Job Satisfaction

A Final Project Report
On
“FACTOR INFLUENCING THE JOB SATISFACTION.”
A report submitted in partial fulfillment of the requirement for the degree of
MASTERS OF BUSINESS ADMINISTRATION
1
Page
ACKNOWLEDGEMENT
I take this opportunity to place on record my grateful thanks and sincere gratitude to my
esteemed guide ______________who gave me valuable advice and inputs for my study. I am
immensely grateful to her whose continued and invaluable guidance can never be forgotten by
me but for whom , this study could not have got present shape.
Last but not least, I would also like to express my thanks to my family members who inspired me
to put in my best efforts for the Research/Project Report.
I am pleased to say that the whole report is just the presentation of the facts that have been
found during the projects through different sources and its each sentence is an exact
Representation of the information obtained and the analysis thereof.
I hope that I have manifested my sincere attempts to represent all the information and other
things to the best of ability
2
Page
CERTIFICATE BY THE GUIDE
This is to certify that the work entitled “factor influencing the job satisfaction” is a piece of
project work done _Suman Khokhar_ by, a student of MBA-2nd semester under my guidance
and supervision for partial fulfillment of master degree of Punjab Technical University,
Jalandhar
To the best of my knowledge and belief, the project report
1. Embodies the work of the candidate himself

2. Has been duly completed
Is up to the standard both in respect to contents and language for being referred to the examiner.
Guide
3
Page
DECLARATION
I, __________ of 2nd Year MBA OF DIPS IMT JALANDHAR, hereby declare that the
project titled “factor influencing the job satisfaction” is the outcome of my own work and the
same has not been submitted to any university / institute for the reward of any degree or any
Professional diploma.
Date _____________________
4
Page
TABLE OF CONTENT
Chapter. No CONTENTS Page No.
1 ORGANIZATION PROFILE
2 INTRODUCT ION TO HUMAN RESOURCE MGT
3 INTRODUCTION OF JOB SATISFACTION
3.1 FACTORS OF JOB SATISFSCTION
3.2 REASON OF LOW JOB SATISFACTION
3.3 EFFECTS OF LOW JOB SATISFACTION
4 MODELS OF JOB SATISFACTION
5 LITERATURE REVIEW
6 RESEARCH METHODOLOGY
7 DATA ANALYSIS AND INTERPRETATION
8 CONCLUSION AND SUGGESTION
9 BIBLIOGRAPHY
10 ANNEXTURE
5
Page
ORGANIZATION PROFILE
6
Page
COMPANY PROFILE
The GB group is an Indian based organization and we have recently established our company in
Mohali, Punjab. We take pride in providing you with a huge array of services. We are absolutely
professional in our approach and with the kind of reliability we offer, we can greatly support
clients who are looking to sign up for services related to different sectors like IT, ITES, shares,
securities and energy. We work with the greatest conviction and efficiency, and therefore, we are
quite optimistic about making a good name and fame in our industry.
The GB group believes completely in its motto, “Forever the Frontiers” and will always strive to
be among the leaders of the industry. Established on 17th of October, 2007, we are committed to
sincerity and integrity in our services which makes us stand out among our competitors. The GB
group consists of several units including GB INFOTECH PVT LTD, GB STOCKS &
SECURITIES PVT LTD and GB ENERGY PVT LTD. We have competent and experienced
professionals leading our various units and they are perfectly qualified to cater to all your
requirements.
We have tried to form the company with the perfect blend of academia and industry. The
founders of our organization as well as the people who are associated with us are highly talented
professionals, distinguished personalities who can help in the nurturing of the growth process. It
is the determination; dedication and the exceptional courage of our professionals which makes us
believe that we would definitely make a name in the industry. In the near future, the team of
members has pledged to lay a solid foundation, and thereby shape the organization to a leading
position. We also pay special emphasis on the needs of every client, because we believe that we
can achieve success only when we give priority to our clients.
How Are We Special?
We give due importance to our clients and believe that your requirements matter the most
Our professionals are talented, experienced and proficient.
We offer solutions at affordable rates.

7
Page
We hope to help you achieve your goals and reach the heights of success.
Vision
Our Vision Is To Be the Industry Leaders!
GB group aims to acquire the leading position in multiple verticals like IT, ITES, stocks,
corporate education & energy that are so very important in today’s date. We offer excellent
services along with strong partnership skills. We try to associate ourselves with some of the most
well-known industries and organizations in the country, and consequently, we aim at developing
a mutually beneficial relationship. The GB group tries to help different corporate and business
houses to get their requirements from our company in accordance with their goals. Consequently,
this also enables us to find out and discover our true potential.
In fact, our primary vision behind the formation of our company is to offer solutions related to
large numbers of verticals, and these include ITES, IT, Corporate Education, Stocks and energy.
It is always our aim to grow with creativity, leadership, professional excellence, innovation, as
well as a global outlook, which we believe is a part of our core values. We are always ready to
help our clients, and we believe that we would strongly be able to incorporate our vision in them.
GB group is here to help our clients realize their true potential with the help of our perseverance.
In fact, this is also true that we don’t just believe in talking about our abilities. Instead, we
always try to be the best in every sphere so that you can trust us and sign up for our services. We
will never rest on our laurels but keep striving so that we achieve excellence in all the fields that
we have a foothold in.
Our Inspiring Vision Is:
To be a professional and innovative company which is constantly in serach of excellence
To give maximum emphasis on customers and shareholder’s interests
To be ethical and try to create a good corporate environment
To be a successful regional and worldwide business entity
Our vision will surely help us to move ahead and we promise that we will lead the industry with
our sincerity and integrity. All we want is your cooperation to help us do this.
8
Page
Mission
Our Mission: To Partner with You to Achieve Success
GB group understands that change is the only thing constant in life. In order to keep ourselves
grounded and keep delivering to the satisfaction of our customers, we must evolve according to
the trends and forces that influence our business. We must prepare ourselves to face the changes
and be ready to grasp fresh opportunities to keep ahead in the industry. The GB group looks
forward to having a wonderful stint in all the verticals that it is into viz are IT, ITES, Corporate
Training, Stocks, and Securities & Energy. We are here to establish a long relationship with you
with our sincerity and effort.
The economy is changing, and this change demands depth in each sectors. Therefore, we aim to
offer services in different verticals that are related to IT, ITES, Corporate training, energy and
stocks. Each of these fields is very important in today’s date, and by offering our services to our
clients we will help them to move ahead and make a name in the future. It is our mission through
which we constantly strive to inspire and develop strategic thinking in our clients. This is
basically an attempt to help them become leaders in their respective fields.
Only by building creative and ethical values in our employees, we are sure that we will be able to
incorporate the best in them. We conduct different programs at frequent intervals which helps
them to understand client behavior better and deal with them accordingly. This in turn, makes us
confident in the fact that we would definitely be able help our employees to acquire the depth of
knowledge, and thereby pursue intellectual ideals in the best way possible.
Some of Our Primary Missions:
To focus on quality
9
To meet client requirements to the best of our ability

