Case Study OB

CHAPTER 1: INTRODUCTION
What is JOB?
A person's job is their role in society. A job is an activity, often regular and often performed in
exchange for payment. Many people have multiple jobs, such as those of parent, homemaker, and
employee. A person can begin a job by becoming an employee, volunteering, starting a business, or
becoming a parent. The duration of a job may range from an hour (in the case of odd jobs) to a lifetime
(in the case of some judges). The activity that requires a person's mental or physical effort is work (as
in "a day's work"). If a person is trained for a certain type of job, they may have a profession. The
series of jobs a person holds in their life is their career.
A group of homogeneous tasks related by similarity of functions. When performed by an employee in

an exchange for pay, a job consists of duties, responsibilities, and tasks (performance elements) that
are:
(1) Defined and specific, and
(2) Can be accomplished, quantified, measured, and rated.
From a wider perspective, a job is synonymous with a role and includes the physical and social aspects
of a work environment. Often, individuals identify themselves with their job or role (foreman,
supervisor, engineer, etc.) and derive motivation from its uniqueness or usefulness.
According to Thomas Kurlak, "My job is to make people money. If I don't include every factor that
moves a stock, market psychology included then I'm not doing my job."
Standard Job:
Work order that contains all information required to complete it.
Job involvement:
The degree to which an employee is engaged in and enthusiastic about performing their work.
Business managers are typically well aware that efforts to promote job involvement among staff tend
to pay off substantially since employees will be more likely to assist in furthering their company's
objectives.
Job Specification:
A statement of employee characteristics and qualifications required for satisfactory performance of
defined duties and tasks comprising a specific job or function. Job specification is derived from job
analysis.
Job factors:
Aspects specific to a job, such as knowledge and skills, mental and physical demands, and working
conditions that can be recognized, defined, and assessed. It is also called job characteristics.
Job characteristics:
There are mainly five core characteristics of job. They are:
1) Skill Variety: The degree to which a job requires various activities, requiring the worker to
develop a variety of skills and talents. Jobholders can experience more meaningfulness in jobs
that require several different skills and abilities than when the jobs are elementary and routine.
2) Task Identity: The degree to which the job requires the jobholders to identify and complete a
work piece with a visible outcome. Workers experience more meaningfulness in a job when
they are involved in the entire process rather than just being responsible for a part of the work.
3) Task Significance: The degree to which the job impacts other peoples lives. The influence can
be either in the immediate organization or in the external environment. Employees feel more
meaningfulness in a job that substantially improves either psychological or physical well-being
of others than a job that has limited impact on anyone else.
4)
Autonomy: The degree to which the job provides the employee with significant freedom,
independence, and discretion to plan out the work and determine the procedures in the job. For
jobs with a high level of autonomy, the outcomes of the work depend on the workers own
efforts, initiatives, and decisions; rather than on the instructions from a manager or a manual of
job procedures. In such cases, the jobholders experience greater personal responsibility for their
own successes and failures at work.
5) Feedback: The degree to which the worker has knowledge of results. This is clear, specific,
detailed, actionable information about the effectiveness of his or her job performance. When
workers receive clear, actionable information about their work performance, they have better
overall knowledge of the impact of their work activities, and what specific actions they need to
take (if any) to improve their productivity.
What do people look for in a job?

