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A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BSNL, …. The study on its face appears to be limited as it is carried out in a single Indian organization, i.e. BSNL, T hiruvarur . Thus,

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    A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BSNL,

    THIRUVARUR

    Dr. M. Ganesan

    Faculty Member, Department of Commerce and Mgmt. Studies,

    SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam.

    Dr. M. K. Durgamani

    Faculty Member, Department of Commerce and Mgmt. Studies,

    SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam.

    Dr. R. Renuka

    Faculty Member, Department of Commerce and Mgmt. Studies,

    SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam.

    Abstract

    Job satisfaction is a multifaceted factor, because it is connected with various casual

    factors like individual, social, intellectual, ecological and also, monetary. Job satisfaction is

    an individual's attitude towards the job or it is even an individual's reaction to the job. It

    plays a prominent role in a man’s life, as it affects positively on the personal and social

    adjustment of the individual and adversely affects the physical and cerebral health of the

    individual. One should note that a highly satisfied employee need not necessarily be a

    profound performer. The study on job satisfaction reveals the preferences and difficulties

    of the employees. Mainly, six factors influences the job satisfaction namely payment

    package, career development, interpersonal relations, Inspiration, Circumstances, training

    and development. The present study highlights job satisfaction of employees of Bharat

    Sanchar Nigam Ltd., Thiruvarur, which is well organized in many aspects. However, the

    study reveals that the most of the employees are not satisfied with their job.

    Keywords

    Job Satisfaction, BSNL, Individual Factors, Inspiration and Evaluation.

    Introduction

    Job satisfaction is the long-term prospect of employment in the organization, which

    creates a sense of contribution and dedication to the employees. This is with regard to

    one's feelings or mental state with respect to the nature of their work. It can be influenced

    by various factors, for eg, the quality of one's relationship with their manager, the quality of

    the physical atmosphere in which they work, degree of accomplishment in their work, etc.

    International Journal of Pure and Applied MathematicsVolume 119 No. 7 2018, 2429-2443ISSN: 1311-8080 (printed version); ISSN: 1314-3395 (on-line version)url: http://www.ijpam.euSpecial Issue ijpam.eu

    2429

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    Job satisfaction is also provides positive emotional circumstances when a person

    fulfill his requirements and aspirations and it may be general or specific. Statement of the

    Problem

    An unhappy employee, however, can cause severe damage to the organizational

    effectiveness. Performance management system should be based on ideological

    underpinnings and a holistic context by strengthening the linkages among the key

    components such as performance planning, performance execution, performance appraisal,

    recognition and reward, and performance improvement on a continuous basis.

    The study on job satisfaction helps to know their preference and problem of the

    employees. Mainly six factors influenced on the job satisfaction they include payment

    package, career development, interpersonal relations, inspiration, work circumstances,

    training and development. When these factors were high Job satisfaction was high in all

    organizations. When these factors were low, Job satisfaction is also low. In the present

    research, an attempt has been made by the researcher to analyze the job satisfaction of the

    employees working in the BSNL Thiruvarur Branch.

    Objectives of the Study

    To know the demographic profile of the employees in the study unit.

    To study the job satisfaction level of employees according to selected individual factors

    To offer suggestions and recommendations to improve job satisfaction in the study unit.

    Methodology

    In the present unit of study, survey method has been used for collection of the

    required data. Convenience sampling method of non – probability sampling is used in this

    study. In Thiruvarur BSNL, 301 employees are working at the time of study. They

    constitute the population of the study. From the population, 150 samples have been taken

    as sample size. The samples were taken from various departments and sections of the

    BSNL and steps were taken to include all categories of staff in the sample frame.

    The sample units are chosen primarily on the basis of the convenience to the

    investigation. The data, thus collected have been properly classified, tabulated and

    interpreted, to have a clear-cut outlook. The statistical tools like percentage, Chi-square

    test and ANOVA were employed to analyze the data and testing of hypotheses in an

    effective manner.

    Hypotheses of the Study

    There isn’t any significant difference between experience of the respondents and the level of satisfaction over the payment package.

    There is little difference between educational qualifications of the respondents and their satisfaction over training and development.

