Beruflich Dokumente
Kultur Dokumente
ON
FACTOR INFLUENCING THE JOB SATIAFACTION
Submitted to
Punjab Technical University, Jalandhar
In the partial fulfillment of the requirement for the degree of
MASTER OF BUSINESS ADMINISTRATION
(2013-15)
SUBMITTED TO:
SUBMITTED BY:
Harpreet Kaur
MBA-III Semester
1340284
CERTIFICATE OF SUPERVISION
This is to certify that Ms.Harpreet Kaur has completed her project report titled FACTOR
INFLUENCING THE JOB SATIAFACTION under my supervision. To the best of my
knowledge and belief this is her original work and this, wholly or partially, has not been submitted
for any degree of this or any other University.
Mr.O.P. Midha
(Director, RBIM)
Date:
DECLARATION
I hereby declare that the project report entitled FACTOR INFLUENCING THE JOB
SATIAFACTION submitted for the degree of Master of Business Administration is my original
work and the project report has not formed the basis for the award of any degree, associate ship,
fellowship or any other similar titles. It has not been submitted to any other university or institution
for the award of any degree or diploma.
Place:
Date:
(Hapreet Kaur)
ACKNOWLEDGEMENT
If words are considered as symbol of Approval and Taken of appreciation then let the words play
the heralding role of expressing my sincere gratitude and thanks.
Any accomplishment requires the effort of many people and this work is no different. I am
indebted to Mr. O.P. MIDHA my project guide (RBIM, SAHAURAN), but for whose guidance
and patience I would have not been able to accomplish this task.
My topic of the report is FACTOR INFLUENCING THE JOB SATIAFACTION
I appreciate the contribution of each and hope that I have accurately incorporated their
considerable knowledge.
Last but not the least I am also thankful to my parents and friends who provided me with their full
cooperation for successfully completion of my project.
And I thank The Almighty who is always with me.
Harpreet Kaur
Roll no. 1340284
Executive Summary
TABLE OF CONTENT
Chapter. No
CONTENTS
ORGANIZATION PROFILE
INTRODUCT ION
3.1
3.2
3.3
3.4
LITERATURE REVIEW
RESEARCH METHODOLOGY
BIBLIOGRAPHY
10
ANNEXTURE
CHAPTER No. 2
INTRODUCTION
INTRODUCTION
Job satisfaction in regards to ones feeling or state of mind regarding nature of their
work. Job
can be influenced by variety of factors like quality of ones relationship with their
supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards
job has been defined variously from time to time. In short job satisfaction is a persons
attitude towards job.
Job satisfaction is an attitude which results from balancing & summation of many specific likes
and dislikes experienced in connection with the job- their evaluation may rest largely upon
ones success or failure in the achievement of personal objective and upon perceived
combination of
the job and combination towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employees
feelings in
four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments, praises and
blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a predictor of
work behavior such as organizational citizenship, Absenteeism, Turnover. Job satisfaction
benefits the organization includes reduction in complaints and grievances, absenteeism, turnover,
and termination; as well as improved punctuality and worker morale. Job satisfaction is also
linked with a healthier work force and has been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling
have being accepted by and belonging to a group of employees through adherence to common
goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state of mind.
CHAPTER No. 3
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.
By: Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Individual characteristics
Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
By: Glimmer
Job satisfaction is defined as any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, I am satisfied with my
job.
Job satisfaction is defined, as employees judgment of how well his job on a whole is
satisfying
his various needs
By: Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
ones job or job experiences.
By: Locke
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-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories
Job satisfaction can partially mediate the relationship of personality variables and deviant
work behavior.
Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends to
be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied
with their life.
This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, A happy worker is a productive
worker.
It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.
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.
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
The relative status in the social and economic group with which he identifies himself
Security
Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the work
regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other physical
working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work done.
administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those employees at same or
nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within the
organization. Terms such as information of employees status, information on
new developments, information on company line of authority, suggestion system, etc, are
used in
literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker for
emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations
are included within this factor.
Reasons why employees may not be completely satisfied with their jobs:
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism will definitely
increase and it also effects on productivity of organization.
As the job satisfaction is high the rate of both turn over and absenteeism is low and vise a versa.
2. HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate at
which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have shorter
tenure than those of other companies.
subsequent job satisfaction. However, the main influences can be summarized along with the
dimensions identified above.