What do people look for in a job? What do they expect or require from it? The following list is
representative and is given in the order people have ranked them over the years:
Clear Expectations and Goals
Give your employees a clear understanding of their roles, responsibilities and objectives. Do this one
on one and with the team. Always remember, this isn't a one-time event. Do it periodically through the
year: monthly to quarterly.
Conducting performance reviews only once a year doesn't cut it today. Most performance problems
come from a lack of clear expectations or goals and a lack of recognition.
Recognition and Praise
The better people feel about what they do, the more they want to do it well. Recognize them for
progress, a job well done or for goals achieved. Do the same for your team as a whole.
Be genuine, creative and keep learning. When consulting with clients we always find ways to do
individual and team recognition at meetings. Interestingly, most client managers seldom think of it on
their own.
Communication
As simple as it sounds, keep people informed as a team and aware as individuals. This means that you
need to communicate through meetings, one on ones, phone conferences, email, Skype and texts.
Learn to do each of these appropriately.
For example, emails and texts are not the right place for negative news. It also is not an excuse for
poor communication if you are separated by distance from some members of your team. In most
employee engagement surveys, leadership communication often has the poorest ratings and the most
negative feedback.
Pride in the Work
Most people want to do a good job. This creates self-motivation and pride. Create a positive upbeat
working environment. Have some fun while working hard. Teach teamwork, and it will pay significant
dividends for your employees and for you.
Responsibility
People want to be great and if they aren't, managers are usually the obstacle. Listen to your team's
ideas and get them involved in fixing problems. Coach effectively and regularly, so that all team
members always know where they stand-good or bad.
When they bring you a problem, hold on trying to solve it. Ask, what have you done so far? What do
you think should be done? Teach them to think through and solve their own problems.
Respect
80% of employees say that they dont get respect for what they are doing. Don't have secrets, don't
intentionally instill fear in people, and treat employees as adults not like children. Be as open and as
honest as you can. Build up your team; don't beat them up. You earn respect by giving respect.
Learning
On-going training is a must to maintain current job skills, but even more importantly to add to them.
Fortunes magazine's annual list of the worlds best companies shows that the highest-ranking
companies give employees 40-60 hours of training and education each year. How about your
company? How about your team?
Growth
People become more motivated when they can develop their skills. Be sure to learn to delegate
effectively.
Find ways to give your team ample opportunity to expand their capabilities in new areas. If an
employee is interested and capable help the person for his advancement in the company.
Trust
Follow-through on your commitments, be genuine and conduct business in an ethical manner. Admit
mistakes.
There are too many examples in the media of ineffective and fallen leaders. You don't have to be one
of them.
Achievement
People want to win. Work hard to align people with the right role where they can succeed. Persevere to
eliminate obstacles for your team, and be an advocate for your employees success. Avoid changing
direction indiscriminately, not dealing with poor performance or setting unrealistic goals, because
these behaviors can lead to frustration and defeatist attitudes in your employees.
Consider these ten areas for motivating and engaging employees. Help your employees be successful,
and you will be successful as a leader. What's the payoff for following through on this?
Higher employee engagement and productivity
Lower employee turnover
Better internal teamwork and communication
Increased employee morale and commitment
Improved customer service, sales and quality
Career advancement and success
Contributions
7
When you're asked what you expect from your next job, focus on what you have to offer the company.
Tell the interviewer that you have a lot to offer the organization -- that your next employer will
recognize your aptitude and put your skills to use.
Describe one or two skills or areas where you show promise and connect them to the job for which
you're interviewing. For example, you could say, "In my next job, I want the company to utilize my
skill set. I'm fluent in Spanish and Portuguese. With ABC Company, for instance, as the company
moves into Latin American and South American markets, I'd like to use my language skills to help
move the company forward.
Professional Development
Professional development is a respectable goal for any job seeker. If you applied to the company
because you learned about its commitment to developing professionals, explain that when you answer
questions about your next job. Tell the interviewer what you've learned about the company's reputation
-- that the organization has an impressive reputation for providing professional development and
training to new entrants to the workforce. Tailor your response to the question using your knowledge
of the company and your career goals that will benefit from company-provided training.
Best Employer
If you have the good fortune to be interviewing with an employer listed on a best of list, such as
CNN Moneys 100 Best Companies to Work For, compliment HR for being on the list and ties that to
what you expect from your next job.
For example, you could say, "I look at this interview as a fantastic opportunity to be considered for a
job with one of CNN Money's top employers. Because the company is recognized for its advancement
of women in the industry, I want my next job to acknowledge that women employees have a great deal
to offer.
Teamwork
Many employers look for candidates who can work independently, though your ability to work
collaboratively and cross-functionally will serve you well in practically any work environment. When
you're asked what you expect from your next job, explain the value of collaboration in the workplace.
Give the interviewer examples of times where teamwork was crucial to project-based work. Also, give
an example of your conflict resolution skills, because being part of a team is likely to include some
obstacles and challenges. When you explain to the interviewer that you expect your next job to include
teamwork, it's important to acknowledge that teamwork isn't always the perfect arrangement because
of the diverse personalities, work styles and individual goals that you encounter.
Company Size
The size of the employer's business may affect your job choice. If you're interviewing for a job with a
large organization, tell the interviewer that you are comfortable with structure and the hierarchical
nature of a large employer. Explain that a large company has strength in its resources which could
support your career aspirations. On the other hand, when you're interviewing with a small-business
employer, express your interest in working for a company where there's an opportunity for crossfunctional work and that you expect your next job to encourage the kind of cohesive relationships that
often thrive in a small-business environment.
CHAPTER 2: RESEARCH METHDOLOGY
PROBLEM STATEMENT:
This survey to identify the kind of what an employee wants from their job. From these survey we
found that what an actual needs of employee and what actual they get from their job. Our survey
measures the importance and satisfaction level of employees job.
9
The most challenging aspect for person is not always finding the job but it is figuring out what kind of
job they actually want and what they actually want from the job.
This survey will lead to answer several no. of questions like:
What are the real expectations of employee from their job?

