Project on Job Satisfaction[1] OB

7/27/2019 Project on Job Satisfaction[1] OB

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Divya Suvarna

MHRDM 2011-2014

Roll No - 163

Project on

JOB

SATISFACTION

Mets Institute of Mangement Studies

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INDEX

Sr No Contents Page No

1 Synopsis/Abstract 3

2 Introduction 4-7

3 Objectives of the Study 8

4 Company Profile 9-11

5 Annexure 12-13

6 Data Collection 14

7 Analysis Interpretation of Data 15-17

8 Findings, Suggestions& Recommendations 189 Limitations of Study 19

10 Bibliography 20

Mets Institute of Management Studies

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SYNOPSIS/ABSTRACT

Job Satisfaction plays one of the essential roles in the organization. It is very essential tobe satisfied in the organization to perform. The reason for choosing this subject is to

analysis as how much it is important to be satisfied in the job.

Job satisfaction describes how content an individualis with his /her job. The happierpeople are within their job, the more satisfied they are said to be. Job satisfaction is notthe same as motivation oraptitude, although it is clearly linked.Job design aims toenhance job satisfaction and performance, methods includejob rotation,jobenlargement,job enrichmentandjob re-engineering. Other influences on satisfactioninclude the management style and culture, employee involvement, empowerment andautonomous work position. Job satisfaction is a very important attribute which isfrequently measured by organizations. The most common way of measurement is the useof rating scales where employees report their reactions to their jobs. Questions relate to

rate of pay, work responsibilities, variety of tasks, promotional opportunities, the workitself and co-workers.My project would try to collect all the relevant data andinformation about the topic


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http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1


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INTRODUCTION

Job Satisfaction

Definition

Job satisfaction has been defined as a pleasurable emotional state resulting from theappraisal of ones job;[1] an affective reaction to ones job;[2] and an attitude towardsones job.[3]Weiss (2002) has argued that job satisfaction is an attitude but points outthat researchers should clearly distinguish the objects of cognitive evaluation which areaffect (emotion), beliefs and behaviours.[4] This definition suggests that we form attitudestowards our jobs by taking into account our feelings, our beliefs, and our behaviors.

The relationship between man and work has always attracted the attention ofphilosophers, scientists and novelists. A major part of man's life is spent at work. Work isa social reality and social expectation to which men seem to confirm. It not only provides

status to the individual but also binds him to the society.

Studies in the area of job satisfaction as an important and popular research topic starteddecades ago. In research designs it has been used variously as dependent, independentand moderating variables. In 1935, the concept of job satisfaction gained currencythrough the publication of a monograph by Hoppock on "Job Satisfaction". Hoppock inhis monograph defined job satisfaction as "any combination of psychological,physiological and environmental circumstances that cause a person truthfully to say I amsatisfied with my job.

"The term job satisfaction refers to an individuals general attitude towards his or her

job. A person with high level of job satisfaction holds positive attitude towards the job,while a person who is dissatisfied with his or her work holds negative attitude about thejob".

They prefer the challenge of working at a problem and accepting the personalresponsibility for success or failure rather than leaving the outcome to chance or theactions of others. Importantly, they avoid what they perceive to be very easy or verydifficult tasks. They want to overcome obstacles, but they want to feel that their success(or failure) is due to their own actions. This means they like tasks of intermediatedifficulty. High achievers perform best when they perceive their probability of success asbeing ; that is where they estimate that they have a 50-50 chance of success.

Since raters have to make interpretations, it is possible that they may contaminate thefindings by interpreting one response in one manner while treating another similarresponse differently The theory, to the degree that it is valid, provides an explanation ofjob satisfaction. It is not really a theory of motivation No overall measure of satisfaction

. Mets Institute of Management Studies

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http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-0http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-1http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-2http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-2http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-3http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-0http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-1http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-2http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-3


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was utilized. In other words, a person may dislike part of his or her job, yet still thinkthejob is acceptable The theory is inconsistent with previous research

THEORIES OF JOB SATISFACTION Herzberg's Two-Factor Theory Two-factor theory,also known as the motivation-hygiene theory, addresses both motivation and satisfaction

and is based on Maslow's hierarchy of needs. The two-factor theory is classified asbelonging to the subgroup of content theories; theories that attempt to identify the needsthat must be met for the individual to be satisfied on the job. Locke ( ) evaluated Maslowneeds hierarchy and Herzberg's motivation-hygiene theory as the two primary contenttheories. Herzberg's theory uses the team motivators to include satisfying experiences.[...]