    Limitations of the Study

    The study has the following limitations

    1. Due to less time and considering the limited resources available, the study was restricted to 150 respondents. The sample size may not be sufficient to reflect the

    perception of the employees about the job satisfaction.

    International Journal of Pure and Applied Mathematics Special Issue

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    2. The method used in the study for collecting the data is very common. As the researcher found the Questionnaire method for appropriate this study.

    3. The study on its face appears to be limited as it is carried out in a single Indian organization, i.e. BSNL, Thiruvarur. Thus, its findings cannot be generalized.

    4. The study is based on the concerned employees’ opinion. They employees might express a biased opinion, which may limit the validity of the study.

    Review of Literature

    Maurer and Lippstreu, (2008) states that the support from employer for the personal development of the employee is a Human Resource function that aids in changing employee behavior and further it leads to employees’ positive response as being occupied and pledged. Ali and Ahmed (2009) confirmed that there is significant statistical relationship between recognition and reward, also between inspiration and contentment. Ekaterini Galanou, (2011) focuses on the primary purpose of performance appraisal as to

    prepare a useful feedback to individuals so that they could enhance their performance.

    There are eight appropriate methods suggested: Personal improving plan, Personal

    appraisal, 360 degree appraisal, self appraisal, Coaching, Competence assessment,

    objective setting, performance related to pay .

    Gurusamy and Mahendran (2013), in their scrutiny established the fact that Salary

    occupies the First position in the determination job satisfaction when compared with other

    major determinants. About 300 respondents were studied and the study is limited to

    automobile industries of India.

    Gopinath and Shibu (2014 ) examined the level of promotion and transfer related to job

    satisfaction among BSNL employees using Job Descriptive Index (JDI) Scale. The JDI

    scale included pay, promotions, supervision, work and co-worker. The results

    demonstrated that promotion and transfer process are important praxis for human resource

    development and are crucial in affecting the success of an organization. The analysis

    further proves that promotion and transfer highly influence job satisfaction of employees in

    BSNL. So the 45 % employees are having job satisfaction in high level and 55 %

    employees having job satisfaction in moderate level.

    Rashid Saeed (2014), in his study found that factors such as promotion, pay, fairness and

    working condition are key constituents that contribute to employee’s job satisfaction. The

    study was conducted on 200 telecom sector employees of Pakistan and concluded that

    money and Payment play an important role in the job satisfaction of the telecom employees

    of Pakistan.

    Data Analysis and Interpretations

    Profile of the Respondents

    The profile of the respondents is given below in the form of tables on the basis of

    which the analysis has been made in the study.

    Table - 1

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    Demographic Profile of the Respondents

    Sl. No Variables Frequency Total No. of

    Respondents Per cent (%)

    1 Gender

    Male 114 76.00

    Female 36 24.00

    Total 150 100

    2 Age Wise

    Classifications

    Less than 40 38 25.33

    40-50 65 43.33

    More than 50 47 31.33

    Total 150 100

    3 Educational

    Qualifications

    H.S.C and below 28 18.67

    UG and PG 85 56.67

    Professional Degree 37 24.67

    Total 150 100.00

    4

    Department

    Wise

    Classification

    Planning department 31 20.67

    Accounts department 35 23.33

    Commercial department 48 32.00

    Telephone revenue

    department 36 24.00

    Total 150 100.00

    5

    Experience

    Wise

    Classification

    Below 5 16 10.67

    5 - 10 34 22.67

    10 - 15 53 35.33

    Above 15 47 31.33

    Total 150 100.00

    6 Income of the

    Respondent

    Below 10,000 14 09.33

    10,000 – 20,000 31 20.67

    20,000 – 30,000 58 38.67

    Above 30,000 47 31.33

    Total 150 100.00

    8

    Reason for

    Joining this

    Job

    Job Security 74 49.33

    Payment package 41 27.33

    Career development 35 23.33

    Total 150 100.00

    9 Motivating

    Factor

    Payment package 54 36.00

    Job Security 30 20.00

    Career development 21 14.00

    Welfare measures 13 08.67

    Recognition & rewards 32 21.33

    Total 150 100.00

    Source Primary Data

    The above table shows the gender distribution of the respondents in the study unit.

