laptop is loaded with Micro Lost Notebook Tracking System. smoke detection or Gas Leakage it is intimated also through the incorporated audio system which gives the sound effects of Siren. the following system proves to be greatly helpful for administrators. 5 stage battery Charge Control System and an in built 39 . Any anomaly such as intrusion. The registered user gets intimation through an Alert Message. If that notebook is reported stolen or lost. Micro Lost Notebook Tracking System (Micro LNTS): Micro LNTS (Lost Notebook Tracking System) is embedded on notebook hard drives. allowing systems to be tracked as soon as they are connected to the Internet. With added utility of attendance monitoring and log maintenance. They may login to their web-based personal tracking and monitoring page through www.Micro Office Security System (Micro OSS): Micro OSS is a security system deployed in office premises to warn the registered user of any unwanted access. its location is tracked and the owner can recover the stolen property. Micro LNTS is far more efficient and competitive to existing low end products available in the market include Regular Emails for computer/notebook. tracking-agent software silently connects with the company's monitoring centre whenever the device is connected to the Internet.microlnts. Micro LNTS not only tracks & recovers stolen computers .it deters theft. which is an additional facility to the system. one can expect a reduction in the rate of robberies in Banks.net to view and trace where their laptop has been accessed that too from any corner of the world.

Water Reminder or if there is a weak DC connection. It is first of its kind exclusive deal where an Indian Company is providing its innovative and unique solution for mobile security. FN System would help and assist to identify and spot the potential market for IT based opportunities in Japan and Far East countries like East China. Short Circuit. Overload. Micro Technologies India enters Japanese market Micro Technologies has signed in for a business worth USD 5 million for its mobile controller product. The Micro Products addresses/secures market segments and industries such as: Automobile Industry. Hospitality Industry. South Korea.Diagnostic aid. Premises –Homes. offices & factories. Low Battery. Japan. Personal Communications Infrastructure Industry Energy Industry RECENT INITIATIVES OF Micro Technologies (India) Ltd. Jewellery Industry. Taiwan and Singapore. Micro MCS (Mobile Controller System) from FN Systems. Health Care Industry. This marks an entry of Micro Technologies in the highly evolved Japanese market. System Fault. data management technology to Japan. Micro Technologies India Expands business in South Africa 40 . It has seven audio alarms to give an idea about Reset. Fashion industry.

After the success of the Vehicle Security System. Ltd. Micro Buddy Tracking System. Expansion and enhancement of products: The Company intends to expand and enhance its range of products. South Africa. The products include Micro Lost Mobile Tracking Systems. Micro Bike Security System and Micro Energy Black Box. Developing marketing and sales alliances: 41 . BUSINESS STRATEGY The Company follows a cohesive strategy in developing its business: Creation of new products: The Company intends to provide Research & Development along with the initiation of Innovative Technology particularly with a view to capitalize on the first mover advantage that it has in the IT based security industry and further plans to expand the size of its market. Micro Mobile Controller System. Micro Technologies would upgrade these products periodically taking into account the latest technologies and user requirements. while mitigating business risk by reducing its dependence on only a few products. The Company believes that the key to success is to offer innovative and technologically advanced products.Micro Technologies expands its existing business in South Africa with a deal size of 6 Million USD annually with TWI International PTY. Micro Lost Notebook Tracking System. Micro Phantom. Micro Technologies will provide all the training technical support for these products. Micro Access Controller System. Training within Industry International (TWI) is expanding its business with Micro Technologies to distribute their other security solutions in the South African market. The Company operates in a highly technical and dynamic field.

through brand building efforts. The Company also maintains a 24-hour customer care service. as the Company develops its portfolio of products and services. Growth through acquisitions: The Company evaluates potential acquisition targets that offer an opportunity to grow its business by increasing its international presence. Subsidiary Formation: 42 . Geographical expansion of product offerings: The Company intends to further expand the client base for its product offerings. media campaigns and investor relations efforts. Maintenance of the existing customer base: The Company trains the staff at Micro Shoppes. with a view to eventually establishing a greater presence in new markets. communication and promotional initiatives such as interaction with industry research organizations. It will also continue to utilize the experience and expertise gained through Indian operations to expand globally. its existing customer base should continue to grow. Brand equity: The Company intends to invest in developing and enhancing recognition of its brands.The Company intends to grow and strengthen its strategic alliances with distributor networks. The Company proposes to carry out the expansion with the help of strategic acquisitions and by entering into strategic alliances. public relations. participation in industry events. Further. which will assist the Company in sales and delivery. enabling them to meet any customer requirement. including its corporate name. Maintaining strategic focus on the Indian market: The Company believes that India remains strategically important to its growth. The Company intends to continue to focus on growing its businesses in India.

The company concentrates in forming subsidiaries for its main product line so as to create an impact and concentrate on the product based market segment.

ACHIEVEMENTS AND AWARDS

• •

Micro Technologies wins the 'Amity Corporate Excellence Award' Accorded with the "Deloitte Technology Fast 500 Asia Pacific Award"

for being one of the 500 fastest growing companies in Asia for two consecutive years- 2007 & 2008. • Awarded with the 'Deloitte Technology Fast 50 (India) Award' for two

consecutive years-2007 & 2008. • Micro Technologies wins the Dun & Bradstreet - ECGC - Indian

Exporters' Excellence Award. • • Micro Technologies bags Maharashtra IT Awards, 2006. Dr. A P J Kalam, former president of India, felicitates Dr. P Sekhar for

his significant contribution in the security segment. • Micro Technologies and Bharti Airtel Limited ties up to offer Micro

LMTS (Lost Mobile Tracking System) to secure the mobile handsets of Airtel subscribers. • Micro Technologies ties up with MTNL to offer Mobile security solution-

Micro LMTS to its Mumbai & Delhi Subscribers. • Micro Technologies has entered into a strategic agreement to market

Micro Products and its licenses to Sri Lanka.

43

Launched new security products Micro MCS (Mobile Controller System),

Micro SAMS (Student Attendance Management System) & Micro WSS (Wi-Fi Security System). • Launches an exclusive range of Products such as Micro BTS (Buddy

Tracking System), Micro LNTS (Lost Notebook Tracking System) and Micro ISS (Intelligent Surveillance System). CLIENTS

OTHER CLIENTS

M.S.E.B

ATLAS APCO

AUTOFIN LTD

B.P.C.L

BARC CIDCO

DAE

MANTRALAYAN

M.P.C.B

TVS LUCAS

MMD

M.C.G.M

N.M.M.C

SICOM LTD

TATA HONEYWELL

44

MICRO SHOPEES IN INDIA

45

WORKING AT MICRO TECHNOLOGIES 46 .

