Job Satisfaction by MAHESH

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INTRODUCTION

Significance of the study:

The relation between man and work has always attracted the attention of

philosophers, scientists and Novelists. A major part of the mans life is spent in

work. Work is said to be social reality and social expectation to which men seem to

conform. Work not only provides status to the individual but also binds him to the

society.

Humans may be Physically alike but not behaviorally. In fact the same

person behaves differently, in different situations. This is due to the influence of

various factors. The important among them include various models of man i.e.,

Economic man, Social man, Organization man, Self actualizing man, Complex man,

Impulsive man and Compulsive man, As such human behavior is complex and

dynamic.

We often come across with a number of and variety of people in different

situations, organizations and societal set-ups. These people may be similar or

dissimilar with each other in (1)Physical features like height, Weight, body

structure facial dimensions etc. (ii)psychological factors like attitudes, values,

opinions, perception. Leadership etc. (iii) social factors like activeness, Shyness,

interactive etc. and (iv) in human resources like skills, knowledge, abilities,

commitment, values, beliefs etc.

In is clear that the cognitive abilities of the people like aptitudes, intellectual

abilities, interests etc., physical traits, social interactive skills, religious beliefs do

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not exist, in the same extent in all the people. It can be said that no two individuals

are alike and each individual is unique in himself or herself . However, We find

some similarities in people

HUMAN RESOURCES :-

In a general way, human resources are the people and their characteristics at

work either at the national level or organizational level.

Megginson has defined human resources as follows :

From the national point of view, human resources are knowledge. Skills,

creative abilities, talents and altitudes obtained in the population; where as from the

viewpoint of the individual enterprise, they represent the total of the inherent

abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of

its employees

Jucius has called these resources as human factors which refer to a whole

consisting of interrelated, interdependent and interacting physiological,

psychological, sociological and ethical components. Sumatra Ghoshol, professor of

strategic leadership and considered as management Guru, has termed human

resources as human capital consisting of three types of capital intellectual capital,

social capital, and emotional capital. Intellectual capital consists of specialized

knowledge, tacit knowledge and skills, cognitive complexity, and learning capacity,

social capital consists of network of relationships, sociability and trust worthiness,

and emotional capital consists of self confidence, ambition and courage, risk

taking ability and resilience,

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Since an organization performs a number of functions to achieve its

objective it requires human resources of different types which may be categorized

on the basis of functional areas like production, marketing, finance, etc. or

organizational hierarchy or the levels at which these resources are put.

Human Resources are one of the most vital assets of an organization. It is the

people who make other sources moving; they perform various activities in different

functional areas like production, marketing, finance etc. The significance of human

resources in a modern organization can be seen in the context of activation of non-

human resources, means for developing competitive advantages, and source of

creative energy.

1.Activation of non human Resources:

Human resources handle all physical and financial resources in an organization.

Without their efforts, these non human resources remain idle. In this context,

Rensis Liker, a management expert, has observed as follows:

All the activities of any enterprise are initiated and determined by the persons

who make up that institution: Plants, offices, computers, automated equipments, and

all else that a modern firm uses are unproductive except the human efforts, and in

the direction of all the tasks of management, managing the human component is the

central and most important task because all else depends on how well it is done.

2. Means for Developing competitive Advantages:

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Human Resources can be used as a means for developing competitive

advantages which may be in the form of Lower cost of production, development of

products for special needs. Special means for special sources of funds, etc. since allthese are done by human resources. They can be geared to achieve all these. How

companies have realized the value of human resources may be seen by the following

statement made by the chairman of ITC Limited:

The challenge of attaining international dimension is at once humbling,

inspiring, and exciting. In the Ultimate analysis the cutting edge, in the realizationof such on aspiration would be provided by the dynamism of its human resource.

3. Source of creative Energy :

In todays dynamic world, creativity is vital to every organization. Creative

Thinking is the process of bringing a problem before ones mind clearly by

imagining, visualizing, supposing, musing, contemplating. Or the like, and then

Originating an idea, concept realization lines. People in the organization are the only

source of such creativity. They can produce unlimited ideas. There is no apparent

Limit to use their potential to create new and better ideas. No other resource in the

organization can do that.

In order to make effective Utilization of human resources, they have to be

managed appropriately. Human Resource management, as a field of study, makes an

attempt to provide knowledge, skills and aptitudes for managing human resources

more effectively.

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HUMAN RESOURCE MANAGEMENT:

Human Resource management refers to a set of programmes functions andactivities designed and carried out in order to maximize both employees as well as

organizational effectiveness. It is the process of binding people and organizations

together so that the objectives of each are achieved.

DEFINITIONS:

According to FLIPPO human resource management is The planning

organizing, directing and controlling of the procurement, development,

compensation, integration, maintenance and reproduction of human resources of the

end that individual, organizational and societal objectives are accomplished.

Miltonic and Bounder have defined human Resource management as a

series of integrated decisions that form the employment relationship, their Quality

contributes to the ability of the organizations and the employees to achieve their

objectives

Thus human resource management is a management function that helps

managers plan, result, select, train, develop, remunerate and maintain members of

an organization. It is concerned with the peoples dimension in organizations.

Human resource management is known by different names, such as personnel

management, man power management, staff management and knowledge

management, etc.

SCOPE OF HUMAN RESOURCE MANAGEMENT:

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The scope of HRM is indeed vast, all major activities in the working life of a

worker- from the time of his or her entry in to an organization Until he or she leaves

come under the preview of HRM. Specifically, the activities included are HR planning, Job analysis and placement, training and development, performance

appraisal and job evaluation, employee and executive remuneration, motivation and

communication, welfare, safety and health, industrial relations (IR) and the like. For

the sake of convenience, we can categories all these functions into seven sections

(i) introduction to HRM, (ii) employee hiring, (iii) employee and executive

remuneration, (iv) employee- motivation, (v) employee maintenance (vi) IR, and

(vii) Prospects of HRM

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:

(i to create and utilize an able and motivated workforce, to accomplish the

basic organizational goals.

(ii To establish and maintain sound organizational structure and desirable

working relationships among all the members of the organization.

(iii To secure the integration of individual and groups with in the organization

by co-ordination of the individual and group goals, with those of the

organization.

(iv To create facilities and opportunities for individual or group development

so as to match it with the growth of the organization.

(v To attain an effective utilization of human resources in the achievement of

organizational goals.

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(vi To identity and satisfy individual and group needs by providing adequate

and equitable wages, incentives, employee benefits and social security

measures for challenging work , prestige, recognition, security status etc.

(vii To maintain high employee morale and sound human relations by

sustaining and improving the various conditions and facilities.

(viii To strengthen and appreciate the human assets continuously by providing

training and developmental programs.

(ix To consider and contribute to the minimization of socio economic evils

such as unemployment under employment, inequalities in the distribution

of income and wealth and to improve the welfare of the society by

providing employment opportunities to women and disadvantaged sections

of the society etc.

(x To provide an opportunity for expression and voice in management

(xi To provide fair acceptable and efficient leadership.

(xii To provide facilities and conditions of work and creation of favorable

atmosphere for maintaining stability of employment

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT :

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Human Resource management is the management of people at work

Management of human resources consists of several inter related functions these

functions of human Resources management may broadly be classified into two

categories

(a managerial functions

(b operative functions

(A Managerial Functions: All managers in the organizations perform

managerial functions Through which they get things done. A human resource

manager performs the functions of planning, organizing, directing andcontrolling.

1. Planning : Planning is the conscious determination of future course of

action. This involves why an action, what action, how to take action, and when

to take action Thus, planning includes determination of specific objectives,

determining projects and programmers, setting policies. In the area of human

resource management, planning involves deciding personnel goals, formulating

personnel policies and programmers, preparing the human resource budget etc.