    Out of 150 sample respondents 76 per cent is male and 24 per cent is female. The table

    indicates the age distribution of the respondents. Out of 150 sample respondents, 43 per

    cent of the respondents belong to the age group between 40-50 years. It is crystal clear

    from the table that 56 per cent of respondents are UG and PG scholars, 24 per cent of the

    International Journal of Pure and Applied Mathematics Special Issue

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    respondents are Professional Degree holders and 18 per cent of the respondents have

    studied up to Higher Secondary Level.

    Above table shows the distribution of the respondents in accordance with their

    departments. Out of 150 respondents, as much as 32 per cent of the respondents are

    belonging to commercial department. 35 per cent of the respondents have experience

    between 10-15 years followed by 31 per cent of the respondents have experience above 15

    years.

    The respondent whose monthly income is less than Rs, 10,000 constitutes 9 per

    cent of the total respondents. Table shows the reasons stated by the respondents for joining

    this organization. Out of 150 sample respondents, nearly 50 per cent of the respondents

    jointed this organization due to high degree of job security. It can be inferred from the

    table that the organization provides high degree of job security to its work force. As much

    as 36 per cent of the respondents opined that the Payment package offered by the

    organization is the main motivating factor and 21 per cent of the respondent stated that the

    recognition and reward is the effective motivating factor that drives in work. About 20 per

    cent of the respondents felt that the higher degree of job security is the effective motivating

    factor.

    Job Satisfaction of Employees in BSNL Thiruvaur Branch.

    In this paper an attempt is made by the researcher to analyze the job satisfaction of

    employees in BSNL, Tiruvarur Branch. The job factor selected for analyzing job

    satisfaction employees are (1) Reward Package, (2) Career Development, (3) Working

    Circumstances, (4) Interpersonal Relation, (5) Training and Development, (6) Inspirations.

    Level of Satisfaction over Payment Package

    Table - 2

    Level of Satisfaction over Payment Package

    S.N

    o

    Lev

    el o

    f

    sati

    sfact

    ion

    No. of respondents

    Sala

    ry/

    wages

    %

    Bon

    us

    %

    Fri

    nge

    ben

    efit

    s

    %

    Rew

    ard

    s

    %

    01 Highly

    satisfied 16 10.67 07 04.67 13 08.67 09 06.00

    02 Satisfied 28 18.67 16 10.67 19 12.66 11 07.33

    03 Neutral 12 08.00 06 04.00 21 14.00 15 10.00

    04 Dissatisfied 53 35.33 63 42.00 57 38.00 63 42.00

    05 Highly

    dissatisfied 41 27.33 58 38.66 40 26.67 52 34.67

    Total 150 100.00 150 100.00 150 100.00 150 100.00

    Source: Primary data

    Table 2 indicates the level of satisfaction over payment package provided by the

    study unit. As per the table the majority of the respondents are dissatisfied with the

    Payment package (salary/wages, bonus, fringe benefits and rewards) provided by the study

    units. It is inferred from the table that the job satisfaction of the employee is very low in

    International Journal of Pure and Applied Mathematics Special Issue

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    relation to Payment package. The Payment package is one of the vital factor that

    maximize job satisfaction of the employees, therefore the organization must take necessary

    steps to modify the present Payment package in order to improve the job satisfaction of the

    employees.

    Experience of the Respondents and Level of Satisfaction over Payment Package

    Table 3 exhibits that the majority of the respondents are dissatisfied with the

    Payment package given by the organization, therefore it is necessary to find out that there

    is any significant difference between experience of the respondents and the level of

    satisfaction over Payment package.

    To verity difference between experience of the respondents and their satisfaction

    level over Payment package a null hypothesis is framed and tested with the help chi-square

    test.

    Null hypothesis

    There is no significant difference between experience of the respondents and the

    level of satisfaction over Payment package.