What they are real getting?
Are the employees satisfied with their job?
What steps should be taken by company for their employees satisfaction?
And many question.
RESEARCH OBJECTIVES:
A)
PRIMARY OBJECTIVE
To study the actual expectation of employees from their company.
To study the satisfaction level of employees for their job.
To study whether the employees expectation is important or not for the company.
To study the causes of dissatisfaction.
B) SECONDARY OBJECTIVE
To study what Problems face by employees.
To study the relationship between the importance and satisfaction level of employees towards
job.
To understand the behavior of employee.
RESEARCH DESIGN:
TYPE OF DESIGN
It is a descriptive kind of research design because we describe the Experience of the Customer
with respect to the Whole Application Process of the Aadhaar Card and also to test its
awareness among its users.
SAMPLING METHOD
Non-probability or non-random sampling will be used.
10
In that we are using Judgmental Random Sampling.
SAMPLE SIZE:
o 50 respondents from different area.
SAMPLING FRAME:
o Salaried person.
DATA PROJECTING OR ANALYSIS:
o Use of Bar graphs.
DATA COLLECTION TOOL

Primary sources of data
o Survey method
o Questionnaires
o Personal interview
In our research, we had used Primary sources of data collection method in which we had
collected the data or information through Questionnaire as a tool of data collection
Secondary source of data

o
o
o
o
o
The Internet
Books and periodicals
Government sources
Media sources
Commercial sources
For our research study, we used internet and some books as secondary source of data
collection method.
TOOLS FOR ANALYSIS

We have used SPSS software for analysis of our data.
LIMITATION OF THE STUDY
1)
2)
3)
4)
Unwillingness of the respondents to answer the questionnaire.

