SUMMER TRAINING

PROJECT REPORT

On

“JOB SATISFACTION”

Submitted to Punjab Technical UniversityIn partial fulfillment of the requirements

For the degreeOf

MASTER OF BUSINESS ADMINISTRATION

BATCH - (2009 – 2011)

SUBMITTED TO: SUBMITTED BY:

Mrs. Ritu Khurana Parminder Singh

Roll No. 95142238974

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CHAPTER No. 1

ORGANIZATION PROFILE

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INDUSTRY PROFILE

TRACTOR INDUSTRY IN INDIA

Higher productivity and greater output are the two major contributions in farm mechanization.

Tractors form an integral part of farm mechanization and have a crucial role to play in increasing

agricultural productivity. Tractor is a highly versatile piece of machinery having a multitude of

uses, used in agriculture both for land reclamation and for carrying out various crop cultivation and

also employed for carrying out various operations connected with raising the crops by attaching

suitable implements and to provide the necessary energy for performing various crop production

operations involved in the production of agricultural crops. Tractors are capital intensive, labor

displaying used as a mode of transport, in electricity generation, in construction industry and for

haulage operation. It has now become an integral part of farm structure .The application of tractor

for agricultural activities which swept India during the last twenty years have erased the problem

of farmers. Farm mechanization program in India aims to integrate the use of available human and

animal farm power with mechanical sources of power for increasing the productivity.

Indian tractor industry, comparatively young by world standards have expanded at a spectacular

pace during last four decades. Consequently it now occupies a place of pride in India's automobile

industry. U.S.A., U.S.S.R. and only a few Western European countries exceed the current

production of tractors in India, but in terms of growth India's growth is unmatched even with

countries of long history of tractor manufacturing. The spectacular achievement reflects the

maturity and dynamism of tractor manufacturers and also the policies adopted by the government

to enable it to effectively meet the demand. The tractor industry in India has made a significant

progress in terms of production and capacity as well as indigenization of technology. It is a typical

sector where both imported technology and indigenous developed technology have developed

towards meeting the overall national requirements. The global spotlight on tractors manufacturers

certainly in terms of volume seems to be swinging away from the USA, UK and Western and

Eastern Europe towards India where growth in the number of producers and the total volume in

recent years have been impressive. In India tractor industry has played a vital role in the

development.

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India's gross cropped area is next only to United States of America and Russia and along with

fragmented land holdings has helped India to become the largest tractor market in the world. But it

drops to eight position in terms of total tractor in use in the country when compared to international

figures, only 3% of total tractors used all over the world . It is to be noted that while the overall

automobile industry is facing recession the tractor industry is growing at 9%.About 20% of world

tractor production is carried out in our country only. The arable land in India is high as 12% of the

total arable land in the world. Tractor market in India is about Rs. 6000 corers. On an average

around 400000 tractors are produced and their sale is 260000.Uttar Pradesh is the largest tractor

market in our country. One out of every four tractor is being purchased here. Indian tractor market

has to be viewed considering its position in the world with respect to key parameters as given

below:

INDIAN TRACTOR MARKET

DESCRIPTION UNITSWORLD

TOTAL/AVGINDIA INDIA RANK

Arable Land Mn Hectare 1444 170 2

Irrigated Area Mn Hectare 249.6 45.8 2

Tractors In Use Tractors/000 Hectares 28 10.5 8

The Tractors available in developed countries have advanced features and accessories that is not

found in Indian tractors .Tractor industry has made a steady and satisfactory progress even in

drought areas. Four factors have contributed to the steady progress:

* Government laid stress on the mechanization of agriculture with a view to boost food grain

production. Therefore agriculture sector started receiving financial assistance.

* There is an increase in awareness among the farmers for the need of farm mechanization and are

keen to acquire tractor with the help of credit facilities from financial institutions.

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* Agronomists believe that there is need for more tilling due to depletion of moisture and repeated

cultivation of land .It is precisely for this reason that the demand for tractors was well maintained

even during a draught period.

* Animal power available is too inadequate to meet power demand of our farmers. Mechanized

operations are preferred to eliminate drudgery and delay, also labor shortage during harvesting

increased the use of tractor.

At the end of the day there are enough reasons to believe that the industry will grow because:

* More farmers are opting for multiple cropping over last decade. Country's net cropped area had

remained virtually stagnant while gross cropped area increased by about 4.7%. This indicates the

increased popularity of multiple cropping.

* 95% of tractor sales are on credit. Credit is extended by commercial banks, state land

development banks and regional rural banks.

* Irrigation facilities reduce reliance on the monsoon and allow for quick yielding varieties of food

-grain .This reduces the cropping cycle to 3-4 months from the traditional 5-6 months. Reduced

cropping cycle require deep tilling which translates into higher demand for tractors.

* Cost of tractors in India is the cheapest in world .The cost of a finished tractor here is as much as

the cost of gear box in developed countries. Hence there exists tremendous scope for exports.

* According to a study conducted by PHD Chamber of Commerce and Industry , Since purchase of

tractor involves a big investment its demand in affected by the availability and easiness of credit. A

higher availability of credit will lead to a higher demand for tractors.

* The tractors between the 31-40 horse power and 31-40 hp range dominate the market .The reason

for medium horse power tractors being more popular are that the major tractor demanding states

like Punjab Haryana and Uttar Pradesh have plenty of alluvial soil which does not require deep

tilling. Lately it is visualized that higher hp segment has the maximum growth potential Higher

horse powered tractors will be the future requirement with the government intention to encourage

contract farming through the leasing in and leasing out of farm lands.

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* Regarding exports India of latter has been exporting tractors to a number of countries, but

predominantly to Sri Lanka, Nepal and U.S.A .However the study reveals that exports from India

are going down in the recent years .The major reason for the decline in exports of tractors of tractor

from India is being the failure to find an extensive market overseas ,deteriorating foreign exchange

situation in African countries and their poor buying capacity, comparatively cheaper imports of

second hand tractors by South East Asian countries from developed countries and the

disintegration of erstwhile U.S.S.R. but also  the potential export markets  can be explored by

Indian in the future. Since Indian tractors confirm to the international standard by virtue of their

foreign collaboration it is possible for India to export to more tractors to the rice and wheat

growing countries like Canada, Philippines and Bangladesh.

* FOREIGN COLLABORATION

Tractor industry along with others benefited from this policy which allowed free inflow of foreign

technology .The manufacture of tractors started in India mainly with the help of foreign

collaboration secured from internationally reputed companies from the USA ,UK, USSR ,WEST

GERMANY, POLAND ,CZECH SLOVAKIA . Most of the models which were taken up for

manufacture in India were developed overseas. Soon after the decision for the manufacture of

tractors was made during second plan, government approved number of foreign collaboration

agreements. The establishment and present status of tractor industry owes a great deal to the

support received by the Indian entrepreneurs from foreign collaboration during the initial phase of

manufacture.

DSIR has introduced a scheme, "National Register of Foreign Collaborations", which envisages

review and analysis of imported technologies in the country and suggested measures for

appropriate choices acquisition and implementation of foreign know-how. Major objective of

scheme is:

* To undertake financial, economic and legal analysis of set of data on foreign collaboration.

* Carry out a technological analysis of the imported technology and provide a stage of art

technology in the country and status of implementation of collaboration.

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* Co-ordinate with Ministry of Industry, Commerce and Finance by providing technology data

input.

* Selective support to strength measures in Research and Development for technology absorption.