    Alternate hypothesis

    There is a significant difference between experience of the respondents and the

    level of satisfaction over Payment package. The result is shown in table 3

    Table - 3

    Chi-Square Test Result

    S.No Payment

    package

    Calculated

    value

    Table value

    (0.05 level)

    Result

    01 Salary/

    Wages 19.49 21.0 Not significant

    02 Bonus 47.55 21.0 Significant

    03 Fringe benefits 36.97 21.0 Significant

    04 Rewards 43.71 21.0 Significant

    Compiled by the researcher

    The chi-square test result indicates that there is no significant difference between

    experience of the respondents and their level of satisfaction over salary/ wages and there is

    a significant difference between experience of the respondents and their level of

    satisfaction over bonus, fringe benefits and rewards.

    Level of Satisfaction over Career Development

    Table - 4

    Level of Satisfaction over Career Development

    S.No Level of

    satisfaction

    No. of respondents

    Opportunities to

    grow in career % Promotions %

    01 Highly satisfied 31 20.67 35 23.33

    International Journal of Pure and Applied Mathematics Special Issue

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    02 Satisfied 27 18.00 16 10.67

    03 Neutral 13 08.67 18 12.00

    04 Dissatisfied 45 30.00 38 25.33

    05 Highly dissatisfied 34 22.67 43 28.67

    Total 150 100.00 150 100.00

    Source: Primary data

    Table 4 indicates that the as much as 52 per cent of the respondents are dissatisfied

    with the availability of opportunities to grow the career of the employees and 38 per cent of

    the respondents are satisfied with it. On the other hand 54 per cent of the respondents are

    dissatisfied and 34 per cent of respondents are satisfied with their promotion in the

    employment. Therefore it may be concluded that the employees have low job satisfaction

    with regard to career development.

    Level of Satisfaction over Working Circumstances

    Table - 5

    Level of Satisfaction over Working Circumstances

    S.

    No

    Lev

    el o

    f sa

    tisf

    act

    ion

    No. of Respondents

    Wo

    rk s

    tress

    %

    Wo

    rk t

    imin

    gs

    %

    Infr

    ast

    ruct

    ure

    Fa

    cili

    ties

    %

    Wo

    rk l

    oa

    d %

    Del

    ega

    tio

    n o

    f a

    uth

    ori

    ty

    an

    d r

    esp

    on

    sib

    ilit

    y

    %

    Lea

    ve

    po

    licy

    %

    01 Highly

    satisfied 47 31.33 51 34.00 27 18.00 11 07.33 42 28.00 28 18.67

    02 Satisfied 56 37.33 64 42.67 46 30.67 15 10.00 51 34.00 39 26.00

    03 Neutral 09 06.00 03 02.00 18 12.00 03 02.00 08 05.33 12 08.00

    04 Dissatisfie

    d 21 14.00 24 16.00 42 28.00 67 44.67 31 20.67 45 30.00

    05 Highly

    dissatisfied 17 11.33 08 05.33 17 11.33 54 36.00 18 12.00 26 17.33

    Total 150 100 150 100 150 100 150 100 150 100 150 100

    Source: Primary data

    International Journal of Pure and Applied Mathematics Special Issue

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    Table 5 shows the level of satisfaction over working circumstances of the employees. As per

    the table majority of the respondents are satisfied with the work stress, Work timings,

    availability of the infrastructure facilities, delegation of authority and responsibility and

    leave policy of the organization. This is due to strong trade union in the study unit. On the

    other hand nearly 80 per cent of the respondents are dissatisfied with their work load because

    that they felt that the top level management imposes heavy work on them. It can be

    concluded from the table that the job satisfaction of employees in relation to working

    condition is satisfactory except for work load. Therefore, the organization may try to reduce

    the work load through proper allocation of work and by way of appointing new employees.

