Rishabh. Job cation

8/2/2019 Rishabh. Job cation

1/98

A

Summer Training Project Report

ON

ANALYSIS OF JOB SATISFACTION

MASTERS OF BUSINESS ADMINISTRATION

Batch (2010-12)

Under the guidance of: Submitted ByMs.Rachna Chaturvedi Rishabh Chaudhary

[Sr. Faculty ] MBA: III SemROLL NO:1018170078

Science & TechnologyEntrepreneurs Park

1


2/98


3/98

PREFACE

Deep sincerity and with immense Pleasure. I had completed my research work. In

the one of the beest topic. Which gives me great Depth of knowledge on my

Research subject. I had analyzed not only the Various strategies that are used in

job satisfaction. I had be learned lot more.

I worked upon the chosen HR topic related subject Job satisfaction My project

Report involves all what I had learned observed. Analyzed these on the Basis of my

best knowledge.

It was not only my individual effort but to my supporting hands, also in the

organization or branch office.

3


4/98

This project Report is the outlook of what I Analyzed and interpret ate which stat the

Reader my effort and findings and other outcome in the sequential manner.

4


5/98

ACKNOWLEDGEMENT

At the turn of the century some waggish wizards at oxford to the William Shakespeare

charge one shillings for word so they wired him a shilling and asked him to sent to his

best words. He wired back one word of and it was THANKS.

Whenever a happy journey reaches its climax, it is always a pleasure to look back at all

the noble characters that had come in the way and made the expedition a fabulous one.

I take this opportunity to thank one and all that sailed along with me to realize my

dream come true.

My special thanks to my research supervisor Ms. Rachna Chaturvedi (Sr. Facility)

for her guidance and encouragement.

Finally I thank the Almighty who is the sole controller of all the events for having

provided me with the necessary knowledge and strength to successfully complete this

research project report and reach up to this level in my life.

5


6/98

CONTENTS

DECLARATION2

PREFACE3

ACKNOWLEDGEMENT...4

INTRODUCTION

JOB SATISFACTION.7

CONCEPTOF JOB SATISFACTION9

BUILDINGOF JOB SATISFACTION...17

DETERMINATIONOF JOB SATISFACTION.22

JOB SATISFACTION IN EMPLOYEE PERFORMANCE..25

WHAT IS IMPACT OF JOB SATISFACTION34

REASON OF LOW JOB SATISFACTION. 36

THEORY OF JOB SATISFACTION.37

MOTIVATION,ATTITUDE&JOB SATISFACTION...47

RESEARCH METHODOLOGY49

DATA ANALYSIS.71

RECOMMENDATIONS80

CONCLUSION...81

LIMITATONS....86

SUGGESTION...87

BIBLIOGRAPHY.86

6


7/98


8/98

COMPAN

Y

PROFILE

8


9/98

Introduction

NIIT Limited was set up in 1981, to help the nascent IT industry overcome its human

resource challenges.

The company which pioneered the concept of computer training in the country,

established the foundations of IT literacy in India. Seeing its corporate customers

grapple with IT deployment issues, the company realized it needed to go beyond its

training mandate and help companies pick the relevant technologies and assist in the

implementation. Thus was born NIITs software operation -- a logical extension of its

training endeavor. In 2004, the company demerged into NIIT Ltd and NIIT

Technologies Ltd

NIIT is a leading Global Talent Development Corporation, building skilled manpower

pool for global industry requirements. It has today grown to be amongst worldsleading talent development companies offering learning solutions to Individuals,

Enterprises and Institutions across 38 countries.

NIITs training solutions in IT, Business Process Outsourcing, Banking, Finance &

Insurance, Executive Management Education, and Communication & Professional Life

Skills, touch 5 million learners every year. NIITs expertise in learning content

development, training delivery and education process management make us the most

preferred training destination worldwide.

Research-based Innovation, a key driver at NIIT, has enabled us to develop programs

and curricula that use cutting-edge instructional design methodologies and training

delivery. NIITs industry-endorsed IT training programs for undergraduates, engineers,

and IT professionals, provide a head start to a bright career in the global IT industry.

9


10/98

NIIT Imperia, Centre for Advanced Learning, brings Executive Management

Education Programs from premier B-schools in India, for working professionals at

their doorstep.

NIIT Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity

participation from ICICI Bank, offers programs for individuals and corporate in

Banking, Financial Services and Insurance.

NIIT Institute of Process Excellence Ltd., formed in joint venture with Genpact will

address the increasing demand for skilled workers in the business & technologyservices industry by providing training programs in relevant areas.

NIITs turnkey IT integration program for schools reaches out to 7700 Private and

Government schools. To enable large number of out-of-school children belonging to

underprivileged societies, join the ICT bandwagon, NIIT sets up Minimally Invasive

Education kiosks under the innovative Hole-in-the-Wall education initiative. It has

been conferred the coveted Digital Opportunity Award by the World Information

Technology Services Alliance (WITSA) in 2008.

NIITs Corporate Learning Solutions offers integrated learning solutions, including

strategic consulting, learning design, content development, delivery, technology,

assessment and learning management to Fortune 500 companies, Universities,

Technology companies, Training corporations and Publishing houses. Element K

delivers learning solutions for customers and partners through a tailored combination

of catalog learning products, technology, and services. The offerings include: lab:

hands-on labs, instructor-led courseware, comprehensive e-reference libraries,

technical journals, and Knowledge Hub: hosted learning management platform. NIIT

together with Element K is now the first and the best choice for comprehensive

learning solutions, worldwide

10


11/98

History

year Achievements

1982 Set up education center in Mumbai, Delhi and Madras

1983Set up education center in Bangalore

Corporate training program introduced

1984 IT consultancy service started

1986 Soft product distribution started under Insoft brand

1987 Education center set up in Calcutta and Hyderabad

First 9 franchise center launched in state capitals and large towns

1988 The birth of an NIIT-ian a branding for NIIT alumni

1989Education center open in pune

Renamed as NIIT Limited

1991 First overseas office set up in USIBM award NIIT first CBT assignment

1992 GNIIT program with professional practice launched

1993

International revenue touch Rs 50 million

Achieve ISO 9001 for tick for Instructional software export

NIIT become a listed company

1994 Bags Indian Government National export performance award for

11


12/98

1993-94

1995Become Microsofts premium education and training partner

Revenu cross 1 billion

1996

First overseas education center and net varsity (e-Learning portal) is

launched

Awarded ISO 9001 for computer education

1997 Awarded Malaysias multimedia super corridor status.

1998 Market capitalization cross US$ 1 billion

1999Bags order to train student in 371 Tamil Nadu government schools

Achieved Microsofts best training partner in Asia status

2000

Revenue cross Rs 10 billion mark

Software operation in 18 countries; Software revenue cross Rs 6

billion

Education center cross mark 2000 mark

Launched windows 2000 training in 15 countries( 2 week ahead of

product roll out)

2001

The only IT company from Asia among IDC Top 15 global IT

training players

NII conferred Microsofts best training company award 2001

Won the outsourcing contract of the year award

2002Launched NIIT smart serve for business process management

Acquire three company in US

2003

Achieves CMMi level 5 for soft ware business

NIIT brand among the Super brands and ranked among 25 Great

place to work

2004 Global solution spun off NIIT technology Limited

12


13/98

Industry indorsed GNIIT curriculum launched

JOB SATISFACTION

13


14/98

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 asdependent 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 toElton Mayoof theHarvard 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 Taylors 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 andpieceworktowards the more modern approach ofassembly lines

and hourly wages.