Page
To build a good reputation

To give the right direction to all our businesses
To build a team this dedicatedly looks after the business needs
We are there in the market to see, listen and learn.
We are accountable for our actions and we will learn from our failures.
We are passionate about working with you.
10
Page
INTRODUCTION TO HUMAN
RESOURCE MANAGEMENT
11
Page
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Definition – Edwin Flippo defies HRM as “planning, organizing, directing, controlling of

procurement, development, compensation, integration , maintenance and separation of human
resources to the end that individual, organizational and social objectives areachieved.”
Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing, directing and controlling
2. It involves procurement, development, maintenance of human resource
3. It helps to achieve individual, organizational and social objectives
4. HRM is a mighty disciplinary subject. It includes the study of management psychology

communication, economics and sociology.
5. It involves team spirit and team work.
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra wherehe recommends that
government must take active interest in public andprivate enterprise. He says that government
must provide a proper procedurefor regulating employee and employee relation.
In the medieval times there were examples of kings like AllaudinKhilji who regulated the market
and charged fixed prices and provided fixed salaries to their people. This was done to fight
inflation and provide a decentstandard of living.
During the pre-independence period of 1920 the trade union emerged. Manyauthors who have
given the history of HRM say that HRM started because oftrade union and the First World War.
The Royal commission in 1931 recommended the appointment of a labourwelfare officer to look
into the grievances of workers. The factory act of1942 made it compulsory to appoint a labour
welfare officer if the factoryhad 500 or more than 500 workers.
The international institute of personnel management and nationalinstitute of labour management

were set up to look into problems faced byworkers to provide solutions to them. The Second
12
World War createdawareness regarding workers’ rights and 1940’s to 1960’s saw
theintroduction of new technology to help workers.
Page
The 1960’s extended the scope of human resource beyond welfare.Now it was a combination of
welfare, industrial relation, administrationtogether it was called personnel management. With the
second 5 year plan, heavy industries started and professionalmanagement became important. In
the 70’s the focus was on efficiency oflabour wile in the 80’s the focus was on new technology,
making it necessaryfor new rules and regulations. In the 90’s the emphasis was on human
valuesand development of people and with liberalization and changing type ofworking people
became more and more important there by leading to HRMwhich is an advancement of
personnel management.
Scope of HRM/functions of HRM
The scope of HRM refers to all the activities that come under the banner of HRM.These
activities are as follows:
1. Human resources planning:-
Human resource planning or HRP refers to a process by which the company to identify the
number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with
this excess or shortage.
2. Job analysis design:-
Another important area of HRM is job analysis. Job analysis gives a detailed explanation about
each and every job in the company. Based on this job analysis the company prepares
advertisements.
3. Recruitment and selection:-
Based on information collected from job analysis the company prepares advertisements and
publishes them in the newspapers. This is recruitment. A number of applications are received
after the advertisement is published, interviews are conducted and the right employee is selected
thus recruitment and selection are yet another important area of HRM.
3. Orientation and induction :-
Once the employees have been selected an induction or orientation program is conducted.
This is another important area of HRM. The employees are informed about the
background of the company, explain about the organizational culture and values and
work ethics and introduce to the other employees.
4. Training and development :-

13
Page
Every employee goes under training program which helps him to put up a better
performance on the job. Training program is also conducted for existing staff that have a
lot of experience. This is called refresher training. Training and development is one area
where the company spends a huge amount.
5. Performance appraisal :-
Once the employee has put in around 1 year of service, performance appraisal is
conducted that is the HR department checks the performance of the employee. Based on
these appraisal future promotions, incentives, increments in salary are decided.
6. Compensation planning and remuneration :-
There are various rules regarding compensation and other benefits. It is the job of the HR
department to look into remuneration and compensation planning.
7. Motivation, welfare, health and safety :-
Motivation becomes important to sustain the number of employees in the company. It is

the job of the HR department to look into the different methods of motivation. Apart from
this certain health and safety regulations have to be followed for the benefits of the
employees. This is also handled by the HR department.
8. Industrial relations :-
Another important area of HRM is maintaining co-ordinal relations with the union
members. This will help the organization to prevent strikes lockouts and ensure smooth
working in the company.
Challenges before the HR manager/before modern personnelmanagement
Personnel management which is know as human resource management hasadapted itself

to the changing work environment, however these changes arestill taking place and will
continue in the future therefore the challengesbefore the HR manager are
1. Retention of the employees :-
One of the most important challenges the HR manager is retention of labour force.
Many companies have a very high rate of labour turnover therefore HR manager are
required to take some action to reduce the turnover.
14
Page
2. Multicultural work force :-

