CHAPTER: I JOB SATISFACTION:

Job satisfaction describes how happy an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Logic would dictate that the most satisfied (happy) workers should be the best performers and vice versa. This is called the "happy worker" hypothesis. However, this hypothesis is not well supported, as job satisfaction is not the same as motivation or aptitude, although they may be clearly linked. A primary influence on job satisfaction is the application of Job design, which aims to enhance job satisfaction and performance using methods such as job rotation, job enlargement, job enrichment and job re-engineering. Other influences on satisfaction include management styles and culture, employee involvement, empowerment, and autonomous work position. Job satisfaction is a very important attribute and is frequently measured by organizations. The most common technique for measurement is the use of rating scales where employees report their thoughts and reactions to their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself, and co-workers. Some examinations present yes-or-no questions while others ask to rate satisfaction using a 1-to-5 scale, where 1 represents "not at all satisfied" and 5 represents "extremely satisfied." Job satisfaction can simply be defined as the feelings people have about their jobs. It has been specifically defined as a pleasurable (or unpleasurable) emotional state resulting from the appraisal of ones job, an affective reaction to ones job, and an attitude towards ones job. These definitions suggest that job satisfaction takes into account feelings, beliefs, and behaviors.

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 am satisfied with my job. Such description indicates 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 and social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the company financial and job status and priding group cohesiveness. One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions 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. 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, selfesteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.

DEFINITIONS OF JOB SATISFACTION:

Job Satisfaction is a pleasurable or positive emotional state resulting from the appraisal of ones job or job experience -E. A. Locke

Job satisfaction is the set of Favorable or unfavorable feelings with which employees view their work. -Keith Davis & Newstown

Job satisfaction is defined as the amount of overall positive affect or (feeling) that individuals have towards their jobs. -Field Man Arnold

Job Satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job-dissatisfaction. -Andrew Brin

THEORIES OF JOB SATISFACTION:

The main theoretical approaches to job satisfaction are as follows: 1. Need fulfillment theory 2. Equity theory 3. Two factor theory 4. Discrepancy theory 5. Equity discrepancy theory 6. Social Reference group theory 7. Affect theory 8. Opponent Process theory

1) NEED FULFILLMENT THEORYAccording to this theory a person is satisfied when he gets from his job what he wants. The more he wants something or the more important it is to him, the more satisfied he is when he received it. In other words, Job satisfaction will vary directly with the extent to which those needs of an individual which can be satisfied are actually satisfied. Satisfaction is positively related to the degree to which ones needs are fulfilled. The fulfillment theory suffers from a major drawback. Satisfaction is a function of not only what a person receives but what he feels he should receive. What may satisfy one individual may not satisfy the other due to difference in their expectations. The strength of an individuals desire or his level of inspiration is an important determinant of job satisfaction. Thus, job satisfaction is function of the degree to which the employees needs are fulfilled in the job situation.

2) EQUITY THEORYUnder this theory, it is believed that a persons job satisfaction depends upon his perceived equity as determined by his input-output balance in comparison with the input-output balance of others. Every individual compares his rewards with those of a
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reference group. If he feels his rewards are equitable in comparison with others doing similar work, he feels satisfied. Job satisfaction is thus, a function of the degree to which job characteristics meet the desires of the reference group. For example, one study of the effects of community features on job satisfaction revealed that workers living in a well to do neighborhood felt less satisfied that those living in poor neighborhood. Equity theory takes into account not only the needs of an individual but also the opinion of the reference group to which the individual looks for guidance.

3) TWO FACTOR THEORYFrederick Herzberg and his colleagues developed the two factor theory. According to this theory, satisfaction and dissatisfaction are interdependent of each other and exist on a separate continuum. One set of factors known as hygiene factors (company policy, administration, supervision, pay, working conditions and interpersonal relations) act as dissatisfies. Their absence causes dissatisfaction but their presence does not result in positive satisfaction. The other set of factors known as satisfiers (achievement, advancement, recognition, work itself and responsibility)

4) DISCREPANCY THEORYAccording to this theory job satisfaction depends upon what a person actually receives from his job and what he expects to receive. When the reward s actually received are less than the expected rewards it causes dissatisfaction. In the words of Locke, job satisfaction and dissatisfaction are functions of perceived relationship between what one wants from ones job and what one perceives it is actual offering. In other words, satisfaction is the difference fails to reveal whether over-satisfaction is or is not a dimension of dissatisfaction and if so, how does it

differ from dissatisfaction arising out of the situation when received outcomes are less that the outcomes one feels he should receive.

5) EQUITY-DISCREPANCY THEORYThis is a combination of equity and discrepancy theories. Lawler has adopted t h e difference approach of discrepancy theory rather than the ration approach of equity theory. From equity theory the concept of comparison has been selected to serve as an intervening variable. Under this theory satisfaction is divined as the difference between the outcomes that one perceives he actually received and outcomes that one feels he should receive in comparison with others. When the individual feel that when he actually received is equal to what he perceives he should receive there is satisfaction. Thus, an individuals reception of his reward is influenced by more than just the objective amount of that factor. Because of this psychological influence the same amount of reward often can be seen quite differently by two people, to one it can be a larger amount, while to another person it can be a small amount. This model reveals that a persons perception of what he should receive is influenced by the inputs and outputs of others. If his inputs are similar to those of referent groups but his outcomes are less he is likely to be dissatisfied. Lawler suggests that those individuals are likely to be more satisfied who perceive: i). ii). iii). iv). v). Their inputs are low; Their jobs are less demanding; Their reference groups have less favorable input-output balance; They are receiving a high outcome level; Their reference groups are receiving fewer outputs.

6) SOCIAL REFERENCE GROUP THEORYReference group defines the way an individual looks at the world. According to this theory, job satisfaction occurs when the job meets the interest, desires and requirements of a persons reference group. In other words, job satisfaction is a function of the degree to which the job meets the approval of the group to which the individual looks for guidance in evaluating the world and defining social reality. The social reference group theory is similar to the need fulfillment theory except that it takes into account not the desires, needs and interests of the given individual but rather the point of view and opinions of the groups to whom the individual looks for guidance. This theory is an incomplete explanation to the extent some people are independent of group opinions and group pressure.

7) AFFECT THEORYEdwin A. Lockes 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/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.

8) OPPONENT PROCESS THEORYAccording to opponent process theory emotional events, such as criticisms or rewards, elicit two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations.

CHAPTER: II RESEARCH METHODOLOGY:

I. Primary method Questionnaire method. Interview method.

II.

Secondary method Books Internet website

Primary Data Collection

Secondary Data Collection

Definition: Primary data are original first hand Definition: Secondary data are published by data collected by the researcher through surveys, some outside agency like trade journal for interviews, observation & experimentation. research purpose. Such data already exist

Questionnaires are used for the collection of somewhere having being collected for some primary data. Such data are more valuable as the other purpose. data are fresh, reliable & tailor-made.

Primary data will be collected from1. Employees feedback by questionnaire.

Secondary data will be collected from

1. Books and various websites on internet.

Sample size: The study sample constitutes 100 respondents constituting in the research area. Sampling Area: The study is conducted in employees of Oil & Natural Gas Corporation Limited. Research Approach:
The research worker contacted the respondents personally with well prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data.

