ABC Job Satisfaction

8/6/2019 ABC Job Satisfaction

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INTRODUCTION

The Development in Science & technology has brought tremendous change in

business strategy. The globalization has its own inspect on the industrial environment

making it competitive. Hence, to survive in the market the Captains of the industries

perforce have to keep themselves addressed with changing environment and adopt new

techniques of their resource management.

The human resource in any organization is not important but Valuable to any

organization. This significant resource. Warrant due consideration executives and

managers right from the beginning. They have to take into account organizational

deployment and adopt new strategies for recruitment of the best talent available. The

talent available in the marketing is plenty but requirement is to recruit a suitable talent as

per the job requirement and the requirement of the organization. The different organ may

choose their own systems but the and result by selecting the best will go a long way to

fulfill the organizational goals.

The function of Human Resource Executive/Personnel managers does not end

merely at selection stage rather it begins from that step because the talent so selected is

required to be developed to fulfill the organizational interest or the goals so that there is

an overall prosperity of both the organization & the individual. Towards this end the

importance of recruitment & selection of the desired talent enhances the potential and

opportunity for the organizations to and achieve its objectives.



EXECUTIVE SUMMARY

The success and failure of the organization largely depends on the human or

employees working in the organization. So recruitment and selection both are very

important and they are concerned with obtaining, organizing, and motivating the

human resources required by the enterprise.

Research was carried out to understand the practices of recruitment and

selection followed by ABC ltd, Rajpura. To understand the formulation of

recruitment and selection policies in the company and to give the suggestions for

improvement in recruitment and selection procedures currently followed by the

company.

Through this report I was also able to understand, recruitment is sometimes

confused with employment. The two are not one and the same. Recruitment is just

one step in the process of employment. Similarly recruitment and selection are also

different in nature. The function of recruitment precedes the selection process.

Recruitment is concerned with developing suitable techniques for attracting more

and more candidates while selection is the process of finding out the most suitable

candidate for the job.



ABOUT THE COMPANY

Introduction

Amrit Banaspati Company Ltd., a Company that is Synonymous with purity

and goodness, is poised on the threshold of the new millennium today. In a country

as diverse as India, nature has showered her best, in full measure. Amrit Banaspati

Company has stayed close to roots nature. Its special understanding of nature and

ties ways have enabled it to grow from vanaspati Company to a multi-product

organization producing a whole range of edible oils and fats.

Today ABC ltd has installed Capacity of 10,000 metric tons per month as

compared to mere 3,000 metric per month in its first years of operations. This

stupendous growth has been possible because Amrit Banaspati Company Ltd., has

continuously endeavored to bring new products to the Indian consumer and to that

end its Research and Development Played a key Role.



Company Profile

Amrit Banaspati Company Ltd., Rajpura is an ISO 9001-2001 certified

company. It has an history of five decades in business of edible oil product. Today,

it is one of the largest manufacturing unit of edible oil products. Today, it is one of

the largest manufacturing unit of edible oil in the country. Its main brands are

1) Ginni

2) Gagan

3) Bansari

4) Suntieri teer

5) Merrigold and Sunflower Oil

Which are very popular and virtually common household names in various parts of

the country.

In terms of turnover ABC Ltd., Rajpura has been sated amongst 100

companies of India. Late Shari Laxmi Narian Bajaj set up Amrit Banaspati

Company Ltd. in Years 1940. It Was Ninth Company of the country

established in Banaspati Industry. These are 475 Department and about 250

contract Laborers

The main Branches that are under Amrit Group are :-

a) Amrit Banaspati Company Limited, Ghaazibad (U.P)

b) Amrit Paper Sailkhurd, Hosiarpur (Punjab)

c) Amrit Banaspati Company limited, Rajpura (Punjab)



a) Amrit Banaspati Company Limited, Ghaazibad (U.P) :-

In Ghaazibad, Amrit Banaspati Company Has a Corporate Office .

b) Amrit Paper Sailkhurd, Hosiarpur (Punjab):-

One of the leading produces of the print paper in the country.

The Production capacity from 10,000 meters in 1980 apprx. 24,000

meters at present.

c) Amrit Banaspati Company limited, Rajpura (Punjab) :-

The Company made a humble beginning in 1969 with inauguration of stone lying

ceremony by H.E. Dr D.C PAVETTE , Governer of Punjab on 6th

march 1969.