    Level of Satisfaction over Interpersonal Relation

    Table - 6

    Level of Satisfaction over Interpersonal Relation

    S.N

    o

    Lev

    el o

    f

    sati

    sfact

    ion

    No. of Respondents

    Rel

    ati

    on

    ship

    wit

    h s

    up

    erio

    r

    %

    Rel

    ati

    on

    ship

    wit

    h

    coll

    ogu

    es

    %

    Sen

    se o

    f te

    am

    work

    %

    01 Highly satisfied 36 24.00 57 38.00 41 27.33

    02 Satisfied 48 32.00 68 45.33 56 37.33

    03 Neutral 07 04.67 03 02.00 02 01.33

    04 Dissatisfied 32 21.33 15 10.00 39 26.00

    05 Highly

    dissatisfied 27 18.00 07 04.67 12 08.00

    Total 150 100.00 150 100.00 150 100.00

    Source: Primary data

    It could be infered from table 6 that the majority of the respondents are satisfied

    with the interpersonal relations, which include Relationship with superior, Relationship

    with collogues, and Sense of team work. Therefore it is inferred from the table that the job

    satisfaction in relation to interpersonal relation is very high among the employees in the

    organization.

    Level of Satisfaction over Training and Development

    Table - 7

    Level of Satisfaction over Training and Development

    S. No Level of satisfaction No. of Respondents %

    01 Highly satisfied 56 37.33

    02 Satisfied 68 45.33

    03 Neutral 05 03.33

    04 Dissatisfied 15 10.00

    05 Highly dissatisfied 06 04.00

    Total 150 100.00

    Source: Primary data

    Table 7 indicates the level of satisfaction over training and development policy of

    the organization. Out of 150 sample respondents, about 83 per cent of the respondents are

    satisfied with the training and development policy of the organization of which 45 per cent

    of the respondents are highly satisfied with it and a meager portion of the respondents are

    International Journal of Pure and Applied Mathematics Special Issue

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    dissatisfied with the training and development policy practiced by the study unit.

    Therefore it can be concluded that the job satisfaction of the employees is very high with

    regards to training and development policy of the organization.

    Educational Qualifications and Level of Satisfaction over Training and Development

    Table 8 clearly exhibits that most of the respondents are satisfied with the training

    and development policy of the organization. Therefore to verify difference between

    educational qualifications of the respondents and their satisfaction level over training and

    development a null hypothesis is framed and tested with the help of one way ANOVA.

    Null hypothesis

    There is no significant difference between educational qualifications of the

    respondents and their satisfaction level over training and development.

    Alternate hypothesis

    There is a significant difference between educational qualifications of the

    respondents and their satisfaction level over training and development.

    The result is shown in table 8

    Table – 8

    ANOVA TABLE

    Source of

    Variation

    Sum of

    Squares

    Degrees of

    Freedom

    Mean

    Square

    F ratio

    Table

    Value

    (5%

    level)

    Result

    Between

    Samples

    375.6 02 187.8

    187.8/165.

    03 =1.14

    3.8853

    Not

    significant Within

    samples

    1980.4 12 165.03

    Source: computed by the researcher

    Since the calculated value is less than the table value, the null hypothesis is

    accepted. Therefore, it may be concluded there is no significant difference between

    educational qualifications of the respondents and their satisfaction level over training and

    development.

    Inspiration

    Table - 9

    Level of Satisfaction over Inspiration

    Source: Primary data

    Table 9 indicates the level of satisfaction of the employees with respect to their

    inspiration. As per the table majority of the respondents are not satisfied with the

    S.No Level of

    satisfaction

    No. of Respondents

    Recognition for

    good performance %

    Performance

    based incentives %

    01 Highly

    satisfied 15 10.00 11 0.733

    02 Satisfied 24 16.00 16 10.67

    03 Neutral 19 12.67 29 19.33

    04 Dissatisfied 47 31.33 53 35.33

    05 Highly

    dissatisfied 45 30.00 41 27.33

    Total 150 100.00 150 100.00

    International Journal of Pure and Applied Mathematics Special Issue

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    recognition for good performance and performance based incentives in the organization.

    This is due to that the employees felt that they are not properly recognized good

    performance and also incentives are not given based on the performance in the

    organization. Therefore it can be infereded that the job satisfaction of the employees in

    relation with inspiration is very poor.