Research Instrument: The researcher has used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that elicits all the relevant information that is needed for the study. Statistical Tools: The statistical tools used for analyzing the data collected are percentage method, chi square, bar diagrams and pie diagrams.

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OBJECTIVE OF THE STUDY:

The objective of the study is as follows: To assess the satisfaction level of employees in Oil & Natural Gas Corporation Limited. To identify the factors which influence the job satisfaction among employees. To study the employees perception towards organization. To know the employee satisfaction towards the facilities. To offer valuable suggestions to improve the satisfaction level of employees. To study the attitude of the employees towards their work.

SCOPE OF THE STUDY:

Job satisfaction is an important output that employees work for organization. It is an interesting and significant area for conducting research. The study made on the topic of Job Satisfaction will reveal the factor of feelings of employees. This report can be useful for the management of the company to know the satisfaction level of employees.

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CHAPTER: III COMPANY PROFILE:

History Oil and Natural Gas Corporation Limited (ONGC) (NSE: ONGC, BSE: 500312) is an Indian multinational oil and gas company headquartered in Dehradun, India. It is one of the largest Asia-based oil and gas exploration and production companies, and produces around 77% of India's crude oil (equivalent to around 30% of the country's total demand) and around 81% of its natural gas. It is one of the largest publicly traded companies by market capitalization in India. ONGC has been ranked 357th in the Fortune Global 500 list of the world's biggest corporations for the year 2012. It is also among the Top 250 Global Energy Company by Platts. ONGC was founded on 14 August 1956 by the Indian state, which currently holds a 74.14% equity stake. It is involved in exploring for and exploiting hydrocarbons in 26 sedimentary basins of India, and owns and operates over 11,000 kilometers of pipelines in the country. Its international subsidiary ONGC Videsh currently has projects in 15 countries.

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Foundation to 1961: During the pre-independence period, the Assam Oil Company in the northeastern and Attock Oil company in northwestern part of the undivided India were the only oil companies producing oil in the country, with minimal exploration input. The major part of Indian sedimentary basins was deemed to be unfit for development of oil and gas resources. After independence, the national Government realized the importance oil and gas for rapid industrial development and its strategic role in defense. Consequently, while framing the Industrial Policy Statement of 1948, the development of petroleum industry in the country was considered to be of utmost necessity. Until 1955, private oil companies mainly carried out exploration of hydrocarbon resources of India. In Assam, the Assam Oil Company was producing oil at Digboi (discovered in 1889) and Oil India Ltd. (a 50% joint venture between Government of India and Burmah Oil Company) was engaged in developing two newly discovered large fields Naharkatiya and Moraan in Assam. In West Bengal, the Indo-Stanvac Petroleum project (a joint venture between Government of India and Standard Vacuum Oil Company of USA) was engaged in exploration work. The vast sedimentary tract in other parts of India and adjoining offshore remained largely unexplored. In 1955, Government of India decided to develop the oil and natural gas resources in the various regions of the country as part of the Public Sector development. With this objective, an Oil and Natural Gas Directorate was set up towards the end of 1955, as a subordinate office under the then Ministry of Natural Resources and Scientific Research. The department was constituted with a nucleus of geoscientists from the Geological survey of India. A delegation under the leadership of Mr. K D Malviya, the-then Minister of Natural Resources, visited several European countries to study the status of oil industry in those countries and to facilitate the training of Indian professionals for exploring potential oil and gas reserves. Experts from Romania, the Soviet Union, the United States and West
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Germany subsequently visited India and helped the government with their expertise. Soviet experts later drew up a detailed plan for geological and geophysical surveys and drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to 1960-61). In April 1956, the Government of India adopted the Industrial Policy Resolution, which placed mineral oil industry among the schedule 'A' industries, the future development of which was to be the sole and exclusive responsibility of the state. Soon, after the formation of the Oil and Natural Gas Directorate, it became apparent that it would not be possible for the Directorate with its limited financial and administrative powers as subordinate office of the Government, to function efficiently. So in August, 1956, the Directorate was raised to the status of a commission with enhanced powers, although it continued to be under the government. In October 1959, the Commission was converted into a statutory body by an act of the Indian Parliament, which enhanced powers of the commission further. The main functions of the Oil and Natural Gas Commission subject to the provisions of the Act, were "to plan, promote, organize and implement programs for development of Petroleum Resources and the production and sale of petroleum and petroleum products produced by it, and to perform such other functions as the Central Government may, from time to time, assign to it ". The act further outlined the activities and steps to be taken by ONGC in fulfilling its mandate.

1961 to 2000: Since its inception, ONGC has been instrumental in transforming the country's limited upstream sector into a large viable playing field, with its activities spread throughout India and significantly in overseas territories. In the inland areas, ONGC not only found new resources in Assam but also established new oil province in Cambay basin (Gujarat), while adding new petroliferous areas in the Assam-Arakan Fold Belt and East coast basins (both inland and offshore). ONGC went offshore in early 70's and discovered a giant oil field in the form of Bombay High, now known as Mumbai High. This discovery, along with subsequent discoveries of huge oil and gas fields in Western offshore changed
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the oil scenario of the country. Subsequently, over 5 billion tonnes of hydrocarbons, which were present in the country, were discovered. The most important contribution of ONGC, however, is its self-reliance and development of core competence in E&P activities at a globally competitive level. ONGC became a publicly held company in February 1994, with 20% of its equity were sold to the public and eighty percent retained by the Indian government. At the time, ONGC employed 48,000 people and had reserves and surpluses worth 104.34 billion, in addition to its intangible assets. The corporation's net worth of 107.77 billion was the largest of any Indian company. After its initial privatization, ONGC had authorized capital of 150 billion: it also met its need to raise 35 billion to invest in viable oil and gas projects. The Asian Development Bank (ADB) had also set a deadline for privatizing and restructuring at 30 June 1994, if loans were to be granted for development of two ONGC projects. As a consequence of the successful privatization, the loans were grantedUS$267 million for development of Gandhar Field, and US$300 million for the gas flaring reduction project in the Bombay Basin. The successfully formulated and implemented privatization strategy put ONGC at par with other large multinational and domestic oil companies. 2000 to present: In 2003, ONGC Videsh acquired Talisman Energy's 25% stake in the Greater Nile Oil project. In 2006 a commemorative coin set was issued to mark the 50th anniversary of the founding of ONGC, making it only the second Indian company (alongside State Bank of India) to have such a coin issued in its honour. In 2011, ONGC applied to purchase of 2000 acres of land at Dahanu to process offshore gas. ONGC Videsh, along with Statoil ASA (Norway) and Repsol SA (Spain), has been engaged in deepwater drilling off the northern coast of Cuba in 2012. On 11 August 2012, ONGC announced that it had made a large oil discovery in the D1 oilfield off the
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West coast of India, which will help it to raise the output of the field from around 12,500 barrels per day (bpd) to a peak output of 60,000 bpd. In its biggest acquisition ever, ONGC Videsh on November 2012 agreed to buy ConocoPhillips 8.4% stake in the Kashagan oilfield in Kazakhstan for about US $5 billion. The stake buy in Kashagan field is subject to approval of governments of Kazakhstan and India and also to other partners in the Caspian Sea field waiving their pre-emption rights.