Chances that the respondents may fill wrong information.
Study is limited only to Surat city.
Discrepancy and biasness cannot be avoided.
11
Q.1 Rank the following characteristics by their Importance and satisfaction.(1-most important, 2-next
most important......16-least important)
Working Independently:
Importance level
working independently
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
16.0
16.0
16.0
12.0
12.0
28.0
14.0
14.0
42.0
8.0
8.0
50.0
4.0
4.0
54.0
2.0
2.0
56.0
6.0
6.0
62.0
6.0
6.0
68.0
2.0
2.0
70.0
10
4.0
4.0
74.0
11
6.0
6.0
80.0
12
8.0
8.0
88.0
13
2.0
2.0
90.0
15
4.0
4.0
94.0
16
6.0
6.0
100.0
12
Total
50
100.0
100.0
Satisfaction level
working independently
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
12
24.0
24.0
24.0
18.0
18.0
42.0
8.0
8.0
50.0
2.0
2.0
52.0
2.0
2.0
54.0
2.0
2.0
56.0
4.0
4.0
60.0
6.0
6.0
66.0
8.0
8.0
74.0
10
6.0
6.0
80.0
11
6.0
6.0
86.0
12
6.0
6.0
92.0
14
2.0
2.0
94.0
15
2.0
2.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
13
Interpretation:
From the above, we can conclude that 42% respondent had given top 3 ranks; it means that working
independently is very much important for them and 12% respondents had given the last 3 ranks it
means that it is least important. More than 46% respondents think that they will be satisfied with
working independently and 8% respondents are dissatisfied with it.
Chance for promotion
Importance level
14
chances for promotion

