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JOB SATISFACTION

CHAPTER- I

INTRODUCTION

Human resource is considered to be the most valuable asset in any


organization. It is the sum-total of inherent abilities, aptitudes of the employed
persons who comprise executives, supervisors and the rank and file employees.
The human resources should be utilized to the maximum possible extent, in
order to achieve individual and organizational goals. It is thus the employee’s
performance which ultimately decides the attainment of goals. Hence, the
employee’s performance is to a large extent influenced by motivation and job
satisfaction. Job satisfaction is all about how one feels about (or towards) one’s
job. An employee who expresses satisfaction is said to have a positive attitude
towards the job, unlike a dissatisfied employee who has a negative attitude
towards the job. A person having negative attitude shows a personality
disposition which is inclined to experience nervousness, tension, worry, upset
and distress, where as those with positive attitude will feel happy with
themselves, others, and with their work. Job satisfaction reflects the extent to
which people find gratification or fulfillment in their work. Job satisfaction
shows that personal factors such as an individual needs and aspirations
determine his/her attitude, along with group and organisational factors such as
relationships with co-workers and supervisors and working conditions, work
policies, and compensation. A satisfied employee tends to be absent less often,
to make positive contributions, and to stay with the organisation. The effect of
job satisfaction goes beyond organisational setting. Satisfied employees are
more likely to be satisfied citizens. These people will hold a more positive

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attitude towards life in general and make for a society of more psychologically
healthy. Job satisfaction has been considered as state of condition where people
are:

1) Induced to do work efficiently and effectively;

2) Convinced to remain in the enterprise;

3) Prepared to act efficiently during contingences;

4) prepared to welcome the changes without resistance;

5) Interested in promoting the image of the organization; and

6) More happy and satisfied with their job.

2.1 Meaning and Definitions of Employee Job Satisfaction

Employee satisfaction is a function of perceived performance and expectations.


It is a person’s feeling of pleasure or disappointment resulting from comparing
a product’s outcome to his/her expectations. If the performance falls short of
expectations, the employee is dissatisfied and if it matches the expectations, the
employee is satisfied.

1. Job satisfaction is defined as “a pleasurable or positive emotional state


resulting from the appraisal of one’s job or job experience”

2. “....job satisfaction is defined as the amount of overall positive effect


(or feelings) that individuals have towards their jobs”.

3. “Job satisfaction is the amount of pleasure or contentment associated


with a job. If you like your job intensely you will experience high job

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satisfaction. If you dislike your job intensely, you will experience job
dissatisfaction”.

4. “Job satisfaction is the favourableness or unfavourableness with which


employees view their work”. Job satisfaction can be measured based on morale,
opinion, attitude, work climate, and quality of work life.

2.2 Dimensions of Job satisfaction

There are three important dimensions to job satisfaction:

1. Job satisfaction refers to one’s feeling towards one’s job. It can only be
inferred but not seen.

2. Job-Satisfaction is often determined by how well out-comes meet or


exceeds expectations. Satisfaction in one’s job means increased commitment in
the fulfilment of formal requirements. There is greater willingness to invest
personal energy and time in job performance.

3. The terms job satisfaction and job attitudes are typically used
interchangeably. Both refer to effective orientations on the part of individuals
towards their work roles which they are presently occupying. Positive attitudes
towards the job are conceptually equivalent to job satisfaction and negative
attitudes towards the job indicate job dissatisfaction

2.3 The Nature and Scope of Job Satisfaction

Job satisfaction is often thought to be synonymous with job attitudes, but is


important to recognise that those with different theoretical orientations may use
the term somewhat differently. Some measure job satisfaction in terms of the
gratification of strong needs in the work place. Others see it as the degree of

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discrepancy between what a person expects to receive from work and what that
person perceives is actually relieved. It can also be defined as the extent to
which work is seen as providing those things that one considers conducive to
one’s welfare. In yet another view, job satisfaction is considered a purely
emotional response to job situation. During the 1980s, however, it became
apparent that, although one’s job situation is important to that person’s job
satisfaction level, people who exhibit considerable job satisfaction at one point
of time are likely to be happy with their job several years later, even if they
have changed occupation or employer or both. Others, apparently remain
dissatisfied across numerous work situations

1) Challenging Job: Job must have scope for application of skill, knowledge and
initiative. Herzberg’s Satisfiers and Characteristic Theory are relevant here.

2) Equitable Rewards: More than the rewards, equity and fairness of reward is
equally important. Equity theory of motivation is relevant.

3) Supportive Working Conditions: Supportive working conditions are equally


important as the condition of work itself improves job satisfaction. Persons are
interested to accept even a lower pay if the work place is near to their home.

4) Supportive Colleagues/Supervisors: This is yet another aspect which satisfy


an employee. Herzberg’s absence of dissatisfiers, Mc Clellands affiliation needs
theory and Social Information Processing Model, etc. are relevant.

2.4 The Importance of Job Satisfaction

When employees are allowed to operate freely, job satisfaction can contribute
substantially to the organisational effectiveness. It can contribute to productive
output in the form of high quantity and quality of products or services, as well

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as to organisational maintenance as represented by low absenteeism and
turnover. Yet in a great many instances, aspects of the individual, the
organisation, or the environment constrain the satisfaction-productivity
relationship to the point where its practical importance is minimal. Ultimately
stress may catch up with such a person and signs of poor corporate citizenship
may appear, but such denials of natural satisfaction output patterns can maintain
themselves for long periods. Hence, job satisfaction is often much more
important to the individual than to the employing organisation. Individuals can
change jobs, thereby obtaining more satisfying work. Organisation can shift
people from job to job within the firm, but their capacity to move people from
organisation to organisation is very limited. The obvious exception is when a
firm provides outplacement assistance to its laid-off workers.

