STUDY ON JOB SATISFACTION

NAME: LATHA S Reg no: 18 (MC102540) NAME: CHIRANTHANA CHENGAPPA Reg no: 12 (MC102533)

Hewlett Packard (HP)

Mount Carmel College

OVERVIEW OF CHAPTERS:
CHAPTER 1: INTRODUCTION

CHAPTER 2: RESEARCH DESIGN

CHAPTER 3: PROFILE OF THE COMPANY

CHAPTER 4: DATA ANALYSIS AND INTREPRETATION

CHAPTER 5: SUMMARY OF THE FINDINGS AND CONCLUSIONS

CHAPTER 1

INTRODUCTION: Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous workgroups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to relate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1 5 scale, where 1 represents not all satisfied and 5 represents extremely satisfied).

Definitions Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2007) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

LITERATURE REVIEW

Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premises of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.e. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who does not value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy compared to Employee B. this theory also states that too much of a particular facet will produces stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the core Self-evaluations Model, proposed by Timorthy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: selfesteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control

(believing one has control over her/his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Two Factor Theory (Motivation Hygiene Theory) Fredrick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want o perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Herzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzbergs original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Measuring Job Satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklist, forced choice answers. The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or decide in response to whether given statements accurately describe one job. The Job in General Index is an overall measurement of job satisfaction. It was an improvement to the job Descriptive Index because the JDI focused too much on individual facets and not enough on work satisfaction in general.

CHAPTER 2: RESEARCH DESIGN

STATEMENT OF THE PROBLEM Job satisfaction

OBJECTIVE OF THE STUDY The objective of the study is as follows: To assess the satisfaction level of employees in Hewlett Packard. To identify the factors which influence the job satisfaction of employees. To identify the factor that improves the satisfaction level of employees. To know the employee satisfaction towards the facilities. To offer valuable suggestions to improve the satisfaction level of employees.

SCOPE OF THE STUDY This study emphasis in the following scope: To identify the employees level of satisfaction. This study is helpful to that organisation for conducting further research. It is helpful to identify the employers level of satisfaction towards welfare measure. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees. This study helps to make a managerial decision to the company.

RESEARCH METHODOLOGY Research methodology is the systematic way to solve the research problem. It gives an idea about various steps adopted by the researcher in a systematic manner with an objective to determine various manners. The various steps involved are data collection through questionnaire survey, data analysis including descriptive and exploratory analysis.

SAMPLING: Sample Size The study sample constitutes 25 respondents constituting in the research area. Sampling Area The study is conducted in employees of Hewlett Packard. Sampling Design We have used probability sampling in which random sampling is used. Collection of Data Most of the data collected by us are primary data through personal interview, where the researcher and the respondent operate face to face. We have used a structured questionnaire as a research instrument tool which consists of open ended questions, multiple choice and dichotomous questions in order to get data. Thus, Questionnaire is the data collection instrument used in the study. All the questions in the questionnaire are organized in such a way that it elicits all the relevant information that is needed for the study. Analysis of Data The data is collected through survey and books, reports, newspapers and internet etc., the survey conducted among the employees HP COMPANY.. The data collected by the researcher is tabulated and analyzed in such a way to make interpretations.

OPERATIONAL DEFINITIONS:

Intrinsic: situated within or belonging solely to the organ or body part on which it acts Extrinsic: Not forming an essential part of a thing, arising or originating from the
outside

LIMITATIONS: The survey is subjected to the bias and prejudices of the respondents. Hence 100% accuracy cant be assured. The researcher was carried out in a short span of time, where in the researcher could not widen the study.

CHAPTER 3: COMPANY PROFILE Hewlett Packard India

Established in 1988, India is one of the largest and most diverse sites for HP outside of the US. The companys 25,000+ employees are spread over 45 locations. The businesses represented in HP India include: Technology Solutions Group (TSG) - In addition to Enterprise Systems, Storage and Software, TSG includes Managed Services, Consulting & Integration and Technology Services. The products and services from this organization serve Enterprise, Public Sector and SMB Customers. Imaging and Printing Group (IPG) - is the leading provider of printing and imaging solutions for both business and consumers - printer hardware, all-in-ones, digital imaging devices such as cameras and scanners, MFDs, associated supplies and accessories come under this fold. Personal Systems Group (PSG) - focuses on providing simple, reliable and affordable personal computing solutions and devices for home and business use, including desktop and notebook PCs, workstations, smart handhelds, personal storage and access devices. Global Delivery India Centre (GDIC): The Global Delivery Application Services Center (GDAS) India is a service under GDIC. GDAS India is the flagship centre for HPs strategy for global delivery of application services.