Frequency
Percent
Valid Percent
Cumulative Percent
8.0
8.0
8.0
10.0
10.0
18.0
10.0
10.0
28.0
8.0
8.0
36.0
10.0
10.0
46.0
6
V
7
a
8
l
9
i
d10
6.0
6.0
52.0
8.0
8.0
60.0
2.0
2.0
62.0
8.0
8.0
70.0
14.0
14.0
84.0
11
4.0
4.0
88.0
12
4.0
4.0
92.0
14
4.0
4.0
96.0
15
2.0
2.0
98.0
16
2.0
2.0
100.0
50
100.0
100.0
Total
15
Satisfaction level
chances for promotion
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
8.0
8.0
12.0
10.0
10.0
22.0
14.0
14.0
36.0
6.0
6.0
42.0
6.0
6.0
48.0
12.0
12.0
60.0
4.0
4.0
64.0
6.0
6.0
70.0
10
2.0
2.0
72.0
11
8.0
8.0
80.0
12
4.0
4.0
84.0
13
2.0
2.0
86.0
14
2.0
2.0
88.0
15
6.0
6.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can conclude that the chances of promotion are not very much important. Here it
is like a natural, while more than 20% respondents are satisfied with their chances of promotion and
more than 10% respondents are dissatisfied with it.
16
Contact with people
Importance level
contact with people
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
10.0
10.0
10.0
6.0
6.0
16.0
10.0
10.0
26.0
6.0
6.0
32.0
4.0
4.0
36.0
6.0
6.0
42.0
4.0
4.0
46.0
6.0
6.0
52.0
10
10.0
10.0
62.0
11
8.0
8.0
70.0
12
6.0
6.0
76.0
13
6.0
6.0
82.0
14
6.0
6.0
88.0
15
10.0
10.0
98.0
16
2.0
2.0
100.0
50
100.0
100.0
Total
17
Satisfaction level
contact with people
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
8.0
8.0
8.0
8.0
8.0
16.0
6.0
6.0
22.0
14.0
14.0
36.0
12.0
12.0
48.0
8.0
8.0
56.0
14.0
14.0
70.0
2.0
2.0
72.0
10
2.0
2.0
74.0
11
2.0
2.0
76.0
12
4.0
4.0
80.0
13
2.0
2.0
82.0
14
4.0
4.0
86.0
15
6.0
6.0
92.0
16
8.0
8.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can conclude that 15% of the respondents agree with that the contact with people
are very much important and as the same some of are not agree with it, in the satisfactory level here
the respondent are neither satisfied with this statement nor dissatisfied.
18
Flexible time
Importance level
flexible time
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
6.0
6.0
6.0
4.0
4.0
10.0
8.0
8.0
18.0
4.0
4.0
22.0
4.0
4.0
26.0
18.0
18.0
44.0
6.0
6.0
50.0
6.0
6.0
56.0
14.0
14.0
70.0
10
4.0
4.0
74.0
11
8.0
8.0
82.0
12
6.0
6.0
88.0
13
6.0
6.0
94.0
15
4.0
4.0
98.0
16
2.0
2.0
100.0
50
100.0
100.0
Total
19
Satisfaction level
flexible time
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
8.0
8.0
12.0
12.0
12.0
24.0
6.0
6.0
30.0
6.0
6.0
36.0
2.0
2.0
38.0
4.0
4.0
42.0
6.0
6.0
48.0
12.0
12.0
60.0
10
6.0
6.0
66.0
11
8.0
8.0
74.0
12
6.0
6.0
80.0
14
10.0
10.0
90.0
15
2.0
2.0
92.0
16
8.0
8.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can conclude that the importance of flexible time is neutral, and in the satisfactory
level here the respondent are either satisfied with this statement or dissatisfied or even neutral also..
20
Health insurance & other benefits
Importance level
health ins. & other benifits
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
2.0
2.0
6.0
2.0
2.0
8.0
10.0
10.0
18.0
6.0
6.0
24.0
10.0
10.0
34.0
12.0
12.0
46.0
6.0
6.0
52.0
10
8.0
8.0
60.0
11
10.0
10.0
70.0
12
6.0
6.0
76.0
13
8.0
8.0
84.0
14
4.0
4.0
88.0
15
4.0
4.0
92.0
16
8.0
8.0
100.0
50
100.0
100.0
Total
21
Satisfaction level
health ins. & other benifits
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
2.0
2.0
2.0
4.0
4.0
6.0
6.0
6.0
12.0
4.0
4.0
16.0
10.0
10.0
26.0
8.0
8.0
34.0
12.0
12.0
46.0
6.0
6.0
52.0
10
10.0
10.0
62.0
11
2.0
2.0
64.0
12
6.0
6.0
70.0
13
10.0
10.0
80.0
14
4.0
4.0
84.0
15
8.0
8.0
92.0
16
8.0
8.0
100.0
50
100.0
100.0
Total
Interpretation:
from the above, respondent give middle rank in terms of importance as well as in terms of satisfaction,
we can conclude that people do not give so much importance to health ins. & other benefits and
satisfaction level also.
22
Interesting work
Importance level
interesting work
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
6.0
6.0
6.0
4.0
4.0
10.0
10.0
10.0
20.0
14.0
14.0
34.0
10.0
10.0
44.0
12.0
12.0
56.0
8.0
8.0
64.0
8.0
8.0
72.0
10
10.0
10.0
82.0
11
8.0
8.0
90.0
12
4.0
4.0
94.0
13
2.0
2.0
96.0
14
4.0
4.0
100.0
50
100.0
100.0
Total
23
Satisfaction level
interesting work
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
6.0
6.0
6.0
2.0
2.0
8.0
10.0
10.0
18.0
12.0
12.0
30.0
10.0
10.0
40.0
10.0
10.0
50.0
4.0
4.0
54.0
2.0
2.0
56.0
6.0
6.0
62.0
10
8.0
8.0
70.0
11
4.0
4.0
74.0
12
8.0
8.0
82.0
13
8.0
8.0
90.0
14
6.0
6.0
96.0
15
4.0
4.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, almost half of the respondent had given the ranks from 1 to 7 in terms of importance
so we can conclude that respondent give importance to the interesting work and in terms of satisfaction
also, half of the respondent rank this factor from 1 to 6.
24
Work important to society
Importance level
work imp to society
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
2.0
2.0
2.0
12.0
12.0
14.0
2.0
2.0
16.0
2.0
2.0
18.0
2.0
2.0
20.0
8.0
8.0
28.0
2.0
2.0
30.0
6.0
6.0
36.0
4.0
4.0
40.0
10
12.0
12.0
52.0
11
6.0
6.0
58.0
12
2.0
2.0
60.0
13
6.0
6.0
66.0
14
10.0
10.0
76.0
15
12.0
12.0
88.0
16
12.0
12.0
100.0
50
100.0
100.0
Total
25
Satisfaction level
work imp to society
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
6.0
6.0
6.0
14.0
14.0
20.0
4.0
4.0
24.0
4.0
4.0
28.0
2.0
2.0
30.0
2.0
2.0
32.0
6.0
6.0
38.0
4.0
4.0
42.0
4.0
4.0
46.0
10
4.0
4.0
50.0
11
2.0
2.0
52.0
12
12.0
12.0
64.0
13
18.0
18.0
82.0
14
6.0
6.0
88.0
15
8.0
8.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we conclude that in both the parameters importance and satisfaction level,
respondent rank this factor lower that means the work important to society is not that much important
to them and it will not satisfy them much.
26
Job security (no layoffs)
Importance level
job security
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
12.0
12.0
12.0
12.0
12.0
24.0
6.0
6.0
30.0
12.0
12.0
42.0
12.0
12.0
54.0
10.0
10.0
64.0
4.0
4.0
68.0
4.0
4.0
72.0
2.0
2.0
74.0
10
4.0
4.0
78.0
11
10.0
10.0
88.0
12
2.0
2.0
90.0
13
2.0
2.0
92.0
14
4.0
4.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
27
Satisfaction level
job security
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
14.0
14.0
14.0
10.0
10.0
24.0
4.0
4.0
28.0
6.0
6.0
34.0
6.0
6.0
40.0
6.0
6.0
46.0
6.0
6.0
52.0
12.0
12.0
64.0
11
10.0
10.0
74.0
12
8.0
8.0
82.0
13
2.0
2.0
84.0
14
8.0
8.0
92.0
15
4.0
4.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can clearly see that for majority of the respondent, the job security is important,
while in terms of satisfaction level job security is not that much related.
28
Opportunity to learn
Importance level
opportunity to learn
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
2.0
2.0
6.0
4.0
4.0
10.0
10.0
10.0
20.0
6.0
6.0
26.0
12.0
12.0
38.0
8.0
8.0
46.0
14.0
14.0
60.0
10
4.0
4.0
64.0
11
2.0
2.0
66.0
12
16.0
16.0
82.0
13
2.0
2.0
84.0
14
4.0
4.0
88.0
15
6.0
6.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
29
Satisfaction level
opportunity to learn
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
8.0
8.0
8.0
6.0
6.0
14.0
6.0
6.0
20.0
10.0
10.0
30.0
4.0
4.0
34.0
8.0
8.0
42.0
14.0
14.0
56.0
4.0
4.0
60.0
10
14.0
14.0