2.6 Factors Determining Job Satisfaction

There are number of factors which effect job satisfaction. Value system
possessed by an individual and the culture supporting the value system in the
organisation can be called as an important and basic for job satisfaction.
However, some of the important factors that determine job satisfaction of the
employees in the organisation are as under:

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2.7 Job Satisfaction and its Relationships

2.7 a. Attitudes and Job Satisfaction

Attitude measures various aspects of work and peoples’ jobs. This measure is
not analogous to a job analysis, where the actual tasks and behaviors required
for those tasks are delineated. Rather, attitude scales measure the perceptions of
a given position. These perceptions can affect how well individuals perform in
their positions. There are numerous factors that affect job satisfaction which can
be measured, and include such issues as, role clarity, role conflict, autonomy
and participation in decision making.

2.7 b. Moral and Job Satisfaction

The morale and job satisfaction are not interchangeable. Job satisfaction is the
result of various favorable attitudes the individual holds towards his job,
towards related factors and towards life in general. Morale is the composite
expression of the attitudes of the various individuals employed by the
organization which is ultimately reflected through the generated feeling of the
individual employed both as an individual as well as the member his work
group. It is generated by the group and its leadership through the development
and maintenance of adequate inter-personal relationship

2.7 c. Job Satisfaction and Performance

Job satisfaction is a key driver of job performance which is linked to valued


rewards. Higher performers receive more rewards and are satisfied than low
performing employees who receive less reward. Job satisfaction influence
employee’s motivation but does not affect performance in jobs. Where
employees have little control over their output.

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2.7 d. Job Satisfaction and Organizational Citizenship Behavior (OCB)

The job satisfaction should be a major determinant of an employees’


organizational citizenship behavior. Satisfied employees would be more likely
to talk positively about the organization, help others, and go beyond the
nominal expectations in their job. Moreover, satisfied employees might be more
prone to go beyond the call of duty because they want to reciprocate their
positive experiences.

2.7 e. Job Satisfaction and Customer Satisfaction

The employees in service jobs often interact with customers. Since the
management of service organization should be concerned with pleasing those
customers, it is reasonable to ask: is employee satisfaction related to positive
customer outcomes? For frontline employees who have regular contact with
customers, the answer is “yes”. The evidence indicates that satisfied employees
increase customer satisfaction and loyalty.

2.7 f. Satisfaction and Managerial Implications

Job satisfaction has behavioral implications, particularly on such aspects as


absenteeism, turnover, and unionization. A clear understanding of the causes
and consequence of job satisfaction can help better diagnose and solve
employee problems. In particular, one must be clear that:

2.7 g. Job Satisfaction and Life Satisfaction

The job satisfaction is strongly related to life satisfaction, or the degree to


which employees feel a sense of happiness with their lives. The connection

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between job satisfaction and life satisfaction makes sense given how much of
employee’s lives are spent at work.

2.8 Consequences of Job Satisfaction

2.8 a. Job Satisfaction and Productivity:

The relationship between satisfaction and productivity is not definitely


established. However, in the long run job satisfaction leads to increased
productivity. On the other hand, job performance leads to job satisfaction and
not the other way round. An employee who performs well in his or her job gets
both intrinsic and extrinsic rewards which will lead to his or her satisfaction.

2.8 b. Job Satisfaction and Employee

Turnover High employee turnover is considerable concern for employers


because it disrupts normal operations, causes morale problems for those who
stick on, and increases the cost involved in selecting and training replacements.
The employer does whatever possible to minimise turnover, making the
employees feel satisfied on their jobs. Unlike the relationship between
satisfaction and productivity, the connection between job satisfaction to
employee turnover is established beyond doubt.

2.8 c. Job Satisfaction and Absenteeism

Correlation of satisfaction to absenteeism is also proved. Workers who are


dissatisfied are more likely to take “Mental Health” days, i.e., days off not due
to illness or personal business. Simply stated, absenteeism is high when
satisfaction is low. As in turnover, absenteeism is subject to modification by
certain factors. The degree to which people feel that their jobs are important has

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a moderating influence on their absence. Employees who feel that their work is
important tend to clock in regular attendance. Besides, it is important to
remember that while high job satisfaction will not necessarily result in low
absenteeism, low satisfaction is likely to bring about high absenteeism.

2.8 d. Satisfaction and Safety

Poor safety practices are a negative consequence of low satisfaction level.


When people are discouraged about their jobs, company, and supervisors, they
are more liable to experience accidents. An underlying reason for such
accidents is that discouragement may take one’s attention away from the task at
hand. In attention it leads directly to the accidents. For example, many hand
injuries from power tools can be attributed to the operator not paying careful
attention.

2.8 e. Satisfaction and Job Stress

Job stress is the body’s response to any job related factor that threatens to
disturb the person’s equilibrium. In the process of experiencing stress is the
employee’s inner state change. Prolonged stress can cause the employee serious
ailments such as heart disease, ulcer, blurred vision, lower back pain,
dermatitis, and muscle aches. Chronic job-dissatisfaction is a powerful source
of job stress.

2.8 f. Unionization

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


Dissatisfaction with wages, job security, fringe benefits, chances for promotion
and treatment by supervisors are reasons which make employees join unions.

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2.8 h. Two Faces of Job Satisfaction

An often overlooking dimension of job satisfaction is its relationship to


employee health. Employees who are dissatisfied with their jobs are prone to
health setbacks ranging from headaches to heart disease. The effect of job
satisfaction goes beyond organizational setting. When employees are happy
with their jobs, their life will be better off. In contrast, the dissatisfied employee
carries that negative attitude home.

2.9 Consequences of Job Dissatisfaction

Job satisfaction or dissatisfaction is of great concern to management since there


is a relationship between job satisfaction and job performance. Job
dissatisfaction produces low morale among workers and low morale at work is
highly undesirable. Accordingly, managers must be constantly watching for any
signs of low morale and job dissatisfaction and take corrective action as soon as
possible. Some of the indicators of low morale and satisfaction are:

2.9 a. Employee Unrest: Unrest is a general condition of unhappiness with job


and may manifest itself in a number of ways. The worker may not attend to his
job properly, may be involved in day dreaming, be forgetful or just may not
care. He may start complaining about work conditions and find faults with
everything that goes on in the work environment. He may register formal
grievances excessively, and start coming late to work or be absent from work
periodically.