The unit the Capacity of 100 metres per day of Banaspati (Hydrogenated

Vegetable oil) which has now increased to 450 metre per day. The Success Saga of

ABC Ltd, Rajpura can be best described as an enterprise that has evolved from

Single to multi product Company. Its turn over is 800 crore p.a approximately.



Company Products

Amrit Banaspati Company Ltd, Rajpura is producing different products and

various types of refined oils and fats. ABC Ltd has Introduced a Range of Refined

oils ± namely, Groundnut, cottonseed, mustard ands sunflower products are :

1) Gagan Vanaspati

2) Bansari Refined Vegetable Oil

3) Ginni Refined Sunflower oil

4) Ginni Refined cottonseed oil

5) Marigold Bread Spread

6) Sunheri Teer Vanaspati

7) Ginni Refined Groundnut Oil

8) Gagan Rice

9) Gagan Salt

Beside these ABC ltd also produce BAKERY SHORTENINGS and

CONFECTIONERY FATS AND OILS. among other products. During

2005-09 company has launched Soya Products named µ¶GINNI CHUNKS¶¶

AND µ¶GAGANGOLD.



Vision And Mission

The company aims at successfully meeting the varied needs of the Indian

consumers. The Company has continuously Endeavored to bring new products to

the Indian Consumer the Company stayed close to its roots nature and it has been a

platform for its success for several years.

Mission Statement

The mission statement of Amrit Banaspati Co. ltd. Rajpura is µ¶To produce

and sell goods and service to achieve the highest return on sales in the Industry to

total satisfaction of customers , employees and Share holders in that order.

Quality

Rajpura Branch of ABC ltd has a good Quality control system together with

Research and Development which is comparable to its best in the Industry. It is to

the Credit of its good Quality Control system and efficient R and D Department,

that ABC Ltd, Rajpura has been honoured and awarded .¶¶THE AMERICAN

INTERNATIONAL QUALITY CERTIFICATE AND GOLD MEDAL.¶¶



Various Slogans Used By Company

- GAGAN RAHO MAGAN--- Banaspati

-KHAO THE OIL TODAY FOR THE WOMEN OF TODAY ±Cotton Seed Oil.

-THE COMPLETE OIL FOR A OMPLETE FAMILY ±Sunflower oil

-IT TAKES ON THE FLAVOUR OF FOOD² Groundnut oil

-AS PURE AS MOTHER¶S LOVE ±Mustard Oil

-ITS NOT BUTTER , IT¶S BETTER ±Merritreat Bread Spread



Job satisfaction

Job satisfaction is in regard to one's feelings or state-of-mind regarding the

nature of their work. Job satisfaction can be influenced by a variety of factors, eg,

the quality of one's relationship with their supervisor, the quality of the physical

environment in which they work, degree of fulfillment in their work, etc.

Few people claim to be happy workers, or satisfied with their company or job.

Since most of our waking hours are spent at work, it is imperative to find out the

factors that determine job happiness. Evidently, it is all about the gap between

reality and expectations, but the issue is much more complicated than it appears.

While job satisfaction is found to be low wherever expectations are very high,

most people also believe that they can do better in other organisations. They are

haunted by the grass-is-greener syndrome, and find their own work a grind. The

key to job happiness is finding the right equation between one's mindset and

external factors. This is of particular significance for the Indian IT/ITeS industry

where job-hopping is common, notwithstanding the salary hikes and a fairly

evolved Human Resource system.

Job satisfaction has been defined as a pleasurable emotional state resulting from

the appraisal of one¶s job an affective reaction to one¶s job ; and an attitude

towards one¶s job . Weiss (2002) has argued that job satisfaction is an attitude but

points out that researchers should clearly distinguish the objects of cognitive

evaluation which are affect (emotion), beliefs and behaviours. This definition

suggests that we form attitudes towards our jobs by taking into account our

feelings, our beliefs, and our behaviors

Most experts agree that job happiness is a culmination of both external factors and

the individual's mindset. Says Human Resource expert , 'During the initial stages of



a career, work satisfaction gets governed more by the external set of factors such as

the workplace environment, benefits, facilities, opportunities to work overseas,

compensation, etc, but as one moves along intrinsic factors become more

important.' But he concedes that it is more contingent on one's socio-economic

background, and the motivation profile which varies from individual to individual.

