Job Satisfaction Research Project Report

-1-
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 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."
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 satisfaction
implies doing a job one enjoys, doing it well, and being suitably rewarded for one's
efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The
Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads
to recognition, income, promotion, and the achievement of other goals that lead to a
general feeling of fulfillment.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. 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 often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.
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For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivityâ€”the quantity and
quality of output per hour workedâ€”seems to be a byproduct of improved quality of
working life. It is important to note that the literature on the relationship between job
satisfaction and productivity is neither conclusive nor consistent. However, studies dating
back to Herzberg's (1957) have shown at least low correlation between high morale and
high productivity, and it does seem logical that more satisfied workers will tend to add
more value to an organization. Unhappy employees, who are motivated by fear of job
loss, will not give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and as soon as the threat is lifted performance will
decline.
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 is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And 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." No wonder
Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, 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"
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Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place
that will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction
need 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 as congenial team members
• Flexible benefits, such as child-care and exercise facilities
• Up-to-date technology
• Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy
with their jobs varies from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the
nature of the work itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of the work force. 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
of work. For example, a person who does not pay attention to detail would hardly make a
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good inspector, and a shy worker is unlikely to be a good salesperson. 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 job
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
challenge in the work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement. Large companies
that have used job-enrichment programs to increase employee motivation and job
satisfaction include AT&T, IBM, and General Motors (Daft, 1997).
Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects
on job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.
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 the workplace were most supportive?
• What aspects of the work itself were most satisfying?
• What did I learn from that experience that could be applied to the present
situation?
-5-
Workers' Roles 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 reward 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 relieve boredom and often gets one
noticed.
• Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased
responsibilities and rewards.
• Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
• Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
• See the value in your work. Appreciating the significance of what one does can
lead to satisfaction with the work itself. This helps to give meaning to one's
existence, thus playing a vital role in job satisfaction.
• Learn to de-stress. Plan to avoid burnout by developing healthy stress-
management techniques.
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Assuring Job Satisfaction
Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to
a stimulating, challenging, supportive, and rewarding work environment is vital. Because
of 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 than
seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied
with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh
the pains, there is some level of job satisfaction
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-8-
-9-
.
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.
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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 in
relation with increasing attrition problem.”
Gui L, Barriball KL, While AE.
2nd Military Medical University, School of Nursing, Shanghai, PR China.
Job satisfaction among nurses is of concern throughout the world but the
satisfaction of nurse teachers has received less attention and no review of global
research on the topic has been published. A comprehensive literature review
(1976-2007) was undertaken from an international perspective (n=26 papers and
4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job
satisfaction over time. Coverage over the last 30 years was selected to examine if
the level and contributing factors to nurse teachers' job satisfaction have changed
during 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) report
the job satisfaction levels of nurse teachers and, (iii) identify the components of
job satisfaction of nurse teachers. This paper provides the foundation for the Part
II paper which reviews the literature regarding the effects and related factors of
nurse teachers' job satisfaction.
- 13 -
1. Prasad L.M. “Human resource management” pp219-purpose and
importance of Recruitment & selection can not be ignored as by this org.
2. Bhattacharyya Kumar Dipak, “Human resource management” Excel

books pp166.-what is basically recruitment, its introduction, how to carry out
recruitment..
3. Dwivedi R.S. “Managing Human Resource, Personnel Management”

(Indian enterprises, Galgotia publishing company, New delhi,1st edition,
pp96-97 -what is a recruitment policy .what factors should be include while
formulating.
4. Rao V.S.P, Human Resource Management”, Excel books,1st edition,pp151.

Importance of tests while selecting the candidates for the job, as these tests
help the interviewer to better judge the candidate his competency for the
particular jobs.
5. Bernardin John H, “Human Resource Management”, Tata Mc Graw Hill

publishing company ltd., New Delhi, pp 160-163.the effectiveness of selection
method depends upon the reliability of the data ,validity of the purpose &
utility of the methods.
6. Gulati Ambika, “Training and Management”, vol3, aug07, pp18-19,

Importance of recruitment function in an organisation.
7. Gulati Ambika,” Training and Management”, vol3, june 07,pp46-4 -

changing role of Human Resource
8. Gulati Ambika, “Training and Management”,vol3 a single click for all

recruitment solutions.
- 14 -
9. Rao Janardhan N, “MBA Review”mar07,pp33-37.-Paradigam shifts in
human resources.
10. Kothari C.B. “Research Methodology-Methods & Techniques”, new age

international research methodology
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OBJECTIVES OF THE STUDY
• To find that whether the employees are satisfied or not.
• To analyse the company’s 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.
- 16 -
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be

understood has a science of studying how research is done scientifically. In it we study
the various steps that all generally adopted by a researcher in studying his research
problem along with the logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a

specific topic”. Research is an art of scientific investigation. Research is a systemized
effort to gain new knowledge. It is a careful inquiry especially through search for new
facts in any branch of knowledge. The search for knowledge through objective and
systematic method of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research
is conducted; it constitutes the blue print of the collection, measurement and analysis of
the data. As search the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;
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Research Design can be categorized as:
TYPES OF RESEARCH
DESIGN
EXPLORATORY DESCRIPTIVE EXPERIMENTAL