2. Organizing: In order to implement the plans, a sound organization structure

is required. Organization is the process of allocating tasks among them, and

integrating their acclivities towards the common objectives. In this way a

structure of relationships among jobs, personnel and physical factors is

developed. The right Organization structure is the foundation of effective

management because without it the best performance in all other areas will be

ineffective.

3. Directing : Directing is the process of motivating activating, leading and

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supervising people Directing includes all those actions by which a manager

influences the actions of subordinates, it involves getting others to act after all

preparations have been made. Directing is the heart of the management process

because it is concerned with initiating action. It helps to secure the willing andeffective co-operation of employees for attaining organizational goals.

4. Controlling: Controlling implies checking, verifying and regulating to

ensure that every thing occurs in conformity with the plans adopted and the

instructions issued Such monitoring help to minimize the gap between desired

results and actual performance, controlling the management of human resources

involves auditing training programmes, analyzing labour turnover records,directing morale surveys, conducting separation interviews and such other

means.

(B) Operative Functions : Operative functions are also known as service

functions These functions are available at right time and at right place . These

functions are concerned with specific activities of procuring, developing

compensating and maintaining an efficient work force.

(1) Procurement : This is concerned with securing and employing the right kind

and proper number of people required in accomplishing the organizational

objectives this consists of the job analysis, human resource planning, recruitment,

selection, placement, induction activities.

(2) Development : It is the process of improving the knowledge skills, aptitudes

and values of employees. So that they can perform the present and future jobs

more effectively. This function Comprises Performance and potential appraisal

training, executive development career development, executive development

career development activities.

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(3) Integration : It is the Process of reconciling the goals of the organization

with those of its members integration involves motivating employees through

various financial and non financial incentives providing Job satisfaction,handling employee grievances, through formal procedure, collective bargaining

and developing sound human relations.

(4) Maintenance : It is concerned with protecting and promoting the physical and

mental health of employees. For this purpose several types of fringe benefits such

as housing, medical, educational facilities etc. are provided to workers. Social

security measures like provident fund, pension gratuity and maternity benefits arealso arranged to preserve the human resources of the organization. Personal

records and research are also important elements of the maintenance function.

NEED FOR THE STUDY :

The study of job satisfaction enables the management to know the general

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levels of satisfaction among the employees. This study also indicates specific areas

of satisfaction (or) dissatisfaction. This study is a powerful diagnostic instrument for

assessing employee problems. The employees reactions to the major changes can be

easily known.

If the surveys on job satisfaction are done at regular intervals the employer

can easily know the specific areas of dissatisfaction among the employees so that he

can take necessary steps to improve job satisfaction in those areas.

The study acts as a safety valve, an emotional release to the employees. It is

also a tangible expression of managements interest in employee welfare, whichgives employees a reason to feel better towards management.

The study on job satisfaction helps the management to overcome the

outcomes of dissatisfaction like low productivity, absenteeism, employee turnover

etc.

OBJECTIVES OF THE STUDY :

The objectives of study are

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1. To know the employees relationship with his superiors, colleagues and

subordinates.

2. To know how well the companys policies are put in to practice.

3. To know how well the company provides welfare facilities to its employees.

4. To know the influence of internal and external environment on the work

place.

5. The ultimate objective of the study is to assess the overall job satisfaction

with the help of the above mentioned dimensions,

SCOPE OF THE STUDY :

The study on job satisfaction is related to the employees of Manipal Super

Specialty Hospital. The study mainly focused on different factors and areas like Job

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security, employees present position in the organization, working conditions, career

development, training and development programmes conducted, methods adopted

for promotion, performance appraisal methods. Salary and incentives, insurance

schemes adopted by the management, Educational facilities provided for theemployees children, canteen facility, relation of employees with their superiors,

subordinates and colleagues, employees participation in decision making,

professional growth and skill development, fulfillment of basic needs, their standard

of living and creativity in performing their duties. In the above said areas the study

measured the level of satisfaction (or) dissatisfaction. In addition to that the study

also focused on the time the employee spending with his family, the suitability of

the job to his skills and other related aspects.

METHODOLOGY

The present study aims at understanding, measuring job satisfaction in

Manipal Super Speciality Hospitals Ltd, VISHAKAPATNAM. This study

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ultimately aims to different situations and interpretation of the data. The study will

help in giving some suggestions and measures for increasing job satisfaction among

employees. The information is useful to the management in order to make sound

decisions.

TOOL OF THE STUDY :

The tool of the study is a questionnaire consisting of 30 questions

DATA COLLECTION :

Collection of data is from two types of sources, primary sources and

secondary sources.

PRIMARY DATA:

Primary Data is collected from different categories of employees by

distributing a questionnaire which consist of 30 questions. The distribution of

questionnaire is done by stratified Random sampling method. The investigator

distributed the questionnaire by meeting the employees personally. The purpose and

use of the collection of Data is clearly explained to the employees. The survey

covered 50 employees out of 208 employees.

SECONDARY DATA :

This data was collected by referring the books related to the study, Data

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collected from books, journals, Business magazines, companys website and from

the business organization where the project work is carried out.

The data related to the study is also collected from different websites and byusing internet.

RELIABILITY OF THE DATA :

The accuracy and reliability of the information is most important in any

empirical study. Therefore due emphasis was given to obtain the reliableinformation from the respondents.

For the purpose of improving rapport between respondents, the investigator

collected their questionnaires and made informal fallouts frequently. Doubts

expressed by respondents were cleared by the investigator wherever necessary.

Further a determined effort was made to see the confidentiality of the

respondents by assuring that the information given by them would be kept strictly

confidential and would be used for academic purposes.

LIMITATIONS OF THE STUDY

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1. The study is limited to the employees of Manipal Super Speciality Hospital

only.

2. Time is the main constraint for the study. Because the time span is only eightweeks.

HOSPITAL INDUSTRY

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A hospital is an institution for health care providing treatment by specialized

staff and equipment and often but not always providing for longer term patient

stays.Today, hospitals are usually funded by the state, health organizations (for

profit or non profit ), health insurances or charities, including direct charitable

donations. In history, however, they were often founded and funded by religious.

Orders or charitable individuals and leaders. Similarly, modern-day hospitals are

largely staffed by professional physicians, surgeons and nurses, whereas in history,

this work was usually done by the founding religious orders (or) by volunteers.

ETYMOLOGY :

During the middle Ages the hospital could serve other functions, such as

almshouse for the poor, hostel for pilgrims, or hospital school. The name comes

from Latin hospes (host), which is also the root for the English words hotel, and

hospitality.

TYPES OF HOSPITALS :

Some patients in a hospital come just for diagnosis and / or therapy and then

leave (out patients) while others are admitted and stay overnight or for several

weeks or months (in patients) Hospitals are usually distinguished from other types

of medical facilities by their ability to admit and care for inpatients.

General hospitals :

The best known type of hospital is the general hospital, which is set up to

deal with many kinds of diseases and injury, and typically has an emergency

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department to deal with immediate threats to health and the capacity to dispatch

emergency medical services. A general hospital is typically the major health care

facility in its region, with large numbers of beds for intensive care and long- term

care, and specialized facilities for surgery, plastic surgery, childbirth, bioassaylaboratories, and so forth Larger cities may have many different hospitals of varying

sizes and facilities.

Specialized hospitals :

Types of specialized hospitals, include trauma centers, rehabilitation

hospitals, childrens hospitals, seniors (geriatric) hospitals, and hospitals for dealing with specific medical needs such as psychiatric problems certain disease

categories, and so forth A hospital may be a single building or a campus. Some

hospitals are affiliated with universities for medical research and the training of

medical personnel. Worldwide, most hospitals are run on a non-profit basis by

governments or charities. Within the united states, most hospitals are not-for-profit.

Teaching hospitals :

A teaching hospital (or university hospital) combines assistance to patients

with teaching to medical students and is often linked to a medical school.