List of tractor manufacturers, their collaborators and the year of commencement of production:

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MANUFACTURERS AND COLLABORATORS

MANUFACTURER COLLABORATOR YEAR

Eicher Tractors Ltd Gebr, Eicher Tractor. West Germany 1961

Gujarat Tractors Ltd Motokov –Praha. Czechoslovakia 1963

TAFE Messey Ferguson. UK 1961

Escorts Ltd Moloimport Arazawa Zaklady

Mechaniczne .Ursus Poland

1964

Mahindra And Mahindra International Harvestor. UK 1965

+Escorts Tractor Ltd Ford .U.K. 1971

Hindustan Machine Tools Motokov -Praha. Czechoslovakia 1971

*Kirloskar Tractors Limited Klochner-Humboldt Deutz. Germany 1974

Punjab Tractor Limited CMERI.INDIA 1974

*Pittie Tractor Limited Own know-how 1974

*Harsha Tractor Ltd Moto Import. Russia 1975

*Auto Tractor Ltd British Leyland. U.K. 1981

*Pratap Steel Rolling Mill Own know-how 1983

Vst Tillers Mitsubishi. Japan 1983

*United Auto Tractor Ltd Uzina Tractorul. Romania 1986

*Asian Tractor Ltd Own know-how 1989

Bajaj Tempo Ltd Own know-how 1987

International Tractors  Own know-how 1998

Larsen And Tourbo Ltd John Deere. USA 1999

New Holland Tractor New Holland Tractors .Italy 1999

Greaves Ltd Same Deutz- Fahr. Italy 1999

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COMPANY PROFI LE

ABOUT THE SONALIKA GROUP

Established in 1969, Sonalika group from the very beginning has tried to understand customer need

so that they get better value for their money, hard earned. Sonalika has state of manufacturing,

spread in acres, located at Hoshiarpur and tax free zone at AMB in Himachal Pradesh. Sonalika is

the one of the top 3 tractor manufacturing companies in India; other products include Multi utility

vehicles, engines and various farm equipments. Today the group stands tall with an approximate

turnover of 3200 Crore INR.

An average growth of 30% makes it one of the fastest growing corporate in India. It is also one of

the few debt free companies. Group has strength of about 2000 employee & technocrats. History

reveals that innovation is the key to continued progress and when applied to technology that

touches human life, it can unfold a whole new economic phenomenon that has the power to change

the world. With unique initiatives like the Thought leadership Forum, Leadership Forum, they have

been able to create a unique platform for learning through success stories of industry leader. No,

doubt that the sonalika products has created a position for themselves not only in India but also in

foreign market. To maintain quality even a micro level is being taken care of and rectified. The

industry has gradually transformed themselves into a world-class player involved in building state-

of-the-art products, solutions and technologies. Sonalika Foundation intends to become a catalyst,

encouraging there members to do more, capturing best practices for quality and harnessing a

greater range of resources, from the industry and beyond, to make a major impact on the

development. It has been their vision to cater to the needful agriculture and auto industry with

quality products through untiring dedication and activities. As they step in to their fifth decade of

existence, they continue to lead the development. Tractor and car plants work in 2 to 3 shifts

depending upon volume of work for maximum production. They continue to march ahead on road

to success and glory driven by the force of initiative and determination to have a leading position

in the tractor industry in the days to come. They have ventured in to automobile sector also with

the launching of Rhino –MUV- to write another success story.

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VISION

The Dream Project of Sonalika group is to cater the agricultural and auto industry with quality

abrasive products through untiring dedication and leadership.

MISSION

Sonalika pay personal attention to their customers so that, they can build products they need, and

not merely sell the products they build.

CORE VALVES

To accomplish their mission, the ownership, staff, and management go to great lengths to treat

each customer like a member of the family and provide them with the best choice of products and

highest quality of service in the industry.

ETHO STATEMENT OR LOGO RATIONALE

Red symbolizes the strength, power, determination, and desire of company. Yellow surrounding

the Sonalika produces a warming effect, arouses cheerfulness, stimulates mental activity, and

generates the same. Green Leaf in the center symbolizes growth, harmony, freshness, and fertility.

Black underlining the logo associates with power, elegance, and formality. And Orange

surroundings the complete logo represents enthusiasm, fascination, happiness, creativity,

encouragement, and stimulation. All this permutation of persona represents the Sonalika group as

an asset in the industry.

Company is manned by cream of the industries best of technocrat and service staff. They are proud

of reputation as service & solution provider and innovator in agro industries. In a time marked by

rapidly changing technology, they have developed best of the R & D team and have also developed

the excellent quality control system to deliver high quality results in the industry.

Their actions are guided by their core values of integrity, quality, commitment, and innovation.

They are committed to living their values doing so, building a business as great as their products.

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Throughout their history, company has earned a reputation for high quality and integrity, and this

has been an asset of incalculable value. They strive to live up to these expectations, not just

because it is for good business, but also because it is the right thing to do. Their core values are

never to be compromise for immediate success.

Over the years they have completed transaction in over 30 countries around the globe and are well

experienced in the international market for wide variety of machinery and tractor in comfortable

price and range. Sonalika is a team that has carved in itself successful entrepreneurship over the

years. The Sonalika group is among the India’s leading agricultural conglomerates in the high

growth sector of agro machinery, and material handling equipments and components having

pioneered from mechanization in the country Sonalika has played a fundamental role in the

agricultural growth of India for over five decades. When they decided to take up manufacturing of

Tractors, it was a decision to tread a path fraught with difficulties, problems and obstacles. But

they carried on with a clear vision, always seeing light at the end of the tunnel. Everything they did

was with lot of innovation and creativity. They always kept in mind that it is TIME which is wealth

not money. So their effort was to do everything in much less time than competition. This became

their competitive advantage and helped them in touching great heights in the shortest possible time.

The same scenario was repeated while developing MUV RHINO. This has been a great experience

involving their ICML team, vendors, suppliers and dealers which is a fairly large family now. They

wish that it should be a matter of great happiness for their associates to deal with them. With their

help and good wishes, they wish to accomplish all the great promises hidden in the future, off

course at the speed of light.

INTERNATIONAL CARS & MOTORS LIMITED

(ICML), is a Group Company of the Rs 1200 Crores SONALIKA Group. The Company is

promoted by Mr. L.D.Mittal, Chairman, Mr. A.S.Mittal, Vice Chairman & Mr. Deepak Mittal,

Managing Director, who are having vast experience in manufacturing of tractors, Farm machines

& Automobiles.

ICML is a project of its kind and is the ‘Pride of Himachal Pradesh’. The Company is having its

state-of-the-art production facility, with centrally air-conditioned, dust & pollution free

environment, to manufacture multi-utility vehicles / sports – utility vehicles, in Amb, Himachal

Pradesh.

The Company is a ‘Mother Unit’ as its establishment shall attract many other ancillary & small

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units for meeting the raw material requirements yielding manifold employment avenues, revenue

& industrialization in the state.

The Company has entered into Technical Collaboration Agreement with MG Rover of UK, with

the technical know – how from MG Rover, UK. The Company has manufactured MUV with the

name of RHINO RX & the same MUV boasts of Rover engines. The company is in-process of

developing its own Common Rail Direct injection (CRDI) engines.

The company has the installed capacity to manufacture 2000 MUVs in a month i.e., 24000 MUVs

in a year. In the first full year of production in 2006-2007, ICML is aiming to churn out about 5000

MUVs & expects to achieve a turnover of 250 Crores. The Company, besides catering to the

domestic market, also has an eye on exports & exports to Malaysia, Nepal, Bangladesh &

Indonesia are also in an advanced stage. It will also offload the product in African continent soon.

The Company is eligible for the Central & State Govt. Tax sops, exemption from the excise duty &

income tax for 10 years, which shall add to its viability & future expansion.

Sonalika Group intends to inject Rs. 1000 Crores in Himachal Pradesh over the next 2 -3 years in

the upcoming ICML plant & ICML has an ambitious plan to play a major role in the Indian

Automobile Industry.

SONALIKA AGRO

Sonalika Agro was established in 1971 to support the Indian farmers with mechanization

technology to facilitate persistence of green revolution. Sonalika Agro Industries Corporation, the

group’s maiden venture is one of the foremost Farm equipments and implements manufacturing

companies in India with 80% share in threshers alone. Its product line includes Combine

Harvesters, Tractor/Self Driven straw reapers, Potato Planters, Maize seller –cum-Dehuskers, Seed

–Cum- Fertilisers Drills, various kinds of threshers, etc.; Sonalika Agro is a pioneer in

manufacturing tractors mounted combine harvester, which is not popular in India, but also in

various others countries across the globe. Today, the company is supporting the farmers with world

class farming equipment to ease the process of making the Green Revolution II, a dream come true.

In the light of the company's mission, highly qualified and experienced staff is working as a family

in the manufacturing facility at Hoshiarpur (Pb).

This plant is equipped with advanced technology to develop, manufacture and test the modern

products for the modern farmer. The company has a wide range of farm equipments and

implements to facilitate the farmers in all kinds of farming activities. It has a large dealer network

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spread all over country and have approximately 80% share in Indian market of farm machinery. Its

products are also exported to Asian & African countries through various export promotion

counsels.