The work itself:
The concept of work itself is a major source of satisfaction. For example, research related to the
job characteristics approach to job design, shows that feedback from job itself and autonomy are
two of the major job related motivational factors. Some of the most important ingredients of a
satisfying job uncovered by survey include interesting and challenging work, work that is not
boring, and the job that provides status.
Pay:
Wages and salaries are recognized to be a significant, but complex, multidimensional factor in
job satisfaction. Money not only helps people attain their basic needs but need satisfaction.
Employees often see pay as a reflection of how management views their contribution to the
organization. Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits they prefer within
a total package, called a flexible benefit plan, there is a significant increase in both benefit
satisfaction and overall job satisfaction.
Promotions:
Promotional opportunities are seem to be have
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
relationship. The first proposition, which is based on traditional view, is that satisfaction is
the effect rather than the cause of performance. This proposition says that efforts in a job
leads to rewards, which results in a certain level of satisfaction .in another proposition, both
satisfaction and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turnover, and consequently organization can gain from lower turnover in terms of lower
hiring and training costs. Also research has shown an inverse relation between job
satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism,
but when job satisfaction is low, it is more likely to lead a high absenteeism
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to morale and
morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive
to perform, whereas satisfaction reflects the 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.
CHAPTER No. 4
MODELS OF JOB
SATISFACTION
There are various methods and theories of measuring job satisfaction level of employees in the
organization given by different authors.
List of all the theories and methods measuring job satisfaction level is given below:
Skill
Experien
ce
Perceived
personal job
inputs
Training
Eforts
Age
Seniority
Perceived
inputs
& outcomes of
referent others
Perceived
amount
that
should be
received
(a)
Level
Difficult
y Time
span
a=b
Perceived
job
characterist
ics
satisfaction
a>b
dissatisfacti
on a<b
Perceived
outcome of
referent
others
Actual
outcome
received
Perceiv
ed
amount
receive
d
guilt
Inequity
(b)
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.
became a notable
explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins have similar levels of job
satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Selfevaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations
self-esteem,
general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his self) and general self-efficacy (the belief in ones
own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind about the
work itself and about the life in general .the individuals health, age, level of aspiration.
Social status and political & social activities can all contribute to the Job satisfaction.
A persons attitude toward his or her job may be positive or negative.
3.11 JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing of the
work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job
enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers
three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job enlargement.
This also presumably adds interest to the work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in each individual
job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be
more lines and fewer workers on each line. Moreover, instead of assigning one man to each job
and then allowed to decide for himself how to organize the work. Such changes permit more
social contacts and greater control over the work process.
CHAPTER No.5
LITERATURE
REVIEW
literature review, the reader should come away with a deeper understanding of your topic. A
good literature review setsout the gaps in current understanding. It seeks to explain these reasons
why gaps persist. Some problems have not been thoroughly investigated for technical or practical
reasons. In other cases, gaps are the result of methodological or theoretical "blind-spots".
Identifying these can lay the foundation for new insights. A review of the literature on Job
Satisfaction & Employee Turnover The industrial and business sectors of various countries
specially developing countries including Pakistan (where per capita income is very low) are
facing the problem of job dissatisfaction among the employees and high rate of turnover. JOB
SATISFACTION is regard to ones feeling or state of mind regarding the nature of their
work.
Job satisfaction can be influenced by variety of factors such as kind of supervision, organization
policies & administration, salary & quality of life etc. Employers have a need to keep employee
from leaving and going to work for other organizations. The best way of retaining employees is
to provide the job satisfaction and opportunities to build up their careers.
The good hope is hard to find, is even truer these days than ever before because the job
market in becoming increasingly tight. (Eskildesen, Hammer) Theresa gave the study to
examine the job satisfaction and intent to turnover using the co relational design. He takes
the sample (n =
107) consist of direct support professional who worked for non profit organization located in
South Carolina that served People with disabilities development. Two instruments were utilized
that measure the overall (Specter job satisfaction) and facet job satisfaction and intent to turnover
(Michigan Organizational Assessment Questionnaire). Demographic information regarding
age and tenure were examined. Data analysis includes descriptive and inferential statistics. The
result from the study suggests that there is a significant and negative correlation
between job satisfaction and intent to turnover. It was demonstrated that tenure is related to
job satisfaction and having positive & low relation. There was little evidence that
suggest that age was significantly related to either job satisfaction or intent to turnover.