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SYNOPSIS OF COMPANY:
ONGC was set up under the visionary leadership of Pandit Jawahar Lal Nehru, going against the wisdom of the then multinational oil companies operating in the country, who had almost written India off as a Hydrocarbon Barren country. Pandit Nehru reposed faith in Shri Keshav Dev Malviya who laid the foundation of ONGC in the form of Oil and Gas division, under Geological Survey of India, in 1955. A few months later, it was converted into an Oil and Natural Gas Directorate. The Directorate was converted into Commission and christened Oil & Natural Gas Commission on 14th August 1956. In 1994, Oil and Natural Gas Commission was converted in to a Corporation, and in 1997 it was recognized as one of the Navratnas by the Government of India. Subsequently, it has been conferred with Maharatna status in the year 2010.

Over 50 years of its existence ONGC has crossed many a milestones to realize the energy dreams of India. The journey of ONGC, over these years, has been a tale of conviction, courage and commitment. ONGCs superlative efforts have resulted in converting earlier frontier areas into new hydrocarbon provinces. From a modest beginning, ONGC has grown to be one of the largest E&P companies in the world in terms of reserves and production.

ONGC as an integrated Oil & Gas Corporate has developed in-house capability in all aspects of exploration and production business i.e., Acquisition, Processing & Interpretation (API) of Seismic data, drilling, work-over and well stimulation operations, engineering & construction, production, processing, refining, transportation, marketing, applied R&D and training, etc.

Today, Oil and Natural Gas Corporation Ltd. (ONGC) is, the leader in Exploration & Production (E&P) activities in India having 72% contribution to Indias total production of crude oil and 48% of natural gas. ONGC has established more than 7 Billion Tonnes of in-place hydrocarbon reserves in the country.
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In fact, six out of seven producing basins in India have been discovered by ONGC. ONGC produces more than 1.27 million Barrels of Oil Equivalent (BOE) per day. It also contributes over three million tonnes per annum of Value-Added-Products including LPG, C2 - C3, Naphtha, MS, HSD, Aviation Fuel, SKO etc.

VISION AND MISSION:

To be global leader in integrated energy business through sustainable growth, knowledge excellence and exemplary governance practices.

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MODERN METHODS OF MEASURING JOB SATISFACTION:

1. Rating scale: It is one of the most common methods of measuring job satisfaction. The popular rating scales used to measure job satisfaction is including: Minnesota Satisfaction Questionnaire (MSQ): It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index (JDI): It measures job satisfaction on the dimension identified by Smith, Kendall and Hulin Porter Need Identification Questionnaire (PNIQ): It is used only for management personnel and revolves around the problems and challenges faced by managers. 2. Critical Incidents: This method of measuring job satisfaction was popularized by Fredrick Herzberg and his associates. It involves asking employees to describe incidents on the job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those closely related aspects responsible for the positive and negative attitudes. 3. Personnel Interview: 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. 4. 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.

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In his study on American employees, Hoppock identified six factors that contributed to job satisfaction among them. These are as follows: The way individual reacts to unpleasant situations The facility with which he adjusts himself to other persons. His relative status in the social and economic group with which he identifies himself. The nature of the work in relation to the abilities, interests and preparation of the worker. Security Loyalty

Human resource managers often serve as intermediaries between employees and management in conflicts, they are concerned with job satisfaction or general job attitudes of the employees. Philip Apple white has listed the five major components of job satisfaction as (i) Attitude towards work group; (ii) General working conditions; (iii) Attitude toward company; (iv) Monetary benefits; and (v) Attitude towards supervision. Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status, and political and social activities can all contribute to the job satisfaction. A persons attitude toward his or her job may be positive or negative.

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INFLUENCE OF SUPERIOR - SUBORDINATE COMMUNICATION ON JOB SATISFACTION:

Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisors behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content. Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more willing to receive positive feedback and high job satisfaction from a subordinate whereas a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and very low job satisfaction from their subordinates in the workplace.

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RELATIONSHIPS AND PRACTICAL IMPLICATIONS:

Job Satisfaction can be indicative of work behaviors such as organizational citizenship and withdrawal behaviors such as absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as no work satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found surprisingly low correlations between job satisfaction and performance. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions. Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviors. In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different work-related constructs, and the notion that "a happy worker is a
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productive worker" should not be the foundation of organizational decision-making. For example, employee personality may even be more important than job satisfaction in regards to performance.

BUILDING JOB SATISFACTION:

Once you have identified the blend of status, power, or intrinsic enjoyment that need to be present in your work for you to feel satisfied, you then need to work on some of our seven 'ingredients' for a satisfying job. These ingredients are: Self-awareness Challenge Variety Positive attitude Know your options Maintain a balanced lifestyle Find a sense of purpose

Self-AwarenessThe first step in the search for job satisfaction is to know you. If you're to be happy and successful, you need to understand your strengths and weaknesses. This will help you identify what types of profession will allow you to build on those strengths, and minimize those weaknesses. A useful framework for conducting this type of analysis is a Personal SWOT analysis. It is difficult to feel satisfied with something you aren't very good at, so rather than spend time beating yourself up about it, take a long hard look at the things at which you excel, and try to find a position that uses some of those skills too. The greater the match between your preferences and the requirements of the job, the more potential
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for job satisfaction you have. The remaining six 'ingredients' determine how much of that potential you actually achieve.

ChallengeEven if the job itself is not all that challenging, you can make it challenging. Some great ideas here include: Set performance standards for yourself - aim to beat your previous record, or setup a friendly competition among co-workers. Teach others your skills - nothing is more challenging, or rewarding, than passing your skills and knowledge on to others. Ask for new responsibilities - these will give you opportunities to stretch yourself. Start or take on a project that uses skills you would like to use, or want to improve. Commit to professional development - take courses, read books or trade magazines and attend seminars. However you do it, keep your skills fresh and current.

VarietyClosely related to the need for challenge is the need to minimize boredom. Boredom is a common culprit when it comes to job dissatisfaction. When your mind is bored you lack interest and enthusiasm and even a well-matched job becomes dissatisfying. Some common methods to alleviate boredom at work include: Cross train and learn new skills. Ask to be moved to a new assignment or department requiring the same skills. Ask to work a different shift. Volunteer to take on new tasks.
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Get involved with committee work. Go on an extended leave, or take a sabbatical.

Positive AttitudeAttitude plays a huge role in how you perceive your job and your life in general. If you are depressed, angry or frustrated, you're much less likely to be satisfied with anything. Making a change to a positive attitude is a complex process that requires a lot of work and a strong commitment. However, over time, you can turn your internal dialogues around and start to see most events in your life as positive and worthwhile. Here are some tips: Stop negative thoughts from entering your brain. Reframe your thoughts to the positive. Put the events of the day in the correct context. Don't dwell on setbacks. Commit to viewing obstacles as challenges. Accept that mistakes are simply opportunities to learn. Become an optimist.

To help you with your quest to become positive, Mind Tools has a useful article titled Rational Positive Thinking, which helps you to identify and change negative and unhappy thinking patterns.