    Over All Job Satisfaction

    After analyzing the above mentioned ten job factors, the over all job satisfaction of

    the employees in the study unit is explained in table 10

    Table - 10

    Over All Job Satisfaction

    Job factor

    No. of Respondents

    Satisfied Dissatisfied Neutral

    Total no.

    of

    responden

    ts

    PAYMENT PACKAGE

    Salary/wages 44

    (29.33)

    94

    (62.67)

    12

    (8.00)

    150

    (100)

    Bonus 23

    (15.33)

    121

    (80.67)

    06

    (04.00)

    150

    (100)

    Fringe benefits 32

    (21.33

    97

    (64.67)

    21

    (14.00)

    150

    (100)

    Rewards 20

    (13.33)

    115

    (76.67)

    15

    (10.00)

    150

    (100)

    CAREER

    DEVELOPMENT

    Opportunities to grow in

    career

    58

    (38.67)

    79

    (52.67)

    13

    (08.67)

    150

    (100)

    Promotions 51

    (34.00)

    81

    (54.00)

    18

    (12.00)

    150

    (100)

    WORKING

    CONDITIONS

    Work stress 103

    (68.67)

    38

    (25.33)

    09

    (06.00)

    150

    (100)

    Work timings 115

    (76.67)

    32

    (21.33)

    03

    (02.00)

    150

    (100)

    Infrastructure facilities 73

    (48.67)

    59

    (39.33)

    18

    (12.00)

    150

    (100)

    Work load 26

    (17.33)

    121

    (80.67)

    03

    (02.00)

    150

    (100)

    Delegation of authority

    and responsibility

    93

    (62.00)

    49

    (32.67)

    08

    (05.33)

    150

    (100)

    Leave policy 67

    (44.67)

    71

    (47.33)

    12

    (08.00)

    150

    (100)

    INTERPERSONAL

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    RELATION

    Relationship with

    superior

    84

    (56.00)

    59

    (39.33)

    07

    (04.67)

    150

    (100)

    Relationship with

    collogues

    125

    (83.33)

    22

    (14.67)

    03

    (02.00)

    150

    (100)

    Sense of team work 97

    (64.67)

    51

    (34.00)

    02

    (01.33)

    150

    (100)

    TRAINING AND

    DEVELOPMENT

    124

    (82.67)

    21

    (14.00)

    05

    (03.33)

    150

    (100)

    INSPIRATION

    Recognition for good

    performance

    39

    (26.00)

    92

    (61.33)

    19

    (12.67)

    150

    (100)

    Performance based

    incentives

    27

    (18.00)

    94

    (62.67)

    29

    (19.33)

    150

    (100)

    Source: primary data

    Figures without brackets indicate the number of respondents.

    Figures in the brackets indicate the percentage to the total sample

    Table 10 indicates the overall picture of the job satisfaction of the employees after

    taking in to account six job factors. Out of six job factors, the respondents are dissatisfied

    with the Payment package, the career development, Inspiration and satisfied with the

    working conditions (except work load, and leave policy), Interpersonal relation, Training

    and development, job security and job evaluation. It is inferred from the table that the

    satisfaction in relation to the career development of the employees in the organization is

    not at satisfactory level, therefore the organization must take necessary steps to increase the

    career satisfaction of the employees.

    Findings, Suggestions and Conclusion

    Findings

    It is found that out of 150 sample respondents; nearly 50 per cent of the respondents

    jointed this organization due to high degree of job security, nearly 27 per cent of the

    respondents referred Payment package as their reason for joining this organization. About

    23 per cent of the respondents have joined due to availability of career development

    opportunities in the organization. It can be inferred from the study that the organization

    provides high degree of job security to its work force.

    As much as 36 per cent of the respondents opined that the Payment package of the

    organization is the main motivating factor and 21 per cent of the respondent stated that the

    recognition and reward is the effective motivating factor that drives in work. About 20 per

    cent of the respondents felt that the high degree of job security is the effective motivating

    factor. Therefore it is inferred from the table that the Payment package, and Career

    development are important motivating factors to stimulate the employees to achieve the

    organization goals.

    As per the study the majority of the respondents are dissatisfied with the Payment

    package (salary/wages, bonus, fringe benefits and rewards) provided by the study units. It

    is inferred from the study that the job satisfaction of the employee is very low in relation to

    Payment package.