Growth. implement and maintain IT based security solutions as the main component of our business strategies Micro Technologies' greatest strength is the quality and integrity of every Microite and the passion they bring to work to help others live a secured life.we push the boundaries of Information Technology every day. we design the technology solutions that help make Micro Technologies a success. With our ongoing development process and tools. Micro Technologies has a culture of camaraderie and pride in one's work. Our Microite team uses Creativity.states that: "All the assets of our company are insignificant when compared to the capabilities of our employees.we believe talented. Microites are encouraged to think beyond what we do today. and in IT. One of the Micro Technologies values. the responsibilities allow each individual to define. maintain leading market positions.Information Technology (IT) is a critical area."Every Microite has the pride in working for a company that has been recognized for its R & D. offer responsive customer service. An opportunity to develop one’s potential: At Micro Technologies. Technology and Expertise to meet the needs of a company in an intensely competitive market.and Technology which not only secures the life of their own citizen but also masses globally. As part of our Microite team. Motivate Our People. to what we can become.and report strong financial performance year after year.every Microite has the opportunity to match their goals and objectives for personal growth with the challenges of Micro Technologies' competitive business environment Competitive Pay: 47 . By providing a positive work environment that encourages collaboration and innovation. At Micro Technologies.motivated employees are crucial to our ability to develop innovative technology.

short-term and long-term incentives. irrespective of the type of the premises. premises. has become the hot 48 . The main objective behind formation of Micro Retail is to capture the emerging Indian retail market. Corporate. team and individual performance. MSSL's security solutions are backed by innovative. retain and reward employees with competitive base pay. Micro Retail Ltd. MSSL specialize in the areas of security products that have been tried and tested within the industry and at the same time are at the forefront of technological advances. which includes metro and mini metro cities of India in the 1st phase than gradually to cover rest of cities. a company engaged in the area of retailing the range of Electronic Security. MSSL plans to cater to a range of clients across diverse sectors such as Retail. India.Subsidiary of Micro Technologies. and Household. a subsidiary of Micro Technologies (India) Ltd. SUBSIDIARIES Micro Secure Solutions Ltd (MSSL) . Micro Technologies also fosters a pay-for-performance culture that provides employees with opportunities to earn higher levels of compensation and receive rewards tied to company. This ensures that our clients receive reliable and up-to-date systems. MRL plans to start its operations in "A" class cities. MSSL results in savings for their clients by addressing the total security needs and reducing obsolescence: which protect people and their property.Micro Technologies pay practices are designed to attract. is a company engaged in range of Premises security products for commercial & residential premises with an exceptionally high level of customer satisfaction. Software and messaging Products for vehicle. motivate. quality driven and cost effective products developed by Micro Technologies (India) Ltd. PSUs in India and across Middle East. In combating security threats. and other assets.

Micro Retail Ltd will market the products of Micro Technologies (I) Ltd. 49 . that has a wide range of security products which best suits the rising demand of the security product. devices.and potential market for companies who are into manufacturing security products. Utilizing the strength of Micro Technologies. which is oriented towards R&D existing and new ranges of products. technologies and new types of detection equipment etc and others. shall be introduced into this retail market segment.

O B JE CTIV E STU D Y OF TH E OBJECTIVE OF THE STUDY 50 .

In this study an attempt is made to analyze the factors that influence the job satisfaction of executives along with the following Secondary Objectives. This report explores the possible correlation between job satisfaction and some other work-related issues. worker participation. To find out the sources of job satisfaction in the organization. 51 . To identify the intensity of the employee relation.PRIMARY OBJECTIVE: This study is an attempt to measure overall job satisfaction of Employees. work-related stress and salary. working time and work-life balance. SECONDARY OBJECTIVE: To identify the intensity of the job satisfaction of employees in the organization. to identify few of the determinants of job satisfaction. namely Job autonomy. and to evaluate the perceived importance of job facets to their overall job satisfaction.

52 .To frame the strategies to make the employees delight. To provide suggestions and recommendations for the future in order to improve the job satisfaction of employees.

R E SE A R CH M E TH O D O L O G Y 53 .

Secondary data: a. websites and company bulletin. reports. II. or of a group. he can only report what has happened or what is happening. The main feature of this method is that the research has no control over the variables. Primary data: a. Primary data and Secondary data I. It is mainly considered with describing the characteristics of a particular individual. These data helped in collecting information regarding the company. This primary data for this project was collected through a structured questionnaire. 54 . This type of research is highly structured and rigid in its approach to data collection. Sources of data: Data that is being used in this study was collected from two resources. It includes surveys and fact finding inquires of different kinds. The secondary data for this project is collected from magazines. The major purpose of descriptive research is description of the state of affairs.RESEARCH METHODOLOGY Research Type: The research design is descriptive research design. The questionnaire was designed to study the job satisfaction of employees. as it exists at present. It seeks to describe something.

On the other hand. The researcher has used Random sampling for the purpose of study where the population elements are selected for inclusion in the sample based on the ease of access. The job satisfaction scale 2. 55 . It is known by different names like deliberate sampling. NON PROBABILITY SAMPLING: Convenience Sampling: The researcher selects the most accessible population members from which to obtain information. The various instruments to be used for the study are: 1. purposive sampling and judgment sampling.Data collection instrument: The data collection instrument or the tool adopted in this project was by means of distributing questionnaires and collecting the responses from the employees. Personal data sheet Sampling Technique : There are basically 2 types of research design namely the probability sampling and the non-probability sampling. It is also popularly known as random sampling or chance sampling. Non-probability sampling is the one that doesn’t afford any basis for estimating the probability that each item in the population has of being included in the sample. in is probability sampling each and every unit of population has an equal chance of being included in the sample.

Data Collection Instrument: A Survey questionnaire which rates the agreements of the respondents on a five point scale from ‘Strongly Disagree’ to ‘Strongly Agree’ along with certain demographic components like Age. Experience. Department. Area of Study: This study was conducted in Micro Technologies India Ltd. Respondents were assured that the matter will be kept confidential. 56 . Mumbai.Educational Qualification is designed and administered to the Employees (Staff Level) of the selected sample size to obtain the desired information from the respondents.Procedure in this study The samples selected in this study are under convenience sampling. Gender. Sample size: This refers to the number of respondents that is selected to constitute a sample. The sample size used for this study is 36 respondents.

Analysis is done on the assumption that respondents have given correct information through the Questionnaire. Mumbai. 57 . The study is limited only to Micro Technologies in Mahape. Opinions of employees may be biased at time. Mumbai. therefore the results and conclusion of study may not be applicable to other companies.LIMITATIONS OF THE STUDY The study is confined only to Micro Technologies India Limited. The study is confined to 36 respondents due to time constraint so an extensive research could not be conducted.

L ITE R A TU R E R E V IE W 58 .

workers became exhausted and dissatisfied. but from the knowledge of being observed. primarily credited to Elton Mayo of the Harvard Business School. sought to find the effects of various conditions (most notably illumination) on workers’ productivity. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. Principles of Scientific Management Scientific management also had a significant impact on the study of job satisfaction. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). These studies (1924-1933). which paved the way for researchers to investigate other factors in job satisfaction. Principles of Scientific Management. It was later found that this increase resulted. Frederick Winslow Taylor’s 1911 book. Frederick Winslow Taylor’s 1911 book. argued that there was a single best way to perform any given work task. However. This finding provided strong evidence that people work for purposes other than pay. This book contributed to a change in industrial production philosophies. thus leaving researchers with new questions to 59 . not from the new conditions.LITERATURE REVIEW Hawthorne studies (1924-1933). causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. primarily credited to Elton Mayo of the Harvard Business School One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

or can’t decide (indicated by ‘?’) in response to whether given statements accurately describe one’s job. social needs. and self-actualization. is a specific questionnaire of job satisfaction that has been widely used.answer regarding job satisfaction. Bryan. participants answer either yes. Some argue that Maslow’s hierarchy of needs theory. and Hugo Munster berg set the tone for Taylor’s work. Kendall.L. supervision. created by Smith. the Job Satisfaction Survey (JSS). a motivation theory. Job Descriptive Index (JDI). Kendall. This theory explains that people seek to satisfy five specific needs in life – physiological needs. It should also be noted that the work of W. promotions and promotion opportunities. coworkers. and the Faces Scale. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ). The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one 60 . Walter Dill Scott. and the work itself. The Job in General Index is an overall measurement of job satisfaction. & Hulin (1969) The Job Descriptive Index (JDI). This model served as a good basis from which early researchers could develop job satisfaction theories. It measures one’s satisfaction in five facets: pay. safety needs. The scale is simple. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. & Hulin (1969). created by Smith. no. laid the foundation for job satisfaction theory. self-esteem needs.