2.9 b. Absenteeism:

Job satisfaction is highly related to absenteeism. Studies have found that less
satisfied employees are more likely to be absent from work due to “avoidable

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reasons”. This is known as voluntary absenteeism as against involuntary
absenteeism due to illness or other emergency reasons that are unavoidable and
are not related to job satisfaction.

2.9 c. Tardiness:

Similar to absenteeism, tardiness is also generally believed to reflect job


dissatisfaction. It is assumed that this tardiness is not due to some explainable
reason such as getting children ready for school, but only due to the fact that
employees really do not care much for the job.

2.9 d. Employee Turnover:


High employee turnover disrupts normal operations and continuously replacing
the employees who leave, is costly and both technically and economically
undesirable. According to Arnold and Feldman, organisational units with the
lowest average satisfaction levels tend to have the highest turnover rates..
2.9 e. Union Activity:
Satisfied employees are generally not interested in unions and they do not
perceive them as necessary. The evidence is strong that job dissatisfaction is a
major cause of unionization. Furthermore, the employees feel that individually
they are unable to influence changes that would result in the elimination of such
factors that cause job dissatisfaction.
2.9 f. Response to Job Dissatisfaction
The last thing about job satisfaction is the ways through which employees
express their job dissatisfaction. There are several ways of expressing employee
dissatisfaction. For example, employees can complain, be insubordinate, steal
organizational property or avoid a part of their work responsibilities. Most
serious is quitting the organisation itself.

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2.10 Guidelines for Promoting Job Satisfaction
In view of the negative consequences of dissatisfaction, it makes sense to
consider ways of raising satisfaction and preventing dissatisfaction on the job.
Based on what views of scientists, here are several suggestions.

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CHAPTER- II

REVIEW OF THE LITERATURE

INTRODUCTION

Although it has been more common to investigate employee attitude data at the
individual employee level, researchers have begun to explore similar
relationships at the business-unit level and the organizational level. Research
conducted under the rubric of organizational climate has had success in
aggregating individual employees’ perceptions and investigating their
relationship to both organizational-level and individual-level outcomes (see,
e.g., Schneider, White, & Paul, 1998; Zohar & Luria, 2005). In addition, there
are a handful of studies that have explored the relationship between aggregated
employee job satisfaction attitudes and organizational (or unit-level)
performance.

Ostroff (1992): has Studying a sample of 364 schools, investigated the


relationship between employees’ attitudes and organizational performance.
Ostroff found that aggregated teacher attitudes such as job satisfaction and
organizational commitment were concurrently related to school performance, as
measured by several performance outcomes such as student academic
achievement and teacher turnover rates. Across 12 organizational performance
indexes, the magnitudes of the correlations between teacher satisfaction and
performance ranged from .11 to .54, with a mean of .28. When the unique
characteristics of the schools were statistically controlled for, teacher
satisfaction and other job-related attitudes continued to predict many of the
organizational performance outcomes. Results were strongest for teacher

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satisfaction; thus, organizations with more satisfied employees tended to be
more effective than organizations with dissatisfied employees. This study
indicates that satisfaction is an important social process factor that fosters
organizational effectiveness. The major limitation of this study pertains to the
nature of the study sample; all organizations were secondary schools. The
extent to which similar relationships would hold for organizations in other types
of industries (manufacturing, service, etc) and occupations cannot be
determined.

Ryan, Schmitt, and Johnson (1996) has Investigated similar relationships


between aggregated employee attitudes, firm productivity, and customer
satisfaction. The authors measured these relationships at two points in time
from 142 branches of an auto finance company. Results indicated employee
morale was related to subsequent business performance indicators, customer
satisfaction sentiments, and turnover ratios. These researchers attempted to
study the causal relations among the variables; however, their attempts lead to
mostly inconclusive findings. Interestingly, they did find evidence suggestive of
customer satisfaction as a causal influence on morale (a finding that is opposite
of the directionality assumed by the literature). Although a tentative finding,
Ryan et al. (1996) discussed several possible explanations for it. For instance,
the customer satisfaction index was monitored closely by unit managers and
success or failure likely translated into management practices that influenced
employees’ job attitudes. Moreover, the researchers speculated that the
particular setting may be unusual in that customer satisfaction might be
inversely related to the amount of contact with the organization (e.g., customers
without problems with the processing of their payments are likely to have less
interaction with company representatives than customers with such problems).

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Similar to Ostroff’s (1992) study, the major concern with Ryan et al.’s (1996)
research is that the data were all from one organization which limits the general
inability of the findings.

Harter et al. (2002) has the authors conducted a met analysis of studies
previously conducted by The Gallup Organization. The study examined
aggregated employee job satisfaction sentiments and employee engagement,
with the latter variable referring to individual’s involvement with as well as
enthusiasm for work. Based on 7,939 business units in 36 organizations, the
researchers found positive and substantive correlations between employee
satisfaction-engagement and the business unit outcomes of productivity, profit,
employee turnover, employee accidents, and customer satisfaction. More
importantly, these researchers explored the practical utility of the observed
relationships. For example, business units in the top quartile on the employee
engagement measure yielded 1 to percentage points higher profitability. Similar
findings were found for productivity. Specifically, business units in the top
quartile on employee engagement had, on average, from $80,000 to $120,000
higher monthly revenue or sales. Based on these data, it seems clear that
aggregated measures of employee satisfaction and employee engagement are
meaningfully related to business outcomes at a magnitude that is important to
many (if not all) organizations. In comparison to prior studies, the strength of
Harter and his colleagues’ research is the large number of participants (n =
198,514), business units (n = 7,939), and firms (n = 36) included, thereby
providing a level of precision and statistical power rarely found in scholarly
(i.e., non-proprietary) research.