Know Your OptionsWhen you feel trapped, you can start to get anxious. At first you wonder what else is out there for you. This progress to the point where you become convinced that anything other than the job you're doing has got to be more satisfying. To combat this, continuously scan your environment for opportunities. When you feel you have options, you have more
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control. When you make a positive choice to stay with a job, that job has much more appeal than if you feel forced to stay because you feel you have no alternative. Keep a list of your accomplishments. Update your resume on a regular basis. Keep up to date on employment trends. Research other jobs that interest you. Adopt an 'I'm keeping my options open' approach.

Maintain a Balanced LifestyleYou'll have heard many times that you need to keep your life and work in balance. When you focus too much on one at the expense of the other you risk putting your whole system in distress. When work takes over your life, it is easy to resent it and lose your sense of perspective: Suddenly everything about your life is clouded with negativity. The Life Career Rainbow and The Wheel of Life are two great tools to use when seeking to attain and maintain an appropriate work life balance.

Find a Sense of PurposeLast, but certainly not least (for many people) is the need to find a sense of purpose in the things you do. Even if you have a boring job, it helps a lot if you can see the real benefit you're providing for people. Even the most mundane job usually has purpose if you dig deep enough. And if it doesnt, should you be wasting your life doing it?

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FACTORS INFLUENCING JOB SATISFACTION:

There are a number of factors that influence job satisfaction. A number of research studies have been conducted in order to establish some of the causes that result in job satisfaction. These studies have related consistent correlation of certain variables with the job satisfaction. These factors can be discussed in detail as follows:

A. ORGANISATIONAL FACTORS
Some of the organizational factors which affect job satisfaction are:
Salaries and Wages

Wages and salaries play a significant role in influencing job satisfaction. This is basically because of a few basic reasons. Firstly, money is an important instrument in fulfilling ones needs. Money also satisfies the first level needs of Maslows model of satisfaction. Secondly employees often see money as a reflection of the managements concern for them. Thirdly, it is considered a symbol of achievement since higher pay reflects higher degree of contribution towards organizational operations. None monetary benefits are also important, but they are not as influential. One reason for that is that most of the employees do not even know how much they are receiving in benefits. Moreover, a few tend to under values there benefits because they do not realize their monetary value. The employees, generally, want a pay system which is simple, fair and in line with their expectations. Promotion Chances Promotional chances considerably affect the job satisfaction because of the following reasons: Firstly, Promotion indicates an employees worth to the organization which is highly morale boosting. This is particularly true in case of high level jobs.
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Secondly, Employee takes promotion as the ultimate achievement in his career and when it is realized, he feels extremely satisfied. Thirdly, Promotion involves positive changes e.g. higher salary, less supervision, more freedom, more challenging work assignments, increased responsibilities, status and like. Organizational structure and policies also play an important role in affecting the job satisfaction of employees. An autocratic and highly authoritative structure causes resentment among the employees as compared to a structure which is more open and democratic in nature. Organizational policies also govern the human behavior in the organizations. These policies can generate positive or negative feelings towards the organization. Liberal and fair policies usually result in more job satisfactions. Strict policies will create dissatisfaction among the employees because they feel that they are not being treated fairly and may feel constrained. Thus, a democratic organizational structure with fair and liberal policies is associated with high job satisfaction.

B. WORK ENVIRONMENTAL FACTORS

The work environmental factors include the following important factors: Supervision Supervision is a moderately important source of job satisfaction. There are two dimensions of supervisory styles which affect the job satisfaction. First is Employee Centeredness. Whenever the supervisor is friendly and supportive of the workers there is job satisfaction. In this style, the supervisor takes personal interest in employees welfare. Second is Participation. The superiors, who allow their subordinates to participate in decisions that affect their own job, help in creating an environment which is highly conducive to job satisfaction. Thus, the supervisors who establish a supportive personal relationship with subordinates and take personal interest in them contribute to the employees satisfaction.

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 Work Group The nature of the work group or team will have effect on job satisfaction in the following ways: i. A friendly and co-operative group provides opportunities to the group members to interact with each other. It serves as a source of support comfort, advice and assistance to the individual group members. If on the other hand, the people are difficult to get along with, the work group will have a negative impact on job satisfaction. ii. The work group will be even a stronger source of satisfaction when members have similar attitudes and values. In such a group, there will less friction on day to day basis. iii. Smaller groups provide greater opportunity for building mutual trust and understanding as compared to larger groups. Thus, the group size and quality of interpersonal relations within the group play a significant role in workers satisfaction.

Working conditions

Good working conditions are desirable by the employees, as they lead to more physical comfort. People desire that there should be a clean and healthy working environment. Temperature, humidity ventilation, lighting and noise, hours of work, cleanliness of the work place and adequate tools and equipment are the features which affect job satisfaction. While the desirable working conditions are taken for granted and may not contribute heavily towards job satisfaction, poor working conditions do become a source of job dissatisfaction. Simply because they lead to physical discomfort and physical danger.

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C. WORK ITSELF
The content of the work itself plays a major role in determining the level of job satisfaction. Some of the aspects of the work which affect job satisfaction are: Job Scope It provides the amount of responsibility, work pace and feedback. The higher is the level of these factors, higher the job scope and higher the level of satisfaction. Variety A moderate amount of variety is very effective. Excessive variety produces confusion and stress and a tool little variety causes monotony and fatigue which are dissatisfies. Lack of Autonomy and Freedom Lack of autonomy and freedom over work methods and work pace can create helplessness and dissatisfaction. Employees do not like it when their every step and every action are determined by the supervisor. Role ambiguity and Role Conflict

Role ambiguity and role conflict also lead to confusion and job dissatisfaction because employees do not know exactly what their task is and what is expected of them. Interesting work

A work which is very interesting and challenging and gives status, provides satisfaction to the employees as compared to work which is boring and monotonous.

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D. PERSONAL FACTORS
Personal attributes of individuals also play a very important role as to whether they are satisfied at the job or not. Pessimists are people with negative attitudes will complain about everything including the job. They will always find something wrong in every job to complain about. Some of the important persona factors are; Age of Seniority With age, people become more mature and realistic and less idealistic so that they are willing to accept available resources and rewards and be satisfied about the situation. With the passage of time, people move into more challenging and responsible positions. People who do not move up to at all with time are more likely to be dissatisfied with their job. Tenure Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure assures job security, which is highly satisfactory to employees. They can easily plan for their future without any fear of losing their jobs. Personality Some of the personality traits which are directly related to job satisfaction are self assurance, self esteem, and maturity, and decisiveness, sense of autonomy, challenge and responsibility. Higher the person is on Maslows needs hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within the person and is a function of his personality. Accordingly, in addition to providing a healthy work environment management must ensure that the employee is happy with himself and has a positive outlook on like.