INTERNATIONAL AUTO TRAC FINANCE LIMITED

is a non banking finance company approved by RBI. IAFL provide finance to customers of

International cars & motors limited in rural & semi urban areas across India through customer

friendly schemes. Its parent company Sonalika Group ranks among the largest tractor & farm

equipment manufacturer in India

BUSINESS PLANS OF IAFL

First Phase: In the first phase, the area of operations will be in the state of Punjab, Haryana,

Jammu, H.P (Done).

Second Phase: In the second phase, the area of operations will be extended to other parts of

Northern India.

Third Phase: In the third phase, the area of operations will be extended to whole India.

Whom to Finance

Salaried

Agriculturist

Self Employed

Partnership

Pvt. co. ,others

INTERNATIONAL TRACTORS LTD

International Tractors Limited was incorporate on October 17, 1995 for the manufacture of

Tractors and has since then built a distinct position for itself in the Tractor industry. ITL is

manufacturing various Tractors of Sonalika brand between 30 H.P to 90 H.P, and CLASS brand

between 70 hp to 90hp. The tractors manufactured by company have secured a reputation of

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performance, quality and reliability in the market because of their maximum pulling power,

minimum fuel consumption and low emission. All this makes ITL one of the top five tractor selling

companies in India. These tractors are also exported to various countries including South Africa,

Australia, Zimbabwe, Sri Lanka, Canada, Bangladesh, Algeria, Zambia, Senegal, Ghana etc.

ITL has entered into strategic alliance with YANMAR of Japan for joint manufacturing tractors in

India. ITL has a marketing arrangement with TATA International for development of selected

South American and African market. The company’s marketing efforts are promoted by dealer

network of 600, and 450 sub dealers. Such a networking has enabled the company to grow like a

well-knit family whose roots lie in its customers, who have providing constant feedback and

support to allow the company to turn their dreams into products.

Their Manufacturing Process, Quality Control systems and Research & Development facilities are

ISO-2000 certified, by the joint Accreditation system Of Australia and New Zealand. They are the

first Tractor manufacturing company in the country to be accredited with ISO-14001. It bears

testimony to fact that company is having world-class R&D facilities, maintaining controls and

systems of international Standard and Environment norms.

They are also manufacturing tractors, meeting norms of Smoke & Mass Emission, Tested and

certified by ARAI, Pune. United States Environmental Norms Agency, Washington DC has also

certified our Engines. These certifications enabled SONALIKA Tractors to enter into world

Market. All the Models of Tractors and Combines Harvesters manufactured by us are tested &

approved by central Farm Machinery and Tractors Training & Testing Institute, Bundi (MP) India,

(the Government of India Institute authorized for issuing test reports).

Tractors from ITL offer the perfect combination of power and economy in the agriculture utility

segment. For fast efficient operation in the rows and a minimum width, which is typical to small

land holdings, the performance of ITL tractors is unparallel. Sonalika tractors are easy to handle,

with outstanding maneuverability, low center of gravity and a tight turning radius, that combine to

give fast and efficient operation in the field or yard.

They also manufacture tractors whose specifications are approved and tested dimensionally

and structurally, according to EEC and other international standard and homologations.

Some of their tractor models offer the most technically advanced features available on the

market today, including hydrostatic transmission, power steering, differential lock and

advanced safety devices

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Production

ITL has fully integrated and state of the art assembly facilitation for producing world class tractors.

Several productivity improvements in assembly line over the years have made it possible to

manufacture nearly 37000 tractors per Year. Atomization of assembly line not only increased

production capacity, but also provided a quantum jump to the quality of assembled tractors. ITL

assembly line producing tractors in broad range from 30HP to 90HP with effective planning of

resources.

Quality, Assembly & Testing Tools:

Hydraulic Test Rig Up to 1600Kg Lifting Capacity

Millipore Testing Equipment. Torque calibrator

Hydraulic presses

A unique 3-Stage oil filtration system having modern facility of centrifuge filtration

Batch type Special purpose machines (SPM) at various locations for washing of heavy

castings, components & subassemblies

Pipe flushing machine for proper cleaning of hoses & pipes

Induction Heaters for controlled heating of bearings

Standard testing procedures for final product

Roller testing

Road testing

Field Testing

Brief of R & D :

ITL R & D center is recognized by government of INDIA

ITL R&D is a complete dep’t in itself starting from designing up to development,

implementation

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Capabilities :

Highly qualified team of engineers for designing of transmission & vehicle areas

Vendor development is capable for the development of new projects components of R&D

through vendors & commercial settlement

Vendor quality control is capable for ensuring quality requirements of components through

verification at vendor end

High skilled workers are capable for making any types of prototypes

Facilities :

High configuration workstations are used for design activities

Team center is used for PLM concepts

I-Deas, Solid-Edge & AutoCAD is used for 3D & 2D design activities

Two transmission test rigs

Circular test track (mgr) & Roll over protection test rig

Hydraulic system test rig

Endurance test rig for operator seat & fenders

Pto test bed & Endurance test rig for MUV gearbox under commissioning

Proto machine shop with HMC, radial drilling & turning centre

Sonalika have In House Design Engine R&D department with up-to-date technology. Having a

team of exceedingly competent & remarkable squad of engineer’s proficient of designing most

excellent Engines in technology.

Engines developed so far available in rating of 28-90 HP. Sonalika has started spreading roots in

MUV manufacturing with own R&D team and designed two exclusive engines with latest

technology.

In-house R&D capabilities :

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CHAPTER No. 2

I NTRODUCTI ON

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INTRODUCTION

Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job

can be influenced by variety of factors like quality of one’s relationship with their supervisor,

quality of physical environment in which they work, degree of fulfillment in their work,

etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards

job has been defined variously from time to time. In short job satisfaction is a person‟s attitude

towards job.

Job satisfaction is an attitude which results from balancing & summation of many specific likes

and dislikes experienced in connection with the job- their evaluation may rest largely upon one‟s

success or failure in the achievement of personal objective and upon perceived combination of

the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employee‟s feelings in

four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments, praises and

blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

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Job satisfaction is an important indicator of how employees feel about their job and a predictor

of work behavior such as organizational citizenship, Absenteeism, Turnover. Job

satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Job satisfaction is also linked with a healthier work force and has been found to be a good

indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of feeling

have being accepted by and belonging to a group of employees through adherence to common

goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state of mind.

S cop e of th e stud y

This study emphasis in the following scope:

To identify the employees level of satisfaction upon that job.

This study is helpful to that organization for conducting further research.

It is helpful to identify the employer’s level of satisfaction towards welfare measure.

This study is helpful to the organization for identifying the area of dissatisfaction of job

of the employees.

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CHAPTER No. 3

JOB SATISFACTION

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3.1 DEFI NI TIONS OF JOB SATI SFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the

book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one‟s job.

An effective reaction to one‟s job.

By: Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in three areas

namely:

Specific job factors

Individual characteristics

Group relationship outside the job

By: Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,

towards the related factors and towards the life in general.

By: Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and environmental circumstances that

cause a person truthfully say, „I am satisfied with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying

his various needs

By: Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of

one‟s job or job experiences.

By: Locke

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3.2 HI STORY OF JOB SATI SFACTI ON

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on

job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of

psychological, physiological and environmental circumstances. That causes a person to say. “I m

Satisfied with my job”. Such a description indicate the variety of variables that influence the

satisfaction of the individual but tell us nothing about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal

adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job

content, identification with the co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These

studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to

find the effects of various conditions (most notably illumination) on workers‟ productivity.

These studies ultimately showed that novel changes in work conditions temporarily increase

productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from

the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay, which

paved the way for researchers to investigate other factors in job satisfaction. Scientific

management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor‟s 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book contributed to

a change in industrial production philosophies, causing a shift from skilled labor and piecework

towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity because

workers were forced to work at a faster pace. However, workers became exhausted and

dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.

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It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg

set the tone for Taylor‟s work. Some argue that Maslow‟s hierarchy of needs theory, a motivation

theory, laid the foundation for job satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life

– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This

model served as a good basis from which early researchers could develop job satisfaction

theories

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3.3 I MPORTANCE OF JOB SATI SFACTI ON

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variables and deviant

work behavior.

Common research finding is that job satisfaction is correlated with life style.

This correlation is reciprocal meaning the people who are satisfied with the life tends to

be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied

with their life.

This is vital piece of information that is job satisfaction and job performance is directly

related to one another. Thus it can be said that, “A happy worker is a productive worker.”

It gives clear evidence that dissatisfied employees skip work more often and more like to

resign and satisfied worker likely to work longer with the organization.