Therefore, he proposed such ideas as participative decision making responsible andchallenging jobs, and good group relations as approaches that would maximize anemployee's job motivation, Motivation-Hygiene Theory The motivation-hygiene theorywas proposed by psychologist Fredrick Herzberg. In the belief that an individual's

relation to his or her work is a basic one and that his or her attitude towards this workcan very well determine the individual's success or failure. Herzberg investigated thequestion, "What do people want from their jobs?" He asked people to describe, in detail,situations when they felt exceptionally good and bad about their Jobs. [...]

In summary, ERG theory argues like Maslow that satisfaction of lower- order needs leadto the desire to satisfy higher order needs; but multiple needs can be operating asMotivators at the same time, and frustration in attempting to satisfy a higher level needcan result in regression to a lower-level need. MicClelland's Theory of Needs It wasdeveloped by David McClelland and his associates. This theory focuses on three needs:achievement, power and affiliation. There are defined as follows: Need for achievement

The drive to excel, to achieve in relation to a set of standards, to strive to succeed

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common methodfor collecting data regarding job satisfaction is theLikert scale (named afterRensisLikert). Other less common methods of for gauging job satisfaction include: Yes/Noquestions, True/False questions, point systems, checklists, and forced choice answers.This data are sometimes collected using anEnterprise Feedback Management(EFM)system.

TheJob Descriptive Index(JDI), created by Smith, Kendall, & Hulin (1969), is aspecific questionnaire of job satisfaction that has been widely used. It measures onessatisfaction in five facets: pay, promotions and promotion opportunities, coworkers,supervision, and the work itself. The scale is simple, participants answer either yes, no,or cant decide (indicated by ?) in response to whether given statements accuratelydescribe ones job.

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http://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Managementhttp://en.wikipedia.org/wiki/Likert_scalehttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Rensis_Likerthttp://en.wikipedia.org/wiki/Enterprise_Feedback_Management


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Other job satisfaction questionnaires include: theMinnesota Satisfaction Questionnaire(MSQ), the Job Satisfaction Survey (JSS), and theFaces Scale. The MSQ measures jobsatisfaction in 20 facets and has a long form with 100 questions (five items from each

facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 itemquestionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale ofjob satisfaction, one of the first scales used widely, measured overall job satisfactionwith just one item which participants respond to by choosing a face.

Emotions

Moodandemotions form the affective element of job satisfaction. (Weiss andCropanzano, 1996).[9]Moods tend to be longer lasting but often weaker states ofuncertain origin, while emotions are often more intense, short-lived and have a clearobject or cause.

There is some evidence in the literature that moods are related to overall jobsatisfaction.[10][11] Positive and negative emotions were also found to be significantlyrelated to overall job satisfaction[12]

Frequency of experiencing net positive emotion will be a better predictor of overall jobsatisfaction than will intensity of positive emotion when it is experienced.[12]

Emotion work(or emotion management) refers to various types of efforts to manageemotional states and displays. Emotion management includes all of the conscious andunconscious efforts to increase, maintain, or decrease one or more components of anemotion. Although early studies of the consequences of emotional work emphasized itsharmful effects on workers, studies of workers in a variety of occupations suggest thatthe consequences of emotional work are not uniformly negative. [13]

It was found that suppression of unpleasant emotions decreases job satisfaction and theamplification of pleasant emotions increases job satisfaction.[14] The understanding ofhow emotion regulation relates to job satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy betweenpublic displays of emotions and internal experiences of emotions,[15][16] that oftenfollows the process of emotion regulation. Emotional dissonance is associatedwith high emotional exhaustion, low organizational commitment, and low jobsatisfaction.[17][18]

2. Social interaction model. Taking the social interaction perspective, workers

emotion regulation might beget responses from others during interpersonalencounters that subsequently impact their own job satisfaction. For example: Theaccumulation of favorable responses to displays of pleasant emotions mightpositively affect job satisfaction.[14]

performance of emotional labor that produces desired outcomes could increasejob satisfaction.