A person's state of mind and external factors cannot be separated. In fact, external

factors affect/alter an individual's state of mind to a great extent. Companies need

to monitor both, and can use individual mindsets as a barometer of external factors

It is obvious that the pay packet is a key to job happiness, particularly in the

early stages of one's career when money is the sole motivator. As one climbs the

career graph, other factors start gaining equal significance. a large extent

satisfaction/happiness is directly related to the salary. 'If we build a hierarchy of

factors for employee satisfaction/happiness, in today's era of consumerism and

materialism, salary will form the base of the pyramid.' He asserts that the pay

packet continues to be relevant even at later stages as it is consider a yardstick of

appreciation.curbing attrition, increasing employee morale and productivity, finding

the right job fit, etc. All these factors are directly related to the happiness levels of

employees.

'The Human resource department is the custodian of employee satisfaction. It

conducts the satisfaction survey and communicates the results to a select/broad

population of the company. In companies where Human resource processes are

matured, the department suggests remedies for satisfaction improvement and

drives various initiatives for it,' says He adds that real success in improving

employee satisfaction will be achieved when the Human resource department can

successfully involve middle and top management to implement employee

engagement processes and build a transparent, retribution-free culture. Human



resource managers need to be seen as role models for the values professed by the

company, and ensure that the leadership walks the talk.

Page notes that though Human resource can play a very important role in ensuring

employee empowerment, in most organisations Human resource people are more

occupied with carrying out routine activities than engaging themselves in value-

adding activities. 'Also, mid-sized organisations have low expectations from

Human resource, and often the CEOs themselves are not much aware of the

proactive role which Human resource can play.'

It is a tough task for today's Human resource department to ensure job

satisfaction among staff. Employees are not just happy with a fat pay cheque, a

good position and perks; they also want a constant feeling of well-being, demand

better work/life balance, and look to the organisation for fulfilling even their

community needs.



History

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. These studies (1924-1933), primarily credited to Elton Mayo of the

Harvard Business School, sought to find the effects of various conditions (most

notably illumination) on workers¶ productivity. These studies ultimately showed

that novel changes in work conditions temporarily increase productivity called the

Hawthorne Effect It was later found that this increase resulted, not from the new

conditions, but from the knowledge of being observed. This finding provided

strong evidence that people work for purposes other than pay, which paved the

way for researchers to investigate other factors in job satisfaction.

Scientific management also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor¶s 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work

task. This book contributed to a change in industrial production philosophies,

causing a shift from skilled labor and piecework towards the more modern

approach of assembly lines and hourly wages. The initial use of scientific

management by industries greatly increased productivity because workers were

forced to work at a faster pace. However, workers became exhausted and

dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott,

and Hugo Munsterberg set the tone for Taylor¶s work.

Some argue that Maslow¶s hierarchy of needs theory, a motivation theory,

laid the foundation for job satisfaction theory. This theory explains that people

seek to satisfy five specific needs in life ± physiological needs, safety needs, social

needs, self-esteem needs, and self-actualization. This model served as a good basis

from which early researchers could develop job satisfaction theories.



Job satisfaction refers to the general attitude of employees towards their

jobs. Job satisfaction probably is the most widest studied variable in OB. When the

attitude of an employee towards his or her job is positive, there exists job

satisfaction. Dissatisfaction exists when the attitude negative

Job satisfaction often is a collection of attitudes about specific factors of the

job. Employee can be satisfied with some elements of the job while simultaneously

dissatisfied with others for example; a lecturer may be satisfied with the

management of the institution but may derive dissatisfaction while handling a

course on OB in the class. Different types of satisfaction will lead to different

intentions and behavior. An employee might complain to the supervisor when

satisfied with low pay but not with co-worker satisfaction.

Job satisfaction is important for management as it has impact on turnover,

productivity, absenteeism and other related aspects



R EVIEW OF JOB SATISFACTION

Frederick Herzberg, in (1986)

Job satisfaction, its causal factors and its effect upon organisational healthare all part of the various factors under study for this assignment. Job satisfaction

for an individual can be influenced by a number of factors that include first the job

itself, the salary, the promotion policy of the company, the attitudes of the co

workers, the physical and mental stress levels involved, the working conditions,

the interest and challenge levels. These various factors are just indicative of the

many factors that contribute or take away from job satisfaction. Sometimes, even

changing the colour of the furniture fabric can lead to higher levels of job

satisfaction. While job satisfaction is not quite the same as motivation the two are

closely linked and many times motivating actions also increase satisfaction levels.

Most organisations periodically measure job satisfaction among employees Human

Resource mainly quantitative techniques using rating scales.