With the number of multi-cultural companies are increasing operations in different
nations. The work force consists of people from different cultures. Dealing with each
of the needs which are different the challenge before the HR manager is integration of
multicultural labour work force.
3. Women in the work force :-
The number of women who have joined the work force has drastically increased over
a few years. Women employees face totally different problems. They also have
responsibility towards the family.
The organization needs to consider this aspect also. The challenge before the HR
manager lies in creating gender sensitivity and in providing a good working
environment to the women employees.
4. Handicapped employees :-
This section of the population normally faces a lot of problems on the job, very few
organization have jobs and facilities specially designed for handicapped workers.
Therefore the challenge before the HR manager lies in creating atmosphere suitable
for such employees and encouraging them to work better.
5. Retrenchment for employees :-
In many places companies have reduced the work force due to changing economic
situations, labourers or workers who are displaced face severe problems. It also leads
to a negative atmosphere and attitude among the employees. There is fear and
increasing resentment against the management. The challenge before the HR manager
lies in implementing the retrenchment policy without hurting the sentiments of the
workers, without antagonizing the labour union and by creating positive attitude in
the existing employees.
6. Change in demand of government :-
Most of the time government rules keep changing. While a lot of freedom is given to
companies some strict rules and regulations have also been passed. The government
has also undertaken the disinvestment in certain companies due to which there is fear
among the employees regarding their job. The challenge before the HR manager lies
in convincing employees that their interest will not be sacrificed.
7. Initiating the process of change :-

15
Page
Changing the method of working, changing the attitude of people and changing the
perception and values of organization have become necessary today. Although the
company may want to change it is actually very difficult to make the workers accept
the change. The challenge before the HR manager is to make people accept change.
Significance/importance/need of HRM
HRM becomes significant for business organization due to the followingreasons.
1. Objective :-
HRM helps a company to achieve its objective from time to time by creating a positive
attitude among workers. Reducing wastage and making maximum use of resources etc.
2. Facilitates professional growth :-
Due to proper HR policies employees are trained well and this makes them ready
for future promotions. Their talent can be utilized not only in the company in which
they are currently working but also in other companies which the employees may
join in the future.
3. Better relations between union and management :-
Healthy HRM practices can help the organization to maintain co-ordinal relationship
with the unions. Union members start realizing that the company is also interested in
the workers and will not go against them therefore chances of going on strike are
greatly reduced.
4. Helps an individual to work in a team/group :-
Effective HR practices teach individuals team work and adjustment. The individuals
are now very comfortable while working in team thus team work improves.
5. Identifies person for the future :-
Since employees are constantly trained, they are ready to meet the job requirements.
The company is also able to identify potential employees who can be promoted in
the future for the top level jobs. Thus one of the advantages of HRM is preparing
people for the future.
6. Allocating the jobs to the right person :-
If proper recruitment and selection methods are followed, the company will be able
16
to select the right people for the right job.

Page
JOB
SATISFACTION
17
Page
Objective of the study
The objective of the study is as follows
 To assess the satisfaction level of employees.
 To identify the factors which influence the job satisfaction of employees.
 To identify the factor this improves the satisfaction level of employees.
 To know the employee satisfaction towards the facilities.
 To offer valuable suggestions to improve the satisfaction level of employees.
Scope of the study
This study emphasis in the following scope:
 To identify the employees level of satisfaction upon that job.
 This study is helpful to that organisation for conducting further research.
 It is helpful to identify the employer’s level of satisfaction towards welfare measure.
 This study is helpful to the organization for identifying the area of dissatisfaction of job
of the employees
18
Page
DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken from the
book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of one’s job.
An effective reaction to one’s job.
By Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Specific job factors
Individual characteristics
Group relationship outside the job
By Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.
By Glimmer
Job satisfaction is defined as “any contribution, psychological, physical, and environmental

circumstances that cause a person truthfully say, ‘I am satisfied with my job.”
Job satisfaction is defined, as employee’s judgment of how well his job on a whole is satisfying
19
his various needs

Page
BySmith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
one’s job or job experiences.
By Locke
20
Page
HISTORY OF JOB SATISFACTION
The term job satisfaction was brought to lime light by Hoppock (1935). He revived 35 studies on
job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of
psychological, physiological and environmental circumstances. That causes a person to say. “I m
satisfied with my job”. Such a description indicate the variety of variables that influence the
satisfaction of the individual but tell us nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal
adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job
content, identification with the co., financial & job status & priding group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These
studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to
find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed.
This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed to
a change in industrial production philosophies, causing a shift
from skilled labor and piecework towards the more modern approach of assembly lines and
hourly wages.
The initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
21
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.
Page
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg
set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for
job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life
– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This
model served as a good basis from which early researchers could develop job satisfaction
theories.
IMPORTANCE OF JOB SATISFACTION
 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 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.
22
Page
IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional
state that can often leads to a positive work attitude. A satisfied worker is more likely to be
creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity- the quantity and quality of
output per hour worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and productivity
is neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at least low correlation between
high morale and high productivity and it does seem logical that more satisfied workers will tend
to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their
effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as
soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier work force and has been found to be a good indicator
of longevity.
Although only little correlation has been found between job satisfaction and productivity, Brown
(1996) notes that some employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the “bottom line”.
23
Page
WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well-being on the job. The following suggestions can help a worker find
personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to
more challenging work and greater responsibilities, with attendant increases in pay and other
recognition.
Develop excellent communication skills. Employer’s value and rewards excellent reading,
listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently
and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often results in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to one’s existence, thus playing a
vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.
24
Page
FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:
 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he identifies himself
 The nature of work in relation to abilities, interest and preparation of worker
 Security
 Loyalty
Herzberg, 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.
25
Page
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management

It includes the aspect of worker’s immediate situation, which is a function of organizational
administration and policy. It also involves the relationship of employee with all company
superiors above level of immediate supervision.
8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same or
nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within the
organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are used in
literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker for
emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations
are included within this factor.
26
Page
REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.
EFFECTS OF LOW JOB SATISFACTION
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
27
tenure than those of other companies.