RESEARCH & RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig
out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
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DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no
means of study. Data collection plays an important role in any study. It can be collected
from various sources. I have collected the data from two sources which are given below:
1. Primary Data
• Personal Investigation
• Observation Method
• Information from correspondents
• Information from superiors of the organization
2. Secondary Data
• Published Sources such as Journals, Government Reports, Newspapers and
Magazines etc.
• Unpublished Sources such as Company Internal reports prepare by them given to
their analyst & trainees for investigation.
• Websites like KOTAK’S official site, some other sites are also searched to find
data.
- 19 -
Scope Of The Study
The scope of the study is very vital. Not only the Human Resource department can use
the 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 are
satisfied or not.
Scope for the marketing department
The marketing department can use the figures indicating that they are putting their efforts
to 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.
- 20 -
Sample Size :-
Questionare is filled by 20 employees of Tata consultancy ltd ,vikhroli.
The questionnaire was filled in the office and vital information was collected which was
then 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.
- 21 -
Analysis &
Interpretation
- 22 -
- 23 -
I have been passed up at least once for
a promotion in the past few years.
0% 20%
50%
30%
Strongly Agree Agree

Neither Agree nor Disagree Disagree
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 disagree
and rest 0% of employees are strongly disagree.
- 24 -
I spend parts of my day daydreaming
about a better job.
10% 0%
15%
15% 60%

Strongly Disagree
- 25 -
I find much of my job repetitive and
boring.
10% 5% 0%
10%
75%

Strongly Disagree
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
- 26 -
I am mentally and/or physically
exhausted at the end of a day at work.
10% 5% 0%
85%

Strongly Disagree
- 27 -
I feel th at m y job h as little im p act o n th e
success o f th e com pan y.
20% 0%
50%
30%
S trongly A gree A gree

Neither A gree nor Dis agree
Dis agree
S trongly Dis agree
- 28 -
I have an increasingly bad attitude
toward my job, boss, and employer
20% 0% 20%
60%

Strongly Disagree
- 29 -
I am no longer given the resources I
need to successfully do my job.
0% 10%
30%
60%

Strongly Disagree
- 30 -
I am not being used to my full
capabilities.
0%
40% 40%
20%

Strongly Disagree
- 31 -
I have received no better than "fair"
evaluations recently.
25% 0%
40%
35%

Strongly Disagree
- 32 -
I feel as though my boss and employer
have let me down.
0% 10%
35%
55%

Strongly Disagree
- 33 -
I often feel overworked and
overwhelmed.
0%
35%
45%
20%

Strongly Disagree
This graph shows that 45% of employees are strongly agree about the point, 20% of
- 34 -
I am frequently stressed out at work.
0% 20%
50% 15%
15%

Strongly Disagree
- 35 -
I live for weekends and days away
from the job.
0% 10%
30%
60%

Strongly Disagree
- 36 -
I find myself negatively comparing my
situation to my peers.
20% 0% 15%
25%
40%

Neither Agree nor DisagreeDisagree
Strongly Disagree
- 37 -
I fe e l m y b a d d a y s a t w o rk o u tw e ig h th e g o o d
ones.
0% 25%
45%
30%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is a D
g re
is ea g re e
S t ro n g ly D is a g re e
- 38 -
I o fte n e x p e rie n c e a s e n s a tio n o f tim e s ta n d in g
s till w h e n I a m a t w o rk .
20% 0% 15%
35%
30%
N e it h e r A g re e n o r D is a D
g re
is ea g re e
- 39 -
I h a v e b e e n to ld th a t I a m b e c o m in g a m o re
c y n ic a l p e rs o n .
S tro n g ly A g re e
0% 10% A g re e
35%
25%
N e it h e r A g re e n o r
D is a gre e
D is a gre e
30%
S tro n g ly D is a g re e
- 40 -
I fe e l a s th o u g h m y e m p lo y e r h a s b ro k e n
p ro m is e s a b o u t m y fu tu re w ith th e o rg a n iz a tio n .
0% 10%
40% 25%
25%
N e it h e r A g re e n o r D is aDg is
reaeg re e
- 41 -
I h ave lo st sig h t o f m y career g o als an d
asp iratio n s.
15% 0% 15%
25%
45%
S trongly A gree A gree