Schneider et al. (2003) has Report analyses of employee attitude survey data
aggregated to the organizational level of analysis. These authors explored the

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relationships between several facets of employee satisfaction and organizational
financial (return on assets; ROA) and market performance (earnings per share;
EPS) using data from 35 organizations over a period of eight years. Thus, in
contrast to previous studies, Schneider and his colleagues’ study was able to
make some inferences about directional causality (i.e., are employee attitudes a
stronger cause of organizational performance than the reverse). Their results
showed consistent and statistically significant positive relationships (over
varied time lags) between attitudes concerning satisfaction with security,
satisfaction with pay, and overall job satisfaction with financial (ROA) and
market performance (EPS). Although these findings are consistent with applied
researchers’ and managers’ implicit beliefs, their study was not without some
surprises. One of the more surprising findings was related to overall job
satisfaction and the performance criteria. Results demonstrated that the causal
directionality flows from financial and market performance to overall job
satisfaction. This latter result does not deny the fact that there were significant
relations going from overall job satisfaction to ROA and EPS; nevertheless, the
reverse direction relationships tended to be stronger in magnitude. Moreover,
the relationship between satisfaction with pay and the performance indicators
appeared to be reciprocal in nature. The obvious strength of this research study
is the longitudinal nature of both the aggregated employee data and the
financial and market performance data. By collecting longitudinal data on both
sets of variables, these researchers were able to examine and begin to
disentangle a set of very important but complex relationships.

Harter, Schmidt and Hayes (2002) has Mentioned that 7,855 articles having
being published between 1976 and2000, on job satisfaction. Cole and Cole in
their study mentioned that majority of the research examining the employee

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satisfaction-performance relationship has been conducted on the micro level of
analysis and a handful of studies have explored the relationship between
aggregated employee job satisfaction attitudes and organizational (unit level)
performance (Ostroff 1992; Ryan, Schmitt and Jonson 1996; Harter, et.al 2002;
Schnieder, Hanges, Smith and Salvaggio 2003; Bowen and Ostroff 2004;
Wright, Dunfold, and Snell 2001; Wright, Gardner, Moynihan and Allen 2005).
Cole and Cole mentioned that the current understanding of how aggregated
employee attitudes influence and are influenced by important business
outcomes is limited and they based on the evidence to date) concluded that
employee satisfaction is related to meaningful business outcomes and these
relationships generalize across companies (and industries). They have also
mentioned at their study that there is potential for longitudinal research in the
area of aggregated employee satisfaction and this longitudinal study would
suggest not only some directionality from employee attitudes to business
outcomes (as well as the reverse) but a reciprocal relationship in some cases.

Khan (2001) In his study mentioned that there is deliberate feminization of the
workforce of the garment Industry in Bangladesh and there are three reasons
behind this deliberate feminization. These are: (1) Garment factory owners
perceived that like the poor women workers of other Asian NICs who had been
socially and economically oppressed for so long and who have low aspirations
wages, teen age girls and young women from rural areas of Bangladesh have
low aspiration wages. so, they appointed mainly unskilled teen age girls or
young women mainly from the rural areas; (2) Since they are already in a
susceptible socio-economic condition, as compared to their male counter parts,
will agree to work for extra hours and if situation demands it will be easier to
dismiss them; (3) most garment factory owners perceived them as docile,

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trustworthy and manageable. The author also mentioned in his study that most
Bangladeshi garment factory owners have failed to see any causal relationship
between lab or standards and productivity outcomes. Therefore, many of them
have become cost effective mainly by lowering labour standards and taking
opportunities for low-wage employment due to the profusion of a young female
labour force.

Delahanty (1998) has Mentioned that workers of garment factories in


Bangladesh frequently suffer from hacking coughs, severe eye strain due to
poor lighting and working hours, respiratory problems, low back and joint pain
and urinary tract infections because they are denied access to toilet facilities.
The authors also mentioned that travel to and from factories are dangerous and
women are often sexually harassed.

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CHAPTER III

CONCEPT OF JOB SATISFACTION

Introduction
The concept of job satisfaction, viewed through different lenses by
various scholars, is defined differently. Greenberg and Baron (2008), for
instance, viewed job satisfaction as a feeling that can produce a positive or
negative effect toward one’s roles and responsibilities at work and added that it
is important to understand the concept of job satisfaction as there is no single
way to satisfy all workers in the workplace. Greenberg and Baron (2008) saw it
as a positive feeling toward a person’s job. This concept, according to George
and Jones (2005), is the combination of feelings and beliefs, which include the
mental, emotional, and physical domains. Job satisfaction can also be defined as
a worker’s emotional response to different job related factors resulting in
finding pleasure, comfort, confidence, rewards, personal growth and various
positive opportunities, including upward mobility, recognition and appraisal
done on a merit pattern with monetary value as compensation (Robbins &
Judge, 2007; George & Jones, 2005). Arnett, Laverie and McLane’s (2002)
definition is summarized by saying that job satisfaction is reflected as an
employee’s general affective assessment of himself/herself in the context of his
or her job.
Definition of Job Satisfaction
Job satisfaction has been defined in many studies. Cranny, Smith and
Stone
(1992, p.1) define job satisfaction as employees’ emotional state
regarding the job, considering what they expected and what they actually got

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out of it. In fact, an employee with low expectations can be more satisfied with
a certain job than someone who has high expectations. If one’s expectations are
met or exceeded by the job, then one is happy and satisfied with the job.
Weiss (2002, p. 174) cites Locke (1969) who defines job satisfaction as
feelings of contentment derived from the appraisal of one’s job and the
understanding that the job is assisting in achieving one’s goals. Job
dissatisfaction is the unpleasant affections that one feels if one appraises the job
as a barrier in achieving one’s values. Locke (1969, p. 316) states that three
factors exist in any appraisal process of the job: the perception about the facet
of the job, a value system, and an evaluation of the relationship between the
perception and the value system. People have set goals and values in mind. If
their job assists them in achieving those goals, they are satisfied. Robbins
(2005, p. 80) defines job satisfaction as a set of emotions that one feels about
one’s job. Smith, Kendall and Hulin (1969, p. 6) define job satisfaction as
“feelings or affective responses to facets of the situation.” Smith et al. (1969)
state that those feelings are caused by the difference between what is expected
from the job and what is actually experienced, and comparing this difference to
alternative jobs. Agho, Mueller and Price (1993, p. 1007) define job satisfaction
as the extent to which workers are happy with their jobs.
The Importance of Job Satisfaction
Monetary payment is only one of many reasons for which people work.
Schultz and Schultz (1994, p. 4) state that in a survey conducted by Quintanilla
in 1990 in the United States, Germany, and Japan, 84% of the respondents
indicated that they would continue to work even if they had no need for the
money. The rewards for working go far beyond payment. Financial security,
achievement, self esteem, and sense of belonging can contribute to the whole
reward system that an employee may receive. If employees are happy with the