14
http://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Elton_Mayohttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Harvard_Business_Schoolhttp://en.wikipedia.org/wiki/Hawthorne_Effecthttp://en.wikipedia.org/wiki/Scientific_managementhttp://en.wikipedia.org/wiki/Taylorismhttp://en.wikipedia.org/wiki/Frederick_Winslow_Taylorhttp://en.wikipedia.org/wiki/Pieceworkhttp://en.wikipedia.org/wiki/Assembly_lineshttp://en.wikipedia.org/wiki/Hourly_wagehttp://en.wikipedia.org/wiki/Elton_Mayo


15/98

The initial use of scientific management by industries greatly increased productivity

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

exhausted and dissatisfied, thus leaving researchers with new questions to answer

regarding job satisfaction.

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

Munsterberg set the tone for Taylors work.

Some argue that Maslows 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-esteemneeds, and self-actualization. This model served as a good basis from which early

researchers could develop job satisfaction theories

15
http://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needshttp://en.wikipedia.org/wiki/Walter_Dill_Scotthttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberghttp://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs


16/98


17/98


18/98

growth. An absence of job satisfaction can lead to poor motivation, stress,

absenteeism, and high labor turnover.

The sense of fulfillment and pride felt by people who enjoy their work and do it

well. Various factors influence job satisfaction, and our understanding of the

significance of these stems in part from Frederick Herzberg. He called elements

such as remuneration, working relationships, status, and job security "hygiene

factors" because they concern the context in which somebody works. Hygiene

factors do not in themselves promote job satisfaction, but serve primarily to

prevent job dissatisfaction. Motivators contribute to job satisfaction and include

achievement, recognition, the work itself, responsibility, advancement, and

growth. An absence of job satisfaction can lead to poor motivation, stress,

absenteeism, and high labor turnover.

Job satisfaction refers to the general attitude of employees towards their jobs. Job

satisfaction probably is the most widely studied variable in organization behaviour.

When the attitude of an employee towards his or her job is positive,there exists job

satisfaction. Dissatisfaction exist when the attitude is negative.

According to Feldman and Arnold, job satisfaction is the amount of overall positive

effect or feelings that individuals have towards their jobs.

Job satisfaction often is a collection of attitudes about specific factors of the job.

Employees can be satisfied with some elements of the job while simultaneously

dissatisfied with others. For example, a lecturer may be dissatisfied with the

management of the institution but may derive satisfaction while handling a course on

organization behaivour in the class. Different types of satisfaction will lead to different

intentions and behaviour. An employee might complain to the supervisor when

dissatisfied with low pay but not with co-worker satisfaction.

Job satisfaction is important for management as it has impact on turnover, productivity,

absenteeism and other job related aspects.

18


19/98

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs" (Spector, 1997, p. 2). This definition suggests job

satisfaction is a general or global affective reaction that individuals hold about their

job. While researchers and practitioners most often measure global job satisfaction,

there is also interest in measuring different "facets" or "dimensions" of satisfaction.

Examination of these facet conditions is often useful for a more careful examination of

employee satisfaction with critical job factors. Traditional job satisfaction facets

include: co-workers, pay, job conditions, supervision, nature of the work and benefits."

(Williams)

Job satisfaction has been related to personnel turnover (Scott & Taylor, 1973), plans to

terminate employment (Rosse & Hulin, 1985), and life satisfaction (Iris & Barrett,

1972). Additionally, job satisfaction has been correlated with positive behaviors

toward others (Smith, Organ & Near, 1983) and physical health (Burke, 1970;

Karasek, Gardell, & Lindell 1987). Job satisfaction has been noted to be important for

people with disabilities (Quigley, 1968; Selzer, 1984).

Job satisfaction is a worker's sense of achievement and success on the job. It is

generally perceived to be directly linked to productivity as well as to personal well-

being. Job satisfaction implies doing a job one enjoys, doing it well, and being

rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness

with one's work. Job satisfaction is the key ingredient that leads to recognition,

income, promotion, and the achievement of other goals that lead to a feeling of

fulfillment.

Job satisfaction has been the subject of research at least since the Hawthorne studies of

the 1920s (Roethlisberger & Dickson, 1939). Job satisfaction is defined as the

"pleasurable or positive emotional state resulting from the appraisal of one's job or job

experiences" (Locke, 1976 p. 1300). Churchill, Ford, & Walker (1974 p. 225) define

job satisfaction for salespeople as "all characteristics of the job itself and the work

19


20/98

environment which salesmen find rewarding, fulfilling, and satisfying, or frustrating

and unsatisfying ."

An individual's attitude about his or her job should have meaningful implications about

how he or she does it. Many human-relations era researchers sought to establish job

satisfaction as a driver of performance (e. g. McGregor, 1960). Brayfield & Crockett

(1955), however, cited conflicting research results and questioned this view. Porter &

Lawler (1968) espoused the contrary view that performance leads to job satisfaction.

This has become the generally accepted view. Even so, the strength of the relationship

appears to be very weak (Iaffaldo & Muchinsky, 1985).

Greater job satisfaction has also been generally related to reduced intent to leave the

organization (Brayfield & Crockett, 1955; Mowday, Koberg, & McArthur, 1984) and

with reduced rates of absenteeism (Porter & Steers, 1973). In addition, job satisfaction

has been shown to be strongly related to organizational commitment (Porter, Steers, &

Mowday, 1974) and to organizational citizenship behaviors (Smith, Organ, & Near,

1983; Organ, 1988).

Creating Job Satisfaction:

For many of us, the idea of having a job that is truly satisfying - the kind where work

doesn't feel like work anymore - is pure fantasy. Sure, professional athletes, ski

patrollers, and golf pros may have found a way of doing what they love and getting

paid for it. But is there actually anyone out there who dreams of sitting at a desk and

processing paper, or

watching products fly by them on conveyor belts, or working to solve other people's

problems?