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http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-10http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-Fisher-11http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-Fisher-11http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-12http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-cote-13http://en.wikipedia.org/wiki/Emotional_dissonancehttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-14http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-15http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-16http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-17http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-cote-13http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-10http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-Fisher-11http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-Fisher-11http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-12http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-cote-13http://en.wikipedia.org/wiki/Emotional_dissonancehttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-14http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-15http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-16http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-17http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-cote-13


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Relationships and practical implications

Job Satisfaction can be an important indicator of how employees feel about their jobs

and a predictor of work behaviours such as organizational citizenship,[19]

absenteeism,[20]

andturnover.[21] Further, job satisfaction can partially mediate the relationship ofpersonality variables and deviant work behaviors.[22]

One common research finding is that job satisfaction is correlated with life satisfaction.[23] This correlation is reciprocal, meaning people who are satisfied with life tend to besatisfied with their job and people who are satisfied with their job tend to be satisfiedwith life. However, some research has found that job satisfaction is not significantlyrelated to life satisfaction when other variables such as nonwork satisfaction and coreself-evaluations are taken into account.[24]

An important finding for organizations to note is that job satisfaction has a rathertenuous correlation to productivity on the job. This is a vital piece of information toresearchers and businesses, as the idea that satisfaction and job performance aredirectly related to one another is often cited in the media and in some non-academicmanagement literature. A recentmeta-analysis found an average uncorrected correlationbetween job satisfaction and productivity to be r= 0.18; the average true correlation,corrected for research artifacts and unreliability, was r = 0.30.[25] Further, the meta-analysis found that the relationship between satisfaction and performance can bemoderated by job complexity, such that for high-complexity jobs the correlation betweensatisfaction and performance is higher ( = 0.52) than for jobs of low to moderatecomplexity ( = 0.29). Job Satisfaction also have high relationship with intention to quit.

It is found in many research that Job Satisfaction can lead to Intention to Stay / Quit inan organization (Kim et al., 1996). Recent research has also shown that Intention to Quitcan have effect like poor performance orientation, organizational deviance, and poororganizational citizenship behaviours.[26] In short, the relationship of satisfaction toproductivity is not necessarily straightforward and can be influenced by a number ofother work-related constructs, and the notion that "a happy worker is a productiveworker" should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important than jobsatisfaction.[27] The link between job satisfaction and performance is thought to be aspurious relationship; instead, both satisfaction and performance are the result of

personality.

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http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-18http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-18http://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-19http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-20http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-21http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-22http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-23http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-23http://en.wikipedia.org/wiki/Correlationhttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definitionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-24http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definitionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-25http://en.wiktionary.org/wiki/personalityhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-26http://en.wikipedia.org/wiki/Spurious_relationshiphttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-18http://en.wikipedia.org/wiki/Absenteeismhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-19http://en.wikipedia.org/wiki/Turnover_(employment)http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-20http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-21http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-22http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-23http://en.wikipedia.org/wiki/Correlationhttp://en.wikipedia.org/wiki/Meta-analysishttp://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definitionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-24http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definitionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-25http://en.wiktionary.org/wiki/personalityhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-26http://en.wikipedia.org/wiki/Spurious_relationship


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OBJECTIVES OF THE STUDY

To find that whether the employees are satisfied or not.To analyse the companys working environment.To check the Degree of satisfaction of employees.To find that they are satisfied with their job profile or not.To find that employees are working with their full capabilities or not

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COMPANY PROFILE-

TeamLease Services Private Ltd is Indias largest and foremost people supply chain andHR Services Company. Established in 2002, TeamLease provides corporate clients a onestop solution for all their staffing and HR requirements; offering a gamut of services.Over the last decade, we have emerged as a preferred service partner to a majority ofleading Indian and multi-national companies.

Our three legged service offering has been designed keeping in mind three most criticalneeds in todays context; needs both of Corporate India as well as India as a whole.

Hiring: Temp Staffing as well as on rolls hiring; non technical as well as technicalhiring.