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3.4 I MPORTANCE TO WORKER AND ORGANI ZATI ON

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,

self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional

state that can often leads to a positive work attitude. A satisfied worker is more likely to be

creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and

committed to high quality performance. Increased productivity- the quantity and quality of

output per hour worked- seems to be a byproduct of improved quality of working life. It is

important to note that the literature on the relationship between job satisfaction and productivity

is neither conclusive nor consistent.

However, studies dating back to Herzberg‟s (1957) have shown at least low correlation between high

morale and high productivity and it does seem logical that more satisfied workers will tend to

add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their

effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as

soon as the threat is lifted performance will decline.

Job satisfaction benefits the organization includes reduction in complaints and grievances,

absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job

satisfaction is also linked with a healthier work force and has been found to be a good indicator

of longevity.

Although only little correlation has been found between job satisfaction and productivity, Brown

(1996) notes that some employers have found that satisfying or delighting employees is a

prerequisite to satisfying or delighting customers, thus protecting the “bottom line”.

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3.5 WORKERS ROLE I N JOB SATI SFACTI ON

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her

own satisfaction and wellbeing on the job. The following suggestions can help a worker find

personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to

more challenging work and greater responsibilities, with attendant increases in pay and other

recognition.

Develop excellent communication skills. Employer‟s value and rewards excellent reading, listening,

writing and speaking skills. Know more. Acquire new job related knowledge that helps

you to perform tasks more efficiently and effectively. This will relive boredom and often gets

one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with

others to get the job done.

Accept the diversity in people. Accept people with their differences and their imperfections and

learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to

satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a vital role in

job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

26

3.6 FACTORS OF JOB SATI SFACTI ON

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six

major components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies

himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

listed various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of

job

It includes all of the many aspects of the work, which would tend to be constant for the

work regardless of where the work was performed.

2.

Supervision

This aspect of job satisfaction pertains to relationship of worker with his

27

immediate superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same way

as other physical working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for work

done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of

economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for continued

employment, either within the same company or within same type of work profession.

7. Company & management

It includes the aspect of worker’s immediate situation, which is a function of organizational

Administration and policy. It also involves the relationship of employee with all company

superiors above level of immediate supervision.

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8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same or

nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in any direction within the

organization. Terms such as information of employee‟s status, information on new developments,

information on company line of authority, suggestion system, etc, are used in

literature to represent this factor.

10. Benefits

It includes those special phases of company policy, which attempts to prepare the worker for

emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations

are included within this factor.

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3.7 REASONS OF LOW J OB SATI SFACTI ON

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of losing their job.

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3.8 EFFECTS OF LOW J OB SATI SFACTI ON

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism will definitely

increase and it also effects on productivity of organization.

As the job satisfaction is high the rate of both turn over and absenteeism is low and vise a versa.

2. HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the rate at

which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company have shorter

tenure than those of other companies.

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3. TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then Human resource manager

has to recruit new employees. So that the training expenditure will increases.

3.9 I NFLUENCES ON JOB SATI SFACTI ON

There are no. of factors that influence job satisfaction. For example, one recent study even found

that if college students majors coincided with their job , this relationship will predicted

subsequent job satisfaction. However, the main influences can be summarized along with the

dimensions identified above.

The work itself:

The concept of work itself is a major source of satisfaction. For example, research related to the

job characteristics approach to job design, shows that feedback from job itself and autonomy are

two of the major job related motivational factors. Some of the most important ingredients of a

satisfying job uncovered by survey include interesting and challenging work, work that is not

boring, and the job that provides status.

Pay:

Wages and salaries are recognized to be a significant, but complex, multidimensional factor in

job satisfaction. Money not only helps people attain their basic needs but need satisfaction.

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

organization. Fringe benefits are also important.

32

If the employees are allowed some flexibility in choosing the type of benefits they prefer within

a total package, called a flexible benefit plan, there is a significant increase in both benefit

satisfaction and overall job satisfaction.

Promotions:

Promotional opportunities are seem to be have avarying effect on job satisfaction. This is

because of promotion take number of different forms.

33

WHAT IS THE I MPACT OF JOB SATI SFACTI ON ?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In

other words, if management could keep the entire worker‟s happy”, good performance would

automatically fallow. There are two propositions concerning the satisfaction performance

relationship. The first proposition, which is based on traditional view, is that satisfaction is

the effect rather than the cause of performance. This proposition says that efforts in a job

leads to rewards, which results in a certain level of satisfaction .in another proposition, both

satisfaction and performance are considered to be functions of rewards.

Various research studies indicate that to a certain extent job satisfaction affects employee

turnover, and consequently organization can gain from lower turnover in terms of lower

hiring and training costs. Also research has shown an inverse relation between job

satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism,

but when job satisfaction is low, it is more likely to lead a high absenteeism

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

34

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10. Competence leadership- bosses whom he can admire and respect as persons and as

bosses.

35

However, the two concepts are interrelated in that job satisfaction can contribute to morale and

morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive

to perform, whereas satisfaction reflects the individual‟s attitude towards the situation. The factors that

determine whether individual is adequately satisfied with the job differs from those

that determine whether he or she is motivated. the level of job satisfaction is largely determined

by the comfits offered by the environment and the situation . Motivation, on the other hand is

largely determine by value of reward and their dependence on performance. The result of high

job satisfaction is increased commitment to the organization, which may or may not result in

better performance.

A wide range of factors affects an individual‟s level of satisfaction. While organizational rewards can

and do have an impact, job satisfaction is primarily determine by factors that are usually not

directly controlled by the organization. a high level of job satisfaction lead to organizational

commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the

organization. For example, employee who like their jobs, supervisors, and the factors related to

the job will probably be loyal and devoted. People will work harder and derive satisfaction if

they are given the freedom to make their own decisions.

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CHAPTER No. 4

MODELS OF JOB SATISFACTION

37

MODELS OF JOB SATI SFACTI ON

There are various methods and theories of measuring job satisfaction level of employees in the

organization given by different authors.

List of all the theories and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

A f f e c t theory (Edwin A. Locke 1976)

D i s p o s i t i o n a l Theory( Timothy A. Judge 1988)

T w o -Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg‟s)

J o b Characteristics Model (Hackman & Oldham)

R a t i n g scale

P e r s o n a l interviews

A c t i o n tendencies

J o b enlargement

J o b rotation

C h a n g e of pace

S c h e d u l e d rest periods

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3.1 MODEL OF FACET OF JOB SATISFACTION

Skill

Experie

nce

Training

Efforts

Age

Seniority

Perceived

personal job

inputs

Perceived inputs

& outcomes of

referent others

Perceived

amount that

should be

received (a)

Level

Difficulty

Time

span

Perceived

outcome of

referent others

Actual

outcome

received

Perceived job

characteristic

P

erceived

amount

received

(b)

a=b satisfaction

a>b

d

issatisfaction

a<b guilt

Inequity

39

Fig. n o.2 Model of d e ter m i n a n t of f a ce t of job sa t isfa c t i on

Edward E.lawler in 1973 proposed a model of facet satisfaction. This model is applicable to

understand what determines a person‟s satisfaction with any facet of job.

According to this model actual outcome level plays a key role in a person‟s perception of what

rewards he receives. His perception influenced by his perception of what his referent others

receive. The higher outcome level of his referent other the lower his outcome level will appear.

This model also focuses on his perception on reward level.

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3.2 AFFECT THEORY

Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job satisfaction

model. The main premise of this theory is that satisfaction is determined by a discrepancy

between what one wants in a job and what one has in a job. Further, the theory states that how

much one values a given facet of work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations are/aren‟t met. When a person values

a particular facet of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who

doesn‟t value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory

that suggests that people have innate dispositions that cause them to have tendencies toward a

certain level of satisfaction, 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

careers and jobs. Research also indicates that identical twins have similar levels of job

satisfaction.

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A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core

Self-evaluations that determine one‟s disposition towards job satisfaction: self-esteem, general

self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-

esteem (the value one places on his self) and general self-efficacy (the belief in one‟s own

competence) lead to higher work satisfaction. Having an internal locus of control (believing one

has control over her\his own life, as opposed to outside forces having control) leads to higher job

satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

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3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg‟s Two-factor theory (also known as Motivator Hygiene Theory) attempts to

explain satisfaction and motivation in the workplace. This theory states that satisfaction and

dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.