Job Satisfaction by Hoppock. 61 . the Faces Scale of job satisfaction. It captures the most popular view that job satisfaction is an evaluation and represents both belief and feelings. (1935). This definition is still being debated. The measures used in practise range from single questions specifically conceived for an individual study to more sophisticated standardized instruments such as the Job Descriptive Index (JDI) (Smith. job satisfaction represents a person's evaluation of one's job and work context. Kendall. In the authors’ research experience. The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. R.item from each facet). and Hulin. In this report job satisfaction questionnaire is used to measure the job satisfaction of the employees of Micro Technologies (India) Ltd. one of the first scales used widely. maintenance and managerial employees’ at all organizational levels Meaning and Nature: According to Weiss and Cropanzano (1996). Finally. a need has been found for a job satisfaction measurement which can be obtained quickly from survey respondents and which does not absorb an extensive number of survey items. The authors have applied the measure in a number of large-scale survey efforts using different target populations encompassing a variety of individual respondents including research and development professionals and clerical. secretarial. 1969). The paper examines from a validity and reliability standpoint one such measure attributable to Hoppock (1935). measured overall job satisfaction with just one item which participants respond to by choosing a face. Measures of job satisfaction have wide application in organizational research.

The nature and causes of job satisfaction" in Handbook of Industrial and Organizational Psychology. Luthans (1989) states that job satisfaction is a pleasurable. Employees are concerned with their work environment for both personal comfort and how it facilitates doing a good job. The emphasis here is on all that one wants. whether it is important for self-definition or not. Locke E. based on their observations and Emotional experiences. supportive working conditions. Different types of satisfaction will lead to different intentions and behaviour. equitable rewards. Saleh (1981) states that job satisfaction is a feeling which is a function of the perceived relationship between all that one wants from his job/life and all that one perceives as offering or entailing. He argues that the more important factors conducive to job satisfaction are mentally challenging work. or job experience. Locke (1976) states that job satisfaction is a collection of attitudes about specific facets of the job. and is the result of the employee's perception of how well the job provides those things which are viewed as important. and supportive colleagues. Overall job satisfaction is a combination of the person's feeling towards the different facets of job satisfaction. Satisfied employees have a favorable evaluation of their job. 1976. Employees can be satisfied with some elements of the job while being simultaneously dissatisfied with others. or positive emotional state resulting from the appraisal of one's job. An employee might complain to the supervisor when dissatisfied with low pay but not with coworker dissatisfaction.It is an appraisal of the perceived job characteristics and emotional experience at work. One can also add the importance of good personality--job fit and an individual's genetic disposition (some people are just inherently upbeat and positive about all things including their job). People get more out of work 62 .

therefore. 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. Further. 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. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. For most employees. When a person values a particular facet of a job. Dispositional Theory: Another well-known job satisfaction theory is the Dispositional Theory. To illustrate. work also fills the need for social interaction. the theory states that how much one values a given facet of work (e. his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met). the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. having friendly and supportive co-workers leads to increased job satisfaction.g. 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 over time and across 63 . Models of job satisfaction: Affect Theory: Edwin A. 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. compared to one who doesn’t value that facet.than merely money or tangible achievements. if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy. Not surprisingly. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.

Hygiene factors include aspects of the working environment such as pay. Judge argued that there are four Core Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem. 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. Judge in 1998. proposed by Timothy A. with Hackman & Oldham 64 . researchers have been unable to reliably empirically prove the model. Finally. general self-efficacy. 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. supervisory practices. These motivating factors are considered to be intrinsic to the job. Research also indicates that identical twins have similar levels of job satisfaction. locus of control. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model.careers and jobs. respectively. or the work carried out. Motivating factors are those aspects of the job that make people want to perform. While Hertzberg's model has stimulated much research. and provide people with satisfaction. as opposed to outside forces having control) leads to higher job satisfaction. Having an internal locus of control (believing one has control over her\his own life. and other working conditions. lower levels of neuroticism lead to higher job satisfaction. recognition. and neuroticism. This theory states that satisfaction and dissatisfaction are driven by different factors – motivation and hygiene factors. company policies. promotion opportunities. for example achievement in work.

job satisfaction is an emotional response to a job situation. For example.). It cannot be seen. and knowledge of the actual results). absenteeism. if organizational members feel that they are working harder than others in the department but are receiving fewer rewards. The model states that there are five core job characteristics (skill variety. only inferred. in turn influencing work outcomes (job satisfaction. they will 65 .suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Finally. which is widely used as a framework to study how particular job characteristics impact on job outcomes. task identity. and feedback) which impact three critical psychological states (experienced meaningfulness. experienced responsibility for outcomes. Job Characteristics Model: Hackman & Oldham proposed the Job Characteristics Model. autonomy. work motivation. conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. the theory does not consider individual differences. the model has been criticized in that it does not specify how motivating/hygiene factors are to be measured. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM Three dimensions of Job Satisfaction: First. it is often determined by how well outcomes meet or exceed expectations. The five core job characteristics can be combined to form a motivating potential score (MPS) for a job. including job satisfaction. etc. Furthermore. which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. task significance. Second.

Research made with reference to the job characteristics. This means the extent to which the job provides the individual with interesting tasks. They will be dissatisfied. Third. opportunities for learning. Scholars suggest that there are six job dimensions that represent the most important characteristics of a job about which people have effective responses. Employees often consider salary as a reflection of how management views their contribution to the organization. Money not only helps people attain their basic needs. One reason undoubtedly is that most employees do not even know the benefits they are receiving. but a complex and multidimensional factor in job satisfaction. and approach to the job design shows that feedback from the job itself and autonomy are two major job-related motivational factors. Some of the most important ingredients of job satisfaction include interesting and challenging work and a job that provides status. and co-workers. They are: • The work itself: The content of the work itself is a major source of satisfaction. but also is instrumental in providing upper level need satisfaction. indicates that if 66 . • Compensation: Wages and salaries are significant. most tend to undervalue these benefits because they cannot see their practical value.probably have a negative attitude toward the work. Research made regarding compensation. They will be satisfied. and the chance to accept responsibility. they are likely to have a positive attitude towards the job. Fringe benefits are also important. Moreover. if they feel they are being treated well and being paid well. but they are not as influential. On the other hand. job satisfaction represents several related attitudes. the boss.

co-operative co-workers are a modest source of job satisfaction. The work group serves as a source of support. 67 . individuals who are promoted on the basis of seniority often experience job satisfaction but not as much as those who are promoted based on their performance. For example. advice. This is because promotions take different forms and include a variety of rewards. there is a significant increase in both benefit satisfaction and overall job satisfaction. generally. then it may have reverse effects. • Supervision: Supervision is another moderately important source of job satisfaction. It is proved that a participative environment created by the supervisor has a more substantial effect on worker’s satisfaction than participation in a specific decision. On the other hand. and assistance to the individual. One is employee-centeredness. • Co-workers: Friendly. that the people are difficult to get along with. This approach. This will have a negative effect on job satisfaction. There are two dimensions of supervisory style that affects job satisfaction. • Career growth: Promotional opportunities seem to have a varying effect on job satisfaction. as illustrated by managers who allow their people to participate in decisions that affect their own jobs. A ‘good’ work group makes the job more enjoyable. meaning thereby. comfort. which is measured by the degree to which a supervisor takes personal interest in the welfare of the employees.employees are allowed flexibility in choosing the type of benefits they prefer within a total package. leads to higher job satisfaction. called a flexible benefits plan. if this factor is not considered with care. The other dimension is participation or influence.