Numerous research studies on job satisfaction and reasons thereof have, asthe following excerpts shows, ended in a number of very interesting findings, We

view job satisfaction as emerging from a variety of factors, including

characteristics of the organizational environment, specific features of the job, and

the personal characteristics of the worker. Higher job satisfaction has been linked

with employees who are able to exercise autonomy Sekaran (1989) and with those

who have a higher level of job involvement Mortimer and Lorence (1989). Women

have been found to report significantly higher job satisfaction than men Hull

(1999); Sousa-Poza and Sousa-Poza( 2000), although this gender gap appears to be

narrowing (Rose 2005). Some researchers have noted that older workers tend to

have a higher level of job satisfaction, although a number of studies have shown

that the age variable might be more a proxy for experience Janson and Martin



(1982); Kalleberg and Loscocco (1983); Brush, Moch et al. (1987). Older workers

also tend to be situated in higher-level positions, which might be more fulfilling

than the less exciting entry-level positions of those just entering the work Danziger

and Dunkle,( 2005)

Literature review of the subject issue with a discussion on current thinking

on motivation and job satisfaction and then move to allied topics like the use of IT

in work places, the problems associated with bullying in the workplace and how

tweaking of job characteristics can increase motivation in the workplace, in order

to get a firmer handle on the many perplexing variables.

1. Current Thinking in Employee Motivation

Any discourse in workplace satisfaction and employee motivation needs to

necessarily start with Maslow¶s theory of hierarchical needs. Abraham Maslow

proposed his hierarchical theory of five important needs more than 60 years back,

in 1943. The theory gained ground over the years and because of its innate logic

became widely accepted and part of compulsory reading for every management

student and Human resource professional. Over the years it has been questioned,

analysed and thought by later thinkers to be inadequate in certain respects but there

is no denying its basic merit in understanding human and employee behaviour in

the workplace. His basic premise concerns the meeting of human needs which

progressively move up the value chain as simpler and more basic needs are met.

Maslow¶s theory opines that humans have five progressive sets of needs, the first

set being purely physical needs, also called physiological needs. These include all

the needs a person needs just to stay alive like food, water, air, the maintenance of

body temperature and the necessity of voiding of natural human waste. It is only

when this basic need set is satisfied that the next set of needs will be thought of for

satisfaction.



theories and critiques of theories are disregarded. Such a treatment of theories can

contribute to cultural as well as gender inequities. A white, western male viewpoint

evidenced in many psycho social theories cannot help us understand other cultures.

For instance, Maslow and Kohlberg may not help us to understand Asian, Indian,

and First Nations' values regarding moral decision making or hierarchy of needs.

Any differences between or within cultures are silenced by considering only one

view. When one view dominates, people's experiences that do not fit the model are

silenced. Peterat and Fairbanks, (1993)

Frederick Herzberg, in (1966), published an article stipulating that two

groups of factors ultimately led to job satisfaction and motivation in the work

place. Called the two factor theory, Herzberg¶s postulates stipulated that certain

³Hygiene´ factors needed to be present in the workplace to prevent dissatisfaction

among employees. These factors were in the nature of basic needs when a person

worked and comprised of issues like the job, company, salary, status, security,

working conditions, quality of supervision, company policies and administration

and interpersonal relations.

These were necessary for job satisfaction but not for motivation and their

absence would result in dissatisfaction for the employee. Their presence ensures

that employees feel encouraged to join as well as to stay on and while not direct

motivators do work in preventing demotivation.

The ³Motivation´ factors are intrinsic to the job content and consist of

factors like achievement, recognition, responsibilities, interest in the job,

advancement to higher levels and growth. The presence of these factors in an

employment situation motivate workers to try for superior performances; their

absence may not demotivate them if hygiene factors are strong enough but will not

spur them to extraordinary effort levels. Job situations will normally have



combinations of motivation and hygiene factors. The ideal situation would of

course be a combination of high motivation and high hygiene factors which is

present in very few situations. Similarly the worst scenario of low hygiene and low

motivation factors is rare as it would result in demotivated and dissatisfied

employees and migration of the work force at the first opportunity. There are a

number of companies which have grown over long periods of time with the gradual

evolution of hygiene factors whereas rigid rules and bureaucratisation have

eliminated or substantially curtailed the motivation factors. In these companies

employees stick on for interminable periods getting all benefits but without any

incentive to work. On the other hand exciting start ups provide high motivation

factors but lesser hygiene elements as the company makes its way towards

achieving its goals. In such situations employees will stay on with the company

and wait for their aspirations to come true with corresponding improvements in

hygiene conditions. Besides the two factor theory, Herzberg is also quite well

known for his KITA theory, an acronym for ³a kick in the «.´ Herzberg feels that

the KITA, basically a sign of employer frustration does not really work effectively

and ends up in movement rather than real motivation.