Page
MODELS OF JOB
SATISFACTION
28
Page
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:
A MODEL OF FACET SATISFACTION
 Affect theory(Edwin A. Locke 1976)

 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods
29
Page
MODEL OF FACET OF JOB SATISFACTION
Skill
Experience Perceived personal

job inputs
Training
Efforts Perceived
amount that
Age Perceived inputs should be
& outcomes of received (a)
Seniority referent others
Education
Level
Co loyalty
a=b satisfaction
Difficulty
Past Perceived job
a>b
performance
Time span characteristics
dissatisfaction
Amount of
a<b guilt
responsibility
Inequity
Perceived
outcome of Perceived Discomfort
referent others amount
received
Actual outcome (b)

received
Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a person’s satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a person’s perception of what
30
rewards he recieves. His perception influenced by his perception of what his referent others
Page
receive. The higher outcome level of his referent other the lower his outcome level will appear.
This model also focuses on his perception on reward level.
 AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
 DISPOSITIONAL THEORY
Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory
that suggests that people have innate dispositions that cause them to have tendencies toward a
certain level of satisfaction, regardless of one’s job. This approach became a notable explanation
of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins have similar levels of job
satisfaction.
31
Page
 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine one’s disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace. This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively.
Motivating factors are those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the
work carried out. Motivating factors include aspects of the working environment such as pay,
company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifact Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors.. Finally, the model has been criticized in that it
does not specify how motivating/hygiene factors are to be measured
32
Page
 JOB CHARACTERISTICS MODEL
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).The five core job characteristics can be combined to form a motivating potential
score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the
model provides some support for the validity of the JCM.
MODERN METHOD OF MEASURING JOB SATISFACTION
In this method of measuring job satisfaction the comparison between various organizational
terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. Innovativeness is encouraged to meet business problems.

33
Page
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6. Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow

34
2. I get opportunities to handle greater responsibilities

Page
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
 RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular rating scale
used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent

satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by Smith,
Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel and
revolves around the problems and challenges faced by managers.
 CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It
involves asking employees to described incidents on job when they were particularly satisfied or
dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
 PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes. The
main advantage in this method is that additional information or clarifications can be obtained
promptly.
35
Page
 ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs. This
method provides employees more opportunity to express their in-depth feeling.
In his study on American employees, hoppock identified six factors that contributed to job
satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of the workers.
5. Security.
6. Loyalty.
Philip apple white has listed the five major components of Job satisfaction as:
1. Attitude towards work group.

2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about the work
itself and about the life in general .the individual’s health, age, level of aspiration. Social status
and political & social activities can all contribute to the Job satisfaction. A person’s attitude
toward his or her job may be positive or negative.
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
36
enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers
Page
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.
 JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no longer
challenging, the employee is rotated to another job, at the same level that has similar skill
requirements.
Many companies are seeking a solution to on-the-job boredom through systematically moving
workers from one job to another. This practice provides more varieties and gives employees a
chance to learn additional skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency. 37
Page
 CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend variety
to his work. Further if workers are permitted to change their pace that would give them a sense
of accomplishment.
SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase both morale and
productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.
38
Page
LITERATURE REVIEW
39
Page
Characteristics of Good Review of Literature
A Literature review is the summary and critical evaluation of pervious published or unpublished
researches made by various scholars and researchers. The source of literature review may be
newspapers, articles, journals, magazines, books, thesis, reports etc. It may also include
discussions, methodological issues and suggestions for future research. It must be written clearly
and accurately. Simple and easily understandable wording should be used in a review and
unnecessary statements, jargon should be avoided. It must be written in such a way that it keeps
reader’s attention and don’t make him bore. Don’t make it too complex. Simplify discussion. A
good literature review gives only the relevant details, findings and feelings of the researcher
comprehensively otherwise the reader lose the interest & attention. Here Comprehensiveness
does not mean that you should mention every research report, article or paper that has ever been
published on your subject. Concentrate on the most widely cited authors and the most significant
findings. No Wastage of efforts. A review of literature tells the researchers’ knowledge about the
topic, there focus upon the specific problem whether they are logically developed and plan about
the research area & major issues. When a researcher studies various research articles and thesis,
he should write them in literature review as it is either he is agreed with it or not. The literature
review provides the bases for the development of theoretical fame work by identifying variables
that are very important, as determined by the previous research findings. Though it is based on
assumptions but the researchers must use them near to the fact. Remember it is not a fiction or
the researcher embossed his writing skills on the readers mind. He must be very clear to the
objectives of the research and follow them accordingly. Variables, that are the foundation of the
research and are taken to highlight the problem, should be simple and easily understandable for
the readers as it increases the readers’ confidence in the ability, competency and professionalism
of the researchers. All the details in a review should be synchronized in such a manner that it
will not leave any flaw in the readers’ mind. As a review tells us what has already find out about
a specific problem so it will help the future researcher to plan out their framework in different
dimensions using different type of variables in the different situations to reach the result. A
literature review ensures that you are at least familiar with the body of research in your field
before starting your own investigations. Writing a literature review also provides practice in
critical thinking. Once you have applied critical thinking skills to the findings of past
researchers, you are in a better position to apply these same skills to your own work. A
comprehensive literature review enables the researcher to select most appropriate method of
research. It tells us that which procedure and methods was used in previous studies and if there is
any problem with these procedure and methods, what kind of strategy should be taken to avoid
them. Repetition is never being appreciated in any literature as it bothers the reader. You have to
avoid this if you want to engage the reader till the end. A review tells the whole story of the
40
research so it should comprehensively precise including all necessary details about the topic,
Page
situation, variables that are taken and kind of questionnaire that are asked. After reading your
literature review, the reader should come away with a deeper understanding of your topic. A
good literature review setsout the gaps in current understanding. It seeks to explain these reasons
why gaps persist. Some problems have not been thoroughly investigated for technical or practical
reasons. In other cases, gaps are the result of methodological or theoretical "blind-spots".
Identifying these can lay the foundation for new insights. A review of the literature on Job
Satisfaction & Employee Turnover The industrial and business sectors of various countries
specially developing countries including Pakistan (where per capita income is very low) are
facing the problem of job dissatisfaction among the employees and high rate of turnover.
JOB SATISFACTION is regard to one’s feeling or state of mind regarding the nature of their
work. Job satisfaction can be influenced by variety of factors such as kind of supervision,
organization policies & administration, salary & quality of life etc. Employers have a need to
keep employee from leaving and going to work for other organizations. The best way of
retaining employees is to provide the job satisfaction and opportunities to build up their careers.
“The good hope is hard to find, is even truer these days than ever before because the job market
in becoming increasingly tight”. (Eskildesen, Hammer) Theresa gave the study to examine the
job satisfaction and intent to turnover using the co relational design. He takes the sample (n =
107) consist of direct support professional who worked for non profit organization located in
South Carolina that served People with disabilities development. Two instruments were utilized
that measure the overall (Specter job satisfaction) and facet job satisfaction and intent to turnover
(Michigan Organizational Assessment Questionnaire). Demographic information regarding age
and tenure were examined. Data analysis includes descriptive and inferential statistics. The result
from the study suggests that there is a significant and negative correlation between job
satisfaction and intent to turnover. It was demonstrated that tenure is related to job satisfaction
and having positive & low relation. There was little evidence that suggest that age was
significantly related to either job satisfaction or intent to turnover. Theresa take sample from
single organization which in non profit organization. The non profit organizations are some
extent running by the charity & donation and the remunerations for the employees in such
organizations are low.
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 &