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outcome, they are satisfied with their jobs. If they are only partially happy, then
they are only satisfied with some facets of their jobs.
Job satisfaction is a concept based on the premise that the happiest
worker is also the most productive worker and that to people happy in their
work, their job doesn’t feel as if it is work at all. Many variables make a
difference in the levels of job satisfaction experienced by workers; some
variables are found within the organization, some within the framework of the
job itself, and others are inherent in each worker’s character and personality.
Although there had been more than 12,000 studies published on the topic of job
satisfaction by the early 1990s, job satisfaction is so important to both
organizations and workers that there is still plenty of scope for more research
(Franek and Vecera, 2008).
Job Satisfaction Theories
Job satisfaction theories have evolved in a manner similar to motivation
theories. As mentioned previously, content theories of motivation considered
the same needs for human beings with no regard for personality differences.
Process theories consider different individual cognitive processes. Some job
satisfaction theories are also categorized under motivation theories such as two-
factor theory, job characteristic theory, and high performance cycle theory.
Franek and Vecera (2008) discuss three models of job satisfaction: situational
model, dispositional model, and interactional model. According to Franek and
Vecera (2008) the situational model proposes that job satisfaction results from
job characteristics and that all people receive the same satisfaction from a job
with certain job characteristics as defined by Hackman and Oldham (1980).
The Dispositional model on the other hand, suggests that the
characteristics of people will determine their level of job satisfaction, and that
the job itself plays no role in determining satisfaction. Studies that support

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dispositional model frequently use five personality factors. The core self-
evaluation model stated by Judge, Locke, Durham, and Kluger (1998) narrows
the scope of dispositional theory. The four core self-evaluations are self esteem,
self efficacy, locus of control, and neuroticism (Franek and Vecera, 2008, p.
63).
Two-Factor Theory. This theory suggests that human needs fall under
two categories. The first category is the animal needs such as physiological
needs and the second category is higher level needs such as growth. Those
aspects of the job that are related to first category of needs are called hygiene
factors and those aspects that are related to the second category of needs are
called motivator factors.
Job Characteristic Theory. Hackman and Oldham (1976, p. 257) discuss
their job characteristic model and explain five main dimensions of a job that
lead to three psychological states resulting in some personal and career
outcomes. Skill variety is the degree to which a job needs a diverse array of
tasks. Task identity is the degree to which a job involves completing an entire
work from the beginning to the end. Task significance is the degree to which a
job is important to the life of other people in the society or in the organization.
Autonomy is the degree to which a job gives freedom to the worker in
scheduling and deciding how to carry it out. Feedback is the degree to which
performing the job results in getting feedback.
Content Theories
The first theory of the content theories of motivation is Maslow’s (1943)
hierarchy of needs theory. His hierarchy of needs starts with physiological
needs at the lowest level. At this level, the organism has the purpose of
satisfying the most basic needs such as hunger. It means that if no need is
satisfied, the organism tends to first satisfy the need of hunger rather than the

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need for love or security. But when hunger is satisfied, people tend to satisfy
their other needs. The next level of needs to be satisfied is safety. Maslow
(1943) states that infants and children demonstrate their safety needs while
adults learn to hide it. Infants should feel that their parents and the rest of the
world are reliable. If they hear a loud noise, pain or any irregularity, they react
because they need to feel safe and have a routine in their life.
The second theory of motivation under the category of content theories is
Alderfer’s (1969) Existence, Relatedness, and Growth (ERG) theory. Alderfer
(1969, p.145) discusses the ERG theory and points out, “a human being has
three core needs that he strives to meet. These needs include obtaining his
material existence needs, maintaining his interpersonal relatedness with
significant other people, and seeking opportunities for his unique personal
development and growth.” Alderfer (1969) defines existence needs as
physiological and material needs which are usually scarce resources, meaning
that if an individual needs food, this food will be taken away from another
individual. In work environment, pay is an existence need, and by giving a raise
to one employee, another employee is deprived of a raise. The third theory of
motivation among the content theories is the two-factor theory (Herzberg,
1968). Two- factor theory is also considered a job satisfaction theory.
Studies on Job Satisfaction

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CHAPTER- IV

RESEARCH METHODOLOGY

INTRODUCTION
Methodology can properly refer to the theoretical analysis of the methods
appropriate to a field of study or to the body of methods and principles
particular to a branch of knowledge. In this sense, one may speak of objections
to the methodology of a geographic survey (that is, objections dealing with the
appropriateness of the methods used) or of the methodology of modern
cognitive psychology (that is, the principles and practices that underlie research
in the field). In recent years, however, methodology has been increasingly used
as a pretentious substitute for method in scientific and technical contexts, as in
The oil company has not yet decided on a methodology for restoring the
beaches. People may have taken to this practice by influence of the adjective
methodological to mean "pertaining to methods." Methodological may have
acquired this meaning because people had already been using the more ordinary
adjective methodical to mean "orderly, systematic." But the misuse of
methodology obscures an important conceptual distinction between the tools of
scientific investigation (properly methods) and the principles that determine
how such tools are deployed and interpreted.
STATEMENT OF THE PROBLEM
The present study is orchid chemicals &pharmaceutical LTD attempt find out
various factors governing job satisfaction among the employee the study also
attempt relate certain job satisfaction factors with the demographic variable of
sex age and work experience.
FORMULATION OF HYPOTHESES