David McClelland, an American behavioural psychologist who taught at

Harvard and Boston, in his book on ³The Achieving Society´ in 1961 wrote of

Human Resourceee basic human needs which motivated people to strive and

succeed. These were the need for achievement, N-Ach, the need for power, N-Pow,

and the need for affiliation, N-Aff.

These need level would vary from individual to individual and again from

society to society. It was inconceivable that each individual would have the same

levels for all Human Resource needs, which would vary with the background,

society, culture and education of the individual.



McClelland¶s theory came to be known as the Human Resource need theory

and is also referred to as the learned needs theory as it stipulates that most of these

needs are shaped over time and depend upon the experiences of the particular

individual. The results at the workplace depend upon a proper matching of job

requirements and putting in a person with high achievement needs in a slot ideal

for a person with high affiliation needs is going to result in a mismatch and

possible underperformance. People with high affiliation needs, for example, will be

ideally suited in co-operative and people environments and tend to do very well in

customer service and public relations.

The process approach in motivation works on the reasons, how and why

people choose certain behaviour to achieve their personal goals. Process theories

define in terms of a rational cognitive process and focus on external influences or

behaviour that people choose to meet their needs. The two process theories are

Vroom¶s expectancy model and Adam¶s equity theory.

Victor Vroom, in 1964, stipulated in his theory of expectancy that The force

motivating a person to exert effort or to perform an act in a job situation dependson the interaction between what the individual wants from a job (valence) and the

degree to which he/she believes that the company will reward effort exerted

(expectancy) on that job with the things he/she wants. Individuals believe that if

they behave in a certain way (instrumentality), they will receive certain job

features (Vroom, 1982) Vroom, examines the motivation behind why people

choose a certain course of action and writes of Human Resource variables,

Valence, Expectancy and Instrumentality, which are significant in this context.



� Valence is described as the importance an individual places upon the expected

outcome of a situation.

� Expectancy can be said to be the intrinsic belief that output from the individual is

linked to the success of the situation

� Instrumentality is the conviction that the success of the situation is linked to the

expected outcome of the situation

In the Equity theory Adams argues the people are motivated by inequity and

keep on comparing their efforts with that put in by others around them in the

workplace as also the rewards being meted out o them.

Equity is likened to a perception of fairness involved between efforts and

rewards given to co workers in the workplace. A fair situation where all employees

are treated equally obviously envisages similar outcomes for similar inputs and if

some employees feel that others are being given higher rewards for similar work

they will obviously hold back some of their efforts. An employee putting in hard

work may see an inefficient and unproductive colleague being rewarded with the

same salary and would probably feel demotivated to put in the same level of work

continuously. Motivation is thus very difficult without the establishment of fairness

in the appraisal and reward process.

2. The Importance of Job Characteristics

A proper understanding of Job Characteristics and its application for

increasing employee motivation is one of the major objectives of this research

assignment.

Hackman and Oldham (1976) originally proposed their Job Characteristics

Theory as a Human Resource-stage model, in which a set of core job



characteristics impact a number of critical psychological states, which, in turn,

influence a set of affective and motivational outcomes. The five actors that make

up the first stage are as under.

� Skill Variety: Employees use a variety of skills to complete their jobs, skills thathave been acquired by long years of study and/ or experience and are the

primary reason for their employment and work allocation in a business

organisation.

� Task identity: Involvement of the worker in all steps of the job, thus providing

identification with the task

� Task Significance: The significance of the job being properly executed to the well

being of the organisation

� Autonomy: The freedom to do the job with responsibility and by oneself

� Feedback: The provision of feedback providing information about the excellence

of performance of the job

3. Harassment in the Workplace

It is estimated that as many as 8-10% of European employees may suffer

from exposure to bullying and harassment at work. It prevails in both private and

public organisations and finds its victims among men and women alike. Studies

also show that exposure to bullying at work is a severe source of stress at work and

may be a crippling and devastating problem for those exposed.

A victim of bullying at work seems to produce severe emotional reactions

such as fear, anxiety, helplessness, depression and shock. It appears to alter the

victims¶ perceptions of their work-environment to one of Human Resource danger,



insecurity, and self-questioning, which may result in pervasive emotional,

psychosomatic and psychiatric problems.

