Professional Documents
Culture Documents
Job Satisfaction
This definition suggests job satisfaction is a general or global affective reaction that
individuals hold about their job. While researchers and practitioners most often measure
global job satisfaction, there is also interest in measuring different "facets" or
"dimensions" of satisfaction. Examination of these facet conditions is often useful for a
more careful examination of employee satisfaction with critical job factors. Traditional
job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the
work and benefits."
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job
satisfaction and occupational success are major factors in personal satisfaction, self-
respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.
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For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased 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 job
loss, will not give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and as soon as the threat is lifted performance will
decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And although only little
correlation has been found between job satisfaction and productivity, Brown (1996) notes
that some employers have found that satisfying or delighting employees is a prerequisite
to satisfying or delighting customers, thus protecting the "bottom line." No wonder
Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and
soon grass will grow on the factory floors. Take away my factories, but leave my people,
and soon we will have a new and better factory"
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Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place
that will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction
need to incorporate the following:
Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy
with their jobs varies from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the
nature of the work itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of the work force. For
example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup.
Also, managers can enhance job satisfaction by carefully matching workers with the type
of work. For example, a person who does not pay attention to detail would hardly make a
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good inspector, and a shy worker is unlikely to be a good salesperson. As much as
possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
challenge in the work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement. Large companies
that have used job-enrichment programs to increase employee motivation and job
satisfaction include AT&T, IBM, and General Motors (Daft, 1997).
Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects
on job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
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Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction:
• Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
• Develop excellent communication skills. Employers value and reward excellent
reading, listening, writing, and speaking skills.
• Know more. Acquire new job-related knowledge that helps you to perform tasks
more efficiently and effectively. This will relieve boredom and often gets one
noticed.
• Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased
responsibilities and rewards.
• Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.
• Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
• See the value in your work. Appreciating the significance of what one does can
lead to satisfaction with the work itself. This helps to give meaning to one's
existence, thus playing a vital role in job satisfaction.
• Learn to de-stress. Plan to avoid burnout by developing healthy stress-
management techniques.
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Assuring Job Satisfaction
Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to
a stimulating, challenging, supportive, and rewarding work environment is vital. Because
of the relative prominence of pay in the reward system, it is very important that salaries
be tied to job responsibilities and that pay increases be tied to performance rather than
seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied
with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh
the pains, there is some level of job satisfaction
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.
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.
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LITERATURE REVIEW
The literature survey conducted here include the academic books and website. the study
being conducted was “to evaluate the effectiveness of recruitment and selection policy in
relation with increasing attrition problem.”
Job satisfaction among nurses is of concern throughout the world but the
satisfaction of nurse teachers has received less attention and no review of global
research on the topic has been published. A comprehensive literature review
(1976-2007) was undertaken from an international perspective (n=26 papers and
4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job
satisfaction over time. Coverage over the last 30 years was selected to examine if
the level and contributing factors to nurse teachers' job satisfaction have changed
during a time which has seen considerable developments and reorganization of
nurse education as well as the role of nurse teachers. The purpose of this Part I
paper is to: (i) review the different measurements of job satisfaction, (ii) report
the job satisfaction levels of nurse teachers and, (iii) identify the components of
job satisfaction of nurse teachers. This paper provides the foundation for the Part
II paper which reviews the literature regarding the effects and related factors of
nurse teachers' job satisfaction.
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1. Prasad L.M. “Human resource management” pp219-purpose and
importance of Recruitment & selection can not be ignored as by this org.
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9. Rao Janardhan N, “MBA Review”mar07,pp33-37.-Paradigam shifts in
human resources.
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OBJECTIVES OF THE STUDY
• To find that they are satisfied with their job profile or not.
• To find that employees are working with their full capabilities or not.
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RESEARCH METHODOLOGY
Meaning of Research
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the
data in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research
is conducted; it constitutes the blue print of the collection, measurement and analysis of
the data. As search the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;
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Research Design can be categorized as:
TYPES OF RESEARCH
DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig
out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
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DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no
means of study. Data collection plays an important role in any study. It can be collected
from various sources. I have collected the data from two sources which are given below:
1. Primary Data
• Personal Investigation
• Observation Method
2. Secondary Data
Magazines etc.
• Websites like KOTAK’S official site, some other sites are also searched to find
data.
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Scope Of The Study
The scope of the study is very vital. Not only the Human Resource department can use
the facts and figures of the study but also the marketing and sales department can take
benefits from the findings of the study.
The sales department can have fairly good idea about their employees,tat they are
satisfied or not.
The marketing department can use the figures indicating that they are putting their efforts
to plan their marketing strategies to achieve their targets or not.
Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.
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Sample Size :-
Questionare is filled by 20 employees of Tata consultancy ltd ,vikhroli.
The questionnaire was filled in the office and vital information was collected which was
then subjects to:-
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Analysis &
Interpretation
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I have been passed up at least once for
a promotion in the past few years.
0% 20%
50%
30%
This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree
and rest 0% of employees are strongly disagree.
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I spend parts of my day daydreaming
about a better job.
10% 0%
15%
15% 60%
This graph shows that 60% of employees are strongly agree about the point , 15% of
employees are agree on the point, 15% are neither agree nor disagree,10% are disagree
and rest 0% of employees are strongly disagree.
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I find much of my job repetitive and
boring.