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CREATING JOB SATISFACTION:

"Find a job you like, and you add five days to every week." -By H. Jackson Brown, Jr. For many of us, the idea of having a job that is truly satisfying - the kind where work doesnt feel like work anymore - is pure fantasy. Sure, professional athletes, ski patrollers, and golf pros may have found a way of doing what they love and getting paid for it. But is there actually anyone out there who dreams of sitting at a desk and processing paper, or watching products fly by them on conveyor belts, or working to solve other people's problems? Career dreams are one thing; practical reality is often another. When they happily coincide, seize the opportunity and enjoy it! Luckily, when they do not, it's good to know that it is possible to get job satisfaction from a practical choice of career. Job satisfaction doesn't have to mean pursuing the ultra-glamorous or making money from your hobby. You can work at job satisfaction, and find it in the most unexpected places. The heart of job satisfaction is in your attitude and expectations; it's more about how you approach your job than the actual duties you perform. Whether you work on the farm, a production line, in the corner office or on the basketball court, the secret is to understand the key ingredients of your unique recipe for job satisfaction.

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CONSEQUENCES OF JOB SATISFACTION:

Research has concluded that there is a relationship between job satisfaction and performance of the employees. Thus, job satisfaction or job dissatisfaction is an important concern of the management. High job satisfaction may lead to improved productivity, decreased turnover, and improved attendance, reduced accident, less job stress and less unionization. Job dissatisfaction produces low morale among workers and low morale at work is highly undesirable. In examining the outcomes analysis of job

satisfaction, it is important to break down the

into a series of specific

subtopics. The following subtopics explain the outcomes of job satisfaction-

Job Satisfaction and Employee Turnover

Unlike the relationship between satisfaction and performance, research has concluded a moderate relationship between job satisfaction and turnover. H i g h employee turnover is a matter of concern for the management as it disrupts the normal operations and continuous replacement of employees who leave the organization is costly and technically undesirable. Managerial concern is mostly for the turnover which arises because of job dissatisfaction. The employees, thus, tries to keep the employees satisfied on their jobs to minimize the turnover. Though, high job satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction will definitely increase the employee turnover. The employee turnover is affected by certain other factors also, in addition to job satisfaction. Commitment to the organization is one such factor. Some employees, however dissatisfied they are with their jobs, cannot imagine themselves working anywhere else. Another important factor is the better opportunities of employment. Even if the people are highly satisfied with their jobs, they are willing to leave if there are better opportunities available anywhere else. If no other opportunities are available, the
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employees will stay where they are, irrespective of dissatisfaction. On the overall basis, we can say that there is an important role played by job satisfaction in employee turnover.

Job Satisfaction and Absenteeism

It has been conclusively proved that there is an inverse relationship between job satisfaction and absenteeism. When satisfaction is high, absenteeism is low and when satisfaction is low, absenteeism is high. Less satisfied employees are more likely to be absent from work due, to avoidable reasons. This is known as voluntary absenteeism as against unavoidable absenteeism which is due to illness or other emergency reasons. Management must be concerned with voluntary absenteeism; because it is related to job satisfaction. Absenteeism can be modified by certain factors. Research has found that people who believe that their work is important have lower absenteeism as compared to those who do not feel that way. Moreover, it is important to remember that while high job satisfaction will not necessarily result in low absenteeism (because of unavoidable absenteeism).

Job Satisfaction and Union Activities

It has been proved that satisfied employees are generally not interested in unions and they do not perceive them as necessary. Job satisfaction has proved to be the major cause of unionization. The employees join the unions because they feel that individually they are unable to influence changes which would eliminate the causes of job dissatisfaction. The level of union activities is related to the level of job dissatisfaction. Low level of dissatisfaction results in only grievances while higher levels of dissatisfaction will result in employee strikes.

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Job Satisfaction and Safety

When people are dissatisfied with their jobs, company and supervisors, they are more prone to experience accidents. An underlying reason for this is that dissatisfactory takes ones attention away from the task at hand and leads directly to accidents. A satisfied worker will always be careful and attentive towards his job, and the chances of accidents will be less. Here, we are discussing about the avoidable accidents and not the unavoidable ones.

Other effects of Job Satisfaction

In addition, there are a number of other effects brought about by high job satisfaction. Highly satisfied employees tend to have better physical and mental health, learn the new job related tasks easily, and have less job stress and unrest. Such employees will become more co-operative such as helping coworkers; helping customers etc. such behavior will improve unit performance and organizational effectiveness. To conclude, we can say that job satisfaction results from the employees perception that the job content and context actually provide what an employee values in the work situation. Organizationally speaking, high level of job satisfaction reflects highly favorable organizational climate resulting in attracting and retaining better workers.

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UNDERSTAND THE LINK BETWEEN WORK APPROACH AND JOB SATISFACTION:

If you've gone sour on your job, take some time to think about what motivates and inspires you and how you approach your work. For example: It's a job. If you approach work as a job, you focus primarily on the financial rewards. The nature of the work may hold little interest for you. What's important is the money. If a job with more pay comes your way, you'll likely move on. It's a career. If you approach work as a career, you're likely interested in advancement. You may want to climb the career ladder as far as possible or be among the most highly regarded professionals in your field. You're motivated by the status, prestige and power that come with the job. It's a calling. If you approach your job as a calling, you focus on the work itself. You're less interested in financial gain or career advancement, preferring instead to find a sense of fulfillment from the work itself. One approach isn't necessarily better than the others, and you might find elements of all three perspectives important. Still, if you're unsatisfied with your job, it's helpful to reflect on why you work. Think about what originally drew you to your current job, and whether it may be a factor in your lack of job satisfaction. More job satisfaction can mean less stress: Whether your work is a job, a career or a calling, you can take steps to restore meaning to your job. Make the best of difficult work situations by maintaining a positive attitude. Be creative as you think of ways to change your circumstances- or how you view your circumstances. Doing so can help you manage your stress and experience the rewards of your profession.

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HOW TO INCREASE JOB SATISFACTION AND EMPLOYEE ENGAGEMENTTHE PRIDE SYSTEM:

The leaders of the organization have the responsibility for creating a high level of job satisfaction. Dr. Edwards Deming said, The aim of leadership should be to improve the performance of man and machine, to improve quality, to increase output, and simultaneously to bring pride of workmanship to people. A motivating environment is one that gives workers a sense of pride in what they do. To show supervisors and managers how to build a more productive work environment, Ive created a five -step process called the PRIDE system. Leaders can improve employee motivation and employee engagement within their organizations by following this process: Provide a positive working environment Reward and recognition Involve and increase employee engagement Develop the skills and potential of your workforce Evaluate and measure job satisfaction

STEP 1PROVIDE A POSITIVE WORKING ENVIRONMENT Job satisfaction begins by first providing a positive work environment. Fran Tarkenton says, to find what motivates people, you have to find what turns people on. This is the most important factor in the process. A motivating working environment requires going over and beyond the call of duty and providing for the needs of the worker. Walt Disney World Company provides an excellent work environment for their employees or cast members. Employee assistance centers are spread strategically across the theme park. Some of the services included employee discount programs, childcare information, money orders, postage stamps, check cashing, and bus
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passes. The Walt Disney Company realizes that taking care of their employees needs keep them motivated, on the job and loyal to the company.