24
1. There is no association between working job secure and job satisfaction.
2. There is no significance difference between the training programmes offered
based on the gender.
3. There is no significance difference between the safe work environments
based on the gender.
OPERATIONAL DEFINITIONS:
Job satisfaction is defined as a pleasurable or positive state of mind resulting
from appraisal of one’s job or job experiences.
Motivation in management is the process through which managers build the
desire to be productive and effective in their employees.
Research design
Descriptive research design
Descriptive research methods are used when the researcher wants to describe
specific behaviour as it occurs in the environment. There are a variety of
descriptive research methods available, and once again, the nature of the
question that needs to be answered drives which method is used. Traditionally,
descriptive research involves three main categories: observation, case studies,
and surveys. Let's take a closer look at each of these individually.
SAMPLING DESIGN
The method of sampling chosen was that of simple random sampling. In this
method every item of population has equal chance of inclusion in the sample.
The population of the study was that of a finite universe .the sample size was
for 280 employees.
SAMPLE TYPE
The researcher has selected the Simple Random sampling method for his
project work

25
OBJECTIVE OF THE STUDY
1. To analyze the satisfaction level of the employees welfare measures and Job
security
2. To suggest some measures for improving the satisfaction level of the
employees.
3. To study the factors contributing for job satisfaction nature of job, work
environment, job security.
4. To analyze the job satisfaction of the employee working area
DATA COLLECTION:
The present study is based on the primary data collection through questionnaire
from 280 employees in the organization.
DATA COLLECTION TOOLS
1. Questionnaire: A close-ended questionnaire consisting of 21 questions was
used in the research. Close- ended questions are when you ask the respondent to
answer the question based on the options already given. You provide the
questions, and give some options for them to choose from. The Respondents
need to choose from those options given only.
SCOPE OF THE STUDY
1. Job satisfaction should be major determinants of an employee organizational
behaviour.
2. A satisfied employee will be having positive attitude towards his or her job
and would go beyond the normal expectation in his or her job.
3. A person who places high importance on imagination, independence and
freedom is likely to be poorly matched with an organization that seeks
conformity from its employees.
NEED FOR THE STUDY

26
Job Satisfaction is a very essential aspect in every organization. Jobs should be
designed in such a way that the all the employees feel satisfied with their job.
Job satisfaction plays a vital role in motivating the employees to perform their
jobs more perfectly and in a good manner and also can achieve their goals and
in turn it increases the productivity, less attrition rates, absenteeism etc.

27
CHAPTER- V

DATA ANALYSIS AND INTERPRETATION

After data have been collected, the researcher turns to the task of analyzing
them. The analysis of data requires a number of closely related operations such
as establishment of categories, the application of these categories to raw data
through tabulation and drawing statically inferences. Tabulation is the part of
technical procedure where in the classified data are put in the form of tables.
After analyzing the data, the researcher should have to explain the findings on
the basis of some theory. It is known as interpretation. The data has been
collected from 100 employees of SEVA Automotive pvt ltd, Nagpur through
questionnaire. The data thus collected was in the form of master table. That
made possible counting of classified data easy. From the master table various
summery tables were prepared. They have been presented along with their
interpretation in this manner.

6.1. Responses regarding whether the respondents are satisfied with


the workplace of organization

Table 6.1

Satisfaction level No. Of respondents Percentage


Strongly satisfied 31 31
Satisfied 49 49
Slightly satisfied 12 12
Dissatisfied 5 5
Strongly
dissatisfied 3 3

28
Graph 6.1

Above table shows that 31% employees are strongly satisfied with their
work place.
61% employees are satisfied with their workplace. It means over all 92%
employees are satisfied and other 18% are not satisfied with the work
place.

29
6.2. Responses regarding whether the respondents are satisfied
with the infrastructure of organization
Table 6.2

Satisfaction level No. Of respondents Percentage


Strongly satisfied 50 50
Satisfied 20 20
Slightly satisfied 10 10
Dissatisfied 16 16
Strongly dissatisfied 4 4

Above table shows that 70% respondents are satisfied with infrastructure and
30% are dissatisfied with infrastructure of SEVA. It can be interpreted that 30%
are not satisfied with infrastructure which not more in number.

30
6.3. Responses regarding whether the respondents are satisfied with

the canteen facility provided by organization.

Table 6.3

Satisfaction level No. Of respondents Percentage


Strongly satisfied 56 56
Satisfied 17 17
Slightly satisfied 16 16
Dissatisfied 9 9
Strongly dissatisfied 3 3

Graph 6.3

31
Above table shows that 88% employees are satisfied with the canteen

facility provided by the organization. Only 12% employees are not

satisfied with canteen facility.

32
6.4.Responses regarding whether the respondents are satisfied with

the implementation of rules and responsibilities.

Table 6.4

Satisfaction level No. Of respondents Percentage


Strongly satisfied 51 51
Satisfied 23 23
Slightly satisfied 10 10
Dissatisfied 11 11
Strongly dissatisfied 6 6

Graph 6.4

33
Above table shows that 84% employees are satisfied with implementation of

rules and responsibilities. And 16% of respondents are not seems to be

satisfied with the implementing rules and responsibilities.

34
6.5. Responses regarding whether the respondents are satisfied

with the freedom given at work.

Table 6.5

Satisfaction level No. Of respondents Percentage


Strongly satisfied 30 30
Satisfied 36 36
Slightly satisfied 14 14
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.5

35
Above table shows that 80% respondents are happy with the freedom at

work given by management but only 20% of respondents are not satisfied

with freedom given at wrk place.

36
6.6. Responses regarding whether the respondents are satisfied

with the team spirit in organization

Table 6.6

Satisfaction level No. Of respondents Percentage


Strongly satisfied 52 52
Satisfied 21 21
Slightly satisfied 7 7
Dissatisfied 16 16
Strongly dissatisfied 4 4

Graph 6.6

37
Above table shows that 80% employees are satisfied with team sprit built in
organization and other employees are not satisfied with team spirit in the
organization.