Clinics :

A medical facility smaller than a hospital is generally called a clinic, and is

often run by a government agency for health services or a private partnership of

physicians (in nations where private practice is allowed). Clinics generally provide

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only outpatient services.

DEPARTMENTS IN HOSPITALS :

Behavioral Health Services

Burn unit

Cancer center

Cardiology

Coronary Care Unit

Dentistry

Oral and maxillofacial Surgery

Dermatology

Dispensary

Emergency department

Trauma center

Gastroenterology

Intensive care unit Internal medicine

Endocrinology

Epidemiology

Immunology

Laboratory services

Neurology Nursing unit

OB / GYN

Neonatal intensive care unit

Orthopedic services

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Out patient Department

Pathology

Pediatrics

Pharmacy Plastic surgery

Psychiatric ward

Rehabilitation services

Physiotherapy

Post anesthesia care unit

Radiology Respiratory therapy

Surgery

Urgent care

Urology

Non medical departments include :

Medical Records department

Release of information department

HISTORY :

Early examples : In ancient cultures, religion and medicine were Liked. The

earliest known institutions aiming to provide cure were Egyptian temples. Greek

temples dedicated to the healer- god Asclepiads might admit the sick, who would

wait for guidance from the god in a dream. The Romans adopted his worship. Under

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his Roman name / E scalpels, he was provided with a temple (291 BC) on an island

in the Tiber in Rome, where Similar rites were performed.

As early as 4000 BC religions identified certain of their deities with healing.The temples of Saturn, and Later of Asclepiads in Asia minor, were recognized as

healing centers, Brahmanic hospitals were established in srilanka as early as 431

BC, and king Ashoka established a chain of hospitals in Hindustan about 230 BC.

Around 100 BC the Romans established hospitals (valetudinarian) for the treatment

of their sick and injured soldiers, their care was important because is was upon the

integrity of the legions that the power of Rome was based.

The first teaching hospital where students were authorized to methodically

practice on patients under the supervision of physicians as part of their education,

was the Academy of Gundishapur in the Persian Empire. One expert has argued that

to a very large extent, the credit for the whole hospital system must be given to

Persia.

HOSPITAL INDUSTRY IN INDIA

Hospital Industry is an important component of the value chain in Indian

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Health care industry rendering services and recognized as healthcare delivery

segment of the healthcare industry, which is growing at an annual rate of 14%. The

Size of the Indian healthcare industry is estimated Rs 1,717 billion in 2007. It is

estimated to grow by 2012 to Rs. 3,163 billion at 13% CAGR. The private sector accounts for nearly 80% of the health care market, while public expenditure

accounts for 20%. The country had 15,393 (2005) hospitals, which had 8.75 lakh

hospital beds. According to the WHO report, India needs to add 80,000 hospital

beds each year for the next five years to meet the demands of its growing

population. Newfound prosperity of many Indian households is spurring demand for

high Quality medical care, transforming The healthcare delivery sector into a

profitable industry. Medical tourism is Changing the face of traditional healthcareindustry in India. Indias excellence in the field of modern medicine and its ancient

methods of physical and spiritual wellbeing make it the most favorable destination

advantage and explosive growth of private hospitals, equipped with latest

technology and skilled healthcare professionals technology and skilled healthcare

professionals has made it a preferred destination for medical tourism. According to

ministry of commerce and Industry, Indian medical of tourism that was valued at

US $ 350 million in 2006, is estimated to grow into a US $ 2 billion industry by

2012.

The above background initiated need for a comprehensive Industry Insight

on Hospital Industry. Overview of the hospital Industry in India with a brief

preamble of global healthcare and hospital industry is discussed in the beginningalong with its classification

THE COMPANY: Manipal Super Speciality HospitalS LTD.

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PHOTO

Manipal Super Speciality Hospitals is a 212 bed super specialty hospital,

situated in kanuru in a peaceful atmosphere on the outskirts of

VISHAKAPATNAM. The Hospital was started in 5 acres of Land in a spacious

building with all amenities. This provides a pollution free working environment,

providing every ancillary facility under one roof for both in patients as well as out

patients.

Manipal Super Speciality Hospital was founded in 1992 by a group of

Doctors working in USA and UK at that time. Seven of the NRI promoters moved

back then. 14 more NRI share holders continuously support the hospital by

providing the medical equipment and financial assistance to the hospital to cut the

costs of medical care to the patient where ever it is possible.

Manipal Super Speciality Hospital is a famous Advanced Gastroenterology

institute. It has Fusion (Japan) digital endoscope system first of its kind in India. In

addition to that, it has all basic specialties like General medicine, surgery,

Nephrology, Neurology, chest, Allergy and sleep medicine, oncology, dermatology,

Emergency medicine, orthopedics, trauma and reconstructive surgery, Urology,

Thoracic Surgery, anesthesia and intensive care medicine, Radiology and

physiotherapy.

Providing all services under one roof out patient causality and

emergency, in-patient, day care services, operation theatre, facilities, ICU, Round

the Clock LAB, Blood Bank, and pharmacy. This is one hospital of its kind in the

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costal belt of Andhra Pradesh providing holistic health care to the community of this

region

INFRASTRUCTURE AND EQUIPMENT :

Located in the outskirts of VISHAKAPATNAM in a pollution free

environment the hospital was built in 5 acres of land. The out-patient department

cater the needs of the patients with 30 odd specialties with consultation and

treatment rooms. The causality with 6 beds is well equipped with monitors,ventilators, ECG machines and defibrillators and centrally connected to oxygen and

suction and can handle to most emergencies. The hospital has separate theatre

complex which can handle trauma and septic cases.

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SOMATUM SPIRIT CITY SCAN EQUIPMENT

The department of Radiology as a wide array of Diagnostic facilities with

Somatum spirit city scan, siemens x-ray machine, Ultra sound scan and color

Doppler units.

Now there are 22 Intensive care beds, 6 of them with facilities for

mechanical ventilation there are about 40 General ward beds. Where the medical

charges are kept to a minimum, helping to achieve the aim of providing Advanced

medical care for poor patients. The management invest continuously in modernizing

the equipment and this enables them to lead over the others

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OPERATION THEATRE

Keeping the health of the people as the main aim the hospital has trained

many doctors and nurses in emergency medicine and intensive care who intend to

work or to setup other new hospitals. Over the Last Decade Lives of many patients

who were involved in various types of accidents and other medical conditions

overdose, Respiratory failure, acute Gastro intestinal bleeding, pancreatitis,Myocardial infarction etc., were saved in the intensive care Unit of the hospital.

Clinical meetings and Conferences are a regular feature of Manipal Super

Speciality Hospital. The Hospital has been conducting many updates and teaching

Programs in various specialties like Gastroenterology, anesthesiology, Nephrology

etc.

FACILITIES :

There is a separate area for administration, medical Records, Store area,

billing, Reception etc. Amenities like canteen and diet kitchen are available. Other

facilities include the house keeping bay, a Laundry machine and drying machine for

its in house use. Alternative power is supplied by a 32 KV Generator with Auto

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switch on facility. The hospital has AC Rooms and non-AC Rooms for patients.

Filtered water is supplied to the patients. Hot water facility is also available to the

patients.

HOSPITAL RECEPTION

HUMAN RESOURCE POLICES OF MANIPAL HOSPITALS LTD .

The H.R. Polices at Manipal Super Speciality Hospitals Ltd. Befine the

organization approach to its Human Resources Management within the context of

the organizations vision, philosophy, values and business principles which form an

integral part of the lives of every single employee of the organization.

The Human Resources Polices are designed in a systematic manner, clearly

defined, outlining the uniform processes that need to be followed to avail any

benefit applicable to an individual and the process owners for the same.

The management of Manipal Super Speciality Hospitals Ltd. Recognized

human resources are one of the most vital assets of the organization.