20


21/98

Career dreams are one thing; practical reality is often another. When they happily

coincide, seize the opportunity and enjoy it! Luckily, when they do not, it's good to

know that it is possible to get job satisfaction from a practical choice of career. Job

satisfaction doesn't have to mean pursuing the ultra-glamorous or making money from

your hobby. You can work at job satisfaction, and find it in the most unexpected

places.

The heart of job satisfaction is in your attitude and expectations; it's more about how

you approach your job than the actual duties you perform. Whether you work on the

farm, a production line, in the corner office or on the basketball court, the secret is to

understand the key ingredients ofyour unique recipe for job satisfaction.

Definition of Job Satisfaction:

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

ones job. An effective reaction to ones job.

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

Blum and Naylor

21


22/98

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.

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 employees judgment of how well his job on a whole issatisfying his various needs Mr. Smith

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

appraisal of ones job or job experiences.

Locke

Literature review of Job Satisfaction:

Babakus, Cravens, Grant, Ingram, & LaForge, (1996), reviewed organizational

variables related to job satisfaction. They concluded the salesperson's perception of

fairness in the company's compensation program also affects the job satisfaction of

salespeople. They postulated that the type of control system employed by management

would influence job satisfaction, i.e., the greater the extent of compensation control or

outcome control, the less job satisfaction experienced by sales representatives.

Bagozzi (1978), using the Job-Related Tension Index developed by Kahn, Wolfe,

Quinn, & Snoek (1964) to measure role stress, found job-related tension significantly

and negatively related to performance, generalized self-esteem, and job satisfaction.

Gupta and Beehr (1979) demonstrated a positive relationship between job stress and

withdrawal behaviors, which they suggested was mediated by job dissatisfaction.

22


23/98

These relationships illustrate the centrality of job satisfaction in a network including

many of the most important constructs in organizational behavior and marketing. They

will also serve as a validating network establishing nomological validity of the

resulting job satisfaction scale.

Herzberg (1966) found job dissatisfaction to result from hygienic factors. Hygienic

factors, however, are inherently extrinsic to the work; they are measured as extrinsic

job satisfaction. In fact, the complement of extrinsic job satisfaction provides a

measure of job dissatisfaction--directly following Herzberg's theoretical development.

He also found that job satisfaction derives from the work itself; those factors intrinsic

to the job provide the true satisfactions from the work. Of course, the intrinsic factors

(job satisfiers) and extrinsic factors (job dissatisfiers) are not totally independent.

There are some factors which seem to influence both, e.g. pay, promotions, coworkers.

The measure of job satisfaction developed in this study included measures of intrinsic

and extrinsic job satisfaction.

Deci (1971, 1972) found that reward contingency may act to diminish intrinsic

motivation; because the provision of incentives is necessarily extrinsic to the work

itself, the relationship of each dimension to the other study variables may add to the

understanding of the role incentives play.

The basis for the improved two-dimensional job-satisfaction scale is the Job

Dimension Scale (Schletzer, 1965) as modified by Lucas, Parasuraman, Davis, &

Enis (1987). In their study, however, Lucas, et al., report marginally acceptable

coefficient alphas of .612 for the intrinsic job satisfaction scale and .617 for the

extrinsic job satisfaction scale. These scales, as all scales in this study, utilized a 7-

point rating (from strongly disagree to strongly agree) for each item.

23


24/98

Building Job Satisfaction:

Major specifics of what workers need in job satisfaction include self-esteem and

identity. A significant portion of job satisfaction often comes just from the sheer fact of

being employed. If work creates positive features about being employed,

unemployment almost invariably lowers self-worth. Genuine job satisfaction comes

from a feeling of security whereby one's performance is judged objectively by the

quality of work performance rather than artificial criteria such as being related to

highly placed executives or to relatives in the firm. Yet at the same time, monotonous

jobs can almost shatter a worker's initiative and enthusiasm. Employees have definite

needs that they feel are essential to activate as they spend their working hours and

years expending their efforts on behalf of their employers.

24


25/98

Once you have identified the blend of status, power, or intrinsic enjoyment that need to

be present in your work for you to feel satisfied, you then need to work on some of our

seven 'ingredients' for a satisfying job. These ingredients are:

Self-awareness

Challenge

Variety

Positive attitude

Knowing your options

Balanced lifestyle

A sense of purpose

Self-Awareness

The first step in the search for job satisfaction is to know yourself. If you're to be

happy and successful, you need to understand your strengths and weaknesses. This will

help you identify what types of profession will allow you to build on those strengths,

and minimize those weaknesses. A useful framework for conducting this type of

analysis is a Personal SWOT analysis.

It is difficult to feel satisfied with something you aren't very good at, so rather than

spend time beating yourself up about it, take a long hard look at the things at which

you excel, and try to find a position that uses some of those skills too.

Another important component of self-awareness is to have a good understanding of

your personality traits and your preferred style of working. A useful tool for this is

Schein's Career Anchors, which helps you understand what you value and what

motivates you in your career, (and also what you do notvalue, and what de-motivates

you).

25


26/98

By increasing your self-awareness, you can work towards the ideal blend of

compensation, status, and intrinsic reward that suits you, and that you can realistically

achieve. Knowing this will help you to set appropriate goals, and manage your own

expectations.

The greater the match between your preferences and the requirements of the job, the

morepotentialfor job satisfaction you have. The remaining six 'ingredients' determine

how much of that potential you actually achieve.

Challenge

Some days you may deny it, but we all thrive on interesting challenges. Does this mean

your job has to be the head of engineering at NASA? No, different things challenge

different people at different times. You just need to figure out what you can do to make

sure you don't allow yourself to go stale at work.

Even if the job itself is not all that challenging, you can make it challenging. Some

great ideas here include:

Set performance standards for yourself - aim to beat your previous record, or

set up a friendly competition among co-workers.

Teach others your skills - nothing is more challenging, or rewarding, than

passing your skills and knowledge on to others.

Ask for new responsibilities - these will give you opportunities to stretch

yourself.

Start or take on a project that uses skills you would like to use, or want to

improve.

Commit to professional development - take courses, read books or trade

magazines and attend seminars. However you do it, keep your skills fresh and

current.

Variety

26


27/98

Closely related to the need for challenge is the need to minimize boredom. Boredom is

a common culprit when it comes to job dissatisfaction. When your mind is bored you

lack interest and enthusiasm and even a well-matched job becomes dissatisfying. Some

common methods to alleviate boredom at work include:

Cross train and learn new skills.

Ask to be moved to a new assignment or department requiring the same skills.

Ask to work a different shift.

Volunteer to take on new tasks.

Get involved with committee work.

Go on an extended leave, or take a sabbatical.

Positive Attitude

Attitude plays a huge role in how you perceive your job and your life in general. If you

are depressed, angry or frustrated, you're much less likely to be satisfied with anything.