Theresa take sample from single organization which in non profit organization. The non
profit organizations are some extent running by the charity & donation and the
remunerations for the employees in such organizations are low.
1 Bhatti & Qureshi collect the information regarding the Name of organization,
Life of organization in years, Number of employee,
Employee participation,
Job satisfaction, Employee commitment &
\Employee Productivity from the first line managers and their immediate 1 Theresa Ricke-Kely.
USA bosses. The Managers were given a questionnaire and were asked to give the answer at
their best knowledge with reference to working conditions in their organization.
Questionnaire was divided in to two portions. First line manager had to answer the question
regarding name of organization, life of organization, number of employees, employee
participation, job satisfaction and employee commitment. While the immediate bosses was to
answer the question from the portion of employee productivity. The questionnaire consists on
relationship among job satisfaction, employee commitment, and employee productivity. They
used Likard scale questionnaire. They take sample from communication sector, banking sector
and oil & gas sector of Pakistan. 34 organizations were selected for study. They measured job
satisfaction by using the variables, employee productivity, employee commitment and employee
participation and their hypothetical research found strong and positive relationship between the
job satisfaction and mentioned variables. The finding suggests that management of organization
should increase the satisfaction among employees with compensation, policies and working
conditions in order to attain high level of employee commitment and reduce turnover.2 The
sample size was not enough to reflect image of the organizations functioning in Pakistan. Data
collection method for research is very common. Other methods could have been used for this
research study like group discussion / discussion forum. The late 1920s one of the first studies of
job satisfaction undertaken by Mayo & Hawthorne. This study referred to & focused on
employee attitude and its impact on production levels. The study highlighted that employees &
workers develop their own perceptions of the work situation and the social environment, which
affects their 2 Komal Khalid Bhatti & Tahir Masood Qureshi. attitudes towards their work. The
findings of the study provided consistent results with the observations of Taylor in 1911, that
individual workers wants economic incentives/monetary rewards and are willing to work harder
for it. He used the global approach to measure job satisfaction. The study found that 88% of the
surveyed were classified as being satisfied, and there was a direct linear relationship between
occupational level and job satisfaction3 This section examines the literature regarding theories
and models used to explain the determinants of job satisfaction. There are two broad categories
to classify job satisfaction theories, that is, process and content theories. Content theories are
predominantly concerned with the identification of specific needs or motives most conducive to
job satisfaction. The Maslows Need Hierarchy and Herzbergs Two-Factor theory are
examples
of content theories. Process theories go further than identifying basic needs that motivate people.
They focus on the individuals dynamic thought processes and how they produce certain
types of behavior/attitudes. Equity Theory, Need-Fulfillment Theory, Social Comparison
Theory, Facet- Satisfaction Model, Job Characteristics Model. To better understand
employee attitudes and
motivation, Frederick Herzberg performed studies to determine which factors in an employee's
work environment caused satisfaction or dissatisfaction. The studies included interviews in
which employees where asked what pleased and displeased them about their work. Herzberg
found that the factors causing job satisfaction were different from that causing job 3 Mayo &
Hawthorne study dissatisfaction. He developed the motivation-hygiene theory to explain these
results. He called the satisfiers motivators and the dissatisfier hygiene factors, using the term
"hygiene" in the sense that they are considered maintenance factors that are necessary to avoid
dissatisfaction but that by themselves do not provide satisfaction.
He describes that factors leads to job satisfaction are Achievement, Recognition, Work itself,
Responsibility, Advancement and Growth and the factors which leads to dissatisfaction are
Company policy, Supervision, Relationship with Boss, Work conditions, Salary, Relationship
with co workers Herzberg argued that management not only must provide hygiene factors to
avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order
for employees to be satisfied with their jobs. 4 The two-factor result is observed because it is
natural for people to take credit for satisfaction and to blame dissatisfaction on external factors.
Furthermore, job satisfaction does not necessarily create a high level of motivation or
productivity. Herzberg's theory has been broadly read and despite its weaknesses. True
motivation comes from within a person and not from KITA factors (Kicks in the Pants). Maslow
suggested that there exists a hierarchy of human needs, commencing with physiological needs
then safety, social, esteem and at last self actualization need. He says that these needs must be
satisfied in the order listed. Maslow's theory says, there are some important implications for
management. There are opportunities to motivate 4- Frederick Herzberg 1959 employees and
provide them job satisfaction through management style, job design, company events, and
compensation packages.5 Physiological needs provide lunch breaks, rest breaks, and wages that
are sufficient to purchase the essentials of life. Safety needs provide a safe working environment,
retirement benefits, and job security. Social needs create a sense of community via team-based
projects and social events. Esteem needs recognize achievements to make employees feel
appreciated and valued. Offer job titles that convey the importance of the position. SelfActualization provides employees a challenge and the opportunity to reach their full career
potential.