Motivating factors are those aspects of the job that make people want to perform, and provide

people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the

work carried out. Motivating factors include aspects of the working environment such as pay,

company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably

empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original

formulation of the model may have been a methodological artifact Furthermore, the theory does

not consider individual differences, conversely predicting all employees will react in an identical

manner to changes in motivating/hygiene factors.. Finally, the model has been criticized in that it

does not specify how motivating/hygiene factors are to be measured

3.4 JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (skill variety, task

identity, task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of

the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work

motivation, etc.).The five core job characteristics can be combined to form a motivating potential

score (MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the

model provides some support for the validity of the JCM.

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3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparison between various organizational

terms and conditions at managerial level and also the organization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

ORGANIZATION:

1. Management has a clear path for employee‟s advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I innovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

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3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6. Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company‟s compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

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5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

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3.7 RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular rating scale

used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension identified by Smith,

Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for management personnel and

revolves around the problems and challenges faced by managers.

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3.8 CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It

involves asking employees to described incidents on job when they were particularly satisfied or

dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those

related aspects responsible for the positive and negative attitudes.

3.09 PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job attitudes. The

main advantage in this method is that additional information or clarifications can be obtained

promptly.

3.10 ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering

information on how they feel like behaving with respect to certain aspects of their jobs. This

method provides employees more opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that contributed to job

satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

3. His relative‟s status in the social & economic group with which he identifies himself.

4. The nature of work in relation to the abilities, interest & preparation of the workers.

48

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflict. They are concern with Job satisfaction or general job attitudes with the

employees.

49

Philip apple white has listed the five major components of Job satisfaction .as

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individual‟s state of mind about the work itself and

about the life in general .the individual‟s health, age, level of aspiration. Social status and political & social

activities can all contribute to the Job satisfaction. A person‟s attitude toward his or her job may be

positive or negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing of the

work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job

enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers

three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

50

Job enlargement is a generic term that broadly means adding more and different tasks to a

specialized job. It may widen the number of task the employee must do that is, add variety.

When additional simple task are added to a job, the process is called horizontal job enlargement.

This also presumably adds interest to the work and reduces monotony and boredom.

To check harmful effects of specialization, the engineering factors involved in each individual

job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be

more lines and fewer workers on each line. Moreover, instead of assigning one man to each job

and then allowed to decide for himself how to organize the work. Such changes permit more

social contacts and greater control over the work process.

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3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of job

activities. One way to tackle work routine is to use the job rotation. When an activity is no longer

challenging, the employee is rotated to another job, at the same level that has similar skill

requirements.

Many companies are seeking a solution to on-the-job boredom through systematically moving

workers from one job to another. This practice provides more varieties and gives employees a

chance to learn additional skills. The company also benefits since the workers are qualified to

perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE

Anything that will give the worker a chance to change his pace when he wishes will lend variety

to his work. Further if workers are permitted to change their pace that would give them a sense

of accomplishment.

3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both morale and

productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts.

52

CHAPTER No.5

LITERATURE REVIEW

53

Cha racteri sti cs of Goo d Rev iew o f Li tera ture

A Literature review is the summary and critical evaluation of pervious published or unpublished

researches made by various scholars and researchers. The source of literature review may be

newspapers, articles, journals, magazines, books, thesis, reports etc. It may also include

discussions, methodological issues and suggestions for future research. It must be written clearly

and accurately. Simple and easily understandable wording should be used in a review and

unnecessary statements, jargon should be avoided. It must be written in such a way that it keeps

reader‟s attention and don‟t make him bore. Don‟t make it too complex. Simplify discussion. A

good literature review gives only the relevant details, findings and feelings of the researcher

comprehensively otherwise the reader lose the interest & attention. Here Comprehensiveness

does not mean that you should mention every research report, article or paper that has ever been

published on your subject. Concentrate on the most widely cited authors and the most significant

findings. No Wastage of efforts. A review of literature tells the researchers‟ knowledge about the

topic, there focus upon the specific problem whether they are logically developed and plan about

the research area & major issues. When a researcher studies various research articles and thesis,

he should write them in literature review as it is either he is agreed with it or not. The literature

review provides the bases for the development of theoretical fame work by identifying variables

that are very important, as determined by the previous research findings. Though it is based on

assumptions but the researchers must use them near to the fact. Remember it is not a fiction or

the researcher embossed his writing skills on the readers mind. He must be very clear to the

objectives of the research and follow them accordingly. Variables, that are the foundation of the

research and are taken to highlight the problem, should be simple and easily understandable for

the readers as it increases the readers‟ confidence in the ability, competency and professionalism

of the researchers. All the details in a review should be synchronized in such a manner that it

will not leave any flaw in the readers‟ mind. As a review tells us what has already find out about a specific

problem so it will help the future researcher to plan out their framework in different

dimensions using different type of variables in the different situations to reach the result. A

literature review ensures that you are at least familiar with the body of research in your field

before starting your own investigations. Writing a literature review also provides practice in

critical thinking. Once you have applied critical thinking skills to the findings of past

54

researchers, you are in a better position to apply these same skills to your own work. A

comprehensive literature review enables the researcher to select most appropriate method of

research. It tells us that which procedure and methods was used in previous studies and if there is

any problem with these procedure and methods, what kind of strategy should be taken to avoid

them. Repetition is never being appreciated in any literature as it bothers the reader. You have to

avoid this if you want to engage the reader till the end. A review tells the whole story of the

research so it should comprehensively precise including all necessary details about the topic,

situation, variables that are taken and kind of questionnaire that are asked. After reading your

55

literature review, the reader should come away with a deeper understanding of your topic. A

good literature review setsout the gaps in current understanding. It seeks to explain these reasons

why gaps persist. Some problems have not been thoroughly investigated for technical or practical

reasons. In other cases, gaps are the result of methodological or theoretical "blind-spots".

Identifying these can lay the foundation for new insights. A review of the literature on Job

Satisfaction & Employee Turnover The industrial and business sectors of various countries

specially developing countries including Pakistan (where per capita income is very low) are

facing the problem of job dissatisfaction among the employees and high rate of turnover. JOB

SATISFACTION is regard to one‟s feeling or state of mind regarding the nature of their work.

Job satisfaction can be influenced by variety of factors such as kind of supervision, organization

policies & administration, salary & quality of life etc. Employers have a need to keep employee

from leaving and going to work for other organizations. The best way of retaining employees is

to provide the job satisfaction and opportunities to build up their careers.

“The good hope is hard to find, is even truer these days than ever before because the job market in becoming

increasingly tight”. (Eskildesen, Hammer) Theresa gave the study to examine the job satisfaction and

intent to turnover using the co relational design. He takes the sample (n =

107) consist of direct support professional who worked for non profit organization located in

South Carolina that served People with disabilities development. Two instruments were utilized

that measure the overall (Specter job satisfaction) and facet job satisfaction and intent to turnover

(Michigan Organizational Assessment Questionnaire). Demographic information regarding

age and tenure were examined. Data analysis includes descriptive and inferential statistics. The

result from the study suggests that there is a significant and negative correlation

between job satisfaction and intent to turnover. It was demonstrated that tenure is related to

job satisfaction and having positive & low relation. There was little evidence that

suggest that age was significantly related to either job satisfaction or intent to turnover.

Theresa take sample from single organization which in non profit organization. The non

profit organizations are some extent running by the charity & donation and the

remunerations for the employees in such organizations are low.

56

1 Bhatti & Qureshi collect the information regarding the Name of organization,

Life of organization in years, Number of employee,

Employee participation,

Job satisfaction, Employee commitment &

\Employee Productivity from the first line managers and their immediate 1 Theresa Ricke-Kely.

USA bosses. The Managers were given a questionnaire and were asked to give the answer at

their best knowledge with reference to working conditions in their organization.