Making a change to a positive attitude is a complex process that requires a lot of work

and a strong commitment. However, over time, you can turn your internal dialogues

around and start to see most events in your life as positive and worthwhile. Here are

some tips:

Stop negative thoughts from entering your brain.

Reframe your thoughts to the positive.

Put the events of the day in the correct context.

Don't dwell on setbacks.

Commit to viewing obstacles as challenges.

Accept that mistakes are simply opportunities to learn.

Become an optimist.

27


28/98

To help you with your quest to become positive, MindTools has a useful article titled

Rational Positive Thinking, which helps you to identify and change negative and

unhappy thinking patterns

Know Your Options

When you feel trapped, you can start to get anxious. At first you wonder what else is

out there for you. This progresses to the point where you become convinced that

anything other than the job you're doing has got to be more satisfying. To combat this,

continuously scan your environment for opportunities. When you feel you haveoptions, you have more control. When you make a positive choice to stay with a job,

that job has much more appeal than if you feel forced to stay because you feel you

have no alternative.

Keep a list of your accomplishments.

Update your resume on a regular basis.

Keep up to date on employment trends.

Research other jobs that interest you.

Adopt an 'I'm keeping my options open' approach.

Maintain a Balanced Lifestyle

You'll have heard many times that you need to keep your life and work in balance.

When you focus too much on one at the expense of the other you risk putting your

whole system in distress. When work takes over your life, it is easy to resent it and lose

your sense of perspective: Suddenly everything about your life is clouded with

negativity.

The Life Career Rainbow and The Wheel of Life are two great tools to use when

seeking to attain and maintain an appropriate work life balance.

28


29/98

Find a Sense of Purpose

Last, but certainly not least (for many people) is the need to find a sense of purpose in

the things you do. Even if you have a boring job, it helps a lot if you can see the real

benefit you're providing for people.Even the most mundane job usually has purpose if

you dig deep enough. And if it doesn't, should you be wasting your life doing it?If

you're struggling to see the value in what you do (or if you want to sharpen your image

of it) see our article on mission statements and vision statements: Unleashing the

Power of Purpose.

29


30/98

Determinants of Job satisfaction:

Job satisfaction is a multi-variable and indescribable concept. There are number of

factors that influence job satisfaction of employees. These factors can be classified into

two categories. They are

a) Organizational and

b) Personal variables.

a) Organizational determinants:

The organizational determinants of job satisfaction plays a very important role.

The employees spend major part of their time in organization so there are number of

organizational factors that determine job satisfaction of the employees. The job

satisfaction in the organizations can be increased by organizing and managing the

organizational factors. The organization determinants of job satisfaction are as

follows:-

i) Wages: Wage can be described as the amount of reward that a worker expects from

the job. Wages are an instrument of fulfilling the needs as every worker expects to get

an appropriate reward. The wages are supposed to be fair, reasonable and equitable. A

feeling of job satisfaction is felt by attaining fair and equitable rewards.

ii) Nature of Work: The nature of work has significant impact on the job satisfaction.

Job satisfaction is highly influenced by the nature of work. Employees are satisfied

with job that involves intelligence, skills, abilities, challenges and scope for greater

freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks,

frustration and failures.

iii) Working Conditions: Employees are highly motivated with good working

conditions as they provide a feeling of safety, comfort and motivation. On contrary,

30


31/98

poor working conditions brings out a fear of bad health in employees.

iv) Job Content: Factors like recognition, responsibility, advancement, achievement

etc can be referred to as job content. A job that involves variety of tasks and less

monotonous results delivers greater job satisfaction. A job that involves poor content

produces job dissatisfaction.

v) Organizational Level: The jobs that are at higher levels are viewed as prestigious,esteemed and opportunity for self-control. The employees that are working at higher

level jobs express greater job satisfaction than the ones working at lower level jobs.

vi) Opportunities for Promotion: Promotion can be reciprocated as a significant

achievement in the life. It promises and delivers more pay, responsibility, authority,

independence and status. So, the opportunities for promotion determine the degree of

satisfaction to the employees.

vii) Work Group: There is a natural desire of human beings to interact with others and

so existence of groups in organizations is a common observable fact. This

characteristic results in formation of work groups at the work place. Isolated workers

dislike their jobs. The work groups make use of a remarkable influence on the

satisfaction of employees. The satisfaction of an individual is dependent on largely on

the relationship with the group members, group dynamics, group cohesiveness and hisown need for affiliation.

viii) Leadership Styles: The satisfaction level on the job can be determined by the

leadership styles. Job satisfaction is greatly enhanced by democratic style of

leadership. It is because democratic leaders promote friendship, respect and warmth

relationships among the employees. On contrary, employees working under

authoritarian and dictatorial leaders express low level of job satisfaction.

31


32/98

b) Personal determinants:

The personal determinants also help a lot in maintaining the motivation and personal

factors of the employees to work effectively and efficiently. Job satisfaction can be

related to psychological factors and so numbers of personal factors determine the job

satisfaction of the employees. They are as follows:-

i) Personality: The personality of an individual can be determined by observing his

individual psychological conditions. The factors that determine the satisfaction of

individuals and his psychological conditions is perception, attitudes and learning.

ii) Age: Age can be described as a noteworthy determinant of job satisfaction. It is

because younger age employees possessing higher energy levels are likely to be having

more job satisfaction. In older age, the aspiration levels in employees increase. They

feel completely dissatisfied in a state where they are unable to find their aspiration

fulfilled,

iii) Education: Education plays a significant determinant of job satisfaction as it

provides an opportunity for developing ones personality. Education develops and

improvises individual wisdom and evaluation process. The highly educated employees

can understand the situation and asses it positively as they possess persistence,

rationality and thinking power.

iv) Gender Differences: The gender and race of the employees plays important

determinants of Job satisfaction. Women, the fairer sex, are more likely to be satisfied

than their male counterpart even if they are employed in small jobs.

The job satisfaction can also be determined by other factors like learning, skill

autonomy, job characteristics, unbiased attitude of management, social status etc. It is

important for managers to consider all these factors in assessing the satisfaction of the

employees and increasing their level of job satisfaction.

32


33/98

Job Satisfaction and Employee Performance:

Job Satisfaction and Productivity

Happy workers may not necessarily be productive workers. At the individual level,

the evidence suggests the reverse to be more accurate that productivity is likely to

lead to satisfaction

If we move from the individuals level to that of the organization, there is renewed

support for the original satisfaction performance relationship. When satisfaction

and productivity data are gathered for the organization as a whole, rather than at

the individual level, we find that the organizations with more satisfied employees

tend to be more effective than organizations with fewer satisfied employees. It may

well be that the reason we have not got strong support for the satisfaction causes

productivity.