The review given tells that there are many factors which influence the job satisfaction in an
organization but in Pakistan are remunerations and monetary rewards as the research work done
by Komal Khalid
Bhatti & Tahir Masood Qureshi.
The literature shows the clarity and accuracy. It provide the base for further working and having
complete knowledge about the topic that what has been done in the field so far. I tried to avoid
the reputation of statements and convey the whole story in short wordings. The bad factor of my
literature review is that I have only discussed five researches & Theories but that was only
because of shortage of time and restrictions.
Theoretical Foundation
Many theories support The Topic Job satisfaction and Employee Turnover and define the
characteristics of satisfaction and to some extent dissatisfaction. Some of the theories are
discussed in detail here.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and
feedback). These impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes, and
knowledge of the actual results), in turn nfluencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.). The five core job characteristics can be combined to
form a motivating potential score (MPS) for a job, which can be used as an index of how likely
a job is to affect an employee's attitudes and behaviors.
Maslow Hierarchy of Need
Maslow suggested that there exists a hierarchy of human needs, commencing with physiological
needs then safety, social, esteem and at last self actualization need. Maslow says that these needs
must be satisfied in the order listed. According to theory, there are some important implications
for management. There are opportunities to motivate employees and provide them job
satisfaction through management style, job design, company events, and compensation
packages.Physiological needs provide lunch breaks, rest breaks, and wages that are sufficient to
purchase the essentials of life. Safety needs provide a safe working environment, retirement
benefits, and job security. Social needs create a sense of community via team-based projects and
social events. Esteem needs recognize achievements to make employees feel appreciated and
valued. Offer job titles that convey the importance of the position. Self-Actualization provides
employees a challenge and the opportunity to reach their full career potential.
Responsibility
Advancement
Growth
Questionnaire was divided in to two portions. First line manager had to answer the question
regarding name of organization, life of organization, number of employees, employee
participation, job satisfaction and employee commitment. While the immediate bosses was to
answer the question from the portion of employee productivity.
The questionnaire consists on relationship among job satisfaction, employee commitment, and
employee productivity. They used Likard scale questionnaire. They take sample from
communication sector, banking sector and oil & gas sector of Pakistan. They measured job
satisfaction by using the variables, employee productivity, employee commitment and employee
participation and their hypothetical research found strong and positive relationship between the
job satisfaction and mentioned variables. The finding suggests that management of organization
should increase the satisfaction among employees with compensation, policies and working
conditions in order to attain high level of employee commitment and reduce turnover. The late
1920s one of the first studies of job satisfactionundertaken by Mayo & Hawthorne. This study
referred to & focused on employee attitude and its impact on production levels. The study
highlighted that employees & workers develop their own perceptions of the work situation and
the social environment, which affects their attitudes towards their work. The findings of the
study provided consistent results with the observations of Taylor in 1911, that individual workers
wants economic incentives/monetary rewards and are willing to work harder for it. He used the
global approach to measure job satisfaction. The study found that 88% of the surveyed were
classified as being satisfied, and there was a direct linear relationship between occupational level
and job satisfaction. The study of job satisfaction and its effects have been of concern and of
interest to organizations and researchers since Hoppocks first study of the topic in 1935.
Studies
have found that the lack of satisfaction can have serious consequences. One is the intent to
turnover. Turn over is a serious problem is and its seriously effect the quality of
service,
productivity and ultimately overall organizational success.
Research Design
OBJECTIVES
1. To Study the basic characteristics of Job satisfaction & Employee turnover
2. To analyze the job satisfaction in a particular sector and reasoning of dissatisfaction among the
employees
3. To identify the variables influence the job satisfaction
4. To measure the employee productivity, employee commitment and loyal ness to their
organization.
Date will collected from the Accounts employees of various organizations. The variable used
will be employee turnover. 20 to 30 people will be selected for the collection of data.