41
\Employee Productivity from the first line managers and their immediate 1 Theresa Ricke-Kely.
Page
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&TahirMasoodQureshi. attitudes towards their work. The findings of the study
provided consistent results with the observations of Taylor in 1911, that individual workers
wants economic incentives/monetary rewards and are willing to work harder for it. He used the
global approach to measure job satisfaction. The study found that 88% of the surveyed were
classified as being satisfied, and there was a direct linear relationship between occupational level
and job satisfaction3 This section examines the literature regarding theories and models used to
explain the determinants of job satisfaction. There are two broad categories to classify job
satisfaction theories, that is, process and content theories. Content theories are predominantly
concerned with the identification of specific needs or motives most conducive to job satisfaction.
The Maslow’s Need Hierarchy and Herzberg’s Two-Factor theory are examples of content
theories. Process theories go further than identifying basic needs that motivate people. They
focus on the individual’s dynamic thought processes and how they produce certain types of
behavior/attitudes. Equity Theory, Need-Fulfillment Theory, Social Comparison Theory, Facet-
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
42
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
Page
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. Self-Actualization provides employees a challenge and the
opportunity to reach their full career potential.
Evaluation of Literature Review
I have read almost 14 articles & theories about my topic and discussed some of them which were
easy to understand for me. The Source which I used for study was internet.The literature review
given above is easy to understand and covered findings of home (Pakistan) and abroad researcher
also. At the end of every researcher’s finding the criticism on their research is also given in such
a comprehensive manner that it shows the clear picture of all findings and lacking area of
research. I used the way which attract the readers and tried to carry them till end. The variables
used by the researchers are discussed in detail and their dependency & impact on problem. Some
researcher used single variable to check the job satisfaction and some use two or more. I
discussed both.
5- Maslow 1943
43
6- (www.netmba.com)
Page
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&TahirMasoodQureshi.
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
44
valued. Offer job titles that convey the importance of the position. Self-Actualization provides
Page
employees a challenge and the opportunity to reach their full career potential.
Maslow's Hierarchy of Needs
Self-Actualization
Esteem Needs
Social Needs
Safety Needs
Physiological Needs
Herzberg's Motivation - Hygiene Theory
(Two Factor Theory)
To better understand employee attitudes and motivation, Frederick Herzberg performed studies
to determine which factors in an employee's work environment caused satisfaction or
dissatisfaction. The studies included interviews in which employees where asked what pleased
and displeased them about their work. Herzberg found that the factors causing job satisfaction
were different from that causing job dissatisfaction. He developed the motivation-hygiene theory
to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors,
using the term "hygiene" in the sense that they are considered maintenance factors that are
necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. The
following table presents the top six factors causing dissatisfaction and the top six factors causing
satisfaction, listed in the order of higher to lower importance.
Factors Affecting Job Attitudes
• Company policy
• Supervision
• Relationship w/Boss
• Work conditions
• Salary
• Relationship w/Peers
• Achievement
• Recognition
45
• Work itself
Page
• Responsibility
• Advancement
• Growth
Summary of Literature Review.
The industrial and business sectors of various countries specially developing countries including
Pakistan (where per capita income is very low) are facing the problem of job dissatisfaction
among the employees which is causing the less productivity, less job commitment, and
increasing turnover. Employers have a need to keep employee from leaving and going to work
for other organizations. The best way of retaining employees is to provide the job satisfaction
and opportunities to build up their careers.
What is Job Satisfaction?
Jobs Satisfaction is regard to one’s feeling or state of mind regarding the nature of their work.
Job satisfaction can be influenced by variety of factors such as kind of supervision, organization
policies & administration, salary & quality of life etc. Organizations invest a lot on their
employees in terms of training, developing, maintaining and retaining them in their organization.
Therefore, managers at all costs must minimize employee’s turnover.
What is Employee Turnover?
Employee turnover is a ratio comparison of the number of employees a company must replace in
a given time period to the average number of total employees. Many factors play a role in the
employee turnover rate of any company, and these can stem from both the employer and the
employees. Wages, company benefits, employee attendance, and job performance are all factors
that play a significant role in employee turnover. “The good hope is hard to find, is even truer
these days than ever before because the job market in becoming increasingly tight”. (Eskildesen,
Hammer) Theresa examine he job satisfaction and intent to turnover using the co relational
design. Two instruments were utilized that measure the overall (Specter job satisfaction) and
facet job satisfaction and intent to turnover (Michigan Organizational Assessment
Questionnaire). Demographic information regarding age and tenure were examined. Data
analysis includes descriptive and inferential statistics. The result from the study suggests that
there is a significant and negative correlation between job satisfaction and intent to turnover. It
was demonstrated that tenure is related to job satisfaction and having positive & low relation.
Bhatti&Qureshi collect the information regarding the Name of organization, Life of organization
in years, Number of employee, Employee participation, Job satisfaction, Employee commitment
& Employee Productivity from the first line managers and their immediate bosses. The Managers
46
were given a questionnaire and were asked to give the answer at their best knowledge with
Page
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. They measured job
satisfaction by using the variables, employee productivity, employee commitment and employee
participation and their hypothetical research found strong and positive relationship between the
job satisfaction and mentioned variables. The finding suggests that management of organization
should increase the satisfaction among employees with compensation, policies and working
conditions in order to attain high level of employee commitment and reduce turnover. The late
1920s one of the first studies of job satisfactionundertaken by Mayo & Hawthorne. This study
referred to & focused on employee attitude and its impact on production levels. The study
highlighted that employees & workers develop their own perceptions of the work situation and
the social environment, which affects their attitudes towards their work. The findings of the
study provided consistent results with the observations of Taylor in 1911, that individual workers
wants economic incentives/monetary rewards and are willing to work harder for it. He used the
global approach to measure job satisfaction. The study found that 88% of the surveyed were
classified as being satisfied, and there was a direct linear relationship between occupational level
and job satisfaction. The study of job satisfaction and its effects have been of concern and of
interest to organizations and researchers since Hoppock’s first study of the topic in 1935. Studies
have found that the lack of satisfaction can have serious consequences. One is the intent to
turnover. Turn over is a serious problem is and it’s seriously effect the quality of service,
productivity and ultimately overall organizational success.
47
Page
RESEARCH METHODOLOGY
48
Page
RESEARCH METHODOLOGY
INTRODUCTION
Research methodology is a way to systematically solve the