38
6.7 Responses regarding whether the respondents are satisfied

with convenient working hours

Table 6.7

Satisfaction level No. Of respondents Percentage


Strongly satisfied 20 20
Satisfied 41 41
Slightly satisfied 11 11
Dissatisfied 23 23
Strongly dissatisfied 5 5

Graph 6.7

39
Above table shows that 20% employees strongly feels that the working
hours decided by organization are most convenient for them. Other 52%
employees are satisfied with these working hours. And only 28%
employees are not much satisfied with the working hours.

40
6.8 Responses regarding whether the respondents are satisfied with

Job security

Table 6.8

Satisfaction level No. Of respondents Percentage


Strongly satisfied 13 13
Satisfied 18 18
Slightly satisfied 11 11
Dissatisfied 12 12
Strongly dissatisfied 46 46

41
Graph 6.8

Above table shows that only 31 % employees are satisfied with the job

security. And remaining 69% of employees are not satisfied with the job

security provided by the organization.

42
6.9 Responses regarding whether the respondents are satisfied with the

targets achievable

Table 6.9

Satisfaction level No. Of respondents Percentage


Strongly satisfied 64 64
Satisfied 21 21
Slightly satisfied 11 11
Dissatisfied 4 4
Strongly dissatisfied 0 0

Graph 6.9

43
Above table shows that 96% employees are strongly in favor that the

targets given are achievable and only 4% are not feels that the targets

given are achievable.

44
6.10 Responses regarding whether the respondents are satisfied with

the targets achievable

Table 6.10

Satisfaction level No. Of respondents Percentage


Strongly satisfied 9 9
Satisfied 22 22
Slightly satisfied 4 4
Dissatisfied 20 20
Strongly dissatisfied 45 45

45
Graph 6.10

Above table shows that only 35% employees are satisfied with the

payment as per their roles and responsibility and remaining 65% are not

satisfied with the payment according to their roles and responsibilities.

46
6.11. Responses regarding whether the respondents are satisfied with

the opportunities of promotions

Table 6.11

Satisfaction level No. Of respondents Percentage


Strongly satisfied 8 8
Satisfied 14 14
Slightly satisfied 6 6
Dissatisfied 26 26
Strongly dissatisfied 46 46

Graph 6.11

47
Only 22% of the employees are satisfied with the opportunities of

promotions given by organization. And most of the employees nearly 78%

are not satisfied with opportunities of promotions.

48
6.12. Responses regarding whether the respondents are satisfied with

the payment of salary on time

Table 6.12

Satisfaction level No. Of respondents Percentage


Strongly satisfied 44 44
Satisfied 16 16
Slightly satisfied 4 4
Dissatisfied 32 32
Strongly dissatisfied 4 4

Graph 6.12

49
Above table shows that 60% of employees are satisfied with the payment
of salaries on time. Only 40% of the employees are not much satisfied with
the payment of salaries on time.

50
6.13. Responses regarding whether the respondents are satisfied with

the quality of formal training and induction program

Table 6.13
Satisfaction No. Of
level respondents Percentage
Strongly
satisfied 42 42
Satisfied 36 36
Slightly satisfied 4 4
Dissatisfied 14 14
Strongly
dissatisfied 4 4

51
Graph 6.13

From the above table it shows that 76% of the respondents are satisfied

with the quality of training and induction program and only

52
6.14. Responses regarding whether the respondents are satisfied with

the quality of in-house training

Table 6.14

Satisfaction level No. Of respondents Percentage

Strongly satisfied 51 51
Satisfied 19 19
Slightly satisfied 6 6
Dissatisfied 20 20
Strongly dissatisfied 4 4

Graph 6.14

53
Above table shows that 86% of the respondents are satisfied with in

house training held by the management. And only 24% of

respondents are not satisfied with the quality of in house training.

54
6.15. Responses regarding whether the respondents are satisfied

with the period of training

Table 6.15
Satisfaction level No. Of respondents Percentage
Strongly satisfied 12 12
Satisfied 23 23
Slightly satisfied 18 18
Dissatisfied 20 20
Strongly
dissatisfied 17 17

Graph 6.15

55
Above table shows that 12% are strongly satisfied with the training

program 41% of respondents are satisfied with the period of training but

37% of respondents are not satisfied with the period of training.

56
6.16 Responses regarding whether the respondents are satisfied with

the proper and proactive HR division

Table 6.16

Satisfaction Level No. Of Respondents Percentage


Strongly satisfied 72 72
Satisfied 18 18
Slightly satisfied 2 2
Dissatisfied 6 6
Strongly dissatisfied 2 2

Graph 6.16

57
Above table shows that 92% of the respondents are satisfied with the
HR division
Only 8% of the respondents are not satisfied with the proactive

and proper HR division, which is very negligible in number.

58
6.17 Responses regarding whether the respondents are satisfied with

the performance appraisal system

Table 6.17

Satisfaction
level No. Of respondents Percentage
Strongly satisfied 62 62
Satisfied 28 28
Slightly satisfied 4 4
Dissatisfied 4 4
Strongly
dissatisfied 2 2

Graph 6.17

59
Above table shows that 90% respondents are satisfied with the
performance appraisal system and only 10% of the respondents are not
Much satisfied with the performance appraisal system implemented
in organization.

60
6.18 Responses regarding whether the respondents are satisfied

with the performance appraisal system

Table 6.18

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 69 69
Satisfied 19 19
Slightly Satisfied 6 6
Dissatisfied 4 4
Strongly Dissatisfied 2 2

Graph 6.18

61
Above table shows that the 69% of respondents are strongly satisfied

with the office events and parties organized by the organization. 25% of

respondents are satisfied with these events and only 6% of

respondents are not satisfied with the events organized by the

management

62
6.19 Responses regarding whether the respondents are satisfied

with the celebration of employees birthday

Table 6.19

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 82 82
Satisfied 16 16
Slightly Satisfied 2 2
Dissatisfied 0 0
Strongly Dissatisfied 0 0

Graph 6.19

63
Above table shows that nearly all the respondents are satisfied with the
employees birthday remembered and celebrated in the organization. No
one seems to be dissatisfied with the celebration of the employee’s
birthdays.

