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

" This definition suggests job satisfaction is a general or global affective reaction thatindividuals hold about their job. While researchers and practitioners most often measureglobal job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for amore careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of thework and benefits." Job satisfaction , a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfactionimplies doing a job one enjoys, doing it well, and being suitably rewarded for one'sefforts. Job satisfaction further implies enthusiasm and happiness with one's work. TheHarvard Professional Group (1998) sees jobsatisfactionas the keying redient that leadsto recognition, income, promotion, and the achievement of other goals that lead to ageneral feeling of fulfillment. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and producesanxiety. At the same time,monotonous jobs can erode a worker's initiative and enthusiasm and can lead toabsenteeismand unnecessary turnover. Jobsatisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and selfdevelopment. To the worker, job satisfaction brings a pleasurable emotional state that 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 motivatedand committed to high quality performance. Increased productivitythe quantity andquality of output per hour workedseems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between jobsatisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale andhigh productivity, and it does seem logical that more satisfied workers will tend to addmore value to an organization. Unhappy employees, who are motivated by fear of jobloss, will not give 100 percent of their effort for very long. Though fear is a powerfulmotivator, it is also a temporary one, and as soon as the threat is lifted performance willdecline.Tangible ways in which job satisfaction benefits the organization include reduction incomplaints and grievances, absenteeism, turnover, and termination; as well as improved punctualityand worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only littlecorrelation has been found between job satisfaction and productivity, Brown (1996) notesthat 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, but leave my factories, andsoon 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"- 2 Creating Job Satisfaction So, how is job satisfaction created? What are the elements of a job that create jobsatisfaction? Organizations can help to create job satisfaction by putting systems in placethat will ensure that workers are challenged and then rewarded for being successful.Organizations thataspireto creating a work environment that enhances job satisfactionneed to incorporate the following: Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well ascongenialteam members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotionProbably the most important point to bear in mind when considering job satisfaction isthat there are many factors that affect job satisfaction and that what makes workers happywith their jobs varies from one worker to another and from day to day. Apart from thefactors mentioned above, job satisfaction is also influenced by the employee's personalcharacteristics, the manager's personal characteristics and management style, and thenature of the work itself. Managers who want to maintain a high level of job satisfactionin the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup.Also, managers can enhance job satisfaction by carefully matching workers with the type- 3 of work. For example, a person who does not pay attention to detail would hardly make agood inspector, and a shy worker is unlikely to be a goodsalesperson. As much as possible, managers should match job tasks to employees' personalities.Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is jobenrichment

.Job enrichmentis a deliberate upgrading of responsibility, scope, andchallenge in the work itself. Job enrichment usually includes increased responsibility,recognition, and opportunities for growth, learning, and achievement. Large companiesthat have used job-enrichment programs to increase employee motivation and jobsatisfaction include AT&T, IBM, and General Motors (Daft, 1997).Good management has the potential for creating high morale, high productivity, and asense of purpose and meaning for the organization and its employees. Empirical findingsshow that job characteristics such as pay, promotional opportunity, task clarityandsignificance, and skills utilization, as well as organizational characteristics such ascommitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance jobsatisfaction.Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995)suggests that employees ask themselves the following questions: When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of theworkplacewere most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the presentsituation?- 4 Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to hisor her own satisfaction and well-being on the job. The following suggestions can help aworker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to morechallenging work and greater responsibilities, with attendant increases in pay andother recognition. Develop excellent communication skills. Employers value and reward excellentreading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasksmore efficiently and effectively. This will relieve boredomand often gets onenoticed. Demonstrate creativity and initiative. Qualities like these are valued by mostorganizations and often result in recognition as well as in increasedresponsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability towork 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 canlead to satisfaction with the work itself. This helps to give meaning to one'sexistence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnoutby developing healthy stress-management techniques.- 5 -

Assuring Job Satisfaction Assuring job satisfaction, over the longterm, requires careful planning and effort both bymanagement and by workers. Managers are encouraged to consider such theories asHerzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute toa stimulating, challenging, supportive, and rewarding work environment is vital. Becauseof the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather thanseniority.So, in essence, job satisfaction is a product of the events and conditions that peopleexperience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay isfair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfiedwith her job" (p. 91). Very simply put, if the pleasures associated with one's joboutweigh the pains, there is some level of job satisfaction6

CORPORATE STRUCTURE - 21 -

LITERATURE REVIEW The literature survey conducted here include the academic books and website. the study being conducted was to evaluate the effectiveness of recruitment and selection policy inrelation with increasing attrition problem.Gui L,Barriball KL,While AE. 2nd Military Medical University, School of Nursing, Shanghai, PR China.J ob sat isfact i on am on g nurs es i s of conc ern t hroughout t he wo rl d but t he satisfaction of nurse teachers has received less attention and no review of globalresearch on the topic has been published. A comprehensiv e literature review(1976-2007) was undertaken from an international perspective (n=26 papers and4 doctoral abstracts) to examine the state of knowledge about nurse teachers' jobsatisfaction over time. Coverage over the last 30 years was selected to examine if the level and contributing factors to nurse teachers' job satisfaction have changedduring a time which has seen considerable developments and reorganization of nurse education as well as the role of nurse teachers. The purpose of this Part I paper is to: (i) review the different measurements of job satisfaction, (ii) reportthe job satisfaction levels of nurse teachers and, (iii) identify the components of job satisfaction of nurse teachers. This paper provides the foundation for the PartII paper which reviews the literature regarding the effects and related factors of nurse teachers' job satisfaction.- 23 LITERATURE REVIEW