Hygiene: Managing Payroll, Compliances and HR Administration for temp employees;Payroll Process Outsourcing; and comprehensive Regulatory and Labour Law supportservices

Productivity: A well crafted platform for Assessments, Training and certification toensure a productive workforce.

With our corporate office in Bangalore and other full fledged offices in Mumbai, Delhi,Chennai, Hyderabad, Kolkatta, Ahmadabad and Pune, TeamLease has a nationalfootprint with 75,000 deputed employees across more than 800 locations. We engagewith more than 1400 Corporate Clients and work across industry verticals catering torequirements of leading names in BFSI, FMCG and Consumer Durables, Retail,Telecom, IT, BPO and ITES, Automobiles, Services, Manufacturing, Engineering and

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several other sectors.Offering a gamut of services that include Temporary Staffing,Permanent


Recruitments, Payroll Process Outsourcing, Regulatory Compliance Services, Trainingand Assessments;

As an organisation TeamLease is committed to offering an enhanced value proposition toits clients by focusing on process and technological innovation, complete adherence tocompliances and customer satisfaction. We benchmark the quality of our servicedelivery on parameters of accuracy and timeliness, customer centricity, adherence toregulatory compliances and agreed client specific SLAs. We have invested consistently inPeople, Technology and Processes in order to successfully deliver on our objective ofvalue creation for our clients.

Right from our inception in 2002, We have been a peoples organisation in everypossible way. In our journey that began with just 7 employees, we have reached animportant milestone today; where we have more than 1200 core employees. Our growthhas been as stimulating as our birth and this growth requires that we also meet theaspirations of our Human Capital.

At TeamLease we are committed towards nurturing a culture of learning andperformance. Our Human Resource policies are aimed at supporting employees througheffective training and development, and we do offer competitive salary andcomprehensive employee benefits. With a fairly balanced employee gender ratio and

employing differently enabled people, Equal Opportunity is one of our important bestpractices.

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TeamLeases core values are linked to integrity, trust, respect, teamwork, innovation,accountability, and responsibility. Associating with TeamLease is an opportunity that initself changes lives of people. TeamLease is one of the best places to start/shape your


career; the exposure is 360 degrees in a corporate world with each department workingindependently yet in perfect harmony. Freedom to work, innovate, enhance, be creative,make mistakes and learn from, are just some of the ground rules of working here. With astrong focus on Human Capital, the organization encourages employee involvement andfeedback in striving to create an optimal working environment.

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Mets Institute of Management StudiesANNEXURE

QUESTIONARE

A STUDY ON EMPOLYEE JOB SATISFACTION

Respected Madam/Sir,

As a part of my project I would like a gather some informationform you which will help me in a depth subject of project. I would be obliged if you co-

operate with me in filling the questionnaire. Since the questionnaire is being used toacademic purpose, the information gathered will be strictly confidential

Divya Suvarna

Kindly fill in the following

(Please put a tick mark in the appropriate box)

1. How long you have been working in the industry?

a) less than 1 year b) 1- 3 years c) 3-5 years d)more than 5 years

2. How do you feel the working environment?

a) Excellent b) Good c) Satisfactory d) Not Satisfactory

3. How secure do you feel in your job?

a) High secure b) Secure c) Insecure

4. How do you feel the smooth relationship with your employers and co-workers?

a) Very high b) High c) Medium d) Low

5. Opinion about your job

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a) Highly Satisfied b) Satisfied c) Neutral e)Disagree f) Highly

Dissatisfied


6. Are you satisfied with the appreciation or reward system provided by yourmangement


Dissatisfied

7. Are you satisfied with the bonus and incentives given ?


Dissatisfied

8. Are you satisfied with the overall compensation package?


Dissatisfied

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

a) Yes b) No If No, Why

10. My manager/supervisor provides me with continuous feedback to help me achievemy goals

a) Strongly Disagree b) Disagree c) Somewhat Agree d) Agree

e) Strongly Agree

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Mets Institute of Management StudiesDATA COLLECTION

The project work is entitled as study on Employee Job Satisfaction with special referenceto Teamlease Service Pvt Limited is mainly conducted to identify the factors which willmotivate the employees and the organizational functionsFor any study there must be da ta for analys is purpose. Withou t data there isnomeans of study. Data collection plays an important role in any study. It can becollectedfrom various sources. I have collected the data from two sources which aregiven below:

1 .P r i m a r y D a t a Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2 S e c o n d a r y D a t a

Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

Websites like Teamleases official site, some other sites are also searched to find

data

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource department can usethefacts and figures of the study but also the marketing and sales department cantake benefits from the findings of the study.Scope for the sales departmentThe sales department can have fairly good idea about their employees,tat theyaresatisfied or not.Scope for the marketing departmentThe marketing department can use the figures indicating that they are putting theireffortsto plan their marketing strategies to achieve their targets or not.Scope for personnel departmentSome customers have the complaints or facing problems regarding the job. Sothe personnel department can use the information to make efforts to avoid suchcomplaints

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ANALYSIS AND INTERPRETATION OF DATA

Descriptive Statistics

1)Response about the support from the HR department

Sr No Particular Number of Respondents

Percentage

1 Highly Satisfied

2 Satisfied

3 Neutral

4 Dissatisfied

5 Highly Dissatisfied

Total

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0

10

20

30

40

50

60

Highly

satis

fied

Satis

fied

Neutral

Diss

atis

fied

Diss

atis

fied

INTERPRETATION

The table shows that 58% of the respondents are satisfied with the job form theorganizastin


2) Responses of in the working Environment


Percentage

1 Excellent

2 Good

3 Satisfied

4 Not satisfied

Total

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0

10

20

30

40

50

3-D Column 1 50 25 45 45

Excelle

ntGood

Satisfac

tory

Not

satisfac

INTERPRETATION



3) Responses of relationship with the Employees


Percentage

1 Very High

2 High

3 Medium

4 Low

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Total

0

10

20

30

40

50

3-D Column 1 50 25 45 45

Very

highHigh Medium Low

INTERPRETATION



FINDINGS

Employees are not completely satisfied with their job although their salaryis goodenough.

Employes are not getting value to their work.

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Most of employees think that they are nt on their actual path.

Most of the employees think that the organization havent fulfill their promises,what theydo in beginning especially regarding Promotion.

There is negatively comparison between peers especially regardingtargets.

They often feel overworked

SUGGESTIONS AND RECOMMENDATIONS

To increase the job satisfaction level of the employees the company should

concentratemainly on the incentive and reward structure rather than themotivationalsession.Ideal employees should concentrate on their job.Educational qualification can be the factor of not an effective job.Company should give promotion to those employees who deserves it


LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my researchreport,yet there are always some problems faced by the researcher. The prime difficultieswhichI face in collection of information are discussed below:-1.Short time period:

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The t ime period for carrying out the research was short as aresult of whichmany facts have been left unexplored.2.Lack of resources:Lack of time and other resources as it was not poss ib le to conduct survey atlarge level.3.

Small no. of respondents:Onl y 100 empl oy ees hav e bee n cho sen whi ch is asmall number, torepresent whole of the population.Unwillingness of respondents:While collection of the data many consumerswere unwilling to fill thequestionnaire. Respondents were having a feeling of wastage of time for them.5.Small area for research:.


BIBLIOGRAPHY

BOOKS1. Kothari C.R., Research Methodology, New Delhi; New Age

InternationalPublication, second edition2. 2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw

HillPublication Company Ltd. Page no. 81-136,171,179,267,284

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.3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd.India,ninthedition.3. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill

PublicationCompany Ltd

WEBSITE

http://en.wikipedia.org/wiki/Job_satisfactionhttp://www.citehr.com/309682-job-satisfaction.htmlhttp://www.utm.edu/staff/mikem/documents/jobsatisfaction.pdfhttp://www.eurofound.europa.eu/ewco/reports/TN0608TR01/Q0608TR01.pdfhttp://www.teamlease.com


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http://www.citehr.com/309682-job-satisfaction.htmlhttp://www.eurofound.europa.eu/ewco/reports/TN0608TR01/Q0608TR01.pdfhttp://www.teamlease.com/http://www.citehr.com/309682-job-satisfaction.htmlhttp://www.eurofound.europa.eu/ewco/reports/TN0608TR01/Q0608TR01.pdfhttp://www.teamlease.com/

Project on Job Satisfaction[1] OB

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