10% 5% 0%
10%
75%
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
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I am mentally and/or physically
exhausted at the end of a day at work.
10% 5% 0%
85%
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I feel th at m y job h as little im p act o n th e
success o f th e com pan y.
20% 0%
50%
30%
This graph shows that 50% of employees are strongly agree about the point , 30% of
employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I have an increasingly bad attitude
toward my job, boss, and employer
20% 0% 20%
60%
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 20% are neither agree nor disagree,60% are disagree
and rest 20% of employees are strongly disagree.
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I am no longer given the resources I
need to successfully do my job.
0% 10%
30%
60%
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I am not being used to my full
capabilities.
0%
40% 40%
20%
This graph shows that 0% of employees are strongly agree about the point , 40% of
employees are agree on the point, 20% are neither agree nor disagree,40% are disagree
and rest 0% of employees are strongly disagree.
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I have received no better than "fair"
evaluations recently.
25% 0%
40%
35%
This graph shows that 40% of employees are strongly agree about the point , 35% of
employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I feel as though my boss and employer
have let me down.
0% 10%
35%
55%
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 10% are neither agree nor disagree,55% are disagree
and rest 35% of employees are strongly disagree.
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I often feel overworked and
overwhelmed.
0%
35%
45%
20%
This graph shows that 45% of employees are strongly agree about the point, 20% of
employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I am frequently stressed out at work.
0% 20%
50% 15%
15%
This graph shows that 0% of employees are strongly agree about the point, 20% of
employees are agree on the point, 15% are neither agree nor disagree,15% are disagree
and rest 50% of employees are strongly disagree.
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I live for weekends and days away
from the job.
0% 10%
30%
60%
This graph shows that 0% of employees are strongly agree about the point, 0% of
employees are agree on the point, 10% are neither agree nor disagree,30% are disagree
and rest 60% of employees are strongly disagree.
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I find myself negatively comparing my
situation to my peers.
20% 0% 15%
25%
40%
This graph shows that 0% of employees are strongly agree about the point, 15% of
employees are agree on the point, 25% are neither agree nor disagree,40% are disagree
and rest 20% of employees are strongly disagree.
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I fe e l m y b a d d a y s a t w o rk o u tw e ig h th e g o o d
ones.
0% 25%
45%
30%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is a D
g re
is ea g re e
S t ro n g ly D is a g re e
This graph shows that 25% of employees are strongly agree about the point, 30% of
employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
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I o fte n e x p e rie n c e a s e n s a tio n o f tim e s ta n d in g
s till w h e n I a m a t w o rk .
20% 0% 15%
35%
30%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is a D
g re
is ea g re e
S t ro n g ly D is a g re e
This graph shows that 15% of employees are strongly agree about the point, 35% of
employees are agree on the point, 30% are neither agree nor disagree,20% are disagree
and rest 0% of employees are strongly disagree.
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I h a v e b e e n to ld th a t I a m b e c o m in g a m o re
c y n ic a l p e rs o n .
S tro n g ly A g re e
0% 10% A g re e
35%
25%
N e it h e r A g re e n o r
D is a gre e
D is a gre e
30%
S tro n g ly D is a g re e
This graph shows that 10% of employees are strongly agree about the point, 25% of
employees are agree on the point, 30% are neither agree nor disagree,35% are disagree
and rest 0% of employees are strongly disagree.
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I fe e l a s th o u g h m y e m p lo y e r h a s b ro k e n
p ro m is e s a b o u t m y fu tu re w ith th e o rg a n iz a tio n .
0% 10%
40% 25%
25%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDg is
reaeg re e
S t ro n g ly D is a g re e
This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.
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I h ave lo st sig h t o f m y career g o als an d
asp iratio n s.
15% 0% 15%
25%
45%
This graph shows that 15% of employees are strongly agree about the point, 25% of
employees are agree on the point, 45% are neither agree nor disagree,15% are disagree
and rest 0% of employees are strongly disagree.
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I n o lo n g e r fe e l v a lu e d fo r m y w o r k .
10% 25%
20%
20% 25%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDgisreaeg re e
S t ro n g ly D is a g re e
This graph shows that 25% of employees are strongly agree about the point, 25% of
employees are agree on the point, 20% are neither agree nor disagree,20% are disagree
and rest 10% of employees are strongly disagree.
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Findings
o Employees are not completely satisfied with their job although their salary
is good enough.
o Most of the employees think that the organization haven’t fulfill their
promises,what they do in beginning especially regarding Promotion.
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SUGGESTIONS AND RECOMMENDATIONS
To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the
motivational session.
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LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level.
5. Small area for research: The area for study was Kaithal, which is quite a small
area to judge job satisfaction level.
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BIBLIOGRAPHY
BOOKS
2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd. Page no. 81-136,171,179,267,284.
WEBSITES:-
a. www.kotaklifeinsurance.com/home/products
b. www.kotak.com/coms2/product-compint-0000950756-page.html
c. www.irda.org/insurance/benefits-kotak,-ind
d. www.ask.com-/meaning-insurance/history//-
e. www.ibef.org/industry/insurance-trend/in
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ANNEXURE
QUESTIONNAIRE
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
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4. I am mentally and/or physically exhausted at the end of a day at work.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
5. I feel that my job has little impact on the success of the company.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
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• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
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• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
13. I live for weekends and days away from the job.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
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• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
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• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
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