Objectives of Human Resource Management in Manipal Super Speciality

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Hospitals

1. Attracting and retaining highly suitable and talented persons.

2. Developing the necessary skills and right attitudes among the employeesthrough training, Development, and performance appraisal etc.

3. Securing willing, Co-operation of the employees through motivation,

participation grievance handling etc.

4. utilization of the available human Resources most effectively.

5. Ensuring that the organization will have in future a team of Competent ad

dedicated employees.

Recruitment :

The Recruitment Policy of the Manipal Super Speciality Hospitals Ltd. Is to

attract and retain most talented and highly suitable candidates for available

opportunities.

All applicants are sources for various organizational requirements based on

their suitability in terms of educational Qualification, relevant experience, skills

and competencies. The recruitment policy outlines the systematic process steps

involving assessments by functional as well as H.R teams for selection, followed

by the processes of employment offer and requirement of referral checks, pre-

employment health checks before an offer is confirmed.

The organization mostly depend on the services of consultancy for

recruitment and selection of candidates. The other sources of recruitment are

references, recruitment from Educational Institutions.

Induction:

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Manipal Super Speciality Hospitals believes in having a systematic and

thorough induction Programme via group sessions and one the Job support, to

make the experience of Joining the organization informative and pleasant for allnew Joinees.

To facilitate a better Understanding of the organization an induction session

is conducted whenever necessary by the H.R department to provide a brief yet

informative snapshot of the organization and its key aspects. These sessions

enables the new recruits to get the knowledge of organizations workings, key

departments H.R. Polices and practices.

Probation :

The probation period is a time for the employee to understand the

expectations of the organization about himself with the business processes,

systems and work culture. This period also help the employees to guage their

skills and hone expertise in work areas and start contributing to their

departments

All newly appointed employees undergo a minimum of 6 months probation

period based on their work contribution and behaviour displayed, employees

might get confirmed or the probation period is extended for another 6 months.

This additional time help the employees to improve performance along with the

assistance of the manager and other team members.

Leave :

This policy is designed to facilitate and improve work life balance for the

employee and to enable him to meet his personal priorities. In a calendar year

(Jan to Dec) all employees are eligible for earned leave of 20 days which gets

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credited at the beginning of the next year.

Casual cum sick leave of 12 days is also applicable. Other types of leave

include maternity and compensatory leave with pre-condition clauses.

Leave can be granted only on application via the leave card issued by the

H.R. Department.

Performance management system :

The performance management system in Manipal Super Speciality Hospitals

Ltd. Consists of the following time bound steps.

1. Objective Setting : The key objectives are identified by the manager and his

subordinates after a through discussion at the beginning of performance year

The behaviours expected on the job are also identified. This helps the

employees to align their performance with the organizations strategic

objectives.

2. Evaluation of Performance : The performance of the employees is

evaluated two times in a year. This evaluation is done by using different

methods.

3. Taking corrective steps : After evaluating performance of the employees

corrective steps are taken improve their performance in future to achieve the

objectives of the organization.

Compensation : The compensation Policy for an employee is based on the

criteria of market value of the job, current compensation of the employee internal

parity and the playability of the Organization.

Components of salary :

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Basic pay

HRA

Special allowance

Provident fund Gratuity

The monthly net salary gets credited the bank account of the employees by

the 7 th day of every month for the previous month.

1. Basic pay: This is taken as the base for calculating

PF and Gratuity.

2. Provident Fund : This is statutory benefit as per

the employees provident fund

and miscellaneous provisions act 1952.

The scheme is applicable to all the employees from the date of Joining. Both

the organization and employee contribute 12% of basic salary towards this scheme.

Gratuity :

This is another statutory benefit which the employee is eligible for on either retirement or leaving employment on completion of five years of continuous service

from the date of joining. However in case of death or disablement the minimum

continuous service condition is not necessary. This benefit which comprises of

contribution of 4.83% of basic salary is to ensure a comfortable retired life.

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Terms of Employment :

These guidelines outline the employment criteria and process guidelines,

followed at Manipal Super Speciality Hospitals Ltd., from the date of Joining of the

employee in the organization till the closer of her/ his employee tenure. The terms

of employment are related to types of employment categories, retirement age,

employee levels and others.

Medicare :

Manipal Super Speciality Hospitals Ltd, has a medical benefit scheme which

provides consultation, diagnosis, treatment and hospitalization for any medical

sustained by an employee or his dependents (spouse and children ) at a discounted

price.

Life Insurance :

The purpose of life insurance is to provide assured benefits to the dependents

of an employee in the Unfortunate event of any disability or death. This scheme is

operated through an external insurance Agency.

Grievance Redressal:

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The organization displays place sensitivity towards employee issues. Any

employee Grievance is handled proactively via an employee friendly process.

Process :

(1 Any Grievance should be first reported to the manager.

(2 If the Grievance is related to the manager then it is reported to the H.R. In

charge.

(3 The H.R. in charge will take necessary steps to resolve the Grievance.

(4 Grievance will be addressed in a common forum in the presence of H.R.

Representative, Unit head and both the parties concerned.

Professional Development:

The Organization encourages employees to continuously develop their skills

and takes active part in helping them achieve the same. The employees who want to

undertake higher education are supported by the organization. Seminars, workshops

are conducted on regular basis to improve the skills of the employees.

Employee Health and safety:

Manipal Super Speciality Hospitals Ltd. was established in a pollution free

environment away from the city. The congenial working conditions and clean

surroundings enables the employees to work peacefully. The organization has a

health and safety committee. This committee meets at regular intervals and take

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decisions about the steps to be taken in future to provide clean and safe environment

to its employees.

Work timings:

Being a service industry the hospital work 6 days in a week most functions

work on a shift basis based on the nature of the Job. General shift timings are 9 A.M

to 5. P.M

Canteen facility

The organization provides all employee a canteen facility where food is

available at subsidized rates. A separate building for canteen is constructed.

Uniform :

Based on the nature of Job, all front end and patient centered job holders are

provided a uniform for easy identification and branding for external customers, sets

of the appropriate uniforms are provided at the time of joining.

Dress change rooms and rest rooms:

Dress change rooms and rest rooms are provided and maintained by the

organizations for doctors, nurses and paramedical staff separately.

Rewards and recognition:

This policy is designed to encourage the employee performance either

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individually (or) through teams. It is gesture to recognize exemplary achievements

(or) accomplishments and display of desired behaviors that contribute to the overall

objectives of the organization. This policy provides both monetary and non-

monetary forms of recognitions.

Man power:

There are 208 employees working in different positions in the organization.

They are mainly divided into two cadres.

1. Executive cadre

This cadre consists of Doctors, Managers, H.R. executives, marketing

executives, department In charges.

2. Non-Executive Cadre

This cadre consists of Nurses, para Medical staff, Clerks, receptionists,

computer Operators, Billing Clerks.

1. Executive cadreNumber of Employees. Doctors

2. Managers

3. H.R. Executives

4. Marketing Executives

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Department In Charges 25

5

3

38Non- Executive cadre

60

35

36

4

4

1. 25Nurses2. Paramedical staff

3. Clerks and Receptionists

4. Computer operators

5. Billing clerks

Others Total208

JOB SATISFACTION

Job satisfaction is one of the important factors which have drawn attention of

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managers in the organization as well as academicians. Various studies have been

conducted to find our the factors which determine Job satisfaction and the way it

influences productivity in the organization. Though there is no conclusive evidence

that Job satisfaction affects productivity directly because productivity depends on somany variables. It is still a prime concern for managers.

Job satisfaction is the mental feeling of favorableness which an individual

has about his Job.

DEFINITIONS :

DUBRINS has defined Job satisfaction in terns of pleasure and contentmentwhen he says that :

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.

HOPPOCK in the year 1935 Defined job satisfaction as any combination of

environmental circumstances that causes a person truthfully to say I am satisfied

with my job.