STEP 2REWARD, REINFORCEMENT AND RECOGNITION Mark Twain once said, I can live for two months on a good compliment. Personal recognition is a powerful tool in building morale and motivation. A pat on the back, a personal note from a peer or a supervisor does wonders. Small, informal celebrations are many times more effective than a once a quarter or once a year formal event. Graham Weston, co-founder and CEO of Rackspace Managed Hosting, gives the keys to his BMW M3 convertible for a week to his top performing employees. This creative way to reward employees has a bigger impact than cash. He says, If you gave somebody a $200 bonus, it wouldnt mean very much. When someone gets to drive my car for a week, they never forget it. I have spent several years researching what organizations do to motivate and energize their workforces to achieve high levels of employee satisfaction. I have captured their best ideas and condensed and summarized them in a book. There are hundreds of easy-toimplement techniques that are guaranteed to improve performance, energize, help motivate, and improve teamwork.

STEP 3INVOLVE AND ENGAGE THE WORKFORCE

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People may show up for work, but are they engaged and productive? People are more committed and have higher levels of employee engagement when there is a process for them to contribute their ideas and employee suggestions. This gives them a sense of ownership and pride in their work. The Sony Corporation fosters the exchange of ideas within departments by sponsoring an annual Idea Exposition. During the exposition, scientists and engineers display projects and ideas they are working on. Open only to Sonys employees, this process creates a healthy climate of innovation and engages all those who participate. Capturing employee suggestions and ideas engages and improves employee motivation, creating a more productive and satisfying work environment. Yet many ignore the untapped resource of their employees who know their jobs better than any expert. Our Idea Campaigns are different than typical employee suggestion programs. The Campaign is a proven way to capture hundreds of ideas to improve productivity, cut costs and drive improvements from the bottom up in a short time period.

STEP 4DEVELOP WORKERS SKILLS AND POTENTIAL Training and education motivates people and makes them more productive and innovative. At Federal Express, all customer contact people are given six weeks of training before they ever answer the first phone call. Learning never stops and testing continues throughout their employment tenure. Every six months customer service people are tested using an on-line computer system. Pass/fail results are sent to each employee within 24 hours. They receive a personalized prescription on areas that need reviewing with a list of resources and lessons that will help. Federal Express intensive training and development program has resulted in higher motivation and lower turnover. There are many reasons training and development makes sense. Well-trained employees are more capable and willing to assume more control over their jobs. They need less supervision, which frees management for other tasks. Employees are more capable to
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answer the questions of customers which build better customer loyalty. Employees, who understand the business, complain less, are more satisfied, and are more motivated. All this leads to better management-employee relationships.

STEP 5EVALUATE AND MEASURE JOB SATISFACTION Continuous evaluation and never ending improvement is the final step of the PRIDE system. Evaluation is a nonstop activity that includes a specific cycle of steps focusing on job satisfaction and employee engagement. The primary purpose of evaluation is to measure progress and determine what needs improving. Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale, and motivation of the workforce. It includes the identification of problem areas needing improvement and the design and implementation of an improvement plan. Good organizations conduct a job satisfaction survey at least once a year.

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CHAPTER: IV DATA ANALYSIS AND INTERPRETATION:

The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan. Technically speaking, processing implies editing, coding, classification and t a b u l a t i o n o f c o l l e c t e d d a t a s o t h a t t h e y a r e a m e n a b l e t o a n a l ys i s . T h e t e r m analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions. The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose o f summarizing the collected d a t a a n d o r g a n i z i n g t h e m i n s u c h a m a n n e r t h a t t h e y a n s w e r t h e r e s e a r c h questions. In this study the researcher followed above process carefully and it is presented in this chapter.

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Table 1.1: How long you have been working in this company?
Sr. No. 1. 2. 3. Particulars Less than 3 years 3-5 years More than 5 years Respondents 18 11 71 100 Percentage 18 11 71 100

Inference: From the above table, we can infer that majority of people have the working experience of more than 5 years i.e. 71%.

How long you have been working in this company?

Less than 3 years 3-5 years More than 5 years

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Table 1.2: How do you feel about the working environment?

Sr. No. 1. 2. 3. 4. Particulars Excellent Good Satisfactory Not satisfactory Respondents 50 35 15 0 100 Percentage 50 35 15 0 100

Inference: From the above table, we can say that half of the people i.e. 50% finds the working environment excellent.

How do you feel about the working environment?

Excellent Good Satisfactory Not satisfactory

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Table 1.3: How secure do you feel in your job?

Sr. No. 1. 2. 3. Particulars Highly secure Secure Insecure Respondents 71 29 0 100 Percentage 71 29 0 100

Inference: From the above table, we can infer that 71% of respondents feel highly secure in their job.

How secure do you feel in your job?

Highly Secure Secure Insecure

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Table 1.4: How do you feel about the smoothness in relationship with your employers
and co- workers? Sr. No. 1. 2. 3. 4. Particulars Very high High Medium Low Respondents 7 89 4 0 100 Percentage 7 89 4 0 100

Inference: 89% of respondents feel that there is a high smoothness in relationship with their employee and co-workers.

How do you feel about the smoothness in relationship with your employers and coworkers?

Very high High Medium Low

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Table 1.5: Opinion about your job

Sr. No. 1. 2. 3. Particulars Highly satisfied Satisfied Not satisfied Respondents 15 85 0 100 Percentage 15 85 0 100

Inference: 85% of respondents are satisfied from their job.

Opinion about your job.

Highly satisfied Satisfied Not satisfied

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Table 1.6: Are you satisfied with the appreciation or reward system provided by your
management? Sr. No. 1. 2. 3. Particulars Highly satisfied Satisfied Needs improvement Respondents 29 67 4 100 Percentage 29 67 4 100

Inference: Out of 100, 67 respondents are satisfied with the appreciation or reward system provided by their management.

Are you satisfied with the appreciation or reward system provided by your management?

Highly satisfied Satisfied Needs improvement

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Table 1.7: Are you satisfied with the bonus and incentives given?
Sr. No. 1. 2. 3. Particulars Highly satisfied Satisfied Needs improvement Respondents 68 29 3 100 Percentage 68 29 3 100

Inference: 68% of respondents are satisfied with the bonus and incentives given to them.

Are you satisfied with the bonus and incentives given?

Highly satisfied Satisfied Needs improvement

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Table 1.8: Are you satisfied with the overall compensation package?
Sr. No. 1. 2. 3. Particulars Highly satisfied Satisfied Needs improvement Respondents 53 43 4 100 Percentage 53 43 4 100

Inference:

53% of respondents are highly satisfied with the overall compensation

package, whereas 4% thinks that improvement is required.

Are you satisfied with compensation package?

the

overall

Highly satisfied Satisfied Needs improvement

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Table 1.9: Have you ever observed or experienced any of the following forms of
discrimination in the company? Sr. No. 1. 2. 3. 4. Particulars Racial Discrimination Gender Discrimination Age Discrimination None Respondents 0 0 0 100 100 Percentage 0 0 0 100 100

Inference: From the above table, we can say day not any kind of discrimination was faced by any employee.

Have you ever observed or experienced any of the following forms of discrimination in the company?

Racial Discrimination Gender Discrimination Age Discrimination None

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Table 1.10: My manager/supervisor provides me with continuous feedback to help me

achieve my goals. Sr. No. 1. 2. 3. 4. 5. Particulars Strongly disagree Disagree Somewhat agree Agree Strongly agree Respondents 0 0 39 46 15 100 Percentage 0 0 39 46 15 100

Inference:

From the above table, we can say that 46% of people agree that their

manager/supervisor provides them with continuous feedback to help them achieve their goals.