if working conditions are given importance. But this is crucial because it has a direct effect on job satisfaction. attractive surroundings. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements. If working conditions are good – clean. secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits. On the contrary. productivity and accomplishment of objectives are enhanced. how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Creating Job Satisfaction: So.employees find it easier to carry out their job. such as child-care and exercise facilities Up-to-date technology 68 .• Work environment: Work environment and working conditions are factors that have a modest effect on job satisfaction. Most people do not give working conditions a great deal of thought unless they are extremely bad. possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable.

and a sense of purpose and meaning for the organization and its 69 . learning. One such step is job enrichment. Apart from the factors mentioned above.Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. managers should match job tasks to employees' personalities. experiences. and General Motors (Daft. As much as possible. and a shy worker is unlikely to be a good salesperson. and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. and achievement. a person who does not pay attention to detail would hardly make a good inspector. managers can enhance worker satisfaction by placing people with similar backgrounds. the manager's personal characteristics and management style. 1997). and challenge in the work itself. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T. managers can enhance job satisfaction by carefully matching workers with the type of work. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. recognition. For example. job satisfaction is also influenced by the employee's personal characteristics. Also. Job enrichment usually includes increased responsibility. Job enrichment is a deliberate upgrading of responsibility. or needs in the same workgroup. For example. and opportunities for growth. IBM. scope. Good management has the potential for creating high morale. high productivity. when creating work teams.

listening. have significant effects on job satisfaction.employees. writing. Develop excellent communication skills. as well as organizational characteristics such as commitment and relationship with supervisors and co-workers. a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Empirical findings by Ting(1997) show that job characteristics such as pay. These job characteristics can be carefully managed to enhance job satisfaction. Everett (1995) suggests that employees ask themselves the following questions: When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation? Workers Roles In Job Satisfaction: If job satisfaction is a worker benefit. Employer’s value and reward excellent reading. 70 . task clarity and significance. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. with attendant increases in pay and other recognition. Of course. surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. promotional opportunity. and skills utilization. and speaking skills. This often leads to more challenging work and greater responsibilities.

and rewarding work environment is vital. Because of the relative prominence of pay in the reward system. Demonstrate creativity and initiative. This helps to give meaning to one's existence. it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. supportive.Know more. Appreciating the significance of what one does can lead to satisfaction with the work itself. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. requires careful planning and effort both by management and by workers. So. Managers are encouraged to consider such theories as Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating. Brief (1998) wrote: "If a 71 . in essence. thus playing a vital role in job satisfaction. Plan to avoid burnout by developing healthy stressmanagement techniques. Learn to de-stress. challenging. Assuring Job Satisfaction: Assuring job satisfaction. over the long-term. This will relieve boredom and often gets one noticed. Accept the diversity in people. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. See the value in your work. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. job satisfaction is a product of the events and conditions that people experience on their jobs.

and artistic. and feedback on how well they are doing. He proposes that satisfaction and the propensity to leave a job depends on the degree to which individuals successfully match their personalities to an occupational environment. more responsibilities. Employees want a fair unambiguous pay system and promotion policies. most employees will experience pleasure and satisfaction (Katzell. Promotion provides opportunities for personal growth. rather. Individuals who perceive that promotion decisions are made in a fair and just manner are likely to experience satisfaction from their jobs (Witt and Nye. Factors Responsible for Job Satisfaction and Job Dissatisfaction: Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks. Thompson. investigative. Holland presents six personality types. enterprising. freedom.person's work is interesting. Satisfaction is not linked to the absolute amount one is paid. 1992). 1992). but too much challenge creates frustration and a feeling of failure. and increased social status. Under conditions of moderate challenge. his/ her promotional opportunities are good. The matching of job requirement with personality characteristics is best articulated in Holland's (1985) personality--fit theory. social. his/her pay is fair. and Guzzo. conventional. Similarly. his/her supervisor is supportive. employees seek fair promotion policies and practices. it is the perception of fairness. These are realistic. and his/her coworkers are friendly. Studies to replicate Holland's 72 . then a situational approach leads one to predict he/she is satisfied with his/her job". Jobs that have too little challenge create boredom.

Johnson and Johnson (2000) investigated the effects of perceived over 73 . 1997. generally seem to be less satisfied with their jobs as well as their life (Perrewe. and 41 per cent claim that senior management truly cares about them. 1985). if he feels that his qualification is not matched with his job. only 54 per cent of American workers believe that they are paid fairly. who find themselves unable to adjust between work and family. Hochwarther. whereas layoffs have no effect on satisfaction. Kalleberg and Mastekaasa (2001) examined the impact of intraorganisational (resignations and layoffs) and interorganisational (promotions and downward commitment) job mobility on changes in job satisfaction and organizational commitment. he gets a type of recognition. The qualification of an employee must match his job. Baker. Employees. Satisfaction with co-workers seems to be one of the few ratings that come close to overall job satisfaction (84 percent) (Moore. and hence. When an employee gets fair promotion. which is generally based on his true assessment. Feldman and Arnold. They found that promotions increase employee's perceptions of the quality of their job and thereby enhance both their satisfaction and commitment. A strong indication that overall satisfaction ratings are inflated is that people typically report much lower satisfaction levels for specific aspects of the job. 46 per cent say their company promotes fairly. and Kiewitz. 1997).conclusions have been supported by many researchers (for example. Fair promotional policies in any organization become their foundation of growth. Resignations increase job satisfaction. 1999). For instance. naturally he will be dissatisfied. increases his jobsatisfaction.

have been found as important factors in determining level of job satisfaction (Sinacore. when jobs are challenging in nature.qualification on dimensions of job satisfaction. reveal that there was a significant tendency for groups experiencing democratic leadership to be more satisfied than groups experiencing autocratic leadership. age. 74 . it appears that active job (high demands. using the relative deprivation theory. Organizational investment in employee's well being results in the higher satisfaction in employees. race. Some demographic variables. high control) give rise to positive outcome (job challenge. Dollard. Taylor (2000) suggested that job satisfaction is directly related to company's investment in employee's well being. Findings of Jonge. they create an environment of satisfaction. It has been observed that routine jobs are boring and they create a type of boredom and monotony. low control) are conducive to ill health (emotional exhaustion. Driskell. When an organization cares for its employees. On the other hand. LeBlance (2000) provide renewed empirical support for the view that high-strain job (high demand. 1998). and employment status. Avtgis (2000) indicated that people who reported increased communication and high reward in communication also reported greater relational satisfaction and greater perceived organizational influence. The cross-sectional results supported the hypothesis and suggested that perceived over qualification has a negative effect on job satisfaction. for example. Muller. job satisfaction). Dormann. Further. Foels. and Salas (2000). Style of leadership also plays an important role in determining level of job satisfaction. Increased upward communication and its reward also results in job satisfaction. it definitely gets their support in reward. health complaints). using a Meta analytic integration of research evidence to address the paradox.

Workforce management. 75 .Citehr. • “www.managementparadise.com” It was used for reading the articles on the related topic to update.SOME WEBSITES WERE ALSO A CRUCIAL SOURCE OF KNOWLEDGE DURING THE COURSE OF SEARCH. • “www.com” It was used to communicate with some expert on the topic under the study and get a direct knowledge.explorehr.com” Different articles were studied from this websites and chain of communication was established with the other ex management students to know the importance of the chosen topic in future. • “www.com” It gave a brief idea about the Job Satisfcation guide for an organization. • “www.

