Job Satisfaction

CHAPTER 2
ABOUT THE STUDY
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JOB SATISFACTION
INTRODUCTION
Job satisfaction is not the same as motivation. It is more if an

attitude, an internal state of the person concerned. It could, for example, be associated with
a personal feeling of achievement.
Job satisfaction is an individual‟s emotional reaction to the job itself.
It is his attitude towards his job.
Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one‟s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or feeling) that
individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman
“Job satisfaction is the amount of pleasure or contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.”
By Andrew J DuBrins,
The practice of supervision, New Delhi
2
Job satisfaction is one part of life satisfaction. The environment influences the
job. Similarly, since a job is important part of life, job satisfaction influences one‟s
general life satisfaction. Manager may need to monitor not only the job and immediate
work environment but also their employees attitudes towards other part of life.
JOB FAMILY
POLITICS LIFE LEISURE
RELATED ELEMENT OF LIFE SATISFACTION
Human life has become very complex and completed in now-a-days. In modern society
the needs and requirements of the people are ever increasing and ever changing. When
the people are ever increasing and ever changing, when the peoples needs are not fulfilled
they become dissatisfied. Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very important for the industry to
function successfully. Apart from managerial and technical aspects, employers can be
considered as backbone of any industrial development. To utilize their contribution they
should be provided with good working conditions to boost their job satisfaction. Any
business can achieve success and peace only when the problem of satisfaction and
dissatisfaction of workers are felt understood and solved, problem of efficiency
absenteeism labour turnover require a social skill of understanding human problems
and dealing with them scientific investigation serves the purpose to solve the human
problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
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PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can
serve as symbol of achievement and a source of recognition. Employees often see pay as
a reflection of organization. Fringe benefits have not been found to have strong influence
on job satisfaction as direct wages.
THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining
how satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that influence job satisfaction are variety and control
over work methods and work place. In general, job with a moderate amount of variety
produce the most job satisfaction. Jobs with too little variety cause workers to feel bored
and fatigue. Jobs with too much variety and stimulation cause workers to feel
psychologically stressed and „burnout‟.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a
higher level in an organization typically involves positive changes I supervision, job
content and pay. Jobs that are at the higher level of an organization usually provide
workers with more freedom, more challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as
a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical
comfort. The working conditions are important to employees because they can influence
life outside of work. If people are require to work long hours and / or overtime, they will
have very little felt for their families, friends and recreation outside work.
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Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the
same job in the same job environment and at the same time. Therefore, it appears that
besides the nature of job and job environment, there are individual variables which affect
job satisfaction. Thus, all those factors which provide a fit among individual variables,
nature of job, and situational variables determine the degree of job satisfaction. Let us see
what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individual‟s level of
education, age and other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the
level of education, particularly higher level of education, and job satisfaction. The
possible reason for this phenomenon may be that highly educated persons have very high
expectations from their jobs which remain unsatisfied. In their case, Peter‟s principle
which suggests that every individual tries to reach his level of incompetence, applies
more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising upto
certain stage, and finally dips to a low degree. The possible reasons for this phenomenon
are like this. When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These assumptions make
them more satisfied. However, when these assumptions fall short of reality, job
satisfaction goes down. It starts rising again as the people start to assess the jobs in right
perspective and correct their assumptions. At the last, particularly at the fag end of the
career, job satisfaction goes down because of fear of retirement and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have favourable social and family life, he may not
feel happy at the workplace. Similarly, other personal problems associated with him may
affect his level of job satisfaction. Personal problems associated with him may affect his
level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
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Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens
because high level jobs carry prestige and status in the society which itself becomes
source of satisfaction for the job holders.
For example, professionals derive more satisfaction as compared to salaried people:
factory workers are least satisfied.
Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher
content of these factors provides higher satisfaction. For example, a routine and repetitive
lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context – formal and
informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which
affect job satisfaction are given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of
workplace and associated facilities for performing the job determine job satisfaction.
These work in two ways. First, these provide means job performance. Second, provision
of these conditions affects the individual‟s perception about the organization. If these
factors are favourable, individuals experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree
of importance attached to individuals varies. In employee-oriented supervision, there is
more concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of
the job and people become secondary. This situation decreases job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the
degree of job satisfaction. If the reward is perceived to be based on the job performance
and equitable, it offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.
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Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual‟s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:

The degree of job satisfaction affects an individual‟s physical and
mental health. Since job satisfaction is a type of mental feeling, its favourableness or
unfavourablesness affects the individual psychologically which ultimately affects his
physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical
health result from psychologically harmful jobs. Further, since a job is an important part
of life, job satisfaction influences general life satisfaction. The result is that there is
spillover effect which occurs in both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and
productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will
put more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he
may not put his efforts more vigorously because of his low expectations from the job.
Therefore, this view does not explain fully the complex relationship between job
satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research
studies also support this view.
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This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. 1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is the rewards (a source of satisfaction) attached
with performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic
reward stems from the job itself which may be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may help to increase
productivity. The extrinsic reward is subject to control by management such as salary,
bonus, etc. Any increase in these factors does not hep to increase productivity though
these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity because

he has to operate under certain technological constraints and, therefore, he cannot
go beyond certain output. Further, this constraint affects the management‟s
expectations from the individual in the form of lower output. Thus, the work
situation is pegged to minimally acceptable level of performance. However, it
does not mean that the job satisfaction has no impact o productivity. A satisfied
worker may not necessarily lead to increased productivity but a dissatisfied
worker leads to lower productivity.
Perceivedequity
of rewards
Intrinsic
reward
Performanc Satisfaction
e
Extrinsic
reward
THE RELATION BETWEEN PERFORMANCE AND SATISFACTION
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Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long absence due
to some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a „lack
of will to work‟ and alienate a worker form work as for as possible. Thus, job satisfaction
is related to absenteeism.
HIGH
TURNOVER
JOB ABSENCE TURNOVER AND ABSENCES

SATISFACTION
LOW HIGH
RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES
Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When an individual feels dissatisfaction in the organization, he tries
to overcome this through the various ways of defense mechanism. If he is not able to do
so, he opts to leave the organization. Thus, in general case, employee turnover is related
to job satisfaction. However, job satisfaction is not the only cause of employee turnover,
the other cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software
professionals is very high in India. However, these professionals leave their organizations
not simply because they are not satisfied but because of the opportunities offered from
other sources particularly from foreign companies located abroad
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DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure objectively. The level of
job satisfaction is affected by a wide range of variables relating to individual, social,
cultural, organizational factors as stated below:-
DIMENSIONS
INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

FACTORS FACTOR FACTOR FACTOR
 Individual:- Personality, education, intelligence and abilities, age, marital

status, orientation to work.
 Social factors:-Relationship with co-workers, group working and norms,
opportunities for interaction, informal relations etc.
 Organizational factors:- Nature and size, formal structure, personnel policies

and procedures, industrial relation, nature of work, technology and work
organization, supervision and styles of leadership, management systems, working
conditions.
 Environmental factors:-Economic, social, technical and governmental

influences.
 Cultural factors:-Attitudes, beliefs and values.
These factors affect job satisfaction of certain individuals in a given set of