74.0
11
8.0
8.0
82.0
12
2.0
2.0
84.0
13
6.0
6.0
90.0
14
4.0
4.0
94.0
15
2.0
2.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can see that, respondent had given the moderate rank to this factor opportunity
to learn, in terms of importance as well as satisfaction level.
30
High Income
Importance level
high income
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
12
24.0
24.0
24.0
14.0
14.0
38.0
10
20.0
20.0
58.0
4.0
4.0
62.0
4.0
4.0
66.0
4.0
4.0
70.0
2.0
2.0
72.0
10
6.0
6.0
78.0
12
6.0
6.0
84.0
13
8.0
8.0
92.0
14
2.0
2.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
31
Satisfaction level
high income
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
16.0
16.0
16.0
6.0
6.0
22.0
8.0
8.0
30.0
4.0
4.0
34.0
8.0
8.0
42.0
4.0
4.0
46.0
2.0
2.0
48.0
10.0
10.0
58.0
2.0
2.0
60.0
10
4.0
4.0
64.0
11
14.0
14.0
78.0
12
4.0
4.0
82.0
13
4.0
4.0
86.0
14
2.0
2.0
88.0
15
6.0
6.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can clearly see that majority of the respondent had given top 3 rank to the high
income while in terms of satisfaction level high income is neutral.
32
Recognitions from team members
Importance level
recognition from team members
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
6.0
6.0
10.0
2.0
2.0
12.0
8.0
8.0
20.0
6.0
6.0
26.0
6.0
6.0
32.0
6.0
6.0
38.0
4.0
4.0
42.0
10
2.0
2.0
44.0
11
12.0
12.0
56.0
12
2.0
2.0
58.0
13
10
20.0
20.0
78.0
14
10.0
10.0
88.0
15
8.0
8.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
33
Satisfaction level
recognition from team members
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
2.0
2.0
2.0
6.0
6.0
8.0
8.0
8.0
16.0
2.0
2.0
18.0
4.0
4.0
22.0
6.0
6.0
28.0
6.0
6.0
34.0
8.0
8.0
42.0
10
14.0
14.0
56.0
11
12.0
12.0
68.0
12
10.0
10.0
78.0
13
10.0
10.0
88.0
14
2.0
2.0
90.0
15
4.0
4.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can see that majority of the respondent had given least ranks in terms of
importance as well as satisfaction level. So we can conclude that recognition from team members is
not important and will not satisfy the respondent much.
34
Vacation time
Importance level
vacation time
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
2.0
2.0
6.0
2.0
2.0
8.0
6.0
6.0
14.0
4.0
4.0
18.0
2.0
2.0
20.0
12.0
12.0
32.0
2.0
2.0
34.0
4.0
4.0
38.0
10
6.0
6.0
44.0
11
8.0
8.0
52.0
12
14.0
14.0
66.0
13
6.0
6.0
72.0
14
10.0
10.0
82.0
15
14.0
14.0
96.0
16
4.0
4.0
100.0
50
100.0
100.0
Total
35
Satisfaction level
vacation time
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
2.0
2.0
2.0
2.0
2.0
4.0
6.0
6.0
10.0
6.0
6.0
16.0
2.0
2.0
18.0
8.0
8.0
26.0
4.0
4.0
30.0
10.0
10.0
40.0
10
4.0
4.0
44.0
11
8.0
8.0
52.0
12
10.0
10.0
62.0
13
10.0
10.0
72.0
14
10.0
10.0
82.0
15
12.0
12.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
Interpretation:
From the above, we can conclude that vacation time is not that much important to the respondent and
this will not satisfy them much as majority of the respondent had given lower ranks to the vacation
time.
36
Regular hours
Importance level
regular hours
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
4.0
4.0
8.0
4.0
4.0
12.0
4.0
4.0
16.0
4.0
4.0
20.0
6.0
6.0
26.0
14.0
14.0
40.0
2.0
2.0
42.0
10
4.0
4.0
46.0
12
4.0
4.0
50.0
13
16.0
16.0
66.0
14
10
20.0
20.0
86.0
15
8.0
8.0
94.0
16
6.0
6.0
100.0
50
100.0
100.0
Total
37
Satisfaction level
regular hours
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
6.0
6.0
10.0
4.0
4.0
14.0
8.0
8.0
22.0
4.0
4.0
26.0
8.0
8.0
34.0
2.0
2.0
36.0
6.0
6.0
42.0
2.0
2.0
44.0
10
12.0
12.0
56.0
11
4.0
4.0
60.0