CHAPTER No. 6
RESEARCH
METHODOLOGY
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and recording
the facts in the form of numerical data relevant to the formulated problem and arriving at certain
conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process followed
by the collection, recording, tabulation and analysis and drawing the conclusions. The problem
formulation starts with defining the problem or number of problems in the functional area. To
detect the functional area and locate the exact problem is most important part of any research as
the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems, formulating
hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions
and reaching conclusions: and at last carefully testing the conclusions to determine whether they
fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts or symbols for the
purpose of
generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction
of theory or in the practice of an
art
In short, the search for knowledge through objective and systematic method of finding solution
to a problem is research.
To study the level of job satisfaction among the employees of SEVA Automotive Pvt.
Ltd. if any.
To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
CHAPTER No. 7
DATA ANALYSIS
AND
INTERPRETATION
1. Responses regarding whether the respondents are satisfied with the workplace of
organization
Table 1
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
31
31
Satisfied
49
49
Slightly satisfied
12
12
Dissatisfied
Strongly dissatisfied
Graph 1
percentage
no. of respondents
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place 61%
employees are satisfied with their workplace. It means over all 92% employees are satisfied and
other 18% are not satisfied with the work place.\
2 Respons regarding whether the respondents are satisfied with the infrastructure of
organization.
Table 2
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
50
50
Satisfied
20
20
Slightly satisfied
10
10
Dissatisfied
16
16
Strongly dissatisfied
percentage
50
40
30
no. of respondents
20
10
0
satisfaction level
Graph 2
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
dissatisfied with infrastructure of PTL. It can be interpreted that 30% are not satisfied with
infrastructure which not more in number.
3. Responses regarding whether the respondents are satisfied with the canteen facility
provided by orgarization.
Table 3
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
56
56
Satisfied
17
17
Slightly satisfied
16
16
Dissatisfied
Strongly dissatisfied
Graph 6.3
responses regarding whether the respondents are satisfied with
canteen facility
60
percentage
50
40
30
no. of respondents
20
10
0
satisfaction level
Above table shows that 88% employees are satisfied with the canteen facility provided by the
organization. Only 12% employees are not satisfied with canteen facility
4. Responses regarding whether the respondents are satisfied with the implementation
of rules and responsibilities.
Table 4
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
51
51
Satisfied
23
23
Slightly satisfied
10
10
Dissatisfied
11
11
Strongly dissatisfied
Graph 4
responses regarding whether respondents are satisfied with
implimentation of rules and responsibilities
60
percentage
50
40
30
no. of respondents
20
10
0
satisfaction level
Above table shows that 84% employees are satisfied with implementation of rules and
responsibilities. And 16% of respondents are not seems to be satisfied with the implementing
rules and responsibilities.
5. Responses regarding whether the respondents are satisfied with the freedom given at
work.
Table 5
Satisfaction level
No. Of respondents
Strongly satisfied
30
Percentage
30
Satisfied
36
36
Slightly satisfied
14
14
Dissatisfied
16
16
Strongly dissatisfied
Graph 5
percentage
40
35
30
25
20
15
10
5
0
no. of respondents
satisfaction level
Above table shows that 80% respondents are happy with the freedom at work given by
management but only 20% of respondents are not satisfied with freedom given at wrk place
6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
Table 6
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
52
52
Satisfied
21
21
Slightly satisfied
Dissatisfied
16
16
Strongly dissatisfied
Graph 6
percentage
60
50
40
30
no. of respondents
20
10
0
satisfaction level
Above table shows that 80% employees are satisfied with team sprit built in organization and
other employees are not satisfied with team spirit in the organization.
7 Responses regarding whether the respondents are satisfied with convenient working
hours.
Table 7
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
20
20
Satisfied
41
41
Slightly satisfied
11
11
Dissatisfied
23
23
Strongly dissatisfied
Graph 7
percentage
no. of respondents
satisfaction level
Above table shows that 20% employees strongly feels that the working hours decided by
organization are most convenient for them. Other 52% employees are satisfied with these
working hours. And only 28% employees are not much satisfied with the working hours.
8.Responses regarding whether the respondents are satisfied with Job security
Table 8
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
13
13
Satisfied
18
18
Slightly satisfied
11
11
Dissatisfied
12
12
Strongly dissatisfied
46
46
Graph 6.8
percentage
50
45
40
35
30
25
20
15
10
5
0
no. of respondents
satisfaction level
Above table shows that only 31 % employees are satisfied with the job security. And remaining
69% of employees are not satisfied with the job security provided by the organization.