57

Questionnaire was divided in to two portions. First line manager had to answer the question

regarding name of organization, life of organization, number of employees, employee

participation, job satisfaction and employee commitment. While the immediate bosses was to

answer the question from the portion of employee productivity. The questionnaire consists on

relationship among job satisfaction, employee commitment, and employee productivity. They

used Likard scale questionnaire. They take sample from communication sector, banking sector

and oil & gas sector of Pakistan. 34 organizations were selected for study. They measured job

satisfaction by using the variables, employee productivity, employee commitment and employee

participation and their hypothetical research found strong and positive relationship between the

job satisfaction and mentioned variables. The finding suggests that management of organization

should increase the satisfaction among employees with compensation, policies and working

conditions in order to attain high level of employee commitment and reduce turnover.2 The

sample size was not enough to reflect image of the organizations functioning in Pakistan. Data

collection method for research is very common. Other methods could have been used for this

research study like group discussion / discussion forum. The late 1920s one of the first studies of

job satisfaction undertaken by Mayo & Hawthorne. This study referred to & focused on

employee attitude and its impact on production levels. The study highlighted that employees &

workers develop their own perceptions of the work situation and the social environment, which

affects their 2 Komal Khalid Bhatti & Tahir Masood Qureshi. attitudes towards their work. The

findings of the study provided consistent results with the observations of Taylor in 1911, that

individual workers wants economic incentives/monetary rewards and are willing to work harder

for it. He used the global approach to measure job satisfaction. The study found that 88% of the

surveyed were classified as being satisfied, and there was a direct linear relationship between

occupational level and job satisfaction3 This section examines the literature regarding theories

and models used to explain the determinants of job satisfaction. There are two broad categories

to classify job satisfaction theories, that is, process and content theories. Content theories are

predominantly concerned with the identification of specific needs or motives most conducive to

job satisfaction. The Maslow‟s Need Hierarchy and Herzberg‟s Two-Factor theory are examples

of content theories. Process theories go further than identifying basic needs that motivate people.

They focus on the individual‟s dynamic thought processes and how they produce certain types of

behavior/attitudes. Equity Theory, Need-Fulfillment Theory, Social Comparison Theory, Facet-

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Satisfaction Model, Job Characteristics Model. To better understand employee attitudes and

motivation, Frederick Herzberg performed studies to determine which factors in an employee's

work environment caused satisfaction or dissatisfaction. The studies included interviews in

which employees where asked what pleased and displeased them about their work. Herzberg

found that the factors causing job satisfaction were different from that causing job 3 Mayo &

Hawthorne study dissatisfaction. He developed the motivation-hygiene theory to explain these

results. He called the satisfiers motivators and the dissatisfier hygiene factors, using the term

"hygiene" in the sense that they are considered maintenance factors that are necessary to avoid

dissatisfaction but that by themselves do not provide satisfaction.

59

He describes that factors leads to job satisfaction are Achievement, Recognition, Work itself,

Responsibility, Advancement and Growth and the factors which leads to dissatisfaction are

Company policy, Supervision, Relationship with Boss, Work conditions, Salary, Relationship

with co workers Herzberg argued that management not only must provide hygiene factors to

avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order

for employees to be satisfied with their jobs. 4 The two-factor result is observed because it is

natural for people to take credit for satisfaction and to blame dissatisfaction on external factors.

Furthermore, job satisfaction does not necessarily create a high level of motivation or

productivity. Herzberg's theory has been broadly read and despite its weaknesses. True

motivation comes from within a person and not from KITA factors (Kicks in the Pants). Maslow

suggested that there exists a hierarchy of human needs, commencing with physiological needs

then safety, social, esteem and at last self actualization need. He says that these needs must be

satisfied in the order listed. Maslow's theory says, there are some important implications for

management. There are opportunities to motivate 4- Frederick Herzberg 1959 employees and

provide them job satisfaction through management style, job design, company events, and

compensation packages.5 Physiological needs provide lunch breaks, rest breaks, and wages that

are sufficient to purchase the essentials of life. Safety needs provide a safe working environment,

retirement benefits, and job security. Social needs create a sense of community via team-based

projects and social events. Esteem needs recognize achievements to make employees feel

appreciated and valued. Offer job titles that convey the importance of the position. Self-

Actualization provides employees a challenge and the opportunity to reach their full career

potential.

60

Evaluation of Literature Review.

I have read almost 14 articles & theories about my topic and discussed some of them which were

easy to understand for me. The Source which I used for study was internet.The literature review

given above is easy to understand and covered findings of home (Pakistan) and abroad researcher

also. At the end of every researcher‟s finding the criticism on their research is also given in such a

comprehensive manner that it shows the clear picture of all findings and lacking area of

research. I used the way which attract the readers and tried to carry them till end. The variables

used by the researchers are discussed in detail and their dependency & impact on problem. Some

researcher used single variable to check the job satisfaction and some use two or more. I

discussed both.

5- Maslow 1943

6- (www.netmba.com)

61

The review given tells that there are many factors which influence the job satisfaction in an

organization but in Pakistan are remunerations and monetary rewards as the research work done

by Komal Khalid

Bhatti & Tahir Masood Qureshi.

The literature shows the clarity and accuracy. It provide the base for further working and having

complete knowledge about the topic that what has been done in the field so far. I tried to avoid

the reputation of statements and convey the whole story in short wordings. The bad factor of my

literature review is that I have only discussed five researches & Theories but that was only

because of shortage of time and restrictions.

Theoretical Foundation

Many theories support The Topic Job satisfaction and Employee Turnover and define the

characteristics of satisfaction and to some extent dissatisfaction. Some of the theories are

discussed in detail here.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (skill variety, task

identity, task significance, autonomy, and feedback). These impact three critical

psychological states (experienced meaningfulness, experienced responsibility for outcomes, and

knowledge of the actual results), in turn nfluencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.). The five core job characteristics can be combined to

form a motivating potential score (MPS) for a job, which can be used as an index of how likely

a job is to affect an employee's attitudes and behaviors.

62

Maslow Hierarchy of Need

Maslow suggested that there exists a hierarchy of human needs, commencing with physiological

needs then safety, social, esteem and at last self actualization need. Maslow says that these needs

must be satisfied in the order listed. According to theory, there are some important implications

for management. There are opportunities to motivate employees and provide them job

satisfaction through management style, job design, company events, and compensation

packages.Physiological needs provide lunch breaks, rest breaks, and wages that are sufficient to

purchase the essentials of life. Safety needs provide a safe working environment, retirement

benefits, and job security. Social needs create a sense of community via team-based projects and

social events. Esteem needs recognize achievements to make employees feel appreciated and

valued. Offer job titles that convey the importance of the position. Self-Actualization provides

employees a challenge and the opportunity to reach their full career potential.

63

Maslow's Hierarchy of Needs

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

Herzberg's Motivation - Hygiene Theory

(Two Factor Theory)

To better understand employee attitudes and motivation, Frederick Herzberg performed studies

to determine which factors in an employee's work environment caused satisfaction or

dissatisfaction. The studies included interviews in which employees where asked what pleased

and displeased them about their work. Herzberg found that the factors causing job satisfaction

were different from that causing job dissatisfaction. He developed the motivation-hygiene theory

to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors,

using the term "hygiene" in the sense that they are considered maintenance factors that are

necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. The

following table presents the top six factors causing dissatisfaction and the top six factors causing

satisfaction, listed in the order of higher to lower importance.

Factors Affecting Job Attitudes

• Company policy

• Supervision

• Relationship w/Boss

• Work conditions

• Salary

• Relationship w/Peers

• Achievement

• Recognition

• Work itself64

• Responsibility

• Advancement

• Growth

Summary of Literature Review

The industrial and business sectors of various countries specially developing countries including

Pakistan (where per capita income is very low) are facing the problem of job dissatisfaction

among the employees which is causing the less productivity, less job commitment, and

increasing turnover. Employers have a need to keep employee from leaving and going to work

for other organizations. The best way of retaining employees is to provide the job satisfaction

and opportunities to build up their careers.

What is Job Satisfaction?

Jobs Satisfaction is regard to one‟s feeling or state of mind regarding the nature of their work. Job

satisfaction can be influenced by variety of factors such as kind of supervision, organization

policies & administration, salary & quality of life etc. Organizations invest a lot on their

employees in terms of training, developing, maintaining and retaining them in their organization.

Therefore, managers at all costs must minimize employee‟s turnover.

What is Employee Turnover?

Employee turnover is a ratio comparison of the number of employees a company must replace in

a given time period to the average number of total employees. Many factors play a role in the

employee turnover rate of any company, and these can stem from both the employer and the

employees. Wages, company benefits, employee attendance, and job performance are all factors

that play a significant role in employee turnover. “The good hope is hard to find, is even truer

these days than ever before because the job market in becoming increasingly tight”. (Eskildesen,

65

Hammer) Theresa examine he job satisfaction and intent to turnover using the co relational

design. Two instruments were utilized that measure the overall (Specter job satisfaction) and

facet job satisfaction and intent to turnover (Michigan Organizational Assessment

Questionnaire). Demographic information regarding age and tenure were examined. Data

analysis includes descriptive and inferential statistics. The result from the study suggests that

there is a significant and negative correlation between job satisfaction and intent to turnover. It

was demonstrated that tenure is related to job satisfaction and having positive & low relation.