Moral harassment also has negative effects on the organisation and lowers

productivity in the workplace.

Bullying refers to all situations where one or more people feel subjected to

negative behaviour from others at work over a period of time and in situations

where, for different reasons, they are unable to defend themselves against these

actions. Typically, a victim is constantly teased, pursued, and insulted and

perceives that he or she has little recourse to retaliate in kind. We may distinguish

between work-related bullying such as being exposed to unreasonable deadlines,

unmanageable workloads or other kinds of behaviour that make the work situation

difficult for the victim, and bullying that is primarily related to the person, such as

insulting remarks, excessive teasing, gossip and rumours, social isolation and

exclusion. This kind of behaviour is common and has been experienced by most

people at work from time to time.

In actual fact workplace harassment is an omnibus list of unfair and uncalled

for persecution in the workplace that can take many forms in its expression and

execution. It is not limited to sexual harassment, per se, though sexual harassment

is a major component of the harassment that goes on in offices and other

establishments, world wide. It could relate to and be caused because of sex,

religion, creed, ethnicity, physical appearance or just plain dislike. It is a form of

offensive treatment or behaviour, which to a reasonable person creates an

intimidating, hostile or abusive work environment. It may be sexual, racial, based

on gender, national origin, age, disability, religion or a person's sexual orientation.



It may also encompass other forms of hostile, intimidating, Human Resource

atening, humiliating or violent behaviour, which are offensive or intimidatory in

nature.

Some examples of behaviour, which can be said to definitely constitutemoral harassment, are as follows:

Even the detailed list of examples of harassment is not exhaustive and

perpetrators can constantly think up new ways of tormenting their victims.

Harassment can occur in numerous ways, some of which will be obvious but there

will be others, quite subtle and difficult to explain.

Further examples of harassment are the withholding of information which

can affect the victim¶s performance, ignoring views and opinions, setting

unreasonable/impossible deadlines, giving unmanageable workloads, humiliating

staff in front of others, being shouted at or being the target of spontaneous rage. As

such, harassment can take various shapes and forms and can manifest itself in the

unlikeliest of situations.

There has been extensive research work and study on the issue, some of

which reveal that while bullying is a very real problem for a large number of

people at work, the extent of bullying appears to be a particular problem in some

sectors, ³For example, a nationwide study of staff in the NHS found that Human

Resource in five people have witnessed bullying at work in the past two years.´

(Unison, 2003) Reports suggest that it is becoming increasingly common the

education, police and voluntary sectors. ³A survey carried out by Staffordshire

University in 1997 found that two thirds of members had experienced or witnessed

bullying´.



4. Improvement of Job Satisfaction

Every organization improve the job satisfaction levels of employees as

much as possible within their particular constraint and resource allowance. As can

be seen from the number of theories, illustrations and conditions, most of whichare extremely fluid, there appear to be numerous motivator and demotivators that

can improve or reduce satisfaction levels and thereby hurt both motivation and

performance.

� A proper salary and reward system that is beneficial to employees, eminently fair,

impartial towards gender or ethnicity and which promises rewards, in terms of

money and career progression is the first and foremost requirement for ensuring

job satisfaction in the workplace.

� The provision of a workplace which is co operative and where employees are

cherished and wanted is essential for job satisfaction. This requirement is

omnibus in many ways and includes the prevention of harassment, involvement

of employees in real goal setting, planning, and problem solving, showing

respect for diverse ideas and opinions, giving and taking honest and

constructive feedback, arranging for mentoring facilities, and sharing as much

information as possible with employees

� An atmosphere at work that continuously works towards employee progression

and advancement, in skills and responsibilities, by way of using the full range

of employee knowledge and skills by providing opportunities for challenging

assignments, considering reassignments so that employee strengths align with

position requirements, providing meaningful work with restructuring of

positions if necessary and possible, providing public recognition of efforts and

achievements, giving employees additional responsibilities and the freedom to



take action, explaining why assignments are important to the accomplishment,

providing opportunities to learn new things and supporting developmental

assignments and on-the-job training.