p r o b l e m . I t m a y b e understood has a science of studying how research is done
scientifically. In it we studyt h e v a r i o u s s t e p s t h a t a l l g e n e r a l l y a d o p t e d b y a
r e s e a r c h e r i n s t u d y i n g h i s r e s e a r c h 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 aspecific topic”. Research is an art of s cientific investigation. Research is a
systemizedeffort to gain new knowledge. It is a careful inquiry especially through
search for newf a c t s i n a n y b r a n c h o f k n o w k n o w l e d g e . T h e s e a r c h f o r
k n o w l e d g e t h r o u g h o b j e c t i v e a n d s ys t e m a t i c m e t h o d o f f i n d i n g s o l u t i o n t o
a problem is research.
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.
RESEARCH DESIGN
A research is the arrangement of conditions for the collections and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure.Infact,the
research is design is the conceptual structure within which research is conducted;it constitutes
the blueprint of the collection, measurement and analysis of the data. As search the design
49
includes an outline of what the researcher will do from writing the hypothesis and its operational
implication to the final analysis of data.
Page
 DRAFTING QUESTIONNAIRE
The questionnaire is considered as the most important thing in a survey operation. Hence it
should be carefully constructed. Structured questionnaire consist of only fixed alternative
questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All
questions are closed ended.
 SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly,
quicker and analysis will become easier. Sample size taken was 100 employees.
 RESEARCH OBJECTIVES
The research has been undertaken with following objectives.
 To study the level of job satisfaction among the employees of GB INFOTECH ,if any.
 To study the methods of measuring job satisfaction of GB INFOTECH.
 DATA COLLECTION
The task of data collection begins after the research problem has been defined and research
design chalked out. While deciding the method of data collection to be used for the study, the
50
researcher should keep in mind two types of data viz. Primary and secondary data.
Page
Primary Data: -
The primary data are those, which are collected afresh and for the first time and thus happen to
be original in character. The primary data were collected through well-designed and structured
questionnaires based on the objectives.
Secondary Data:
The secondary data are those, which have already been collected by someone else and
passed through statistical process. The secondary data required of the research was collected
through various newspapers, and Internet etc.
 RELEVANCE AND LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the employees
of GB INFOTECH.
Limitation for the study, the study was restricted to GB INFOTECH only and other being the
time as constraint.
51
Page
DATA ANALYSIS AND
INTERPRETATION
52
Page
DATA ANALYSIS AND INTERPRETATION
After data have been collected, the researcher turns to the task of analyzing them. The analysis of
data requires a number of closely related operations such as establishment of categories, the
application of these categories to raw data through tabulation and drawing statically inferences.
Tabulation is the part of technical procedure where in the classified data are put in the form of
tables.
After analyzing the data, the researcher should have to explain the findings on the basis of some
theory. It is known as interpretation
.
The data has been collected from 100 employees of GB INFOTECH through questionnaire.
The data thus collected was in the form of master table.
That made possible counting of classified data easy. From the master table various summery
tables were prepared. They have been presented along with their interpretation in this manner.
1. Responses regarding whether the respondents are satisfied with the workplace of
organization
Table 1
Satisfaction level No. Of respondents Percentage

53
Strongly satisfied 31 31
Page
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly dissatisfied 3 3
Graph
responses regarding whether respondents are

satisfied with work place
60
50
percentage
40
30 no. of respondents
20
10
0
satisfaction level
Above table shows that 31% employees are strongly satisfied with their work place61%
employees are satisfied with their workplace. It means over all 92% employees are satisfied and
other 18% are not satisfied with the work place.\ 54
Page
2 Response regarding whether the respondents are satisfied with the infrastructure of
organization.
Table 2
Satisfied 20 20
Dissatisfied 16 16
Graph
response regarding whether respondents are

satisfied with infrastructure
60
50
percentage
40
30
10
0
satisfaction level
Above table shows that 70% respondents are satisfied with infrastructure and 30% are
55
dissatisfied with infrastructure of PTL.It can be interpreted that 30% are not satisfied with
Page
infrastructure which not more in number.