12
4.0
4.0
64.0
13
12.0
12.0
76.0
14
10.0
10.0
86.0
15
4.0
4.0
90.0
16
10.0
10.0
100.0
50
100.0
100.0
Total
Interpretation:
38
Working close to home
Importance level
working close to home
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
2.0
2.0
2.0
6.0
6.0
8.0
4.0
4.0
12.0
6.0
6.0
18.0
4.0
4.0
22.0
4.0
4.0
26.0
12.0
12.0
38.0
16.0
16.0
54.0
10
4.0
4.0
58.0
11
8.0
8.0
66.0
12
4.0
4.0
70.0
14
6.0
6.0
76.0
15
6.0
6.0
82.0
16
18.0
18.0
100.0
50
100.0
100.0
Total
39
Satisfaction level
working close to home
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
2.0
2.0
6.0
8.0
8.0
14.0
4.0
4.0
18.0
8.0
8.0
26.0
2.0
2.0
28.0
6.0
6.0
34.0
12.0
12.0
46.0
10
6.0
6.0
52.0
11
4.0
4.0
56.0
12
6.0
6.0
62.0
13
2.0
2.0
64.0
14
8.0
8.0
72.0
15
16.0
16.0
88.0
16
12.0
12.0
100.0
50
100.0
Total
Interpretation:
From the above, we can conclude that working close to home is not that much important for the
respondent and the respondent are also not much satisfied with it.
40
Little job stress
Importance level
little job stress
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
6.0
6.0
10.0
8.0
8.0
18.0
10.0
10.0
28.0
4.0
4.0
32.0
4.0
4.0
36.0
8.0
8.0
44.0
4.0
4.0
48.0
11
6.0
6.0
54.0
12
6.0
6.0
60.0
13
6.0
6.0
66.0
14
8.0
8.0
74.0
15
12.0
12.0
86.0
16
14.0
14.0
100.0
50
100.0
100.0
Total
41
Satisfaction level
little job stress
Frequency
Valid
Valid Percent
Cumulative Percent
4.0
4.1
4.1
4.0
4.1
8.2
4.0
4.1
12.2
4.0
4.1
16.3
14.0
14.3
30.6
10.0
10.2
40.8
8.0
8.2
49.0
6.0
6.1
55.1
8.0
8.2
63.3
10
4.0
4.1
67.3
11
4.0
4.1
71.4
12
4.0
4.1
75.5
13
6.0
6.1
81.6
14
8.0
8.2
89.8
15
6.0
6.1
95.9
16
4.0
4.1
100.0
49
98.0
100.0
2.0
50
100.0
Total
Missing
Percent
System
Total
Interpretation:
42
A job in which i an help others
Importance level
i can help others
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
4.0
4.0
4.0
6.0
6.0
10.0
6.0
6.0
16.0
4.0
4.0
20.0
4.0
4.0
24.0
4.0
4.0
28.0
4.0
4.0
32.0
4.0
4.0
36.0
4.0
4.0
40.0
10
8.0
8.0
48.0
11
4.0
4.0
52.0
12
10.0
10.0
62.0
13
8.0
8.0
70.0
14
8.0
8.0
78.0
15
12.0
12.0
90.0
16
10.0
10.0
100.0
50
100.0
100.0
Total
43
Satisfaction level
i can help others
Frequency
Valid
Valid Percent
Cumulative Percent
6.0
6.1
6.1
2.0
2.0
8.2
8.0
8.2
16.3
4.0
4.1
20.4
6.0
6.1
26.5
8.0
8.2
34.7
6.0
6.1
40.8
10.0
10.2
51.0
2.0
2.0
53.1
10
4.0
4.1
57.1
11
4.0
4.1
61.2
12
6.0
6.1
67.3
13
6.0
6.1
73.5
14
12.0
12.2
85.7
15
6.0
6.1
91.8
16
8.0
8.2
100.0
49
98.0
100.0
2.0
50
100.0
Total
Missing
Percent
System
Total
Interpretation:
44
FINDINGS
45
RECOMMENDATION
46
CONCLUSION
47

Case Study OB

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Case Study OB

Uploaded by

Copyright:

Available Formats

CHAPTER 1: INTRODUCTION

A group of homogeneous tasks related by similarity of functions. When performed by an employee in

What do people look for in a job?

Clear Expectations and Goals

Recognition and Praise

Pride in the Work

Higher employee engagement and productivity

Lower employee turnover

Better internal teamwork and communication

Increased employee morale and commitment

Improved customer service, sales and quality

Career advancement and success

CHAPTER 2: RESEARCH METHDOLOGY

This survey will lead to answer several no. of questions like:

What are the real expectations of employee from their job?

In that we are using Judgmental Random Sampling.

DATA COLLECTION TOOL

Secondary source of data

TOOLS FOR ANALYSIS

LIMITATION OF THE STUDY

Unwillingness of the respondents to answer the questionnaire.

chances for promotion

You might also like