FACTOR THAT INFLUENCE JOB

SATISFACTION

Salaries/wages SupervisionJ

ob scopeAge/seniority

Promotion chances Work group Variety

Tenure

Companies policies Working condition Interesting work

personality

Sources of job satisfaction

Organisational

factors

Work

Environment

factors

Personal

factors

Work

Itself



ORGANISATIONAL FACTORS

Salary. The old adage "you get what you pay for" tends to be true when it

comes to staff members. Salary is not a motivator for employees, but they do want

to be paid fairly. If individuals believe they are not compensated well, they will be

unhappy working for you. Consult salary surveys or even your local help-wanted

ads to see whether the salaries and benefits you're offering are comparable to those

of other offices in your area. In addition, make sure you have clear policies related

to salaries, raises and bonuses.

Promotion chances :Permotional chances considerably affect the job satisfaction

because of following reasons

Promotion indicates an employee worth to the organization which is highly

morale boosting .this is particularly true in the case of high level job

Employee takes promotion as the ultimate achievement in his career and

when it is relised, he feel extremely satisfied

Promotion involves positive change eg.high salary ,less supervision ,more

freedom,more challenging work assignment,increased responsibilities, ststus alike

Company and administrative policies. An organization's policies can be a great

source of frustration for employees if the policies are unclear or unnecessary or if

not everyone is required to follow them. Although employees will never feel a

great sense of motivation or satisfaction due to your policies, you can decrease

dissatisfaction in this area by making sure your policies are fair and apply equally

to all. Also, make printed copies of your policies-and-procedures manual easily

accessible to all members of your staff. If you do not have a written manual, create



one, soliciting staff input along the way. If you already have a manual, consider

updating it (again, with staff input).

You might also compare your policies to those of similar practices and ask

yourself whether particular policies are unreasonably strict or whether some

penalties a++++ re too harsh.

WORK ENVIRONMENT FACTORS

Work environment in which the employees have to be worked.in earlier

years working environment of the organisations was given least consideration

.Employees used to work under adverse working conditions .but the passage of

time the work environment also improved.there are some factors relating to the

working environment effect the job satisfaction

Supervision. To decrease dissatisfaction in this area, you must begin by making

wise decisions when you appoint someone to the role of supervisor. Be aware that

good employees do not always make good supervisors. The role of supervisor is

extremely difficult. It requires leadership skills and the ability to treat all

employees fairly. You should teach your supervisors to use positive feedback

whenever possible and should establish a set means of employee evaluation and

feedback so that no one feels singled out.

Interpersonal relations. Remember that part of the satisfaction of being employed

is the social contact it brings, so allow employees a reasonable amount of time for

socialization (e.g., over lunch, during breaks, between patients). This will help

them develop a sense of camaraderie and teamwork. At the same time, you should

crack down on rudeness, inappropriate behavior and offensive comments. If an

individual continues to be disruptive, take charge of the situation, perhaps by

dismissing him or her from the practice.



Working conditions. The environment in which people work has a tremendous

effect on their level of pride for themselves and for the work they are doing. Do

everything you can to keep your equipment and facilities up to date. Even a nice

chair can make a world of difference to an individual's psyche.

Also, if possible, avoid overcrowding and allow each employee his or her own

personal space, whether it be a desk, a locker, or even just a drawer. If you've

placed your employees in close quarters with little or no personal space, don't be

surprised that there is tension among them.

Before you move on to the motivators, remember that you cannot neglect the

hygiene factors discussed above. To do so would be asking for trouble in more

than one way. First, your employees would be generally unhappy, and this would

be apparent to your patients. Second, your hardworking employees, who can find

jobs elsewhere, would leave, while your mediocre employees would stay and

compromise your practice's success. So deal with hygiene issues first, then move

on to the motivators:

Work Group: The nature of work group will have effect on job satisfaction in the

following ways

A friendly and co_operative group provide opportunities to group members to

intract with each other .it serves as a source of support ,comfort, advice and

assistant to individual group members.if the people are difficult to get along with

,the work group will have negative impact on job satisfaction

WORK ITSELF

Perhaps most important to employee motivation is helping individuals

believe that the work they are doing is important and that their tasks are



meaningful. Emphasize that their contributions to the practice result in positive

outcomes and good health care for your patients. Share stories of success about

how an employee's actions made a real difference in the life of a patient, or in

making a process better. Make a big deal out of meaningful tasks that may have

become ordinary, such as new-baby visits. Of course employees may not find all

their tasks interesting or rewarding, but you should show the employee how those

tasks are essential to the overall processes that make the practice succeed. You

may find certain tasks that are truly unnecessary and can be eliminated or

streamlined, resulting in greater efficiency and satisfaction.