BULLOCK in 1952 defined job satisfaction as an attitude which results from

balancing and summation of many specific likes and dislikes experienced in

connection with the job.

DETERMINANTS OF JOB SATISFACTION :

While analyzing the various determinants of job satisfaction. We have to

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keep in mind that: all individuals do not derive the same degree of satisfaction

though they perform the same job in the same job environment and at the same time.

Therefore, it appears that besides the nature of job and job environment there are

individual variables which affect job satisfaction thus, all those factors which provide a fit among individual variables, nature of job and situational variables,

determine the degree of job satisfaction.

INDIVIDUAL FACTORS OR PERSONAL FACTORS :

Individuals have certain expectations from their jobs. If their expectations are

met from the jobs, they feel satisfied these expectations are based on an individualslevel of education, age and other factors.

1. Level of Education : Level of education of an individual is a factor which

determines the degree of job satisfaction for example several studies have found

negative correlation between the level of education, particularly higher level of

education and job satisfaction. The possible reason for this phenomenon may be that

highly educated persons for this phenomenon may be that highly educated persons

have very high expectations from their jobs which remain unsatisfied in their case

Peters principle which suggests that every individual tries to reach his level of

incompetence applies more Quickly.

2. Age : Individuals experience different degree of job satisfaction is high at the

initial stage of their life. Job satisfaction is high at the initial stage, gets gradually

reduced starts rising up to certain stage, and finally dips to a low degree the

possible reasons for this phenomenon are like this when individuals join an

organization, they may have some unrealistic assumptions about what they are

going to derive from Their work. These assumptions make them more satisfied.

However, when these assumptions fall short of reality, job satisfaction goes down. It

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starts rising again as the people start to assess the jobs in right perspective and

correct their assumptions. At the last, particularly at the fag end of the career, job

satisfaction goes down because of fear of retirement and future our come.

3. Other Factors : Besides the above two factors, there are other individual

factors which affect job satisfaction, if an individual does not have favorable social

and family life he may affect his level of job satisfaction.

NATURE OF JOB :

Nature of job determines job satisfaction which is in the form of occupationlevel job content.

1. Occupation Level : Higher level jobs provide more satisfaction as compared to

lower levels, this happens because high level jobs carry prestige and status in the

society which itself becomes source of satisfaction for the job holders. For example,

professionals derive more satisfaction as compared to salaried people. Factory

workers are least satisfied.

2. Job content : Job content refers to the intrinsic value of the job which depends

on the requirement of skills for performing it, and the degree of responsibility and

growth it offers. A higher content of these factors provides higher satisfaction. For

example, a routine and repetitive job provides lesser satisfaction; the degree of

satisfaction progressively increases in job rotation. Job enlargement, and job

enrichment.

SITUATIONAL VARIABLES:

Situational variables related to job satisfaction lie in organizational context-

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formal and informal. As we shall see in the next part of the text, formal organization

is created by the management and informal organization emerges out of the

interaction of individuals in the organization. Some of the important factors which

affect job satisfaction are given below:

1. Working conditions : Working conditions, particularly physical work

environment, like conditions of workplace and associated facilities for performing

the job determine job satisfaction. These work in two ways. First these provide

means for job performance second, provision of these conditions. If these factors are

favorable, individuals experience higher level of job satisfaction.

2. Supervision : The type of supervision affects job satisfaction as in each type

of supervision, the degree of importance attached to individuals varies. In employee

oriented Supervision. Which is perceived favorably by them and provides them

more satisfaction. In job- oriented supervision, there is more emphasis on the

performance of the job and people become secondary. This situation decreases job

satisfaction.

3. Equitable Rewards : The type of linkage that is provided between job

performance and rewards determines the degree of job satisfaction. It the reward is

perceived to be based on the job performance and equitable, it offers higher

satisfaction. It the reward is perceived to be based on considerations other than job

performance, it affects job satisfaction adversely.

4. Opportunity for promotion: It is true that individuals seek satisfaction in their

jobs in the context of job nature and work environment but they also attach

importance to the opportunities for promotion that these jobs offer.

If the present job offers opportunity of promotion in future, it provides more

satisfaction. It the opportunity for such promotion is lacking, it reduces satisfaction.

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5. Work Group : Individuals work in group either created formally or they

develop on their own to seek emotional satisfaction at the workplace. To the extent

such groups are cohesive, the degree of satisfaction high. If the group is notcohesive, job satisfaction is low. People derive satisfaction out of their interpersonal

interaction and workplace becomes satisfying leading to job satisfaction.

EFFECTS OF JOB SATISFACTION :

Job satisfaction has a variety of effects. These effects may be seen in thecontext of an individuals physical and mental health, productivity. Absenteeism,

and turnover.

Physical and mental health : The degree of job satisfaction affects an

individuals physical and mental health. Since job satisfaction is a type of mental

feeling, it favorableness or unfavourableness affects the individual psychologically

which ultimately affects his physical health. For example , Lawler has pointed out

that drug abuse, alcoholism and mental and physical health result from

psychologically harmful jobs. Further, since a job is an important part of life, job

satisfaction influences general life satisfaction. The result is that is spillover effect

which occurs in both directions between job life satisfaction.

Productivity : There are two views about the relationship between job satisfaction

and productivity :

1. a happy worker is a productive worker.

2. a happy worker is not necessarily a productive worker.

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The first view establishes a direct cause- effect relationship between job

satisfaction and productivity; when job satisfaction increases, productivity increases,

when job satisfaction decreases, productivity decreases. The basic logic behind thisis that a happy worker will put more efforts for job performance worker will may

not be true in all cases. For example, a worker having low expectations from his

jobs may feel satisfied but he may not put his efforts more vigorously because of his

low expectations from the job. Therefore, this view does not explain fully the

complex relationship between job satisfaction and productivity.

Absenteeism : Absenteeism refers to the frequency of absence of a job holder from the workplace either unexcused absence due to some avoidable reasons or long

absence due to some unavoidable reasons. It is the former type of absence which is a

matter of concern. This absence is due to lack of satisfaction from the job which

produces a lack of will to work and alienate a worker from as far as possible.

Thus, job satisfaction is related to absenteeism.

Employee Turnover : Turnover of employees is the rate at which employees leave

the organization within a given period of time. When an individual feels

dissatisfaction in the organization, he tries to overcome this through the various

ways of defiance mechanism. It he is not only cause of employee turnover, the other

cause being better opportunity elsewhere for example. In the present context, the

rate of turnover of computer software professionals is very high in India, however

these professionals leave their organization not simply because they are not satisfied

but because of the opportunities offered from other sources particularly from foreign

companies located abroad.

TYPES OF SURVEYS OF JOB SATISFACTION :

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Job satisfaction surveys, whether by Questionnaire or by interview, are of two

general types classified according to the form of Questions asked. Objective surveys

present both questions and a choice of answers in such a way that employees merely

mark the answers represent their choices. Descriptive surveys present questions butlet employees answer in their own words. The typical survey form uses both

objective and descriptive approaches.

Objective surveys : There are various kinds of objective surveys one popular type

uses multiple- choice Questions. Here respondents read all the answers to each

question and then mark the answer that comes closest to their own feelings. Other

surveys may use questions with True or False answers or a numerical scaleindicating a degree of agreement or disagreement. Writes all the response choices a

available to employees. The best that workers can do is check the response that

comes closest to their own feelings. And this may be grossly inaccurate expression

of their real feelings.

Descriptive surveys : In contrast to objective surveys, descriptive surveys get

responses from employees in their own words. This approach permits employees to

express their own thoughts and use their own language to say exactly what they feel.

These more direct comments usually make a strong impression on managers.

THEORIES OF JOB SATISFACTION :

There are vital differences among experts about the concept of job

satisfaction. Basically, there are four approaches/ theories of job satisfaction

They are : (I)Fulfillment theory, (ii)Discrepancy theory, (iii) Equity theory, and (iv)

Two factor theory.