Neither A gree nor Dis agree
Dis agree
S trongly Dis agree
- 42 -
I n o lo n g e r fe e l v a lu e d fo r m y w o r k .
10% 25%
20%
20% 25%
N e it h e r A g re e n o r D is aDgisreaeg re e
- 43 -
Findings
o Employees are not completely satisfied with their job although their salary
is 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 haven’t 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.
- 44 -
SUGGESTIONS AND RECOMMENDATIONS
To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the
motivational 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.
- 45 -
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 which
I 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: Only 20 employees have been chosen which is a

small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many consumers

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.
- 46 -
BIBLIOGRAPHY
BOOKS
1. Kothari C.R., Research Methodology, New Delhi; New Age International

Publication, second edition.
2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd. Page no. 81-136,171,179,267,284.
3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth

edition.
4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication

Company Ltd.
WEBSITES:-
a. www.kotaklifeinsurance.com/home/products
b. www.kotak.com/coms2/product-compint-0000950756-page.html
c. www.irda.org/insurance/benefits-kotak,-ind
d. www.ask.com-/meaning-insurance/history//-
e. www.ibef.org/industry/insurance-trend/in
- 47 -
ANNEXURE
QUESTIONNAIRE
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
2. I spend parts of my day daydreaming about a better job.
• Strongly Agree
• Agree
• Disagree
3. I find much of my job repetitive and boring.
• Strongly Agree
• Agree
• Disagree
- 48 -
4. I am mentally and/or physically exhausted at the end of a day at work.
• Strongly Agree
• Agree
• Disagree
5. I feel that my job has little impact on the success of the company.
• Strongly Agree
• Agree
• Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer .
• Strongly Agree
• Agree
• Disagree
7. I am no longer given the resources I need to successfully do my job.
• Strongly Agree
• Agree
• Disagree
- 49 -
8. I am not being used to my full capabilities.
• Strongly Agree
• Agree
• Disagree
9. I have received no better than "fair" evaluations recently.
• Strongly Agree
• Agree
• Disagree
10. I feel as though my boss and employer have let me down.
• Strongly Agree
• Agree
• Disagree
11. I often feel overworked and overwhelmed.
• Strongly Agree
• Agree
• Disagree
- 50 -
12. I am frequently stressed out at work.
• Strongly Agree
• Agree
• Disagree
13. I live for weekends and days away from the job.
• Strongly Agree
• Agree
• Disagree
14. I find myself negatively comparing my situation to my peers.
• Strongly Agree
• Agree
• Disagree
15. I feel my bad days at work outweigh the good ones.
• Strongly Agree
• Agree
- 51 -
• Disagree
16. I often experience a sensation of time standing still when I am at work.
• Strongly Agree
• Agree
• Disagree
17. I have been told that I am becoming a more cynical person.
• Strongly Agree
• Agree
• Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
• Strongly Agree
• Agree
• Disagree
19. I have lost sight of my career goals and aspirations.
• Strongly Agree
- 52 -
• Agree
• Disagree
20. I no longer feel valued for my work.
• Strongly Agree
• Agree
• Disagree
- 53 -

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-1-

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

Job satisfaction, a worker's sense of achievement and success, is generally perceived to

Importance to Worker and Organization

• Flexible work arrangements, possibly including telecommuting

• When have I come closest to expressing my full potential in a work situation?

Gui L, Barriball KL, While AE.

2nd Military Medical University, School of Nursing, Shanghai, PR China.

2. Bhattacharyya Kumar Dipak, “Human resource management” Excel

3. Dwivedi R.S. “Managing Human Resource, Personnel Management”

4. Rao V.S.P, Human Resource Management”, Excel books,1st edition,pp151.

5. Bernardin John H, “Human Resource Management”, Tata Mc Graw Hill

6. Gulati Ambika, “Training and Management”, vol3, aug07, pp18-19,

7. Gulati Ambika,” Training and Management”, vol3, june 07,pp46-4 -

8. Gulati Ambika, “Training and Management”,vol3 a single click for all

10. Kothari C.B. “Research Methodology-Methods & Techniques”, new age

• To find that whether the employees are satisfied or not.

• To analyse the company’s working environment.

• To check the Degree of satisfaction of employees.

Research methodology is a way to systematically solve the problem. It may be

Research is defined as “a scientific & systematic search for pertinent information on a

EXPLORATORY DESCRIPTIVE EXPERIMENTAL

• Information from correspondents

• Information from superiors of the organization

• Published Sources such as Journals, Government Reports, Newspapers and

• Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

Scope for the sales department

Scope for the marketing department

Scope for personnel department

 A pilot survey was conducted before finalizing the questionnaire.

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

S trongly A gree A gree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

Strongly Agree Agree

S trongly A gree A gree

o Employes are not getting value to their work.

o Most of employees think that they are nt on their actual path.

o There is negatively comparison between peers especially regarding

o They often feel overworked.

• 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.

3. Small no. of respondents: Only 20 employees have been chosen which is a

4. Unwillingness of respondents: While collection of the data many consumers

1. Kothari C.R., Research Methodology, New Delhi; New Age International

3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth

4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication

2. I spend parts of my day daydreaming about a better job.

3. I find much of my job repetitive and boring.

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 being used to my full capabilities.