3. Responses regarding whether the respondents are satisfied with the canteen facility
provided by organization.
Table 3
Satisfied 17 17
Dissatisfied 9 9
Graph
responses regarding whether the respondents are

satisfied with canteen facility
60
50
percentage
40
20
10
0
satisfaction level
56
Above table shows that 88% employees are satisfied with the canteen facility provided by the
Page
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
Satisfied 23 23
Dissatisfied 11 11
Graph
responses regarding whether respondents are

satisfied with implimentation of rules and
responsibilities
60
50
percentage
40
20
10
0
satisfaction level
57
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
Page
rules and responsibilities.

5. Responses regarding whether the respondents are satisfied with the freedom given at
work.
Table 5
Satisfaction level No. Of respondents

Percentage
Satisfied 36 36
Dissatisfied 16 16
Graph 5
responses regarding respondents are satisfied with

the freedom at work
40
35
percentage
30
25
15
10
5
0
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
58
Page
6. Responses regarding whether the respondents are satisfied with the team spirit in
organization
Table 6
Satisfied 21 21
Dissatisfied 16 16
Graph 6
responses whether respondents are satisfied with

equal treatment to all
60
50
percentage
40
20
10
0
satisfaction level
59
Above table shows that 80% employees are satisfied with team sprit built in organization and
Page
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
Satisfied 41 41
Dissatisfied 23 23
Graph 7

convinient working hours
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
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
60
working hours. And only 28% employees are not much satisfied with the working hours.
Page
8. Responses regarding whether the respondents are satisfied with Job security
Table 8
Satisfied 18 18
Dissatisfied 12 12
Graph 6.8
responces whether respondents are satisfied with

job security
50
45
40
35
percentage
30
20
15
10
5
0
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.
61
Page
9. Responses regarding whether the respondents are satisfied with the targets achievable
Table 9
Satisfied 21 21
Slightly satisfied 11
11
Dissatisfied 4 4
Graph 9

the targets achievable
70
60
percentage
50
40
no. of respondents
30
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.
62
Page
10. Responses regarding whether the respondents are satisfied with the opportunities of
promotions
Table 10
Satisfied 14 14
Dissatisfied 26 26
Graph 10

opportunities of promotion
50
45
40
35
percentage
30
25
no. of respondents
20
15
10
5
0
satisfaction level
Only 22% of the employees are satisfied with the opportunities of promotions given by
63
organization. And most of the employees nearly 78% are not satisfied with opportunities of
Page
promotions.
11. Responses regarding whether the respondents are satisfied with the payment of salary
on time
Table 11
Satisfied 16 16
Dissatisfied 32 32
Graph 11
responses whether the employees are satisfied

with the payment of salary on time
50
45
40
percentage
35
30
20
15
10
5
0
satisfaction level
Above table shows that 60% of employees are satisfied with the payment of salaries on time.
64
Only 40% of the employees are not much satisfied with the payment of salaries on time.
Page
12 Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program
Table 12
Satisfied 36 36
Dissatisfied 14 14
Graph 12

satisfied with the quality of training and induction
program
45
40
35
percantage
30
25
No. Of respondents
20
15
10
5
0
satisfaction level
65
From the above table it shows that 76% of the respondents are satisfied with the quality of
training and induction program and only
Page
13. Responses regarding whether the respondents are satisfied with the proper and
proactive HR division
Table 13
Satisfaction Level No. Of Respondents

Percentage
Satisfied 18
18
Dissatisfied 6 6
Graph 13

satisfied with the proper and proactive HR division
80
70
percentage
60
50
30
20
10
0
satisfaion level
Above table shows that 92% of the respondents are satisfied with the HR divisionOnly 8% of the
66
respondents are not satisfied with the proactive and proper HR division, which is very negligible
Page
in number.
14 Responses regarding whether the respondents are satisfied with the performance
appraisal system
Table 14
Satisfied 28 28
Dissatisfied 4 4
Graph 14

satiosfied with the performance ap[praisal system
70
60
percentage
50
no. of respondents
40
30
20
10
0
satisfaction level
Above table shows that 90% respondents are satisfied with the performance appraisal system and
67
only 10% of the respondents are not much satisfied with the performance appraisal system
Page
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 4 4
Satisfied 22 22
Slightly Satisfied 4 4
Dissatisfied 45 45
Strongly Dissatisfied 25 25
Graph 15

satisfied with the positive acceptance of
employees suggestions
50
45
40
percentage
35
30
25
20
no. of respondents
15
10
5
0
satisfaction level
Above table shows that the 26% of the respondents are satisfied with the positive acceptance of
68
the suggestions given by the respondents but most of the respondents 70% are dissatisfied with
Page
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 4 4
Dissatisfied 6 6
Strongly Dissatisfied 0 0
Graph 16

satisfied with the management keeps promises
80
70
percentage
60
40
30
20
10
0
satisfaction level
Above table shows that 90% of the respondents are satisfied with the management keeps
69
promises and only 10% of the respondents are dissatisfied with the thing that the management
keeps promises.
Page
CONCLUSION
AND
SUGGESTIONS
70
Page
CONCLUSION AND SUGGESTIONS
All the conclusions are drawn based on the analysis and interpretation of the primary data
regarding the job satisfaction of the employees of GB INFOTECH.
 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 GB and the canteen facilities. It means the workplace and infra structure
of GB 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
71
feeling of fear of job loss in the employees of PTL.