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1 Fulfillment theory : The proponents of this theory measure satisfaction in terms

of rewards a person receives or the extent to which his needs are satisfied.

Further they thought that there is a direct positive relationship between job

satisfaction and the actual satisfaction of the expected needs. The main difficultyin this approach is that job satisfaction as observed by willing is not only a

function of what a person receives but also what he feels he should receive as

there would be considerable difference in the actual and expectations as merely a

function of how much a person receives from his job.

(ii) Discrepancy Theory : The proponents of this theory argue that satisfaction is

the function of what a person actually receives from his job situation and whathe thinks he should receive or what he expects to receive. When the actual

satisfaction derived is less than expected satisfaction. It results in dissatisfaction.

Job satisfaction and dissatisfaction are functions of the perceived

relationship between what one wants from ones Job and what one perceives it is

offering. This approach does not make it clear whether or not over satisfaction

is a part of dissatisfaction. This led to the development of equity theory of job

satisfaction.

(iii) Equity Theory : The proponents of this theory are of the view that a persons

satisfaction is determined by his perceived equity, which in turn is determined

by his input- output balance compared to his comparison of others input out

put balance. Input output balance is the perceived ratio of what a person

receives his job relative to what he contributes to the job. This theory is of the

view that both under the over rewards lead to dissatisfaction while the under

reward causes feelings of unfair treatment, over- reward leads to feeling of guilt

and discomfort.

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(iv) Two Factor theory: This theory was developed by Hertzberg, Manusner

Peterson and Capwell who identified certain factors as satisfiers and dissatisfies.

Factor such as achievement, recognition, responsibility etc., are satisfiers, the

presence does not result in dissatisfaction. On the other hand factors such assalary supervision, working conditions etc., are dissatisfies the absence of which

causes dissatisfaction. Their presence, however, does not result in job

satisfaction.

TABLE 1

OPINION OF THE EMPLOYEES ABOUT THREE THINGS THAT

THEY LIKE MOST IN THE ORGANIZATION

To this Descriptive question 50 respondents gave their opinions. By

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analyzing the responses the most common opinions are taken into consideration

among different responses.

S.No.ResponseNumber of RespondentsPercentage1Congenial workingconditions28562Prompt payment of Salaries35703Attitude of the Management

towards employees32644Co-Operation from other employees33665Medical

Facilities Provided to their family members2958

Interpretation :

The above table clearly indicates that 56% of the respondents like the

congenial working conditions, 70% of the respondents like the prompt payment of

salaries, 64% like the attitude of the management towards employees, 66% of the

respondents like the co-operation of their colleagues and 58% of the respondents

like the Medical Facilities Provided by the organization to their family members.

On the whole the respondents like the prompt payment of salaries, Attitude of the

Management towards employees, co-operation from their colleagues, Medical

facilities provided to their family members and the congenial working atmosphere.

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TABLE 2

OPINION OF THE EMPLOYEES ABOUT THEIR PRESENT

POSITION IN THE ORGANIZATION

S.

No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal

%1Strongly

Satisfied5(50%)4(33%)12(43%)21422Satisfied3(30%)3(25%)8(28%)14283Average

Satisfied1(10%)3(25%)3(11%)7144Dissatisfied1(10%)2(17%)5(18%)8165Very

Dissatisfied-----Total10122850100

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Interpretation :

The above table clearly indicates that among Executives 50% are strongly

satisfied, 30% are satisfied, 10% are Average satisfied and 10% are dissatisfied and

none of them are very dissatisfied about their present position in the organization.

Among supervisors 33% are strongly satisfied 25% are satisfied, 25% are

average satisfied 17% are dissatisfied and none of them are very dissatisfied about

their present position in the organization. Among workers 43% are strongly satisfied

28% are satisfied, 11% are average satisfied and 18% are dissatisfied. None of them

are very dissatisfied.

Most of the respondents (70%) are either strongly satisfied or satisfied about

their present position in the organization.

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TABLE 3

OPINION OF THE EMPLOYEES ABOUT WORKING

CONDITIONS IN THE ORGANIZATIONS

S.

No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very

good5(50%)6(50%)13(46%)24482Good3(30%)3(25%)10(36%)16323Moderate2(20

%)3(25%)5(18%)10204Not so Good-----Total10122850100

Interpretation :

The above table reveals that among executives 50% feel that the working

conditions are very good, 30% feel that the working conditions are good and 20%

feel that the working conditions are moderate. None of them feel that the working

conditions are not so good. Among Supervisors 50% feel that the working

conditions are very good, 25% feel that the working conditions are good and 25%

feel that they are moderate. None of them feel that the working conditions are not so

good. Among workers 46% feel that the working conditions are very good 36% feel

that they are good, 18% feel that they are moderate and none of them feel that the

working conditions are not so good.

Majority of the respondents (80%) feel that the working conditions are either

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very good (or) good.

TABLE 4

OPINION OF THE EMPLOYEES ABOUT THEIR CAREER

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DEVELOPMENT WITHIN THE ORGANIZATION

S.

No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Strongly

Satisfied3(30%)4(34%)10(36%)17342Satisfied3(30%)3(25%)8(28%)14283Average

Satisfied2(20%)3(25%)5(18%)10204Dissatisfied2(20%)1(8%)3(11%)6125Very

Dissatisfied-1(8%)2(7%)36Total10122850100

Interpretation :

The above table clearly indicates that among Executives 30% are strongly

satisfied, 30% are satisfied, 20% are Average satisfied and 20% are dissatisfied and

none of them are Very dissatisfied about career development within the

organization. Among supervisors 34% are strongly satisfied, 25% are satisfied, 25%

are average satisfied, 8% are dissatisfied and 8% are very dissatisfied about career

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development within in the organization. Among workers 36% are strongly satisfied,

28% are satisfied, 18% are Average Satisfied 11% are dissatisfied and 7% are very

dissatisfied about their career development within the organization.

It is clear that 62% of the respondents are either strongly satisfied (or)

satisfied about their career development.

TABLE 5

OPINION OF THE EMPLOYEES ABOUT JOB SECURITY IN THE

ORGANIZATION

S.


%1Strongly

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Satisfied5(50%)3(25%)13(46%)21422Satisfied3(30%)5(42%)10(36%)18363Avera

ge Satisfied2(20%)4(33%)5(18%)11224Dissatisfied-----5Very Dissatisfied-----

Total10122850100

Interpretation :

The above table clearly indicates that Among executives 50% are strongly

satisfied 30% are satisfied and 20% are average satisfied and none of them are either

dissatisfied (or) very Dissatisfied about Job security. Among supervisors 25% are

strongly satisfied, 42% are satisfied, 33% are average satisfied none of them are

either dissatisfied (or) very dissatisfied about Job security.

Among workers 46% are strongly satisfied, 36% are satisfied 18% are

average satisfied and none of them are either dissatisfied (or) very dissatisfied about

job security.

Most of the respondents (78%) are either strongly satisfied (or) satisfied

about job security in the organization.

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TABLE 6

OPINION OF THE EMPLOYEES ABOUT TRAINING AND

DEVELOPMENT PROGRAMMES CONDUCTED BY THE

ORGANIZATION

S.


useful4(40%)5(42%)15(54%)24482Useful3(30%)3(25%)8(28%)14283Useful tosome extent3(30%)4(33%)5(18%)12244Not Useful-----Total10122850100

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Interpretation :

The above table reveals that among executives 40% feel that the training and

development programmes are very useful 30% feel that they are useful and 30% feel

that they are useful to some extent and none of them feel that they are not useful.

Among supervisors 42% feel that the training programems are very useful,

25% feel that they are useful and 33% feel that they are useful to some extent and

none of them feel that they are not useful. Among workers 54% feel that the training

programmes are very useful, 28% feel that they are useful and 18% feel that they

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are useful to some extent.