Studies have focused on individuals rather than on the organization and at

individual level measures of productivity do not take into consideration all the

interactions and complexities in the work process. So although we might not be

able to say that a happy worker is more productive, it might be true that happy

organizations are more productive.

Job Satisfaction and Performance

A study of the Indian situation confirmed the positive interrelationship between job

satisfaction, job performance and job motivation.

33


34/98

Job Satisfaction and Accident

Research bears witness to the fact that satisfied workers are less likely to face

accidents as compared to dissatisfied ones. It was concluded that accidents are

closely linked to job satisfaction of workers and organizations with a low accident

toll are likely to have a satisfied workforce.

Another study reveals that highly satisfied workers have a higher efficiency rating

as well. Being well adjusted on the job, the satisfied worker is sure to performbetter. In other words, a worker with better job satisfaction tend to be better

adjusted on the job, in his home and in social and emotional areas. On the other

hand discontentment with working life is likely to affect the workers job

adjustment and also in social, emotional and domestic life

Job Satisfaction and Absenteeism

Results of a study showed that the rate of absenteeism increased down the ladder of

hierarchy, with managers having the lowest absence rate, technical workers having

the highest absence rate and supervisors occupying the intermediate position.

Managers were the most satisfied employees with their jobs, followed by the

supervisors, and technical staff. Absenteeism was positively correlated to job

satisfaction and to the feeling of insecurity. Also, absenteeism was negatively

correlated with achievement motivation.

A satisfied worker has a positive attitude towards his work and will try to avoid

being absent from work. This does not mean that workers who are highly satisfied

with their jobs would almost never be absent. However, absenteeism would be less

among those who are satisfied than those who are dissatisfied with their jobs.

Different research studies have also noticed the relationship between job

satisfaction and absenteeism on the basis of gender and white or blue collared

workers. The finding showed a significant relationship with respect to both males

34


35/98

and females and also among both white collared and blue collared workers.

However, the relationship is slightly affected by the marital status of working

women who sometimes remain absent or attend work late due to unavoidable

domestic engagements.

Workers Role in Job Satisfaction:

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

his or her own satisfaction and well being 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. Employers 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.

35


36/98

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 ones existence, thus

playing a vital role in job satisfaction.

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

techniques.

Promoting Job Satisfaction:

Job satisfaction does not come automatically to business organizations. In a broadsense, the job satisfaction program needs to exist and should have activities carefully

designed to achieve the intended job satisfaction goals. It must be an action program.

And it should be carefully monitored to ensure that changes are periodically made as

needed.

Most large organizations now include human resource departments within

their management structure. At one time human resource departments were limited to

handling the acquisition of new workers. Today, however, many human resource

programs take the worthwhile initiative of helping to develop complete programs of

personnel practices, such as conducting research on current wage structures.

Most human resource departments learn about employees through interviews,

administration of insurance policies, study of legislation that deals with workers, and

participation in decisions that affect employees' jobs. These activities must be carefully

designed to concentrate in a positive manner on job satisfaction so that employees feel

that all the personnel activity is for their benefit.

A primary reason for the emergence of labor unions during the

early 1920s was to develop safety measures for working conditions and equipment.

Throughout the years labor unions appear to have played an uncertain role in achieving

job satisfaction. In some cases, employees join labor unions primarily because they are

the only organizations that bring health insurance benefits and increased legal benefits.

36


37/98

Sometimes union members get better vacation and retirement benefits than do

nonunion members.

Steps in Achieving Job Satisfaction:

What are the elements of jobs that increase job satisfaction? Organizations can help to

increase job satisfaction by putting systems in place that will ensure that workers are

being rewarded for being successful. Arthur P. Brief wrote: "If a person's work is

interesting, the pay is fair, the promotional opportunities, and the supervisor is

supportive, and the coworkers are friendly, then employees will be satisfied" (1999).

The following list of suggestions may contribute to job satisfaction:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the workers to puttheir "signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibilities and direct one's own work

A stable, secure work environment that includes job security and continuity

An environment in which workers are supported by an accessible supervisor

who provides timely feedback as well as congenial team members

37


38/98

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Quality health insurance

If the pleasures associated with one's job outweigh the pains, there is some level of job

satisfaction.

Importance of Job Satisfaction:

For the organization, high levels of job satisfaction of its workers strongly suggest a

workforce that is motivated and committed to high-quality performance. Increased

productivityquantity and quality of output per hour workedwould seem to be

almost an automatic by-product of improved quality of workmanship. It is important to

note, however, that the literature on the relationship between job satisfaction and

productivity is neither conclusive nor consistent. Studies dating back to Frederick

Herzberg's (1957) have shown surprisingly only a low correlation between high morale

and high productivity. But this is contrary to easily formed logic that satisfied workers

tend to add more value to an organization.

Unhappy employees, motivated by fear of job loss, will give 100 percent of their effort

for a while, but not for very long. Though fear is a powerful motivator, it is also a

temporary one. As soon the threat is lifted, the performance declines.

Tangible ways in which job satisfaction benefits the organization include reduction in

complaints and grievances, absenteeism, turnover, and termination, as well as

improved punctuality and worker morale. Job satisfaction also appears to be linked to a

healthier workforce and has been found to be quite a good indicator of longevity.

Although only low correlation has been found between job satisfaction and

38


39/98

productivity, some employers have found that satisfying or "delighting" employees is a

prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No

wonder Andrew Carnegie is quoted as saying: "Take away my people and soon grass

will grow on the factory floors. Take away my factories, but leave my people, and soon

we will have a new and better factory" (quoted in Brown, 1996, p. 123). Job

satisfaction and occupational success can result not only in job satisfaction but also in

complete personal satisfaction.

The importance of job satisfaction lies not in its relationship with performance but with

its stabilizing effects (reducing tardiness, absenteeism, and turnover) and through its

effects on cohesion (increasing organizational citizenship behaviors and organizational

commitment). Job satisfaction appears to mediate the effects of in-role performance,

role conflict, and job-induced tension on intent to leave and extra-role performance.

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.

39


40/98

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.

Importance to Worker and Organization:

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 Herzbergs (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.

40


41/98

Influences on Job Satisfaction:

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

even found that if college students majors coinsided with their job , this relationship

will predicted subsequent job satisfaction. However, the main influences can be

summerised along with the dimentions identified above.

The work itself

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

related to the job charactoristics 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 ingridents of a satisfying job uncovered by survey include intersting

and challenging work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex, multidimentional

factor in job satisfaction. Money not only helps people attain their basic needs butevel

need satisfaction. Employees often see pay as a reflection of how managemnet view

their conrtibution to the organization. Fringe benefits are also important.

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

41


42/98

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

This is because of promotion take number of different forms.

What is the Impact of Job Satisfaction?