D A TA A N A LYSIS TIO IN TE R PR E TA T IO N & 76 .

whereas 2% of the respondents are highly dissatisfied and 6% of the respondents are dissatisfied with the company and 49% of the respondents replied as neutral.33 108 100.9 8.DATA ANALYSIS AND INTERPRETATION CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE COMPANY Frequencies: Company Frequency Percent 2 1.07 37 34.4 91.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Cumulative Percent 1.7 100. 77 .85 7 6.48 53 49.0 Graphical Representation: Com pany 60 40 20 0 Strongly Disagree Disagree Neutral 2 7 9 53 37 Agree Strongly Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Inference: From the above table it is inferred that 8% of the respondents are highly satisfied and 34% of the respondents are satisfied with the company.26 9 8.3 57.

67 180 100.33 73 40.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Cumulative Percent 6.6 93. 78 .CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THEIR JOB Frequencies: Your Job Frequency Percent 12 6.7 20.3 100.0 60.56 59 32. whereas 7% of the respondents are highly dissatisfied and 13% of the respondents are dissatisfied with the job and 41% of the respondents replied as neutral.67 24 13.78 12 6.0 Inference: From the above table it is inferred that 7 % of the respondents are highly satisfied and 33% of the respondents are satisfied with the Job.

00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Cumulative Percent 2.1 13.08 12 8.33 144 100.7 100.39 39 27. whereas 3% of the respondents are highly dissatisfied and 11% of the respondents are dissatisfied with the work environment and 51% of the respondents replied as neutral.2 64.11 74 51.6 91.0 Graphical Representation: W o r k E nviron m ent 80 60 40 20 0 74 39 12 Strongly Disagree Disagree Neutral 3 16 Agree Strongly Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Inference: From the above table it is inferred that 8 % of the respondents are highly satisfied and 27% of the respondents are satisfied with the work environment. 79 .08 16 11.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE WORK ENVIRONMENT Frequencies: Work Environment Frequency Percent 3 2.

whereas 3% of the respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the organizational culture and 41% of the respondents replied as neutral.89 85.6 Strongly Agree 26 14.56 51. 80 .8 Disagree 15 8.0 Total 180 100. Frequencies: Organizational Culture Frequency Percent Cumulative Percent Strongly Disagree 5 2.1 Neutral 73 40.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE ORGANIZATIONAL CULTURE.33 11.78 2.00 Graphical Representation: Inference: From the above table it is inferred that 14 % of the respondents are highly satisfied and 34% of the respondents are satisfied with the organizational culture.7 Agree 61 33.44 100.

00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: R el ationship W ith S uperio r 80 60 40 20 0 74 75 5 11 15 Strongly Disagree Disagree Neutral Agree Strongly Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Inference: From the above table it is inferred that 8 % of the respondents are highly satisfied and 42% of the respondents are satisfied with the relationship with superior.0 75 41.7 15 8. whereas 3% of the respondents are highly dissatisfied and 6% of the respondents are dissatisfied with the relationship with superior and 41% of the respondents replied as neutral.11 50.9 74 41.78 2.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE RELATIONSHIP WITH SUPERIOR.0 180 100. 81 .67 91.11 8. Frequencies: Relationship With Superior Frequency Percent Cumulative Percent 5 2.8 11 6.33 100.

4 100. 82 .0 T r ain ing 60 40 20 0 Strongly Disagree Disagree Neutral 11 22 25 48 38 Agree Strongly Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Inference: From the above table it is inferred that 8 % of the respondents are highly satisfied and 26% of the respondents are satisfied with the training in the organization.64 144 100.33 38 26.39 11 7.3 32.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE TRAINING IN THE ORGANIZATION Frequencies: Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Training Frequency Percent 22 15.00 Cumulative Percent 15.0 92.28 25 17. whereas 15% of the respondents are highly dissatisfied and 17% of the respondents are dissatisfied with the training in the organization and 33% of the respondents replied as neutral.6 66.36 48 33.

78 100.94 6.2 25 34.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE JOB CONTENT AND DESIGN IN THE ORGANIZATION Frequencies: Job Content and Design Frequency Percent Cumulative Percent 5 6.72 63.33 97.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Inference: From the above table it is inferred that 3% of the respondents are highly satisfied and 33% of the respondents are satisfied with the job content and design in the organization. whereas 7% of the respondents are highly dissatisfied and 22% of the respondents are dissatisfied with the job content and design in the organization and 35% of the respondents replied as neutral.9 16 22.9 24 33.0 72 100.22 29. 83 .2 2 2.

0 159 100.06 10.0 39 24.1 46 28.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: C a r eer Developm ent 60 40 16% 20 0 Strongly Disagree Disagree Neutral 35 46 39 23 Agree Strongly Agree Strongly Agree Strongly Disagree Disagree Neutral Agree Inference: From the above table it is inferred that 14% of the respondents are highly satisfied and 25% of the respondents are satisfied with the career development in the organization.5 23 14.47 100. whereas 10% of the respondents are highly dissatisfied and 22% of the respondents are dissatisfied with the career development in the organization and 29% of the respondents replied as neutral.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE CAREER DEVELOPMENT IN THE ORGANIZATION Frequencies: Career Development Frequency Percent Cumulative Percent 16 10.53 85.01 32. 84 .93 61.1 35 22.

6 Disagree 15 10.58 86.8 Strongly Agree 19 13.2 Agree 57 39. whereas 6% of the respondents are highly dissatisfied and 10% of the respondents are dissatisfied with the Team work and Cooperation in the organization and 31% of the respondents replied as neutral.0 Total 144 100. 85 .42 16.00 Graphical Representation: Inference: From the above table it is inferred that 13% of the respondents are highly satisfied and 40% of the respondents are satisfied with the Team work and Cooperation in the organization.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE TEAM WORK AND CO-OPERATION IN THE ORGANIZATION Frequencies: Team Work and Co-operation Frequency Percent Cumulative Percent Strongly Disagree 8 5.0 Neutral 45 31.56 5.25 47.19 100.

CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE PERFORMANCE MANAGEMENT IN THE ORGANIZATION Frequencies: Performance Management Frequency Percent Cumulative Percent 2 2.78 2.8 7 9.72 12.06 90.2 31 43.72 100. whereas 3% of the respondents are highly dissatisfied and 10% of the respondents are dissatisfied with the performance management in the organization and 35% of the respondents replied as neutral.3 7 9.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Inference: From the above table it is inferred that 10 % of the respondents are highly satisfied and 43% of the respondents are satisfied with the performance management in the organization.5 25 34.0 72 100.72 47. 86 .

4 4 5.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Inference: From the above table it is inferred that 6 % of the respondents are highly satisfied and 25% of the respondents are satisfied with the recognition and rewards in the organization. 87 .5 41 56.00 94.33 12.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE RECOGNITION AND REWARDS IN THE ORGANIZATION Frequencies: Recognition and Rewards Frequency Percent Cumulative Percent 3 4.4 18 25.56 100.2 6 8. whereas 4% of the respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the recognition and rewards in the organization and 57% of the respondents replied as neutral.0 72 100.17 4.94 69.

27 7 7.2 54. 88 .00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Cumulative Percent 2.95 39 44.5 93.0 Graphical Representation: Inference: From the above table it is inferred that 6% of the respondents are highly satisfied and 25% of the respondents are satisfied with the work stress.82 88 100.32 34 38.64 6 6.2 100.3 10. whereas 4% of the respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the work stress and 57% of the respondents replied as neutral.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE WORK STRESS IN THE ORGANIZATION Frequencies: Work Stress Frequency Percent 2 2.