Bhatti & Qureshi collect the information regarding the Name of organization, Life of

organization in years, Number of employee, Employee participation, Job satisfaction, Employee

commitment & Employee Productivity from the first line managers and their immediate bosses.

The Managers were given a questionnaire and were asked to give the answer at their best

knowledge with reference to working conditions in their organization.

66

Questionnaire was divided in to two portions. First line manager had to answer the question

regarding name of organization, life of organization, number of employees, employee

participation, job satisfaction and employee commitment. While the immediate bosses was to

answer the question from the portion of employee productivity.

The questionnaire consists on relationship among job satisfaction, employee commitment, and

employee productivity. They used Likard scale questionnaire. They take sample from

communication sector, banking sector and oil & gas sector of Pakistan. They measured job

satisfaction by using the variables, employee productivity, employee commitment and employee

participation and their hypothetical research found strong and positive relationship between the

job satisfaction and mentioned variables. The finding suggests that management of organization

should increase the satisfaction among employees with compensation, policies and working

conditions in order to attain high level of employee commitment and reduce turnover. The late

1920s one of the first studies of job satisfactionundertaken by Mayo & Hawthorne. This study

referred to & focused on employee attitude and its impact on production levels. The study

highlighted that employees & workers develop their own perceptions of the work situation and

the social environment, which affects their attitudes towards their work. The findings of the

study provided consistent results with the observations of Taylor in 1911, that individual workers

wants economic incentives/monetary rewards and are willing to work harder for it. He used the

global approach to measure job satisfaction. The study found that 88% of the surveyed were

classified as being satisfied, and there was a direct linear relationship between occupational level

and job satisfaction. The study of job satisfaction and its effects have been of concern and of

interest to organizations and researchers since Hoppock‟s first study of the topic in 1935. Studies

have found that the lack of satisfaction can have serious consequences. One is the intent to

turnover. Turn over is a serious problem is and it‟s seriously effect the quality of service,

productivity and ultimately overall organizational success.

67

68

Methods of Data Collection

The broader purpose of the present study is to explore the relationship among employee job

satisfaction and employee Turnover. Data will be collected from the accounts employees of

various organizations. A questionnaire technique will be used in order to obtain data and

employees will be asked to give the answers of questions in accordance to their best

knowledge. Questionnaire will be divided in to two parts dissatisfaction factors and satisfaction

factors.

Methods of Data Analysis

Data will be analyzed according to job experience with respect of salary and secondary data will

be used to make calculations and analysis.

69

CHAPTER No. 6

RESEARCH METHODOLOGY

70

RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of collecting and recording

the facts in the form of numerical data relevant to the formulated problem and arriving at certain

conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process followed

by the collection, recording, tabulation and analysis and drawing the conclusions. The problem

formulation starts with defining the problem or number of problems in the functional area. To

detect the functional area and locate the exact problem is most important part of any research as

the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining problems, formulating

hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions

and reaching conclusions: and at last carefully testing the conclusions to determine whether they

fit the formulating hypothesis.

Research can be defined as “the manipulation of things, concepts or symbols for the purpose of

generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction

of theory or in the practice of an art”

In short, the search for knowledge through objective and systematic method of finding solution

to a problem is research.

71

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence it

should be carefully constructed. Structured questionnaire consist of only fixed alternative

questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All

questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly,

quicker and analysis will become easier. Sample size taken was 100 employees.

72

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of Sonalika Pvt Ltd.

To study the factors affecting job satisfaction among the employees of Sonalika Pvt.

Ltd.

73

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been defined and research

design chalked out. While deciding the method of data collection to be used for the study, the

researcher should keep in mind two types of data viz. Primary and secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and thus happen to

be original in character. The primary data were collected through well-designed and structured

questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else and

passed through statistical process. The secondary data required of the research was collected

through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the employees

of Sonalika.

Limitation for the study, the study was restricted to Sonalika only and other being the time as

constraint.

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CHAPTER No. 7

DATA ANALYSIS AND INTERPRETATION

75

DATA AN ALYSI S AND INTERPRET ATI ON

After data have been collected, the researcher turns to the task of analyzing them. The analysis of

data requires a number of closely related operations such as establishment of categories, the

application of these categories to raw data through tabulation and drawing statically inferences.

Tabulation is the part of technical procedure where in the classified data are put in the form of

tables.

After analyzing the data, the researcher should have to explain the findings on the basis of some

theory. It is known as interpretation

.

The data has been collected from 100 employees of Sonalika through questionnaire. The

data thus collected was in the form of master table.

That made possible counting of classified data easy. From the master table various summery

tables were prepared. They have been presented along with their interpretation in this manner.

76

1. Are you satisfied with the workplace of organization?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 31 31

Satisfied 49 49

Slightly satisfied 12 12

Dissatisfied 5 5

Strongly dissatisfied 3 3

Above table shows that 31% employees are strongly satisfied with their work place 61%

employees are satisfied with their workplace. It means over all 92% employees are satisfied and

77

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

other 18% are not satisfied with the work place.\

78

2. Are y o u satisfied with the infrastructure of organization?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 50 50

Satisfied 20 20

Slightly satisfied 10 10

Dissatisfied 16 16

Strongly dissatisfied 4 4

Above table

dissatisfied

with

infrastructure of sonalika. It can be interpreted that 30% are not satisfied with infrastructure

which not more in number.

79

Percentage

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

3. Are y o u satisfied with the canteen facility provided by orgarization?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 56 56

Satisfied 17 17

Slightly satisfied 16 16

Dissatisfied 9 9

Strongly dissatisfied 3 3

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Above table shows that 88% employees are satisfied with the canteen facility provided by the

organization. Only 12% employees are not satisfied with canteen facility

80

4. Are you satisfied with the implementation of rules and responsibilities?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 51 51

Satisfied 23 23

Slightly satisfied 10 10

Dissatisfied 11 11

Strongly dissatisfied 6 6

Percentage

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Above table shows that 84% employees are satisfied with implementation of rules

and responsibilities. And 16% of respondents are not seems to be satisfied with the

implementing rules and responsibilities.

81

5. Are y o u satisfied with the freedom given at work?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 30 30

Satisfied 36 36

Slightly satisfied 14 14

Dissatisfied 16 16

Strongly dissatisfied 4 4

82

Percentage

Dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Strongly dissatisfied Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Above table shows that 80% respondents are happy with the freedom at work given by

management but only 20% of respondents are not satisfied with freedom given at work place

6. Are you satisfied with the team spirit in organization?

83

Satisfaction level No. Of respondents Percentage

Strongly satisfied 52 52

Satisfied 21 21

Slightly satisfied 7 7

Dissatisfied 16 16

Strongly dissatisfied 4 4

Above table shows that 80% employees are satisfied with team sprit built in organization and

other employees are not satisfied with team spirit in the organization.

84

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

7 Are y o u satisfied with working hours?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 20 20

Satisfied 41 41

Slightly satisfied 11 11

Dissatisfied 23 23

Strongly dissatisfied 5 5

Above table shows that 20% employees strongly feels that the working hours decided by

organization are most convenient for them. Other 52% employees are satisfied with these

working hours. And only 28% employees are not much satisfied with the working hours.

85

Percentage

Dissatisfied

Slightly satisfied

Satisfied

Strongly dissatisfied

Strongly satisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

8. Are you satisfied with Job security?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 13 13

Satisfied 18 18

Slightly satisfied 11 11

Dissatisfied 12 12

Strongly dissatisfied 46 46

Percentage

Dissatisfied

Slightly satisfied

Satisfied

Strongly dissatisfied

Strongly satisfied Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Above table shows that only 31 % employees are satisfied with the job security. And remaining

69% of employees are not satisfied with the job security provided by the organization.

86

9. Are you satisfied with the targets given to you?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 64 64

Satisfied 21 21

Slightly satisfied 11 11

Dissatisfied 4 4

Strongly dissatisfied 0 0

Above table shows that 96% employees are strongly in favor that the targets given are achievable

and only 4% are not feels that the targets given are achievable.