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

worker. In other words, if management could keep the entire workers happy,

good performance would automatically fallow. There are two propositions

concerning the satisfaction performance relation ship. 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 turn over, and consequently organization can gain from lower turn over

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.

4. Job security for himself and his family

5. Good wages6. Adequate benefits

42


43/98

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.

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. Motivationis a drive to perform, where as satisfaction reflects the individuals 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 individuals 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.

43


44/98

Reasons of Low Job Satisfaction:

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 loosing their job.

44


45/98

THEORY OF JOB SATISFACTION

1. Affect Theory:

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous jobsatisfaction 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/arent 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 doesnt 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.

45


46/98


47/98

own life, as opposed to outside forces having control) leads to higher job satisfaction.

Finally, lower levels ofneuroticism lead to higher job satisfaction

3. Herzberg Two Factor Theory:

The two-factor theory (also known as Herzberg's motivation-hygiene theory) states

that there are certain factors in the workplace that cause job satisfaction, while a

separate set of factors cause dissatisfaction. It was developed by Frederick Herzberg, a

psychologist, who theorized that job satisfaction and job dissatisfaction act

independently of each other.

The two-factor, or motivation-hygiene theory, developed from data collected by

Herzberg from interviews with a large number of engineers and accountants in thePittsburgh area. From analyzing these interviews, he found that job characteristics

related to what an individual does that is, to the nature of the work he performs

apparently have the capacity to gratify such needs as achievement, competency, status,

personal worth, and self-realization, thus making him happy and satisfied. However,

the absence of such gratifying job characteristics does not appear to lead to

unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable

assessments of such job-related factors as company policies, supervision, technical

problems, salary, interpersonal relations on the job, and working conditions. Thus, if

management wishes to increase satisfaction on the job, it should be concerned with the

nature of the work itself the opportunities it presents for gaining status, assuming

responsibility, and for achieving self-realization. If, on the other hand, management

wishes to reduce dissatisfaction, then it must focus on the job environment policies,

procedures, supervision, and working conditions. If management is equally concerned

with both (as is usually the case), then managers must give attention to both sets of job

factors.

47
http://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticism


48/98

Here is the description of this interview analysis:

Briefly, we asked our respondents to describe periods in their lives when they were

exceedingly happy and unhappy with their jobs. Each respondent gave as many

"sequences of events" as he could that met certain criteriaincluding a marked change

in feeling, a beginning and an end, and contained some substantive description other

than feelings and interpretations

The proposed hypothesis appears verified. The factors on the right that led to

satisfaction (achievement, intrinsic interest in the work, responsibility, andadvancement) are mostly unipolar; that is, they contribute very little to job

dissatisfaction. Conversely, the dis-satisfiers (company policy and administrative

practices, supervision, interpersonal relationships, working conditions, and salary)

contribute very little to job satisfaction

Two-factor theory distinguishes between:

Motivators (e.g., challenging work, recognition, responsibility) that give

positive satisfaction, arising from intrinsic conditions of the job itself, such as

recognition, achievement, or personal growth, and

Hygiene factors (e.g. status, job security, salary and fringe benefits) that do not

give positive satisfaction, though dissatisfaction results from their absence.

These are extrinsic to the work itself, and include aspects such as company

policies, supervisory practices, or wages/salary.

Essentially, hygiene factors are needed to ensure an employee is not dissatisfied.

Motivation factors are needed to motivate an employee to higher performance,

Herzberg also further classified our actions and how and why we do them, for

example, if you perform a work related action because you have to then that is classed

as movement, but if you perform a work related action because you wantto then that

is classed as motivation.

Frederick Herzberg interviewed 203 American accountants & engineers, chosen

because of their professions growing importance in the business world. The subjects

48


49/98

were asked to relate times when they felt exceptionally good or bad about their present

job or any previous job, and to provide reasons, and a description of the sequence of

events giving rise to that positive or negative feeling.

The research showed that responses tended to be consistent, revealing two different

sets of factors affecting motivation at work. One set of factors if absent or weak

caused dissatisfaction. These related to the job environment / the context in

which the job was performed and thus extrinsic to the job itself, e.g. the quality of

supervision, or level of pay. Herzberg labeled these as the Hygiene orMaintenance

Factors. The second set of factors if present lead to feelings ofsatisfaction. These

relate to the job itself, for example its complexity, or importance, which Herzberg

named the Motivators orGrowth Factors.

Herzberg argues that both factors are equally important, but that good hygiene will

only lead to average performance, preventing dissatisfaction, but not, by itself,

creating a positive attitude or motivation to work. To motivate the employee

management must enrich the content of the actual work they ask them to do. For

example, building into tasks set a greater level of responsibility, and the opportunity to

49


50/98

learn new skills. In advocating making work more interesting, and improving the

quality of the work experience for the individual, Herzberg coined the phrase 'Quality

of Working Life'.

The table below lists the common hygiene factors and motivators identified within

organisations.

Herzberg's Two-factor Theory

Hygiene Factors Motivators

Salary,

Job Security,

Working Conditions,

Level and Quality of

Supervision,

Company Policy and

Administration,

Interpersonal Relations

Nature of Work,

Sense of Achievement,

Recognition,

Responsibility,

Personal Growth and

Advancement

Herzberg and Money

It is often wrongly assumed that Herzberg did not value money, in the sense that he did

not consider it a motivator. This is misleading, as Herzberg argues that the absence of

good hygiene factors including money, will lead to dissatisfaction and thus potentially

block any attempt to motivate the worker. Herzberg prefers us to think of money as a

force which will move an individual to perform a task, but not generate any internal

desire to do the task well. In fact to get an individual to perform the task again, he

argues, we will need to offer more money.

50


51/98


52/98

2. Responsibility: that you have been given the opportunity to be a success or

failure at your job because sufficient freedom of action has given you. This

would include the ability to make changes and incorporate the learning you

gain whilst doing the job.

3. Knowledge of outcomes: This is important for two reasons. Firstly to provide

the person knowledge on how successful their work has been, which in turn

enables them to learn from mistakes. The second is to connect them

emotionally to the customer of their outputs, thus giving further purpose to thework (e.g. I may only work on a production line, but I know that the food

rations I produce are used to help people in disaster areas, saving many lives)

In turn, each of these critical states are derived from certain characteristics of the job:

1. Meaningfulness: derived from:

o Skill variety: using an appropriate variety of your skills: too many

might be overwhelming, too few, boring

52


53/98

o Task Identity: being able to identify with the work at hand as more

whole and complete, and hence enabling more pride to be taken in the

outcome of that work (e.g. if you just add one nut to one bolt in the

same spot every time a washing machine goes past it is much less

motivating than being the person responsible for the drum attachment

and associated work area (even as part of a group)

o Task Significance: being able to identify the task as contributing to

something wider, to society or a group over and beyond the self. For

example, the theory suggests that I will be more motivated if I am

contributing to the whole firms bonus this year, looking after someone

or making something that will benefit someone else. Conversely I will

be less motivated if I am only making a faceless owner wealthier, or am

making some pointless item (e.g. corporate give-away gifts)

2. Responsibility is derived from autonomy, as without being given freedom of

self-decision, then it is not possible for me to succeed (only for the person whotold me what to do).