Majority of the respondents (76%) feel that the training and development

programs are either very useful (or) useful.

TABLE 7

OPINION OF THE EMPLOYEES ABOUT THE PRESENT METHOD

ADOPTED BY THE MANAGEMENT FOR PROMOTIONS

S.


%1Fair5(50%)8(66%)15(53%)28562Good3(30%)2(17%)12(43%)17343Moderate2(

20%)2(17%)1(4%)5104Not so good-----5Unfair-----Total10122850100

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Interpretation :

The above table clearly indicates that among executives 50% feel that the

methods adopted for promotion are fair, 30% feel that they are good and 20% feel

that they are moderate, none of them feel that methods adopted for promotion either

not so good (or) unfair. Among supervisors 66% feel that the present methods

adopted for promotion are fair and 17% feel that they are good and 17% feel that

they are moderate. None of the Supervisors feel that the present methods adopted

for giving promotion are either not so good (or) unfair.

Among the workers 53% feel that the present methods adopted for giving

promotion are fair, 43% feel that they are good and 4% feel that they are moderate

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none of them feel that the methods adopted for promotion are either not so good or

unfair.

Most of the respondents (90%) feel that the methods adopted for giving

promotion are either fair (or) good.

TABLE 8

OPINION OF THE EMPLOYEES ABOUT THE PERFORMANCE

APPRAISAL METHODS ADOPTED BY THE ORGANIZATION.

S.


fair4(40%)5(42%)13(46%)22442Fair3(30%)4(33%)8(29%)15303Good2(20%)2(17

%)5(18%)9184Not so good1(10%)1(8%)2(7%)48Total10122850100

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Interpretation :

The above table reveals that among executives 40% feel that the performance

appraisal methods adopted are very fair, 30% feel that they are fair, 20% feel that

they are good and 10% feel that they are not so good.

Among Supervisors 42% feel that the performance appraisal methods

adopted are very fair, 33% feel that they are fair, 17% feel that they are good and

8% feel that they are not so good.

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Among workers 46% feel that the performance appraisal methods adopted

are very fair, 29% feel that they are fair, 18% feel that the methods are good and 7%

feel that they are not so good.

It is clear that 74% of the employees feel that the performance appraisal

methods adopted are either very fair (or) fair.

TABLE 9

OPINION OF THE EMPLOYEES ABOUT THE SALARY THEY ARE

RECEIVING FROM THE ORGANIZATION

S.


%1Strongly

satisfied3(30%)4(33%)10(36%)17342Satisfied3(30%)3(25%)6(21%)12243Average

satisfied2(20%)3(25%)5(18%)10204Dissatisfied2(20%)2(17%)4(14%)8165Very

Dissatisfied--3(11%)36Total10122850100

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Interpretation :

The above table clearly indicates that among executives 30% are strongly

satisfied, 30% are satisfied, 20% Average satisfied and 20% are dissatisfied about

the salaries they are receiving. None of them are very dissatisfied. Among

supervisors 33% are strongly satisfied with the salary they are receiving, 25% are

average satisfied and 17% are dissatisfied and none of them are very dissatisfied.

Among workers 36% are strongly satisfied 21% are satisfied, 18% are

average satisfied 14% are dissatisfied and 11% are very dissatisfied about the

salaries they are receiving.

On the whole 58% of the respondents are either strongly satisfied (or)

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satisfied about the salary they are receiving.

TABLE 10

OPINION OF THE EMPLOYEES ABOUT THE INCENTIVES THEY ARE

RECEIVING FROM THE ORGANIZATION

S.


%1Strongly


satisfied2(20%)5(42%)8(29%)15304Dissatisfied--3(11%)365Very Dissatisfied-----

Total10122850100

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Interpretation :

The above table clearly indicates that among executives 50% are strongly

satisfied, 30% are satisfied, 20% Average satisfied and none of them are either

dissatisfied (or) very dissatisfied about the incentives they are receiving.

Among supervisors 33% are strongly satisfied, 25% are satisfied, 42% are

average satisfied and none of them are dissatisfied about the incentives they are

receiving.

Among workers 39% are strongly satisfied 21% are satisfied 29% averagesatisfied 11% are dissatisfied and none of them are very dissatisfied about the

incentives they are receiving.

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Majority of the respondents (64%) are either strongly satisfied (or) satisfied

about the incentives they are receiving.

TABLE 11

OPINION OF THE EMPLOYEES ABOUT THE INSURANCE

IMPLEMENTED BY THE MANAGEMENT

S.


%1Strongly

satisfied8(80%)10(84%)12(43%)30602Satisfied2(20%)1(8%)10(36%)13263Averag

e satisfied-1(8%)6(21%)7144Dissatisfied-----5Very Dissatisfied-----

Total10122850100

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Interpretation :

The above table reveals that among executives 80% are strongly satisfied, 20%

are satisfied none of them average satisfied (or) dissatisfied (or) very dissatisfied

about the insurance scheme. Among Supervisors 84% are strongly satisfied 8% are

satisfied and 8% are average satisfied and none of them are either dissatisfied (or)

very dissatisfied about the insurance scheme.

Among workers 43% are strongly satisfied, 36% are satisfied and 21% are average

satisfied and none of them are either dissatisfied (or) very dissatisfied about insurance

scheme implemented by the management.

Majority of the respondent (86%) are either strongly satisfied (or) satisfied about

the insurance scheme implemented by the management.

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TABLE 12

OPINION OF THE EMPLOYEES ABOUT THE EDUCATIONAL

FACILITIES PROVIDED BY THE ORGANISATION TO THEIR CHILDREN

Sl.


%1Adequate1(10%)2(17%)8(28%)11222To some

extent2(20%)3(25%)5(18%)10203Not

Adequate7(70%)7(58%)15(54%)2958Total10122850100

Interpretation :

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The above table clearly indicates that among Executives 10% feel that the

Educational Facilities provided by the management to their children are adequate

70% said that they are not adequate and 20% said that they are useful to some

extent.

Among Supervisors 17% feel that the Educational facilities provided by the

management to their children are adequate, 58% feel that they are not adequate and

25% feel that they are useful to some extent Among workers 28% feel that the

Educational facilities provided for their children are adequate, 54% feel that they are

not adequate, 18% feel that they are useful to some extent.

On the whole 58% of the respondents feel that the Educational facilities

provided to their children are not adequate.

TABLE 13

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OPINION OF THE EMPLOYEES ABOUT THE CANTEEN FACILITY

PROVIDED BY THE ORGANIZATION

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal

%1Strongly satisfied-----

2Satisfied1(10%)2(17%)5(18%)8163Average


Dissatisfied1(10%)3(25%)7(25%)1122Total10122850100

EMBED Excel.Chart.8 \s

Interpretation :

The above table reveals that among executives 10% are satisfied, 20% are

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average satisfied, 60% are dissatisfied, 10% are very dissatisfied and none of them

are strongly satisfied about the canteen facility. Among supervisors 17% are

satisfied, 8% are Average satisfied, 50% are dissatisfied and 25% are very

dissatisfied about the canteen facility.

Among workers 18% are satisfied, 14% are Average satisfied, 43% are

dissatisfied and 25% are very dissatisfied about the canteen facility

It is clear that 70% of the respondents are either dissatisfied (or) very

dissatisfied about the canteen facility.

TABLE 14

OPINION OF THE EMPLOYEES ABOUT THEIR RELATIONS WITH

THEIR SUPERIORS.

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S.


Good5(50%)6(50%)15(53%)26522Good3(30%)5(42%)10(36%)18363Moderate2(20%)1(8%)3(11%)6124Not so good-----Total10122850100

Interpretation :

The above table clearly indicates that among executives 50% feel their

relations with their superiors are good, 30% feel that the relations are good 20% feel

that the relations are moderate none of them feel that the relations are not so good.