circumstances but not necessarily in others. Some workers may be satisfied with certain
aspects of their work and dissatisfied with other aspects .Thus, overall degree of job
satisfaction may differ from person to person.
IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
1) Is there room for improvement?
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2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?
Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned
properly and administered, they will usually produce a number of important benefits,
such as-
1. It gives management an indication of general levels of satisfaction in a company.
Surveys also indicate specific areas of satisfaction or dissatisfaction as compared
to employee services and particular group of employee.
2. It leads to valuable communication brought by a job satisfaction survey.
Communication flow in all direction as people plan the survey, take it and discuss
the result. Upward communication is especially fruitful when employee are
encouraged to comment about what is on their minds instead of merely answering
questions about topics important to management.
3. As a survey is safety value, an emotional release. A chance to things gets off. The
survey is an intangible expression of management‟s interest in employee welfare,
which gives employees a reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows management to evaluate the
actual response to a change and study its success or failure.
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Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and
occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable emotional state that often leads
to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of output
per hour worked seems to be a byproduct of improved quality of working life. It is important to
note that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not
give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and as soon as the threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints
and grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy work force and has been found to
be a good indicator of longevity. And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my
people, but leave my factories, and soon grass will grow on the factory floors. Take away
my factories, but leave my people, and soon we will have a new and better factory"
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SATISFIED EMPLOYEE
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Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
Organizations can help to create job satisfaction by putting systems in place that will ensure that
workers are challenged and then rewarded for being successful. Organizations that aspire to
creating a work environment that enhances job satisfaction need to incorporate the following:
 Flexible work arrangements, possibly including telecommuting
 Training and other professional growth opportunities
 Interesting work that offers variety and challenge and allows the worker opportunities
to "put his or her signature" on the finished product
 Opportunities to use one's talents and to be creative
 Opportunities to take responsibility and direct one's own work
 A stable, secure work environment that includes job security/continuity
 An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
 Flexible benefits, such as child-care and exercise facilities
 Up-to-date technology
 Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that there
are many factors that affect job satisfaction and that what makes workers happy with their jobs
varies from one worker to another and from day to day. Apart from the factors mentioned above,
job satisfaction is also influenced by the employee's personal characteristics, the manager's
personal characteristics and management style, and the nature of the work itself. Managers who
want to maintain a high level of job satisfaction in the work force must try to understand the
needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by placing
people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers
can enhance job satisfaction by carefully matching workers with the type of work.
For example, a person who does not pay attention to detail would hardly make a good inspector,
and a shy worker is unlikely to be a good salesperson. As much as possible, managers should
match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate
steps to create a stimulating work environment. One such step is job enrichment. Job enrichment
is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job
enrichment usually includes increased responsibility, recognition, and opportunities for growth,
learning, and achievement. Large companies that have used job-enrichment programs to increase
employee motivation and job satisfaction.
Good management has the potential for creating high morale, high productivity, and a sense of
purpose and meaning for the organization and its employees. Empirical findings show that job
characteristics such as pay, promotional opportunity, task clarity and significance, and skills
utilization, as well as organizational characteristics such as commitment and relationship with
supervisors and co-workers, have significant effects on job satisfaction. These job characteristics
can be carefully managed to enhance job satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will probably
find many more satisfying elements in the work environment. Everett (1995) suggests that
employees ask themselves the following questions:
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 When have I come closest to expressing my full potential in a work situation?
 What did it look like?
 What aspects of the workplace were most supportive?
 What aspects of the work itself were most satisfying?
 What did I learn from that experience that could be applied to the present situation?
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Workers' Roles in
Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her
own satisfaction and well-being on the job. The following suggestions can help a worker find
personal job satisfaction:
 Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and other
recognition.
 Develop excellent communication skills. Employers value and reward excellent
reading, listening, writing, and speaking skills.
 Know more. Acquire new job-related knowledge that helps you to perform tasks
more efficiently and effectively. This will relieve boredom and often gets one noticed.
 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities and rewards.
 Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
 Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
 See the value in your work. Appreciating the significance of what one does can lead
to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a
vital role in job satisfaction.
 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.
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Assuring Job Satisfaction
Assuring job satisfaction, over the longterm, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to
job responsibilities and that pay increases be tied to performance rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people experience
on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her
promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly,
then a situational approach leads one to predict she is satisfied with her job" Very simply put, if
the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction
MODEL OF JOB SATISFACTION
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THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Locke‟s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise 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.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren‟t 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 doesn‟t 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 and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce 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 one‟s job. This approach
became a notable explanation of job satisfaction in light of 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 Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one‟s disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This model states
that higher levels of self-esteem (the value one places on his/her self) and general self-
efficacy (the belief in one‟s own competence) lead to higher work satisfaction. Having an
internallocus 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 (Motivator-Hygiene Theory)
Frederick Herzberg‟s 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. An employee‟s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench,
Motivating factors are those aspects of the job that make people want to perform, and
provide people with satisfaction, for example achievement in work, recognition,
promotion opportunities. These motivating factors are considered to be intrinsic to the
job, or the work carried out. Hygiene factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions
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While Hertzberg's model has stimulated much research, researchers have been unable to
reliably empirically prove the model, with Hack man & Oldham suggesting that
Hertzberg's 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 criticized in that it does not specify how motivating/hygiene
factors are to be measured.
According to Herzberg following factors acts as motivators:
• Achievement,
• Recognition,
• Advancement,
• Work itself,
• Possibility of growth, &
• Responsibility.
Hygiene factors are :