Page
 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.
72
Page
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 GB INFOTECH. 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 5 days, which is not sufficient to get complete knowledge about the work. Hence the
training period should extend up to 6 days.
 As there is an active participation of employees in decision making but rarely the

suggestions given by them are drawn in action. Hence the confidence of employees gets
demotivated.
So to motivate the employees management can take into consideration some proper
suggestions given by the employees. It will help to increase the motivation and ultimately
the Job satisfaction of the employees of GB INFOTECH.
73
Page
BIBLIOGRAPHY
74
Page
BIBLIOGRAPHY
Books: -
 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”, Wiley Student’s

Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human Resource At Work”,
9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition. Macmillan India
Limited.
Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com
75
Page
ANNEXTURE
76
Page
ANNEXTURE
Questionnaire
NAME- ___________________ MOBILE MODEL- ________
AGE- ________ OCCUPATION-_________________
1. Responses regarding whether the respondent are satisfied with the workplace of
organization.
1. Strongly satisfied
2. Satisfied
3. Slightly satisfied
4. Dissatisfied
2. Responses regarding whether the respondents are satisfied with the infrastructure of
organization.
2. Satisfied
4. Dissatisfied
3. Response regarding whether the respondents are satisfied with the canteen facility
provided by organization.
2. Satisfied
77
Page
4. Dissatisfied
4. Responses regarding whether the respondent are satisfied with the implementation of
rules and responsibilities.
2. Satisfied
4. Dissatisfied
5. Responses regarding whether the respondents are satisfied with freedom given at work.
2. Satisfied
4. Dissatisfied
6. Responses regarding whether the respondent are satisfied with the team spirit in
organization.
2. Satisfied
4. Dissatisfied
78
Page
7. Responses regarding whether the respondent are satisfied with convenient working hour.
2. Satisfied
4. Dissatisfied
8. Responses regarding whether the respondent are satisfied with job security.
2. Satisfied
4. Dissatisfied
9. Responses regarding whether the respondents are satisfied with the targets achievable.
2. Satisfied
4. Dissatisfied
10. Responses regarding whether the respondent are satisfied with the opportunities of
promotion.
79
2. Satisfied
Page
4. Dissatisfied
11. Responses regarding whether the respondent are satisfied with the payment of salary
on time.
2. Satisfied
4. Dissatisfied
12. Responses regarding whether the respondents are satisfied with the quality of formal
training and induction program.
2. Satisfied
4. Dissatisfied
13. Responses regarding whether the respondents are satisfied with the proper and
proactive HR division.
2. Satisfied
80
4. Dissatisfied
Page
14. Responses regarding whether the respondents are satisfied with the performance
appraisal system.
2. Satisfied
4. Dissatisfied
15. Responses regarding whether the respondent are satisfied with positive acceptance of
employees suggestion.
2. Satisfied
4. Dissatisfied
16. Responses regarding whether the respondents are satisfied with management keep
promises.
2. Satisfied
4. Dissatisfied
81
Page
Page 82

Job Satisfaction

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Job Satisfaction

Hochgeladen von

Copyright:

Verfügbare Formate

A Final Project Report

MASTERS OF BUSINESS ADMINISTRATION

To the best of my knowledge and belief, the project report

1. Embodies the work of the candidate himself

Chapter. No CONTENTS Page No.

2 INTRODUCT ION TO HUMAN RESOURCE MGT

3 INTRODUCTION OF JOB SATISFACTION

3.1 FACTORS OF JOB SATISFSCTION

3.2 REASON OF LOW JOB SATISFACTION

3.3 EFFECTS OF LOW JOB SATISFACTION

4 MODELS OF JOB SATISFACTION

7 DATA ANALYSIS AND INTERPRETATION

8 CONCLUSION AND SUGGESTION

How Are We Special?

Our professionals are talented, experienced and proficient.

We offer solutions at affordable rates.

Our Inspiring Vision Is:

To be a professional and innovative company which is constantly in serach of excellence

To give maximum emphasis on customers and shareholder’s interests

To be ethical and try to create a good corporate environment

To be a successful regional and worldwide business entity

Our Mission: To Partner with You to Achieve Success

Some of Our Primary Missions:

To meet client requirements to the best of our ability

To build a good reputation

To build a team this dedicatedly looks after the business needs

We are there in the market to see, listen and learn.

We are passionate about working with you.

HUMAN RESOURCE MANAGEMENT

Definition – Edwin Flippo defies HRM as “planning, organizing, directing, controlling of

Features of HRM or characteristics or nature

2. It involves procurement, development, maintenance of human resource

3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of management psychology

5. It involves team spirit and team work.

The international institute of personnel management and nationalinstitute of labour management

Scope of HRM/functions of HRM

1. Human resources planning:-

2. Job analysis design:-

3. Recruitment and selection:-

3. Orientation and induction :-

4. Training and development :-

6. Compensation planning and remuneration :-

7. Motivation, welfare, health and safety :-

Motivation becomes important to sustain the number of employees in the company. It is

Challenges before the HR manager/before modern personnelmanagement

Personnel management which is know as human resource management hasadapted itself

1. Retention of the employees :-

2. Multicultural work force :-

3. Women in the work force :-

5. Retrenchment for employees :-

6. Change in demand of government :-

7. Initiating the process of change :-

HRM becomes significant for business organization due to the followingreasons.

2. Facilitates professional growth :-

3. Better relations between union and management :-

4. Helps an individual to work in a team/group :-

5. Identifies person for the future :-

6. Allocating the jobs to the right person :-

to select the right people for the right job.

The objective of the study is as follows

 To assess the satisfaction level of employees.

 To identify the factors which influence the job satisfaction of employees.