87

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

10. Are you satisfied with the opportunities for promotions?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 8 8

Satisfied 14 14

Slightly satisfied 6 6

Dissatisfied 26 26

Strongly dissatisfied 46 46

Percentage

Dissatisfied

Slightly satisfied

Satisfied

Strongly dissatisfied

Strongly satisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Only 22% of the employees are satisfied with the opportunities of promotions given by

organization. And most of the employees nearly 78% are not satisfied with opportunities of

promotions.

88

11. Are you satisfied with the payment of salary in regard to time?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 44 44

Satisfied 16 16

Slightly satisfied 4 4

Dissatisfied 32 32

Strongly dissatisfied 4 4

Above table shows that 60% of employees are satisfied with the payment of salaries on time.

Only 40% of the employees are not much satisfied with the payment of salaries on time.

89

Percentage

Dissatisfied

Slightly satisfied

Satisfied

Strongly satisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

12 Are you satisfied with the quality of formal training and induction program?

From the above table it shows that 76% of the respondents are satisfied with the quality of

training and induction program and only

90

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Stronglydissatisfied

Satisfaction level No. Of respondents Percentage

Strongly satisfied 42 42

Satisfied 36 36

Slightly satisfied 4 4

Dissatisfied 14 14

Strongly dissatisfied4 4

13. Are you satisfied with the working of HR division?

Satisfaction Level No. Of Respondents Percentage

Strongly satisfied 72 72

Satisfied 18

Slightly satisfied 2 2

Dissatisfied 6 6

Strongly dissatisfied 2 2

Above table shows that 92% of the respondents are satisfied with the HR division Only 8% of

the respondents are not satisfied with the proactive and proper HR division, which is very

negligible in number.

91

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

14 Are you satisfied with the performance appraisal system?

Satisfaction level No. Of respondents Percentage

Strongly satisfied 62 62

Satisfied 28 28

Slightly satisfied 4 4

Dissatisfied 4 4

Strongly dissatisfied2 2

Above table shows that 90% respondents are satisfied with the performance appraisal system and

only 10% of the respondents are not much satisfied with the performance appraisal system

implemented in organization.

92

Percentage

Strongly satisfied

Satisfied

Slightly satisfied

DissatisfiedStrongly

dissatisfied

Strongly satisfied

Satisfied

Slightly satisfied

Dissatisfied

Strongly dissatisfied

15. Are you satisfied with acceptance of employee’s suggestions?

Satisfaction Level No. Of Respondents Percentage

Strongly Satisfied 4 4

Satisfied 22 22

Slightly Satisfied 4 4

Dissatisfied 45 45

Strongly Dissatisfied 25 25

Above table shows that the 26% of the respondents are satisfied with the positive

acceptance of the suggestions given by the respondents but most of the respondents

70% are dissatisfied with this point.

93

Percentage

Strongly Dissatisfied

Strongly Satisfied

Satisfied

Slightly Satisfied

Dissatisfied

Strongly Satisfied

Satisfied

Slightly Satisfied

Dissatisfied

StronglyDissatisfied

CHAPTER No. 8

FINDINGS

94

FINDINGS

All the findinds are drawn based on the analysis and interpretation of the primary data

regarding the job satisfaction of the employees of sonalika.

From the analysis and interpretation, it is concluded that 80 % of the employees are

satisfied with the workplace and only 20% employees are not satisfied with the

workplace, which are negligible in number. And similarly in case of infrastructure

70% of the employees are satisfied and very small number of employees are not happy

with the infrastructure of sonalika and the canteen facilities. It means the

workplace and infra- structure of sonalika is good or satisfactory.

It is notice that near about 84% the employees are satisfied with implementation of

rules and responsibilities. And only some of them are not seems to be satisfied with the

implementing rules and responsibilities. Therefore it shows that implementation of rule

and responsibility is done fairly.

From the study it is clear that the 70% percentage of employees are happy with the

freedom at work given by management but only some of them are not feeling satisfied

with the freedom given at work place.

According to analysis and interpretation, 60% of the employees are satisfied with the

team spirit built in organization and only few are not happy with team spirit in the

organization. From this it seems that the team spirit in the organization is strong.

This study shows that only few employees strongly feel that the working hours decided

by organization are most convenient for them. Other is not in favor with these working

hours. So it is clear that the management kept the main consideration about working

conditions and the hours, which satisfies the employees.

95

The study shows that very small numbers (32%) of employees are satisfied with the job security.

And remaining most of the employees are not satisfied with the job

Security provided by the organization. Hence from this analysis it is cleared that there is

feeling of fear of job loss in the employees of sonalika.

An analysis shows that about 75% of employees are strongly in favor that the targets

given are achievable and only are not feels that the targets given are achievable. Hence the

targets set by management are achievable.

SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given as

under:

In case of working hours decided by the organization are not convenient for the

employees of sonalika. The working hours are 6 hours per day that from 8.30AM to 5

PM. These hours should minimize up to 5 hours.

The criteria for Job security is not much satisfactory so management need to concentrate

on job security of employees so that they can work without fear of job loss in

the organization.

Opportunities of growth of employees are very less so that there can be employee

turnover hence management has to give emphasis on increasing the promotion

opportunities for according to the performance of employees.

From analysis we concluded that the period of in house training is very short that is of

only 3 days, which is not sufficient to get complete knowledge about the work. Hence the

training period should extend up to 5 days.

As there is an active participation of employees in decision making but rarely the

96

suggestions given by them are drawn in action. Hence the confidence of employees gets

demotivated.

So to motivate the employees management can take into consideration some proper

suggestions given by the employees. It will help to increase the motivation and ultimately

the Job satisfaction of the employees of sonalika.

97

CONCLUSION

From the analysis it is concluded that very small number of employees are satisfied with the

payment as per their roles and responsibility and remaining all are not satisfied with the

payment according to their roles and responsibilities. Hence from this analysis it can be

cleared that payment according to roles and responsibilities are not much satisfied.

Only little number of the employees is satisfied with the opportunities of promotions

given by organization. It shows that the employees do not have any growth of

opportunities. Analysis shows that the payment of salary is made always on time.

From the analysis and interpretation it is clear that very large number of the respondents are

satisfied with the quality of training and induction program and in house training held by the

management. And few are not satisfied with the quality of in house training. But the period

of training is not satisfactory to the employees.

From the analysis it is clear that HR division is most satisfactory to all employees only

few are not satisfied with the HR division in the company.

In case of performance appraisal system and the office events and parties organized by the

organization near about all the employees are satisfied. The birthdays of all the

employees are remembered and celebrated in the organization.

It is concluded that the employees are not much satisfied with the forum for face-

to-face communication. From the analysis it is clear that half of the employees are

satisfied and other half are not satisfied with the encouragement given to the

suggestions of the employees. But only few thinks that there is positive acceptance of

the suggestions given by the employees. From the analysis it is clear that management is

able all the promises

98

CHAPTER No. 9

BIBLIOGRAPHY

99

BI BLI OGRAPHY

Books: -

Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley Student‟s

Edition.

Luthans Fred “Organizational Behavior”, McGraw “ Hill 7th Edition.

Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At Work”,

9th Edition, Tata McGraw Hill Edition.

Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India

Limited.

Websites: -

w w w.h rc ou n c i l . c om

w w w. w o r k fo r c e . c om

w w w . g o o g le. c om

100

CHAPTER No. 10

ANNEXTURE

101

ANNEXTURE

Questionnaire

NAME- MOBILE No.-

AGE- OCCUPATION-

1 Are you satisfied with the workplace of organization?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

2. Are you satisfied wi th the in f ras t ruc tu re of organization?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

3 Are you satisfied with the canteen facility provided by organization?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

102

4) Dissatisfied

5) Strongly satisfied

4. Are you satisfied with the implementation of rules and responsibilities?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

5. Are you satisfied with freedom given at work?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

6. Are you satisfied with the team spirit in organization?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

7. Are you satisfied with convenient working hour?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

103

4) Dissatisfied

5) Strongly satisfied

8. Are you satisfied with job security?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

9. Are you satisfied with the targets given to you?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

10. Are you satisfied wi th t he opportunities of promotion?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

11. Are you satisfied with the payment of salary in regards to time?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied104

12. Are you satisfied with the quality of formal training and induction program?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

13. Are you satisfied with the working of HR division?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

14. Are you satisfied with the performance appraisal system?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

15. Are you satisfied with positive acceptance of employee’s suggestion?

1. Strongly satisfied

2) Satisfied

3) Slightly satisfied

4) Dissatisfied

5) Strongly satisfied

105

106