Job scope: It provide the amount of responsibility,work pace and feed back.The

higher the level of these factors,higher the job scope and higher the level of job

satisfaction

Variety: A moderate amount of variety is very effective. Excessive variety

produce confusion and stress and a too little variety cause monotony and fatigue

which are dissatisfier

Interesting work : A work which is very interesting the challenging and provide

status will be providing satisfaction to the employees as compared to work which

is boring and monotonous

PERSONAL FACTORS

Recognition. Individuals at all levels of the organization want to be recognized for

their achievements on the job. Their successes don't have to be monumental before

they deserve recognition, but your praise should be sincere. If you notice

employees doing something well, take the time to acknowledge their good work

immediately. Publicly thank them for handling a situation particularly well. Write



them a kind note of praise. Or give them a bonus, if appropriate. You may even

want to establish a formal recognition program, such as "employee of the month."

Responsibility. Employees will be more motivated to do their jobs well if they

have ownership of their work. This requires giving employees enough freedom and

power to carry out their tasks so that they feel they "own" the result. As individuals

mature in their jobs, provide opportunities for added responsibility. Be careful,

however, that you do not simply add more work. Instead, find ways to add

challenging and meaningful work, perhaps giving the employee greater freedom

and authority as well.

Advancement. Reward loyalty and performance with advancement. If you do nothave an open position to which to promote a valuable employee, consider giving

him or her a new title that reflects the level of work he or she has achieved. When

feasible, support employees by allowing them to pursue further education, which

will make them more valuable to your practice and more fulfilled professionally.

1. The work group will be even a stronger source of satisfaction when member

have similar attitudes and values

Age: With age, people become more mature and realistis and less idealistic so that

they are willing to accept available resources and rewards and be satisfied about

the situation.

Tenure: Employees with longer tenure are expected to be highly satisfied with

their job.it assure job security, which is highly satisfaction to the employees. They

can easily plan for their future without any fear of losing thie jobs.

Achievement: One premise inherent in Herzberg's theory is that most individuals

sincerely want to do a good job. To help them, make sure you've placed them in

positions that use their talents and are not set up for failure. Set clear, achievable



goals and standards for each position, and make sure employees know what those

goals and standards are. Individuals should also receive regular, timely feedback

on how they are doing and should feel they are being adequately challenged in

their jobs. Be careful, however, not to overload individuals with challenges that are

too difficult or impossible, as that can be paralyzing.



likely to quit their jobs and that organizational units with the lowest average

satisfaction levels tend to have the high turnover rate.

SATISFACTION AND JOB STR ESS:

Job stress is the body¶s response to any job-related factor that tHuman

Resourceeatens to disturb the person¶s equilibrium. In the process of experiencing

stress, the employees inner state changes. Prolonged stress can cause the employee

serious ailments such as heart disease, blurred vision, lower back pain, dermatitis

and muscles aches.

UNIONIZATION:

It is proved that job-dissatisfaction is a major cause for unionization

dissatisfaction with wages, job security, French benefits, chances for promotions

and treatment by supervisors are reasons which make employee join unions.

Another dimension is that satisfaction have an impact on the tendency to takeaction with in the union such as filing grievances and striking.



THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Locke¶s Range of Affect Theory (1976) is arguably the mostfamous job satisfaction model. The main premise of this theory is that satisfaction

is determined by a discrepancy between what one wants in a job and what one has

in a job. Further, the theory states that how much one values a given facet of work

(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/aren¶t met. When a person values a particular facet

of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to

one who doesn¶t value that facet. To illustrate, if Employee A values autonomy in

the workplace and Employee B is indifferent about autonomy, then Employee A

would be more satisfied in a position that offers a high degree of autonomy and

less satisfied in a position with little or no autonomy compared to Employee B.

This theory also states that too much of a particular facet will produce stronger

feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is

a very general theory that suggests that people have innate dispositions that cause

them to have tendencies toward a certain level of satisfaction, regardless of one¶s

job. This approach became a notable explanation of job satisfaction in light of

evidence that job satisfaction tends to be stable over time and across careers and

jobs. Research also indicates that identical twins have similar levels of job

satisfaction.



A significant model that narrowed the scope of the Dispositional Theory was

the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

argued that there are four Core Self-evaluations that determine one¶s disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one

places on his self) and general self-efficacy (the belief in one¶s own competence)

lead to higher work satisfaction. Having an internal locus of control (believing one

has control over her\his own life, as opposed to outside forces having control)

leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher

job satisfaction.

ABC Job Satisfaction

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