67 7 6.48 4 3. whereas 6% of the respondents are highly dissatisfied and 4% of the respondents are dissatisfied with the health and safety in the organization and 42% of the respondents replied as neutral. 89 .67 45 41.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Cumulative Percent 6.70 45 41.2 51.5 10.9 93.0 Graphical Representation: Inference: From the above table it is inferred that 6 % of the respondents are highly satisfied and 42% of the respondents are satisfied with the health and safety in the organization.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE HEALTH AND SAFETY IN THE ORGANIZATION Frequencies: Health and Safety Frequency Percent 7 6.5 100.48 108 100.

00 23 21.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE BENEFITS AND COMPENSATION IN THE ORGANIZATION Frequencies: Benefits and Compensation Frequency Percent 27 25.63 25 23.0 Graphical Representation: Inference: From the above table it is inferred that 23% of the respondents are satisfied with the Benefits and Compensation in the organization.15 1 0.00 Strongly Disagree Disagree Neutral Agree Strongly Agree Total Cumulative Percent 25.3 75.30 32 29. 90 .93 108 100.9 99. whereas 25% of the respondents are highly dissatisfied and 21% of the respondents are dissatisfied with the Benefits and Compensation in the organization and 30% of the respondents replied as neutral.0 46.1 100.

41.0 Male Female Total Graphical Representation: G en d er 19 19 18 17 17 16 Male Female Male Female Inference: The graph shows around 58.8 100. 91 .6% are women.00 Cumulative Percent 52.22 36 100.4% of the total population for this research are male.CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF GENDER Frequencies: Gender Frequency Percent 19 52.78 17 47.

00 Cumulative Percent 5.44 5. 92 .44 19.4 100.CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF AGE Frequencies: Frequency 2 25 7 2 36 Age Percent 5.23 years 24 .33 years 34 .39 years 34 .6 75.28 years 29 .0 94.33 years 34 .23 years 24 .56 69.0 18 .33 years Inference: From the above table it is inferred that 6% of the respondents are of age between 18 – 23 years and 69% of the respondents are of age between 24-28 and 19% of the respondents are of age between 29 – 33 years and 6% of the respondents are of age between 34 – 39years.39 years 18 .56 100.23years 24 .39 years Total Graphical Representation: A g e o f th e R espon dents 25 25 20 15 10 5 0 2 7 2 18 .28 years 29 .28 years 29 .

67 5 13.00 Cumulative Percent 19.89 36 100.4 86.44 24 66.0 D es i gnatio n 24 25 20 15 10 5 0 7 5 Senior Of f icers Of f icers Others Others Senior Officers Officers Inference: From the above table it is inferred that 19% of the respondents are Senior Officers and 67% of the respondents are officers and 14% of the respondents are of lower designation.CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF DESIGNATION Frequencies: Senior Officers Officers Others Total Graphical Representation: Designation Frequency Percent 7 19. 93 .1 100.

8 83.89 1 2.69% 3.3 97.3 year 3 .78 20 55.CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF EXPERIENCE WITH THE COMPANY Frequencies: Less than 1 year 1 .56 5 13.0 E x p erien ce of the R espo ndents 0.89% Less than 1 year 1 .5 years above 5 years Inference: From the above table it is inferred that 28 % of the respondents were having experience less than one year and 20% of the respondents having experience of 1-3 years working with this organization and 5% of the respondents with 3 – 5 years and hardly 1% of the respondent with the experience above 5 years working with this company.78 36 100.5 year Above 5 year Total Graphical Representation: Tenure Frequency Percent 10 27.3 years 3 .00 Cumulative Percent 27.94% 13.2 100. 94 .47% 6.

9 55.6 80.CLASSIFICATION OF THE RESPONDENTS ON THE BASIS OF EXPECTATION WHEN JOINING WITH THE COMPANY Frequencies: MTIL Frequency Percent 6 16.67 9 25. 95 .78 16.00 Cumulative Percent 16.7 38.67 100.3 Good Pay Close Location Good Social Life Flexible Hours Clean Working Conditions Others Total Graphical Representation: M TIL 10 5 0 6 8 6 9 1 6 Good Pay Good Social Life Clean Working Conditions Close Location Flexible Hours Others Inference: From the above table it is inferred that 17 % of the respondents joined MTIL for Good Pay and 22% of the respondents joined because of close location and 16% of the respondents joined for good social life and 25% of the respondents joined for flexible hours and 3% of the respondents joined for clean working conditions and 16% of the respondents joined MTIL because of some other reasons.67 8 22.6 83.22 6 16.00 1 6 36 2.

00 Very Unlikely Unlikely Not Sure Likely Total Graphical Representation: R ef erin g a F rien d 20 10 1 0 Very Unlikely Unlikely 18 13 4 Not Sure Likely Very Unlikely Unlikely Not Sure Likely Inference: From the above table it is inferred that 3 % of the respondents were very unlikely to refer their friends and 11% of the respondents were unlikely to refer their friend and 50% of the respondents were not sure and 36% of the respondents were likely to refer their friends to this organization.9 18 50.0 36 100.8 4 11.11 100.78 2.00 63.CLASSIFICATION OF THE SATISFACTION OF THE RESPONDENTS WITH RESPECT TO REFERING THEIR FRIENDS TO THIS ORGANIZATION Frequencies: Friends Reference Frequency Percent Cumulative Percent 1 2. 96 .11 13.9 13 36.

22 30.78 58.CLASSIFICATION OF THE PERCEIVED SATISFACTION OF THE RESPONDENTS WITH RESPECT TO THE COMPANY Frequencies: Perceived Satisfaction Frequency Percent Cumulative Percent 3 8.33 8. 97 .3 15 41.67 100.3 8 22.0 0 0.00 Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Total Graphical Representation: P er ceived S atisfactio n 15 10 5 0 15 3 8 10 Very Dissatisfied Dissatisfied Neutral Satisfied Inference: From the above table it is inferred that 42% of the respondents are satisfied and 33% of the respondents are satisfied with the company.6 10 27.00 36 100. whereas 22% of the respondents are dissatisfied and 8% of the respondents are highly dissatisfied with the company and 28% of the respondents replied as neutral.

7 3 8.6 4 11.00 O v erall S atisfactio n 15 10 5 0 14 2 5 12 3 Strongly Disagree Disagree Neutral Agree Strongly Agree Inference: From the above table it is inferred that 8 % of the respondents were highly satisfied and 33% of the respondents were satisfied with the company and 6% of the respondents were highly dissatisfied and 11% of the respondents dissatisfied with the company whereas 41% of the respondents replied as neutral.33 100.56 5.11 19. 98 .3 12 33.33 91.CLASSIFICATION OF THE OVERALL SATISFACTION OF THE RESPONDENTS WITH RESPECT TO COMPANY Frequencies: Strongly Disagree Disagree Neutral Agree Strongly Agree Total Graphical Representation: Overall satisfaction Frequency Percent Cumulative Percent 2 5.0 36 100.67 58.4 15 41.

And the overall satisfaction is calculated from all the ratings which the employees had given for various parameters of job satisfaction.0 Total 227 100.0 Perceived Satisfaction 109 48. The above graph shows that the average perceived satisfaction is higher than the calculated average overall satisfaction i. 99 .02 100.CLASSIFICATION OF THE OVERALL SATISFACTION AND THE PERCEIVED STISFACTION OF THE RESPONDENTS WITH RESPECT TO COMPANY Frequencies: Comparative satisfaction Frequency Percent Cumulative Percent Overall Satisfaction 118 51.e.98 52. the average perceived satisfaction is 52% whereas the average overall satisfaction is 48%.00 Graphical Representation: C o m pariative S atisfactio n 48.% 52% Overall Satisfaction Perceived Satisfaction Inference: Perceived satisfaction is the job satisfaction which comes in mind of the employees when they are asked to rate it on a scale.