3. Feedbackis the crucial element that creates knowledge of outcomes. This can

be anything from production figures through to customer satisfaction scores.

The point is that the feedback offers information that once you know, you can

use to do things differently if you wish.

Knowing these critical job characteristics, the theory goes, it is then possible to derive

the key components of the design of a job:

1. Varying work to enable skill variety

2. Assigning work to groups to increase the wholeness of the product produced

and give a group to enhance significance

3. Delegate tasks to their lowest possible level to create autonomy and hence

responsibility

53


54/98

4. Connect people to the outcomes of their work and the customers that receive

them so as to provide feedback for learning

CORE DIMENSION PSYCHOLOGICAL OUTCOMES

STATES

54

SKILL VARIETYTASK IDENTITYTASKSIGNIFICANCE

AUTONOMY

FEEDBACK

MEANINGFULNESS

OF WORK

RESPONSIBILITY FOR

OUTCOMES

KNOWLEDGE OF

RESULTS

HIGHINTRINSICMOTIVATIONHIGH JOBPERFORMANCE

HIGH JOBSATISFACTIO

N


55/98

*JOB CHARACTERISTIC MODEL*

Motivation, Attitude and job Satisfaction

Motivation, implies the willingness to work or produce. A person may be talented and

equipped with all kinds of abilities and skills but may have no will to work.

Satisfaction, on the other hand, implies a positive emotional state which may be totally

unrelated to productivity. Similarly in the which may be totally unrelated to

productivity. Similarly, in the literature the terms job attitude and hob satisfaction are

used interchangeably. However, a closer analysis may reveal that perhaps they

measure two different anchor points. Attitudes are predispositions that make the

individual behave in a characteristic way across situations. Thy are precursors to

behaviors and determine its intensity and direction. Job satisfaction, on the other hand,

is an end-state of feeling which may influence subsequent behavior In this respect job

attitudes and job satisfaction may have something in common. But of we freeze

behaviors, attitude would initiate it while job satisfaction would result from it.

Morale and Job Satisfaction

More than two and a half decades ago,

Seashore(1954) came o the conclusion that there is no definition of morale. It is a

condition which exists in a context where people are.

55


56/98

a. motivated towards high productivity,

b. want to remain with organization.

c. act effectively in crisis.

d. Accept necessary changes without resentment or resistance.

e. Actually promote the interest of the organization, and

f. Are satisfied with their job.

According to this description of morale, job satisfaction is an important dimension of

morale and not morale itself.

Morale is a general attitude of the worker and relates to group while hob satisfaction

is an individual feeling which could be caused by a variety of factors including group.

This point has been summarized by Sinha (1974) when he suggests that industrial

morale is a collective phenomenon and job satisfaction is distributive one. In other

words, job satisfaction refers to a general attitude towards work by an individual

worker. On the other hand, morale is group phenomenon which emerges as a result of

adherence to group goals and confidence in the desirability of these goals .Most

definition of morale in literature indicate that subordination of personal objectives to

the larger goals of the group/organisation is an of the group/organisation is an

important element of a definition of morale. In job satisfaction no such condition is

attached. A given individual may be satisfied with a variety of factors, like salary, co-

workers. His own contribution etc. In fact, morale itself could also be a source ofsatisfaction to an individual.

56


57/98

57


58/98

58


59/98

Research methodology

Research problem

What is its impact on distributors and sales turnover?

How efficiency improves by effective work-out by job satisfaction on given

parameters?

To measure relationship between job satisfaction and feedback by superiors?

59


60/98

SAMPLING DESIGN:-

A sample design is a definite plan for obtaining a sample from a given

population. It refers to the technique or the procedure the researcher would adopt in

selecting items for the sample. Sample design is determined before the data are

collected.

AREA OF SAMPLE:-

These area covered up in this studies were:-

Gomti Nagar

Indra Nagar

Mahanagar

Sampling Unit: A decision has to be taken concerning a sampling unit before

selecting sample. Sampling unit may be a geographical one such as state, district,village, etc., or a construction unit such as house, flat, etc., or it may be a social unit

such as family, club, school, etc., or it may be an individual. The researcher will have

to decide one or more of such units that he has to select for his study.

Sampling unit were taken from different areas of Lucknow

Such as following:

Gomti Nagar

Indra Nagar

Aalambagh

Aishbagh

60


61/98

Selection of units under study:-

Sampling Units were individual i.e. Businessman, Service class and Others like

Professional, Students.

Sources list (Sampling frame)

Excutives: 35

Nonexecutives: 30

Others: 25

Sample size: 100

61


62/98

SAMPLING PROCEDURE

On the representation basis, the sample may be probability sampling or it may be non-

probability sampling.

Probability sampling: -

Probability sampling is also known as Random sampling or Chance sampling.

Under this sampling design, every item of the universe has an equal chance of

inclusion in the sample. (i.e., once an item is selected for the sample, it cannot appearin the sample again.

Non Probability sampling: -

Non probability sampling is also known by different names such as deliberate

sample, purposive sampling and judgment sampling. In this type of sampling, items

remain supreme.

Non-Probabilistic Sampling procedure is adopted for the Project

Research design

Nature of study:-the study undertaken is descriptive in nature , which tends to use

data based on interaction with the customers /distributor to sell product of SAL Ltd.

Branch Office , Delhi.

In this study survey method is adopted because of several reasons.

Advantages of survey method.

(i) Survey is conducted in case of descriptive research studies.

(ii) Survey type research studies usually have larger samples because the

percentage of responses generally happens to be low, as low as 20 to 30 %,especially in mailed questionnaire studies. Thus, the survey method gathers

62


63/98


64/98

RESEARCH TECHNIQUE

By observation:

Through personal interview

By questionnaires:

In that study mailing of questionnaires is used for getting the entire knowledge or

appropriate result of job satisfaction level an employee.

DATA SOURCES

The research requires primary as well as secondary type of data.

Primary Data Sources:- These data are collected from individuals who are using

the product , walk in clients & talking to them through phone.

Secondary Data Sources:-These data sources are company records, websites,affix study books and articles from newspaper and journals.