64
6.20 Responses regarding whether the respondents are satisfied with

forum for face-to-face communication

Table 6.20

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 18 18
Satisfied 22 22
Slightly Satisfied 9 9
Dissatisfied 37 37
Strongly Dissatisfied 14 14

Graph 6.20

65
Above table shows that only 40% of the respondents are satisfied with the
forum for face-to-face communication and remaining all the 60% of the
respondents are not satisfied with the forum for face-to-face communication.

66
6.21 Responses regarding whether the respondents are satisfied with

encouragement to employees suggestions

Table 6.21

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 8 8
Satisfied 32 32
Slightly Satisfied 19 19
Dissatisfied 25 25
Strongly Dissatisfied 26 26

Graph 6.21

67
Above table shows that the overall 59% of the respondents are satisfied
with the encouragement given to the employees suggestions in management
decision making and remaining 41% of the respondents are not much
satisfied with the encouragement given to the suggestions of the employees.

68
6.22 Responses regarding whether the respondents are satisfied with

positive acceptance of employees suggestions

Table 6.22

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 4 4
Satisfied 22 22
Slightly Satisfied 4 4
Dissatisfied 45 45
Strongly Dissatisfied 25 25

Graph 6.22

69
Above table shows that the 26% of the respondents are satisfied with the

positive acceptance of the suggestions given by the respondents but most of

the respondents 70% are dissatisfied with this point.

70
6.23 Responses regarding whether the respondents are satisfied with

management keeps promises

Table 6.23

Satisfaction Level No. Of Respondents Percentage


Strongly Satisfied 76 76
Satisfied 14 14
Slightly Satisfied 4 4
Dissatisfied 6 6
Strongly Dissatisfied 0 0

Graph 6.23

71
Above table shows that 90% of the respondents are satisfied with the
management keeps promises and only 10% of the respondents are dissatisfied
with the thing that the management keeps promises.

72
CHAPTER- VI

SUMMARY AND CONCLUSION


The term job satisfaction is a combination of psychological factors that make a
person admit, “it has also been defined as that ‘ends sate of feel up’. Job
performance greatly depends on the amount of job satisfaction one derives out
of his/her job, which in turn relies on the work, working conditions, work
environment, the amount of welfare health and safety facilities provided and the
inter personal relation with superiors, subordinated and peers which in turn
leads to higher productivities and higher profits .
SUGGESTION OF THE STUDY:
• Financial motivation like rewards, awards may increase the level of
satisfaction in the job
• The management should permit and encourage the staff for their further
career development
• The employee management may provide medical leave sick leave etc
• Good working environment.

SUGGESTIONS FOR FUTURE STUDIES


In the light of present research and its research it is suggested to undertake tin
following studies in a methodical ways and with wider approach in order to
bring into focus the variables and areas which neither were nor incorporated in
the study. Studies may be take up to identify the psychological for that
contribute for job satisfaction like marital status residence etc.Also studies may
be taken up on experimental basis to enhance the job satisfaction of employee.

73
LIMITATION OF THE STUDY
As the study is mainly based on primary data, it is best with certain limitation
like time constraint, counter-check replies etc. also the study is confine to only
sample size 280 respondents.

74
CONCLUSION
The major contribution of the study hi the establishment of the fact that
employee are. By and large, job involved and job satisfaction but just above the
medium level only. hence it would be more appropriate to say that the
employee are not less job involved and employee are not fewer jobs satisfied
them to say that they are highly job satisfied. This may be only being a statistic
to depend against the allegation that the employee in management age lacks in
commitment and dedication their profession. this sample statistic cannot
become a matter to complement the chamber of job satisfaction failing still low
cannot be over helmed for reasons beyond the control of any one.

75
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ANNEXURE
QUESTIONER
6.1. Responses regarding whether the respondents are satisfied with the
workplace of organization
6.2. Responses regarding whether the respondents are satisfied with the
infrastructure of organization
6.3. Responses regarding whether the respondents are satisfied with the canteen
facility provided by organization.
6.4.Responses regarding whether the respondents are satisfied with the
implementation of rules and responsibilities.
6.5. Responses regarding whether the respondents are satisfied with the
freedom given at work.
6.6. Responses regarding whether the respondents are satisfied with the team
spirit in organization
6.7 Responses regarding whether the respondents are satisfied with convenient
working hours
6.8 Responses regarding whether the respondents are satisfied with Job security
6.9 Responses regarding whether the respondents are satisfied with the targets
achievable
6.10 Responses regarding whether the respondents are satisfied with the targets
achievable
6.11. Responses regarding whether the respondents are satisfied with the
opportunities of promotions
6.12. Responses regarding whether the respondents are satisfied with the
payment of salary on time
6.13. Responses regarding whether the respondents are satisfied with the quality
of formal training and induction program
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6.14. Responses regarding whether the respondents are satisfied with the quality
of in-house training
6.15. Responses regarding whether the respondents are satisfied with the period
of training
6.16 Responses regarding whether the respondents are satisfied with the proper
and proactive HR division
6.17 Responses regarding whether the respondents are satisfied with the
performance appraisal system
6.18 Responses regarding whether the respondents are satisfied with the
performance appraisal system
6.19 Responses regarding whether the respondents are satisfied with the
celebration of employees birthday
6.20 Responses regarding whether the respondents are satisfied with forum for
face-to-face communication
6.21 Responses regarding whether the respondents are satisfied with
encouragement to employees suggestions
6.22 Responses regarding whether the respondents are satisfied with positive
acceptance of employees suggestions
6.23 Responses regarding whether the respondents are satisfied with
management keeps promises

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