F IN D IN G S 100 .

whereas 7% of the respondents are highly dissatisfied and 13% of the respondents are dissatisfied with the job and 41% of the respondents replied as neutral. It is inferred that 8 % of the respondents are highly satisfied and 27% of the respondents are satisfied with the work environment. It is inferred that 7 % of the respondents are highly satisfied and 33% of the respondents are satisfied with the Job. Few employees feel that the individual initiatives are not encouraged and this influences their satisfaction with respect to corporate culture in the Micro Technologies India Ltd. but most of the employees are satisfied with the corporate culture.FINDINGS It is inferred that 8 % of the respondents were highly satisfied and 33% of the respondents were satisfied with the company and 6% of the respondents were highly dissatisfied and 14% of the respondents dissatisfied with the company whereas 39% of the respondents replied as neutral. whereas 3% of the respondents are highly dissatisfied and 11% of the respondents are dissatisfied with the work environment and 51% of the respondents replied as neutral. 101 . It is inferred that 14 % of the respondents are highly satisfied and 34% of the respondents are satisfied with the organizational culture. whereas 3% of the respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the organizational culture and 41% of the respondents replied as neutral.

whereas 3% of the respondents are highly dissatisfied and 6% of the respondents are dissatisfied with the relationship with superior and 41% of the respondents replied as neutral. It is inferred that 3% of the respondents are highly satisfied and 33% of the respondents are satisfied with the job content and design in the organization. It is inferred that 8 % of the respondents are highly satisfied and 26% of the respondents are satisfied with the training in the organization. whereas 10% of the respondents are highly dissatisfied and 22% of the respondents are dissatisfied with the career development in the organization and 29% of the respondents replied as neutral. Most of the employees are dissatisfied and replied as neutral with the training programs at Micro Technologies India Ltd. This indicates that the training program has to be improvised. The employees have very good work relations with their superiors. It is inferred that 14% of the respondents are highly satisfied and 25% of the respondents are satisfied with the career development in the organization. Many employees are dissatisfied 102 . whereas 15% of the respondents are highly dissatisfied and 17% of the respondents are dissatisfied with the training in the organization and 33% of the respondents replied as neutral. whereas 7% of the respondents are highly dissatisfied and 22% of the respondents are dissatisfied with the job content and design in the organization and 35% of the respondents replied as neutral. And very few employees were about the work relations.It is inferred that 8 % of the respondents are highly satisfied and 42% of the respondents are satisfied with the relationship with superior.

whereas 3% of the respondents are highly dissatisfied and 10% of the respondents are dissatisfied with the performance management in the organization and 35% of the respondents replied as neutral.with the opportunities for advancement they have in Micro Technologies India Ltd. whereas 4% of the respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the recognition and rewards in the organization and 57% of the respondents replied as neutral. It is inferred that 6 % of the respondents are highly satisfied and 25% of the respondents are satisfied with the recognition and rewards in the organization. It is inferred that 13% of the respondents are highly satisfied and 40% of the respondents are satisfied with the team work in the organization. It is inferred that 10 % of the respondents are highly satisfied and 43% of the respondents are satisfied with the performance management in the organization. whereas 6% of the respondents are highly dissatisfied and 10% of the respondents are dissatisfied with the team work in the organization and 31% of the respondents replied as neutral. Most of the employees are satisfied with the rewards and recognition they get for their good performance but few employees are not satisfied as they are not getting reward or recognition for their work and some are not sure with their opinions It is inferred that 6% of the respondents are highly satisfied and 25% of the respondents are satisfied with the work stress. whereas 4% of the 103 .

Therefore. Around 58. The study shows that most of the employees are not getting pay with respect to their work. Only a few employees are satisfied with the compensation they get. 41. From the above table it is inferred that 28 % of the respondents were having experience less than one year and 20% of the respondents having experience of 1-3 years working with this organization and 5% of the 104 . It is inferred that 23% of the respondents are satisfied with the Benefits and Compensation in the organization. this factor is influencing job satisfaction to a great extent. whereas 6% of the respondents are highly dissatisfied and 4% of the respondents are dissatisfied with the health and safety in the organization and 42% of the respondents replied as neutral.4% of the total population for this research are male. whereas 25% of the respondents are highly dissatisfied and 21% of the respondents are dissatisfied with the Benefits and Compensation in the organization and 30% of the respondents replied as neutral.6% are women. It is inferred that 6 % of the respondents are highly satisfied and 42% of the respondents are satisfied with the health and safety in the organization.respondents are highly dissatisfied and 8% of the respondents are dissatisfied with the work stress and 57% of the respondents replied as neutral. It is inferred that 6% of the respondents are of age between 18 – 23 years and 69% of the respondents are of age between 24-28 and 19% of the respondents are of age between 29 – 33 years and 6% of the respondents are of age between 34 – 39years.

whereas 22% of the respondents are dissatisfied and 8% of the respondents are highly dissatisfied with the company and 28% of the respondents replied as neutral. Overall Satisfaction is inferred that 8 % of the respondents were highly satisfied and 33% of the respondents were satisfied with the company and 6% of the respondents were highly dissatisfied and 11% of the respondents dissatisfied with the company whereas 41% of the respondents replied as neutral. It is inferred that 17 % of the respondents joined MTIL for Good Pay and 22% of the respondents joined because of close location and 16% of the respondents joined for good social life and 25% of the respondents joined for flexible hours and 3% of the respondents joined for clean working conditions and 16% of the respondents joined MTIL because of some other reasons.respondents with 3 – 5 years and hardly 1% of the respondent with the experience above 5 years working with this company. 105 . Perceived Satisfaction is inferred that 42% of the respondents are satisfied and 33% of the respondents are satisfied with the company. This is an area of concern. But still many employees are not sure and will not refer the same. Most of the employees will refer their friends to MTIL as a place to work.

R E CO M M E N D A TIO N S 106 .

considered. Better Compensation and Benefits. 3. 107 . 2. Managers need to sit down with each employee and clearly define what's expected of them. a list of suggestions given by the workers for improving Job Satisfaction is given below. Better Travelling Facility The suggestions made by the employees are of special significance if properly. it would result in maximum job satisfaction. The concern should come forward in a big way to make a participative type of management by inviting suggestions from the workers Some measures have to be taken in improving the working environment in the organization. The organization should come forward to provide job rotation in order to increase employee’s knowledge and skill.RECOMMENDATIONS Before giving the recommendations for improving job satisfaction. Better Appraisal system Recognition of outstanding achievement at work. 5. Recommendations by the Researchers The study has brought to light. that the level of satisfaction of the workers will enhance if the following recommendations are adopted by the concern. 1. The management should evolve a suitable strategy that aims at improving the team spirit of the workers. which in turn will increase the efficiency of the workers. Better promotional opportunities. 4.

The management should make sure that this impact is positive. Otherwise he/she will get demotivated. experience. tenure with company. space. This will make employees to feel that he/she is important to the organization and they will also learn new things. If the work of any employee is monotonous then he/ she will definitely feel boredom after a point of time. Every employee should get recognition for his/her good performance. The management should ensure whether all the employees are getting pay in accordance to their job. Compensation is influencing job satisfaction to a great extent. So. The employees should be given good training at the time of appointment as this leaves an impact on the employee about the organization.Initiatives of every employee should be encouraged without any type of discrimination (age. This will eliminate dependency on one individual. cleanliness. sex. the management should introduce job rotation in each department.). etc. 108 . the employee gets motivated and all of his/ her skills get directed towards achievement of the organizational goals. etc.). By giving recognition. The management should support its employees to learn and acquire new skills. More care should be given to working conditions (ventilation.