The literature survey conducted here include the academic books and website. the study being conducted was to evaluate the effectiveness of recruitment and selection policy inrelation with increasing attrition problem.Gui L,Barriball KL,While AE. 2nd Military Medical University, School of Nursing, Shanghai, PR China. J ob s at i s fact i on am ong nurs es i s of conc ern t hrou ghout t he worl d but t hesatisfaction of nurse teachers has received less attention and no review of globalresearch on the topic has been published. A comprehensive literature review (1976-2007) was undertaken from an international perspective (n=26 papers and4 doctoral abstracts) to examine the state of knowledge about nurse teachers' jobsatisfaction over time. Coverage over the last 30 years was selected to examine if the level and contributing factors to nurse teachers' job satisfaction have changedduring a time which has seen considerable developments and reorganization of nurse education as well as the role of nurse teachers. The purpose of this Part I paper is to: (i) review the different measurements of job satisfaction, (ii) reportthe job satisfaction levels of nurse teachers and, (iii) identify the components of job satisfaction of nurse teachers. This paper provides the foundation for the PartII paper which reviews the literature regarding the effects and related factors of nurse teachers' job satisfaction. OBJECTIVES OF THE STUDY To find that whether the employees are satisfied or not. To analyse the companys working environment. To check the Degree of satisfaction of employees. To find that they are satisfied with their job profile or not. To find that employees are working with their full capabilities or not. Scope Of The Study The scope of the study is very vital. Not only the Human Resource department can usethe facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study. Scope for the sales department The sales department can have fairly good idea about their employees,tat they aresatisfied or not. Scope for the marketing department The marketing department can use the figures indicating that they are putting their effortsto plan their marketing strategies to achieve their targets or not. Scope for personnel department Some customers have the complaints or facing problems regarding the job. So the personnel department can use the information to make efforts to avoid such complaints Sample Size :Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.The questionnaire was filled in the office and vital information was collected which wasthen subjects to:A pilot survey was conducted before finalizing the questionnaire.

Data collection was also done with the help of personal observation. After completion of survey the data was analysed and conclusion was drawn. At the end all information was compiled to complete the project report I have been passed up at least once for a promotion in the past few years. 0%20%30%50%0%S t r o n g l y A g r e e A g r e e Neither Agree nor D i s a g r e e D i s a g r e e Strongly Disagree This graph shows that 0% of employees are strongly agree about the point , 20% of employees are agree on the point, 30% are neither agree nor disagree,50% are disagreeand rest 0% of employees are strongly disagree.- 34 Findings o Employees are not completely satisfied with their job although their salaryis good enough. o Employes are not getting value to their work. o Most of employees think that they are nt on their actual path. o Most of the employees think that the organization havent fulfill their promises,what they do in beginning especially regarding Promotion. o There is negatively comparison between peers especially regarding targets. o They often feel overworked.- 54 -

SUGGESTIONS AND RECOMMENDATIONS To increase the job satisfaction level of the employees the company should concentratemainly on the incentive and reward structure rather than themotivational session. Ideal employees should concentrate on their job. Educational qualification can be the factor of not an effective job. Company should give promotion to those employees who deserves it.- 55 -

LIMITATIONS OF STUDY However I shall try my best in collecting the relevant information for my research report,yet there are always some problems faced by the researcher. The prime difficulties whichI face in collection of information are discussed below:-1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored.2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.3. Small no. of respondents: Onl y 20 em pl o ye es have be en chosen w hi ch i s a small number, to represent whole of the population.4. Unwillingness of respondents: W hi l e col l ect i on of t he dat a m an y consu m ers were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.5. Small area for research: The area for study was Kaithal, which is quite a small area to judge job satisfaction level.56 -

BIBLIOGRAPHY BOOKS 1. Kothari C.R., Research Methodology, New Delhi; New Age InternationalPublication, second edition.2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw HillPublication Company Ltd. Page no. 81-136,171,179,267,284.3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninthedition. 4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill PublicationCompany Ltd. WEBSITES:a.www.kotaklifeinsurance.com/home/products b.www.kotak.com/coms2/product-compint0000950756-page.html c. www.irda.org/insurance/benefits-kotak,-indd.www.ask.com/meaning-insurance/history//-e.www.ibef.org/industry/insurance-trend/in- 57 -

ANNEXUREQUESTIONNAIRE NAME: .DESIGNATION: .COMPANY: .1.I have been passed up at least once for a promotion in the past few years. Strongly Disagree2.I spend parts of my day daydreaming about a better job. 3. I fi nd m uch of m y j ob repet i t i ve and b ori ng. 4.I am mentally and/or physically exhausted at the end of a day at work. 5.I feel that my job has little impact on the success of the company. 6.I have an increasingly bad attitude toward my job, boss, and employer . 7.I am no longer given the resources I need to successfully do my job. 8 I am not bei ng us e d t o m y ful l cap abi l i t i es. 9.I have received no better than "fair" evaluations recently. 10.I feel as though my boss and employer have let me down. 11.I often feel overworked and overwhelmed. 12. I am frequently stressed out at work. 13.I live for weekends and days away from the job. 14. I find myself negatively comparing my situation to my peers. 15. I feel my bad days at work outweigh the good ones. 16. I often experience a sensation of time standing still when I am at work. 17.I have been told that I am becoming a more cynical person. 18.I feel as though my employer has broken promises about my future with the organization.

19.I have lost sight of my career goals and aspirations. 20.I no longer feel valued for my work.