My manager/supervisor provides me with continuous feedback to help me achieve my goals.

Strongly disagree Disagree Somewhat agree Agree Strongly agree

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Table 1.11: Are you satisfied with the opportunities which you get to learn new skills?
Sr. No. 1. 2. 3. Particulars Not satisfied at all Somewhat satisfied Extremely satisfied Respondents 0 78 22 100 Percentage 0 78 22 100

Inference: 78% of respondents are somewhat satisfied with the opportunities which they get to learn new skills.

Are you satisfied with the opportunities which you get to learn new skills?

Not satisfied at all Somewhat satisfied Extremely satisfied

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Table 1.12: How meaningful is your work?

Sr. No. 1. 2. 3. 4. 5. Particulars Strongly meaningful Very meaningful Moderately meaningful Slightly meaningful Not at all meaningful Respondents 11 89 0 0 0 100 Percentage 11 89 0 0 0 100

Inference: From the above table, we can infer that 89% of respondents find their work very meaningful.

How meaningful is your work?

Strongly meaningful Very meaningful Moderately meaningful Slightly meaningful Not at all meaningful

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Table 1.13: How challenging is your job?

Sr. No. 1. 2. 3. 4. 5. Particulars Strongly challenging Very challenging Moderately challenging Slightly challenging Not at all challenging Respondents 15 78 7 0 0 100 Percentage 15 78 7 0 0 100

Inference: From the above table, we can say that 78% of people find their job very challenging.

How challenging is your job?

Strongly challenging Very challenging Moderately challenging Slightly challenging Not at all challenging

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Table 1.14: In a typical week, how often do you feel stressed at work?
Sr. No. 1. 2. 3. 4. 5. Particulars Strongly often Very often Moderately often Slightly often Not at all often Respondents 4 18 56 18 4 100 Percentage 4 18 56 18 4 100

Inference: We can make an inference that 56% of respondents moderately often feel stressed at work.

In a typical week, how often do you feel stressed at work?

Strongly often Very often Moderately often Slightly often Not at all often

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Table 1.15: Are you satisfied with the location of your work place?
Sr. No. 1. 2. 3. Particulars Not satisfied at all Somewhat satisfied Extremely satisfied Respondents 11 85 4 100 Percentage 11 85 4 100

Inference: From the above table, we can infer that 85% of respondents are somewhat satisfied with the location of their workplace.

Are you satisfied with the location of your work place?

Not satisfied at all Somewhat satisfied Extremely satisfied

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Table 1.16: Do you really enjoy / relax in your tea time and lunch break? Sr. No. 1. 2. Particulars Yes No Respondents 100 0 100 Percentage 100 0 100

Inference: From the above table, we can infer that 100% of respondents enjoy or relax during their tea time and lunch break.

Do you really enjoy / relax in your tea time and lunch break?

Yes No

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Table 1.17: Are you satisfied with the kind of opportunities you get for promotions?
Sr. No. 1. 2. 3. Particulars Not satisfied at all Somewhat satisfied Extremely satisfied Respondents 7 68 25 100 Percentage 7 68 25 100

Inference: 68% of respondents are somewhat satisfied with the kind of opportunities they get for promotions.

Are you satisfied with the kind opportunities you get for promotions?

of

Not satisfied at all Somewhat satisfied Extremely satisfied

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Table 1.18: Are you satisfied with the kind of recognition you get for getting the work
accomplished? Sr. No. 1. 2. 3. Particulars Not satisfied at all Somewhat satisfied Extremely satisfied Respondents 0 78 22 100 Percentage 0 78 22 100

Inference: From the above table, we can infer that 78% of respondents are somewhat satisfied with the kind of recognition they get for getting the work accomplished.

Are you satisfied with the kind of recognition you get for getting the work accomplished?

Not satisfied at all Somewhat satisfied Extremely satisfied

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Table 1.19: How do you feel about the quantity of work you are asked to perform?
Sr. No. 1. 2. 3. 4. Particulars Much too much Too much Just right Too little, much too little Respondents 0 29 61 0 100 Percentage 0 29 61 0 100

Inference: From the above table, we can infer that 61% of respondents feel that they are asked to perform just right quantity of work.

How do you feel about the quantity of work you are asked to perform?

Much too much Too much Just right Too little, much too little

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Table 1.20: Are you satisfied with the amount of paid vacation time/sick leave offered?
Sr. No. 1. 2. 3. Particulars Not satisfied at all Somewhat satisfied Extremely satisfied Respondents 0 15 85 100 Percentage 0 15 85 100

Inference: From the above table, we can infer that 85% of respondents are extremely satisfied with the amount of paid vacation/ sick leave offered to them.

Are you satisfied with the amount of paid vacation time/sick leave offered?

Not satisfied at all Somewhat satisfied Extremely satisfied

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Table 1.21: All things considered, how do you rate companys employee policies and
procedures? Sr. No. 1. 2. 3. 4. 5. Particulars Excellent Very good Typical Fair Poor Respondents 7 78 7 4 4 100 Percentage 7 78 7 4 4 100

Inference: From the above table, we can infer that 78% of respondents rate companys employee policies and procedures as very good.

All things considered, how do you rate companys employee policies and procedures?

Excellent Very good Typical Fair Poor

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Table 1.22: How do you rate company on treating employee problems fairly?
Sr. No. 1. 2. 3. 4. 5. Particulars Excellent Very good Typical Fair Poor Respondents 4 70 11 15 0 100 Percentage 4 70 11 15 0 100

Inference:

70% of respondents rate company very good on treating employee

problems fairly.

How do you rate company on treating employee problems fairly?

Excellent Very good Typical Fair Poor

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Table 1.23: All things considered, how do you rate the companys salary structure?
Sr. No. 1. 2. 3. 4. 5. Particulars Excellent Very good Typical Fair Poor Respondents 61 29 10 0 0 100 Percentage 61 29 10 0 0 100

Inference: From the above table, we can say that 61% of respondents rate companys salary structure as excellent.

All things considered, how do you rate the companys salary structure?

Excellent Very good Typical Fair Poor

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Table 1.24: According to you how important is the work you do to Company?
Sr. No. 1. 2. 3. 4. 5. Particulars Very important Important Unimportant Very unimportant Neither unimportant 100 100 important Respondents 43 53 0 0 nor 4 Percentage 43 53 0 0 4

Inference: It can be inferred that 53% of respondents find that it is important the work which they do to company.

According to you how important is the work you do to Company?

Very important Important Unimportant Very unimportant Neither important nor unimportant

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Table 1.25: How do you rate the safety and health standard of the company?
Sr. No. 1. 2. 3. 4. 5. Particulars Excellent Very good Typical Fair Poor Respondents 11 75 7 2 5 100 Percentage 11 75 7 2 5 100

Inference: 75% of respondents rate the safety and health standard of the company as very good.

How do you rate the safety and health standard of the company?