9. Responses regarding whether the respondents are satisfied with the targets achievable
Table 9
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
64
64
Satisfied
21
21
Slightly satisfied
Dissatisfied
11
4
Strongly dissatisfied
11
4
0
Graph 9
responses whether respondents are satisfied with the targets achievable
70
percentage
60
50
40
30
no. of respondents
20
10
0
satisfaction level
Above table shows that 96% employees are strongly in favor that the targets given are achievable
and only 4% are not feels that the targets given are achievable.
10. Responses regarding whether the respondents are satisfied with the opportunities of
promotions
Table 10
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
Satisfied
14
14
Slightly satisfied
Dissatisfied
26
26
Strongly dissatisfied
46
46
Graph 10
percentage
no. of respondents
satisfaction level
Only 22% of the employees are satisfied with the opportunities of promotions given by
organization. And most of the employees nearly 78% are not satisfied with opportunities of
promotions.
11. Responses regarding whether the respondents are satisfied with the payment of salary
on time
Table 11
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
44
44
Satisfied
16
16
Slightly satisfied
Dissatisfied
32
32
Strongly dissatisfied
Graph 11
percentage
50
45
40
35
30
25
20
15
10
5
0
no. of respondents
satisfaction level
Above table shows that 60% of employees are satisfied with the payment of salaries on time.
Only 40% of the employees are not much satisfied with the payment of salaries on time.
12 Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program
Table 12
Satisfaction level
Strongly satisfied
42
42
Satisfied
36
36
Slightly satisfied
Dissatisfied
14
14
Strongly dissatisfied4
Graph 12
percantage
45
40
35
30
25
20
15
10
5
0
No. Of respondents
satisfaction level
From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only
13. Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 13
Satisfaction Level
No. Of Respondents
Strongly satisfied
72
Satisfied
Percentage
72
18
Slightly satisfied
18
2
Dissatisfied
Strongly dissatisfied
Graph 13
percentage
80
70
60
50
40
30
20
10
0
no. of respondents
satisfaion level
Above table shows that 92% of the respondents are satisfied with the HR divisionOnly 8% of the
respondents are not satisfied with the proactive and proper HR division, which is very negligible
in number.
14 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 14
Satisfaction level
No. Of respondents
Percentage
Strongly satisfied
62
62
Satisfied
28
28
Slightly satisfied
Dissatisfied
Strongly dissatisfied2
Graph 14
percentage
70
60
50
40
30
20
10
0
no. of respondents
satisfaction level
Above table shows that 90% respondents are satisfied with the performance appraisal system and
only 10% of the respondents are not much satisfied with the performance appraisal system
implemented in organization.
15 Responses regarding whether the respondents are satisfied with positive acceptance of
employees suggestions
Table 15
Satisfaction Level
No. Of Respondents
Percentage
Strongly Satisfied
Satisfied
22
22
Slightly Satisfied
Dissatisfied
45
45
Strongly Dissatisfied
25
25
Graph 15
percentage
no. of respondents
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive acceptance of
the suggestions given by the respondents but most of the respondents 70% are dissatisfied with
this point.
16 Responses regarding whether the respondents are satisfied with management keeps
promises
Table 16
Satisfaction Level
No. Of Respondents
Percentage
Strongly Satisfied
76
76
Satisfied
14
14
Slightly Satisfied
Dissatisfied
Strongly Dissatisfied
Graph 16
percentage
80
70
60
50
40
30
20
10
0
no. of respondents
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps
promises and only 10% of the respondents are dissatisfied with the thing that the management
keeps promises.
CHAPTER No. 8
CONCLUSION AND
SUGGESTIONS
From the analysis and interpretation, it is concluded that most of the employees are
satisfied with the workplace and only few employees are not satisfied with the workplace,
which are negligible in number. And similarly in case of infrastructure most of the
employees are satisfied and very small number of employees are not happy with the
infrastructure of PTL and the canteen facilities. It means the workplace and infrastructure of PTL is good or satisfactory.
It is concluded that near about all the employees are satisfied with implementation of
rules and responsibilities. And only some of them are not seems to be satisfied with the
implementing rules and responsibilities. Therefore it shows that implementation of rule
and responsibility is done fairly.
From the study it is clear that the higher percentage of employees are happy with the
freedom at work given by management but only some of them are not feeling satisfied
with the freedom given at work place.