CO N CLU SIO N 109 .

This research will provide a frame work for evolving future decisions regarding “how to increase the level of Job Satisfaction”. The findings of the study would enable the management to enhance the appropriate determinants of Job Satisfaction and hence increase the level of Job Satisfaction among the Employees. Mumbai. Mumbai established that the occupational Job Satisfaction is affected by various determinants. Some are personnel factors like age. 110 . which directly affects the quality of the work done and indirectly affects the productivity of the organization. If the suggestions given are implemented. sex. work environment. relationship with superiors etc.CONCLUSION Job Satisfaction in an organization is an important phenomenon. There are many factors that influence Job Satisfaction. income level of an individual and external factors like. The study conducted at Micro Technologies India Limited. it may yield positive results and in the increase of Job Satisfaction among employees in Micro Technologies India Limited.

B IB L IO G R A PH Y 111 .

and Stone. 4. "The nature and causes of job satisfaction" in Handbook of Industrial and Organizational Psychology. Job Descriptive Index (JDI). Elton Mayo of the Harvard Business School The nature and causes of job satisfaction" in Handbook of Industrial and Organizational Psychology. 1989. Smith. 1976. Locke E.BIBLIOGRAPHY Job Satisfaction by Hoppock.microtechnologies. by Luthans F.com managementparadise. 5.com 112 . (1992). R. P. Hawthorne studies (1924-1933). E. C. C. Smith. Locke E. Employee handbook of Micro Technologies (India) Ltd. Kendall. (1935). Organizational Behavior.explorehr. 2. J. Frederick Winslow Taylor’s 1911. 1976. F. www. & Hulin (1969) Principles of Scientific Management. 5th edition Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance by Cranny. Research methodology by Kothari WEBSITES: 1.net www.org/ Citehr.com Workforce management. 3.

A N N E XU R E 113 .

The answer given by you will help in scientific evaluation of the project and help in its improvement. (2) Disagree (21%-40%) (3)Neutral (41%-60%) (4) Agree (61-80%) (5)Strongly Agree (81%-100%) Your Company My company is one of the best companies to work for (1) (2) (3) (4) (5) My company treats me well. Please do not leave any questions unmarked.ANNEXURE JOB SATISFACTION ANALYSIS IN MICRO TECHNOLOGIES INDIA LIMITED This questionnaire aims at finding out the employee’s perception about the current environment prevailing in Micro Technologies India Limited. RATING YOUR JOB SATISFACTION Overall. (1) (2) (3) (4) (5) 114 . how satisfied you are with your job? number) 1 Very Dissatisfied 2 Dissatisfied 3 4 (Please tick mark one 5 Very satisfied Neither Satisfied satisfied nor dissatisfied Kindly follow the following category: (1)Strongly Disagree (0-20%). Yours answers will the treated in strict confidence.

I am proud to tell people I work for this company (1) (2) (3) (4) (5) Your Job: I believe my job is secure (1) (2) (3) (4) (5) I like the type of work that I do & it is challenging and interesting (1) (2) (3) (4) (5) I am happy with my work timings (1) (2) (3) (4) (5) My job makes good use of my skills and abilities (1) (2) (3) (4) (5) I feel good about working in my department (1) (2) (3) (4) (5) Work Environment: The company has got enough technology & infrastructure (1) (2) (3) (4) (5) Maintenance of work environment / infrastructure is done well at my work space (1) (2) (3) (4) (5) We employees regularly share and exchange ideas (1) (2) (3) (4) (5) I have confidence in the leadership and top management of the company (1) (2) (3) (4) (5) 115 .

understandable and complete instructions (1) He always trust me (1) (2) (3) (4) (5) (2) (3) (4) (5) He takes prompt corrective action when I go wrong and motivates me to improve performance (1) (2) (3) (4) (5) I feel free to offer comments and suggestion to him (1) (2) (3) (4) (5) My superior praises me when I do a good job (1) (2) (3) (4) (5) 116 .Organizational culture: The company is outcome oriented that leads to high performance and high satisfaction (1) (2) (3) (4) (5) The company is people oriented that leads to high performance and high satisfaction (1) (2) (3) (4) (5) I feel I can trust what the company tells me (1) (2) (3) (4) (5) Individual initiatives are encouraged (1) (2) (3) (4) (5) The organizational culture promotes a balance between work and family life (1) (2) (3) (4) (5) Relationship with Superior: He always gives clear.

(1) (2) (3) (4) (5) Job Content and Design There is more scope for learning from my job (1) (2) (3) (4) (5) I have been getting feedback on my work done (1) (2) (3) (4) (5) Career Development: I have clearly established career path and job opportunities in this company (1) (2) (3) (4) (5) I am encouraged to accumulate additional qualifications (1) (2) (3) (4) (5) The company recruits from within before recruiting from outside (1) (2) (3) (4) (5) 117 .Training: I think the company has provided as much initial training as I needed (1) (2) (3) (4) (5) The training provided is much useful and productive (1) (2) (3) (4) (5) I think I am given enough time to practice and get settled to work (1) (2) (3) (4) (5) I think I am satisfied with the skill based training that I receive.

Team Work and Co-operation Different departments cooperate with each other (1) (2) (3) (4) (5) My work group resolves conflicts honestly. effectively and quickly (1) (2) (3) (4) (5) My understanding with my group is very good (1) (2) (3) (4) (5) My team focuses on fixing the plan rather than finding someone to blame (1) (2) (3) (4) (5) Performance Management: I feel my services are well recognized (1) (2) (3) (4) (5) I am given opportunity to write my comments in appraisal (1) (2) (3) (4) (5) Recognition and Rewards: I feel I am valued at the company (1) (2) (3) (4) (5) Rewards for doing a job well make me to repeat good performance (1) (2) (3) (4) (5) Work Stress: The work load is too heavy (1) (2) (3) (4) (5) The work schedule is too tight (1) (2) (3) (4) (5) 118 .

healthcare etc (1) (2) (3) (4) (5) My working environment is safe to work (1) (2) (3) (4) (5) I am satisfied with the security in the company (1) (2) (3) (4) (5) Benefits & compensation: My salary is appropriate for my responsibilities experience and skills (1) (2) (3) (4) (5) I am satisfied with the transport facilities available in the organization (1) (2) (3) (4) (5) I receive enough paid vacation time/sick leave (1) (2) (3) (4) (5) Personal Details: Name: Gender __________________ : (2) Female (1) Male 119 .The skill demands of my job are more than that I have (1) (2) (3) (4) (5) Health and Safety: I am satisfied with the company’s employee welfare programs like insurance.

Very likely 3. Likely 2.Age : (1) 18 years to 23 years (2) 24 years to 28 years (3) 29 years to 33 years (4) 34 years to 39 years (5) 40 years & above Department: -------------------------- Designation: -------------------------- Tenure with the company (1) Less than 1 year (3) 3 years to 5years : (2) 1 year to 3 years (4) Above 5 years What did you look for most _____________________________ (1) Good Pay (3) Good social Life (5) Clean working conditions when you joined MTIL? (2) Close Location (4) Flexible Hours (6) Low Workload/Other) How likely would you be to refer a friend to MTIL as a place to work? 1. Not sure 120 . Very unlikely 4. Unlikely 5.

Sign up to vote on this title
UsefulNot useful