64


65/98

MEASURMENT OF JOB SATISFACTION

Because of some of the problems indicated above measurement of job satisfaction has

come to acquire the same fate as the measurement of intelligence. Since there is no

agreement on a specific definition, generally questionnaires are developed to measure

satisfaction with various aspects of work and the resultant behaviors or score is called

job satisfaction. Todays as intelligence in defined as what is measured by intelligence

test job satisfaction can also be defined as what is measured by job satisfaction

questionnaire.

Most studies of job satisfaction have been concerned with operational rather than

defining it. According to Locke (1969) such an approach describes that a certain

relationship works but tells nothing as to why it works. This seems to be the case with

job satisfaction. Researchers have been found to be more interested in choosing the

unit of measurement from the several available but little by way of a definition of job

satisfaction has been attempted. One would assume the acceptance of a definition of

job satisfaction as a precursor for the choice of the unit of measurement.

However, despite these numerous attempts in the past, various others will be made in

future to measure hob satisfaction. Perhaps, the earliest of all the known scales of

measuring job satisfaction is that by Hoppock (1935) . He developed essentially four

items each one with seven alternative responses

.If a person chooses the least satisfied of the seven alternatives he gets a score

of 100, and 700 if he chooses most satisfied. Alternative for each item. Other

alternatives represent a 100-point additional to the previous ``alternative for all four

items his total score is 400. Similarly if he chooses second alternative in all four items

he gets a score of 800, and so on. The maximum total possible is 2800 provided all

four seventh alternatives are chosen. But Hoppock takes the average of the four

item(range 100-700) for developing the satisfaction index. Although in its original

65


66/98


67/98

Personal Adjustment. Emotionalism, health home and living conditions,

finances, relations with family members etc.

Do you often feel that you are alone in this wide world?

Are you troubled by the feelings of caste and creed in society?

These areas include both on the job and off the job factors, The statisfactical treatment

of the individual items and the test as a whole showed significant discriminatory

potential.

Another attempt to measure job satisfaction has been through need satisfaction. Porter

(1961) developed a questionnaire consisting of 13 items classified into Maslow type

need hierarchy system. Each items of the scale measures not only the existing degree

of need fulfillment but also the expected levels of fulfillment and its importance to the

respondents. Items are answered on three 7-point scales one each for expected,

existing and importance. The anchor points of scales are labeled as maximum and

minimum. The discrepancy between expected and existing is taken as an indicator ofjob satisfaction. The higher the discrepancy the lower is the job satisfaction.

One of the useful component of job satisfaction in Porters questionnaire is the degree

of importance attached to the various aspects of job leading to job satisfaction. Some

aspects may be necessary for the successful completion of the job without having

much importance for the person such as tools, interdependence of task, C0-workersm

rules and regulations and supervision. Etc. On the other hand, there may be other

aspects of the job that may not only lead to successful completion of the job carry

some value to the person (e.g. authority, freedom, challenge, participation etc. ) .

People may vary on the degree of importance that attach to these aspects of the job.

The representative sample of the variety of methods used to measure job satisfaction

reflects the complexity of the construct job satisfaction. Some of these methods

measure the overall job satisfaction while others look at satisfaction with specific

aspects of work. Since satisfaction with one facet of the job may be difficult to isolate

because of the complex ways. Correlated with other facets of the on, an overall

67


68/98


69/98

69


70/98

TABLE

Statement Overall Indian Nigerian

Sample Sample

Between 1 & 2 0.519 0.375 0.241

Between 1 & 3 0.581 0.567 0.463

Between 2 & 3 0.461 0.254 0.502

70


71/98

WHAT SATISFIES INDIAN EMPLOYEES

In his study on American employees, Hoppock (1935) identified six factors that

contribution to job satisfaction among them. These are as follows:

The way individual reacts to unpleasant situations.

The facility with which he adjusts himself to other persons.

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

himself.

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

worker.

Security.

Loyalty.

Note that these factors reflect not the specific job related contents but a more general

class of factors relating to job satisfaction. Most Indian studies on job satisfaction, on

the other hand, have concerned them-salves with the specific aspects of work. These

studies n managers-supervisors or workers have essentially used one of the following

three mythologies of data collection.

1. A variety of factors are provided to the respondents and they are asked to tank

order them in terms of their contribution to their job satisfaction. These factors have

been identified either on the basis of published research or individual experiences.

Very little or no attempt has been made to identify a list of factors that may be unique

to a specific industry or sample of study.

71


72/98

2. Some other have used critical incidents methodology in the fashion in which it was

used by Herzberg (1959) and have tried to identify the factors contributing to The way

individual reacts to unpleasant situations. Alternatively, some the rank order system as

in I above the respondents have been provided the list of six motivators (achievement,

recognition, responsibility, work itself, advancement, and growth) and ten hygienic

factors ( supervision, company policy and administration, working conditions, inter-

personal relationship with superior, peer and subordinate, status, salary job security

and factors in personal life) and have been asked to indicate those most important to

them.

3. Yet another set of studies, particularly dealing with managers and supervisors have

used Porters (1961) need satisfaction questionnaire. Here the respondents have

been asked to indicate the existing satisfaction of need as well as the ideal

satisfaction that they would like to have, Needs with minimal discrepancies

between actual and ideal have been identified as contributing most to job

satisfaction.

Although quite a number of studies on what satisfies Indian employees have been

conducted, the results of a representative sample of these studies separately for

mangers/supervisors and the workers are presented.

72


73/98

MANAGERS/SUPERVISORS

The results of representative sample of 15 studies on managers/supervisors from

different organizations are summarized in Table. In this table only the top five factors

contributing to job satisfaction have been indicated. On the question of what satisfies

Indian managers/supervisors, the following conclusions can be drawn on the basis of

data presented in Table.

1. A variety of job ranking factors have been identified by managers/supervisors,

Except for two-factors in domestic life and adequate money all of them relate to job

content category. So it is either achievement, responsibility, recognition, feeling of

worth, or relationship with co-workers that seem to satisfy Indian

managers/supervisors most.

2. A total of 17 factors have been mentioned. If we count the frequency distribution

of all the factors mentioned in Table the following rank order emerges.

73


74/98

Factors Rank

Responsibility 1

Work itself 2

Recognition 3.5

Achievement 3.5

Relationship with boss 5

Promotion 8.5

Use ability 8.5

Home life 8.5

Job security 8.5

Growth 8-5

Relationship with coworkers 8.5

Working conditions 12.5

Money/Salary 12.5

Organization 15.5

Authority 15.5

Cooperation 15.5

Autonomy 15.5

Responsibility ranks as the top most factor contributing to the job satisfaction of Indian

managers/supervisors. This is followed by work itself. Surprisingly the next rank is

shared by two content factors- achievement and recognition. The funeral trend of what

74


75/98

satisfies Indian managers/supervisors seem to highlight the, motivators or content

factors as

Documents

Rishabh. Job cation