Excellent Very good Typical Fair Poor

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Table 1.26: How do the companys employee policies compare with those of other
companies you know about? Sr. No. 1. 2. 3. 4. 5. Particulars Excellent Very good Typical Fair Poor Respondents 10 76 4 4 6 100 Percentage 10 76 4 4 6 100

Inference: From the above table, we can infer that 76% of respondents find that the companys employee policies compare with those of other companies they know about is very good.

How do the companys employee policies compare with those of other companies you know about?

Excellent Very good Typical Fair Poor

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CHAPTER: V FINDINGS:
Majority of people have the working experience of more than 5 years i.e. 71%. Half of the people i.e. 50% find the working environment excellent. 71% of respondents feel highly secure in their job.

89% of respondents feel that there is a high smoothness in relationship with their
employee and co-workers.

85% of respondents are satisfied from their job. Out of 100, 67 respondents are satisfied with the appreciation or reward system provided by their management. 68% of respondents are satisfied with the bonus and incentives given to them. 53% of respondents are highly satisfied with the overall compensation package, whereas 4% thinks that improvement is required. Not any kind of discrimination was faced by any employee. 46% of people agree that their manager/supervisor provides them with continuous feedback to help them achieve their goals.
78% of respondents are somewhat satisfied with the opportunities which they get to

learn new skills. 89% of respondents find their work very meaningful. 78% of people find their job very challenging. 56% of respondents moderately often feel stressed at work. 85% of respondents are somewhat satisfied with the location of their workplace. 100% of respondents enjoy or relax during their tea time and lunch break. 68% of respondents are somewhat satisfied with the kind of opportunities they get for promotions. 78% of respondents are somewhat satisfied with the kind of recognition they get for getting the work accomplished.

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61% of respondents feel that they are asked to perform just right quantity of work. 85% of respondents are extremely satisfied with the amount of paid vacation/ sick leave offered to them. 78% of respondents rate companys employee policies and procedures as very good. 70% of respondents rate company very good on treating employee problems fairly. 61% of respondents rate companys salary structure as excellent. 53% of respondents find that it is important the work which they do to company. 75% of respondents rate the safety and health standard of the company as very good. 76% of respondents find that the companys employee policies compare with those of other companies they know about is very good.

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CHAPTER: VI SUGGESTION AND RECOMMENDATION:

In the organization most of the employees are satisfied with all the facilities provided by company. But there are some employees also who are not satisfied with the company. Management should try to convert unsatisfied employees into satisfied employees. Because if employee is not satisfied than he will not be able to give his 100% to his work and the productivity of employee decrease. Possibly the single most effective way of increasing job satisfaction is to give more freedom to the employees to do their work in their own way. People will work harder and derive satisfaction if they are given the freedom to make their own decisions. Good working conditions are desirable by the employees as they lead to more physical comfort. There should be a clean and healthy working environment. Proper ventilation, lighting, clean and hygienic workplace etc. should be maintained. There should be provision of crche for the children of women employees and canteen facility providing subsidized foods for the employees. Good working conditions are desirable by the employees as they lead to more physical comfort. There are two dimensions of supervisory styles. First is Employee Centeredness where the supervisor is friendly and supporters. Second is Participation. There should be employee participation in decision making so that it will help in creating an environment which is highly conductive to job satisfaction.

So, management should try to satisfy his employees because employees are the assets of the company not liabilities.

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# APPENDICES # QUESTIONNAIRE:
Name: Occupation: What is your job title? _____________________________ ________________________________ ________________________________

How long have you worked for this company? ________________________________ How long have you held your current position? ________________________________ Briefly describe your work responsibilities (as you would on a resume): __________________________________________________ __________________________________________________ ________________________

1. How long you have been working in this company? a) Less than 3 years b) 3-5 years c) More than 5 years

2. How do you feel about the working environment? a) Excellent b) Good c) Satisfactory d) Not satisfactory

3. How secure do you feel in your job? a) Highly secure b) Secure c) Insecure

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4. How do you feel about the smoothness in relationship with your employers and coworkers? a) Very high b) High c) Medium d) Low

5. Opinion about your job a) highly satisfied b) Satisfied c) Not satisfied d) Others (specify)

6. Are you satisfied with the appreciation or reward system provided by your management? a) Highly satisfied b) Satisfied c) Needs improvement

7. Are you satisfied with the bonus and incentives given? a) Highly satisfied b) Satisfied c) Needs improvement

8. Are you satisfied with the overall compensation package? a) Highly satisfied b) Satisfied c) Needs improvement

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9. Have you ever observed or experienced any of the following forms of discrimination in the company? a) Racial discrimination b) Age discrimination c) Gender discrimination d) None of the above

10. My manager/supervisor provides me with continuous feedback to help me achieve a) Strongly disagree b) Disagree c) Somewhat agree d) Agree e) Strongly agree

11. Are you satisfied with the opportunities which you get to learn new skills? a) Not satisfied at all b) somewhat satisfied c) extremely satisfied

12. How meaningful is your work? a) Extremely meaningful b) Very meaningful c) Moderately meaningful d) Slightly meaningful e) Not at all meaningful

13. How challenging is your job? a) Extremely challenging b) Very challenging c) Moderately challenging
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d) Slightly challenging e) Not at all challenging

14. In a typical week, how often do you feel stressed at work? a) Extremely often b) Very often c) Moderately often d) Slightly often e) Not at all often

15. Are you satisfied with the location of your work place? a) Not satisfied at all b) somewhat satisfied c) extremely satisfied

16. Do you really enjoy / relax in your tea time and lunch break? a) Yes b) No If No, Why ___________________________________________________ _______________________________________________________

17. Are you satisfied with the kind of opportunities you get for promotions? a) Not satisfied at all b) Somewhat satisfied c) extremely satisfied

18. Are you satisfied with the kind of recognition you get for getting the work accomplished? a) Not satisfied at all
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b) Somewhat satisfied c) extremely satisfied

19. How do you feel about the quantity of work you are asked to perform? a) Much too much b) Too much c) Just right d) Too little, much too little

20. Are you satisfied with the amount of paid vacation time/sick leave offered? a) Not satisfied at all b) Somewhat satisfied c) extremely satisfied 21. All things considered, how do you rate companys employee policies and procedures? a) Excellent b) Very good c) Typical d) Fair e) Poor

22. How do you rate company on treating employee problems fairly? a) Excellent b) Very good c) Typical d) Fair e) Poor

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23. All things considered, how do you rate the companys salary structure? a) Excellent b) Very good c) Typical d) Fair e) Poor

24. According to you how important is the work you do to Company? a) Very important b) Important c) Unimportant d) Very unimportant e) Neither important nor unimportant

25. How do you rate the safety and health standard of the company? a) Excellent b) Very good c) Typical d) Fair e) Poor 26. How do the companys employee policies compare with those of other companies you know about? a) Excellent b) Very good c) Typical d) Fair e) Poor

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BIBLIOGRAPHY:
Wibliography1) http://managementhelp.org/personalwellness/job-satisfaction.htm 2) http://en.wikipedia.org/wiki/Job_satisfaction 3) http://www.spring.org.uk/2011/07/10-psychological-keys-to-jobsatisfaction.php 4) http://www.mindtools.com/pages/article/newCDV_94.htm 5) http://www.mayoclinic.com/health/jobsatisfaction/WL00051/NSECTIONGROUP=2

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