    International Journal of Pure and Applied Mathematics Special Issue

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    It is found that there is no significant difference between experience of the

    respondents and their level of satisfaction over salary/ wages and there is a significant

    difference between experience of the respondents and their level of satisfaction over bonus,

    fringe benefits and rewards.

    As much as 52 per cent of the respondents are dissatisfied with the availability of

    opportunities to grow the career of the employees and 38 per cent of the respondents are

    satisfied with it. On the other hand 54 per cent of the respondents are dissatisfied and 34

    per cent of respondents are satisfied with their promotion in the employment. Therefore it

    may be concluded that the employees have low job satisfaction with regards to career

    development.

    As per the study, majority of the respondents are satisfied with the work stress,

    Work timings, availability of the infrastructure facilities, delegation of authority and

    responsibility and leave policy of the organization. This is due to strong trade union in the

    study unit. On the other hand nearly 80 per cent of the respondents are dissatisfied with

    their work load because that they felt that the top level management imposes heavy work

    on them. It can be concluded from the study that the job satisfaction of employees in

    relation to working circumstances is satisfactory except work load.

    Most of the respondents in the study are satisfied with the interpersonal relation,

    which include Relationship with superior, Relationship with collogues, and Sense of team

    work. Therefore it is inferred from the table that the job satisfaction in relation to

    interpersonal relation is very high among the employees in the organization.

    Out of 150 sample respondents, about 83 per cent of the respondents are satisfied

    with the training and development policy of the organization of which 45 per cent of the

    respondents are highly satisfied with it and a meager portion of the respondents are

    dissatisfied with the training and development policy practiced by the study unit.

    Therefore it can be concluded that the job satisfaction of the employees is very high with

    regards to training and development policy of the organization.

    It is found that there is no significant difference between educational qualifications

    of the respondents and their satisfaction level over training and development.

    Most of the respondents are not satisfied with the recognition for good performance

    and performance based incentives in the organization. This is due to that the employees

    felt that they are not properly recognized good performance and also incentives are not

    given based on the performance in the organization. Therefore it can be concluded that the

    job satisfaction of the employees in relation to Inspiration is very poor.

    Out of six job factors, the respondents are dissatisfied with the Payment package,

    the career development and Inspiration and satisfied with the working conditions (except

    work load, and leave policy), Interpersonal relation, Training and development. It is

    inferred from the table that the over all job satisfaction of the employees in the organization

    is not at satisfactory level.

    Suggestions

    The following suggestions are offered to maximize satisfaction on the career of

    employees in the study unit.

    The study discloses that the most of the respondents are dissatisfied with the

    Payment package. Therefore the organization must take necessary steps to modify the

    Payment package to improve the job satisfaction of the employees.

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    The study reveals that the employees have low job satisfaction with regards to

    career development. Therefore the organization may create an opportunity to improve the

    employee career development in the organization and the employees and promote in time,

    in accordance with their performance.

    The study indicates that nearly 80 per cent of the respondents are dissatisfied with

    their work load because that they felt that the top level management imposes heavy work

    on them. Therefore, the organization may try to reduce the work load through proper

    allocation of work and by way of appointing additional employees.

    It is suggested that the organization must recognize the employees for their good

    performance and also the organization may provide performance based incentives to

    enhance the job satisfaction of employees in relation to Inspiration.

    Overall findings of this research indicate that the job satisfaction of the employees

    in the study unit is not satisfactory. So measures should be taken to maximize job

    satisfaction of the employees.

    Conclusion The study highlights the career satisfaction of employees in the study unit. Bharat

    Sanchar Nigam Ltd., Thiruvarur, is well organized in many aspects. However the study

    reveals that the most of the employees are not satisfied with their job. Job dissatisfaction

    creates a lack of will to work and forces the employee to go away from work as far

    as possible. It is also found that an unhappy worker quit the job over time and seeks

    satisfaction elsewhere. Therefore the organization should take necessary measure to

    enhance job satisfaction of employees to achieve the organization goals.

    Reference

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    4. Bohlander, Shell, Sherman “Managing Human Resources” -12 edition Eastern Press Private Limited, Bangalore.

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