Chapter -4

DATA ANALYSIS AND INTREPRETATION

Following are the bar graphs representing the statistical analysis of each question in the questionnaire that was specially structured for the collection of the data for job satisfaction in HP Company.

HOW SATISFIED OR DISSATISFIED ARE YOU WITH: Q1. THE PHYSICAL WORKING CONDITIONS?

Q2. FREEDOM TO CHOOSE YOUR OWN METHOD OF WORKING?

Q3. YOUR FELLOW WORKERS?

Q4. THE RECOGNITION YOU GET FOR GOOD WORK?

Q5.YOUR IMMEDIATE BOSS?

Q6.THE AMOUNT OF RESPONSIBILITY YOU ARE GIVEN ?

Q7.YOUR RATE OF PAY?

Q8.YOUR OPPORTUNITY TO USE YOUR ABIILITIES?

Q9.INDUSTRIAL RELATIONS BETWEEN MANAGEMENT AND WORKERS?

1. Q10.YOUR CHANCE OF PROMOTION?

2. Q11.THE WAY THE ORGANISATION IS MANAGED?

3.

4. Q12.ATTENTION PAID TO SUGGESTIONS YOU MAKE?

5. Q13.YOUR HOURS OF WORK?

Q14.THE AMOUNT OF VARIETY IN YOUR JOB?

6. Q15.YOUR JOB SECURITY?

Chapter 5 SUMMARY OF THE FINDINGS AND CONCLUSIONS Extrinsic point of view: according to the work environment provided by the company The physical working condition of the company is good but nearly 50% of the respondents are moderately satisfied and the rest, very satisfied and some are moderately dissatisfied. 44% of the respondents are very much or moderately satisfied with the fellow employees. Majority of them are dissatisfied with the availability of immediate boss. Majority i.e. more than 60% of the respondents are very much satisfied with the rate of payment. Relationship between the management and the employees is again contradicting as nearly 49% are satisfied and the rest are not at all satisfied. The way the organization is managed is positive as majority of them are happy and satisfied with it. Most of them are very much satisfied with the hours of work as the company is not strict about time but they are strict about the deadlines.

 Most of them feel secured about their job at HP where as there are few who are not sure and are dissatisfied.

Intrinsic point of view: according to the personal problems of the employee. Most of them are not satisfied with freedom of choice when it comes to the use of the methods that the employees want. Recognition of the good work of employees is contradicting as majority of them are satisfied and also most of them are moderately dissatisfied. Majority of them are satisfied with the amount of responsibility given to them. Most of them are very much satisfied with the opportunities they get to use their abilities Nearly 55% of them are satisfied with the chance of promotion. Some of them are not happy with the attention they get for their suggestions and the rest say 40% are satisfied. When it comes to the variety in the job, its contradicting as same % of employees are not sure, moderately satisfied and moderately dissatisfied.

Conclusion:
From the above drawn summary out of the data analysis it is clear that, from extrinsic point of view i.e. from the companies point: the work environment has been provided to the employees of HP. Areas of improvement: Better teams can be formed with the same human resource. (For having better team mates which will definitely motivate the employee & increases the productivity) Team leaders for every team should be appointed. (This helps the employees to clear their doubts about the work which in turn helps to reduce the frustration of the employees) The relationship between the employees and management has to be improved. (failure of which will result into lack of recognition of efficient employees) Rate of payment, promotion policies and the working hours to be maintained in the same way or it can even be improved. From the companies point: various policies can be changed to provide the employees with a better work environment which will influence them in attaining job satisfaction.

 From intrinsic point: i.e. from the individual point of view Most important an employee must have an appropriate educational background that matches his present job. Most of the students are ignorant, have very less choice, financial problems, not focused, potential but have no proper guide, confused. (when decisions are taken in these cases, most of them tend to face the problem of job dissatisfaction. Therefore, no matter how good the work environment is, the employee remains dissatisfied.) In the study conducted most of them were not sure about many things this indicates the interest levels of the employees. It depends on each individual to choose the work and have a better life with at most job satisfaction.