According to analysis and interpretation, most of the employees are satisfied with the
team spirit built in organization and only few are not happy with team spirit in the
organization. From this it seems that the team spirit in the organization is strong.
This study shows that only few employees strongly feel that the working hours decided
by organization are most convenient for them. Other is not in favor with these working
hours. So it is clear that the management kept the main consideration about working
conditions and the hours, which satisfies the employees.
The study shows that very small numbers of employees are satisfied with the job security.
And remaining most of the employees are not satisfied with the job
security provided by the organization. Hence from this analysis it is cleared that there is
feeling of fear of job loss in the employees of PTL.
An analysis shows that employees are strongly in favor that the targets given are
achievable and only are not feels that the targets given are achievable. Hence the targets
set by management are achievable.
From the analysis it is concluded that very small number of employees are satisfied with
the payment as per their roles and responsibility and remaining all are not satisfied with
the payment according to their roles and responsibilities. Hence from this analysis it can
be cleared that payment according to roles and responsibilities are not much satisfied.
Only little number of the employees is satisfied with the opportunities of promotions
given by organization. It shows that the employees do not have any growth of
opportunities. Analysis shows that the payment of salary is made always on time.
From the analysis and interpretation it is clear that very large number of the respondents
are satisfied with the quality of training and induction program and in house training held
by the management. And few are not satisfied with the quality of in house training. But
the period of training is not satisfactory to the employees.
From the analysis it is clear that HR division is most satisfactory to all employees only
few are not satisfied with the HR division in the company.
In case of performance appraisal system and the office events and parties organized by
the organization near about all the employees are satisfied. The birthdays of all the
employees are remembered and celebrated in the organization.
It is concluded that the employees are not much satisfied with the forum for face-to-face
communication. From the analysis it is clear that half of the employees are satisfied and
other half are not satisfied with the encouragement given to the suggestions of the
employees. But only few thinks that there is positive acceptance of the suggestions given
by the employees. From the analysis it is clear that management keeps all the promises.
SUGGESTIONS
The suggestions are drawn from the analysis and observations. Few suggestions are given as
under:
In case of working hours decided by the organization are not convenient for the
employees of PTL MOHALI. The working hours are 6 hours per day that from 8.30AM
to 5 PM. These hours should minimize up to 5 hours.
The criteria for Job security is not much satisfactory so management have concentrate on
job security of employees so that they can work without fear of job loss in the
organization.
Opportunities of growth of employees are very less so that there can be employee
turnover hence management has to give emphasis on increasing the promotion
opportunities for according to the performance of employees.
From analysis we concluded that the period of in house training is very short that is of
only 3 days, which is not sufficient to get complete knowledge about the work. Hence the
training period should extend up to 5 days.
CHAPTER No. 9
BIBLIOGRAPHY
BIBLIOGRAPHY
Websites: www.hrcouncil.com
www.workforce.com
www.google.com
st
Edition. Macmillan
CHAPTER No. 10
ANNEXTURE
ANNEXTURE
Questionnaire
NAMEAGE-
MOBILE No.OCCUPATION-
1 .Responses regarding whether the respondent are satisfied with the workplace of organization.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
2. Responses regarding whether the respondents are satisfied with the infrastructure of
organization.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
3. Response regarding whether the respondents are satisfied with the canteen facility provided by
organization.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
4. Responses regarding whether the respondent are satisfied with the implementation of rules and
responsibilities.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
5. Responses regarding whether the respondents are satisfied with freedom given at work.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
6. Responses regarding whether the respondent are satisfied with the team spirit in organization.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
7. Responses regarding whether the respondent are satisfied with convenient working hour.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
8. Responses regarding whether the respondent are satisfied with job security.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
9. Responses regarding whether the respondents are satisfied with the targets achievable.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
10. Responses regarding whether the respondent are satisfied with the opportunities of
promotion.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
11. Responses regarding whether the respondent are satisfied with the payment of salary on time.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
12. Responses regarding whether the respondents are satisfied with the quality of formal training
and induction program.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
13. Responses regarding whether the respondents are satisfied with the proper and proactive HR
division.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
14. Responses regarding whether the respondents are satisfied with the performance appraisal
system.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
15. Responses regarding whether the respondent are satisfied with positive acceptance of
employees suggestion.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied
16. Responses regarding whether the respondents are satisfied with management keep promises.
1. Strongly satisfied 2) Satisfied 3) slightly satisfied 4) Dissatisfied
5) strongly satisfied