Among supervisors 50% feel that their relations with their superiors are very good

42% feel that the relations are good, 8% feel that the relations are moderate None of

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the supervisors feel that the relation are not so good.

Among workers 53% feel that the relations with their superiors are very

good, 36% feel that the relations are good and 11% feel that the relations are

moderate. None of the workers feel that their relations with their superiors are not so

good

Most of the respondents (88%) said that the relations with their superiors

are either very good (or) good.

TABLE 15

OPINION OF THE EMPLOYEES ABOUT THEIR RELATIONS WITH

THEIR COLLEGUES AND SUBORDINATES.

S. No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Very

good5(50%)6(50%)5(18%)16322Good3(30%)4(33%)10(36%)17343Moderate2(20

%)2(17%)13(46%)17344Not so good-----Total10122850100

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Interpretation :

The above table reveals that 50% of the executives responded that their

relations with their colleges and subordinates are very good, 30% of the employees

feel that the relations are good and another 20% feel that the relations are moderate.

None of them feel that the relations are not so good.

Among supervisors 50% feel that the relations with their colleagues and

subordinates are very good, 33% feel that the relations are good and another 17%

feel that the relations are moderate None of them feel that the relations are not so

good.

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Among workers 18% feel that their relations with their colleagues and

subordinates are very good, 36% feel that the relations are good and another 46%

feel that the relations are moderate. None of the workers feel that the relations are

not so good.

On the whole 66% of the Respondents feel that their relations with their

colleagues and subordinates are either very good (or) good.

TABLE 16

OPINION OF THE EMPLOYEES ABOUT THEIR PARTICIPATION

IN MANAGEMENT DECISIONS.

S.

No.ResponseNumber of RespondentsExecutivesSupervisorsWorkersTotal%1Full

participation5(50%)5(42%)5(18%)15302Partial

participation3(30%)4(33%)12(43%)19383No

participation2(20%)3(25%)11(39%)1632Total10122850100

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Interpretation :

The above table clearly indicates that among executives 50% feel that their

Participation is full in management decisions. 30% feel that they are partially

participating and 20% feel that there is no participation in management Decisions.

Among supervisors 42% feel that their participation is full in management

decisions and 33% feel that their participation is partial and 25% feel that there no

participation in management decisions. Among workers 18% feel that their

participation is full in management decisions 43% feel that the participation is

partial and 39% feel that there is no participation in management decisions.

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Most of the Respondents (68%) feel that they are participating either fully

(or) partially in management decisions.

TABLE 17

OPINION OF THE EMPLOYEES ABOUT THE SAFETY METHODS

IMPLEMENTED BY THE ORGANIZATION.

S.


%1Strongly

satisfied8(80%)10(83%)15(53%)33662Satisfied2(20%)2(17%)10(36%)14283Avera

ge satisfied--3(11%)364Dissatisfied-----5Very Dissatisfied-----Total10122850100

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Interpretation :

The above table clearly indicates that Among executives 80% are strongly

satisfied and 20% are satisfied None of them are either Average satisfied (or)

Dissatisfied (or) very dissatisfied about the safety methods implemented by the

organization.

Among supervisors 83% are strongly satisfied and 17% are satisfied with the

safety methods implemented by the organization. None of them are Average

satisfied (or) Dissatisfied (or) very dissatisfied.

Among workers 53% are strongly satisfied and 36% are satisfied with the

safety methods followed by the organization and 11% are average satisfied and

none of them are either dissatisfied (or) very Dissatisfied.

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It is clear that 94% of the Respondents are either strongly satisfied (or)

satisfied with the safety methods implemented in the organization.

TABLE 18

OPINION OF THE EMPLOYEES ABOUT TRAINING PROGRAMMES

USEFULNESS TO DEVELOP SKILLS IN DOING JOB.

S.

No.ResponseNumber of RespondentsExecutivesSupervisionsWorkersTotal%1Very

useful6(60%)8(67%)15(53%)29582Useful3(30%)3(25%)10(36%)16323Useful

Partially1(10%)1(8%)3(11%)5104Not useful-----Total10122850100

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Interpretation :

The above table clearly indicates that among executives 60% feel that the

encouragement from management for professional growth and skill development is

fair, 30% feel that the encouragement is good, and 10% feel that the encouragement

is not so good and none of the executives feel that it is unfair. Among supervisors

67% feel that the encouragement from management for professional growth andskill development is fair, 25% of the supervisors feel that that it is good and 8% feel

that the encouragement is not so good. None of them feel that it is unfair.

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Among workers 53% feel that the encouragement for professional growth

and skill Development is fair, 36% feel that it is good and 11% feel that the

encouragement for professional growth and development is not so good and None of

them feel that it is unfair.

Most of the respondent (90%) feel that the encouragement from the

management for professional growth and skill development is either fair (or) good.

TABLE 20

OPINION OF THE EMPLOYEES ABOUT DIFFERENT WORKSHOPS

AND SEMINARS CONDUCTED BY THE ORGANIZATION TO

IMPROVE SOFT SKILLS.

S.


useful 5(50%)4(33%)15(53%)24482Useful3(30%)5(42%)10(36%)18363Useful to

some extent 2(20%)3(25%)3(11%)8164Not Useful-----Total10122850100

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Interpretation :

The above table clearly indicates that Among executives 50% feel that the

workshops and seminars Conducted by the management are very useful, 30% said

that they are useful and 20% said that they are useful to some extent and None of

them feel that they are not useful.

Among supervisors 33% feel that the workshops and seminars conducted by the

organization are very useful, 42% feel that they are useful and 25% feel that they are

useful to some extent and none of them feel that they are not useful.

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Among the workers 53% feel that the workshops and seminars conducted by the

organization are very useful, 36% feel that they are useful and 11% feel that they are

useful to some extent. None of them feel that they are not useful.

On the whole 84% of the Respondents feel that the workshops and seminars

conducted by the organization are Either very useful (or) useful.

TABLE 21

OPINION OF THE EMPLOYEES ABOUT THE SPENDING OF TIME

WITH THE FAMILY

S.

No.ResponseNumber of RespondentsExecutives SupervisorsWorkersTotal

%1Yes2(20%)3(25%)5(18%)10202To some extent

3(30%)1(8%)8(29%)12243No5(50%)8(67%)15(53%)2856Total10122850100

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Interpretation :

The above table reveals that among executives 20% feel that they are

spending enough time with the family, 30% feel that they are spending the time with

the family to some extent and 50% of the executives feel that they are not spending

enough time with the family.

Among supervisors 25% said that they are spending enough time with their

family 8% said that they are spending the time with family to some extent and 67%

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feel that they are not spending enough time with their family.

Among the workers 18% said that they are spending enough time with their

family, 29% said that they are spending the time with the family to some extent and

53% and said that they are not spending enough time with their family.

It is clear that 56% of the Respondents feel that they are not spending

enough time with their family.

TABLE 22

OPINION OF THE EMPLOYEES ABOUT THE GRIEVANCE

REDRESSAL SYSTEM IN THE ORGANIZATION.

S.


%1Strongly



Dissatisfied1(10%)1(8%)2(7%)48Total10122850100

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Interpretation :

The above table clearly indicates that among executives 30% are stronglysatisfied, 20% are satisfied, 20% percent are average satisfied, 20% are dissatisfied

and 10% are very dissatisfied about the grievance redressal system in the

organization.

Among the supervisors 34% are strongly satisfied, 25% are satisfied, 25%

are average satisfied, 8% are dissatisfied and 8% are very dissatisfied about the

grievance redressal system in the organization among workers 36% are strongly

satisfied 28% are satisfied, 18% are average satisfied, 11% are dissatisfied, 7% are

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very dissatisfied about the grievance redressed system in the organization.

Job Satisfaction by MAHESH

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