• Company policy & administration,
• Technical supervision,
• Inter-personal relations with supervisors, peers & Subordinates,
• Salary.
• Job security,
• Personal life,
• Working Conditions, &
• Status.
Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what
he wants & the more he wants something or the more important it is to him, the more
satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs
may be need for personal achievement, social achievement & for influence.
a) Need for personal achievement :

Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
b) Need for social achievement :
A drive for some kind of collective success is relation to some standards of excellence. It
is indexed in terms of desires to increase overall productivity, increased national
prosperity, better life community & safety for everyone.
c) Need for influence :
A desire to influence other people & surroundings environment. In the works situation, it
means to have power status & being important as reflected in initiative taking and
participation in decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related
to the degree to which one's personal & social needs are fulfilled in the job situation.
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Social References - Group Theory :
It takes into account the point of view & opinions of the group to whom the individual
looks for the guidance. Such groups are defined as the 'reference-group' for the individual
in that they define the way in which he should look at the world and evaluate various
phenomena in the environment (including himself). It would be predicted, according to
this theory that if a job meets the interest, desires and requirements of a person's
reference group, he will like it & if it does not, he will not like it.
A good example of this theory has been given by C.L. Hulin. He measures the effects of
community characteristics on job satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job conditions held constant job
satisfaction was less among persons living in a well-to-do neighborhood than among
those whose neighborhood was poor. Hulin, thus provides strong evidence that such
frames of reference for evaluation may be provided by one's social groups and general
social environment.
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OBJECTIVE OF THE
STUDY
OBJECTIVES –
The objective of the study is to find out the satisfaction level of employee in EVEREST METAL
WORK,BALLIA.
 To find that whether the employees are satisfied or not.
 To analyse the company‟s working environment.
 To check the Degree of satisfaction of employees.
 To find that they are satisfied with their job profile or not.
 To study the relationship between the personal factors of the Employee (Income,
Designation, Educational qualification, Gender, etc.,)
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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a
science of studying how research is done scientifically. In it we study the various steps that all
generally adopted by a researcher in studying his research problem along with the logic behind
them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a specific
topic”. Research is an art of scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for new facts in any branch of
knowledge. The search for knowledge through objective and systematic method of finding
solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure. In
fact
, the research is design is the conceptual structure within which research is conducted; it
constitutes the blue print of the collection, measurement and analysis of the data. As search the
design includes an outline of what the researcher will do from writing the hypothesis and its
operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;
Research Design can be categorized as:
TYPES OF RESEARCH
DESIGN
EXPLORATORY DESCRIPTIVE EXPERIMENTA

RESEARCH & L RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH
DESIGN
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The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. It helps in bringing into focus some inherent weakness
in enterprise regarding which in depth study can be conducted by management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of
study. Data collection plays an important role in any study. It can be collected from various
sources. I have collected the data from two sources which are given below:
1. Primary Data
 Personal Investigation
 Observation Method
 Information from correspondents
 Information from superiors of the organization
2. Secondary Data
 Published Sources such as Journals, Government Reports, Newspapers and
Magazines etc.
 Unpublished Sources such as Company Internal reports prepare by them given to
their analyst & trainees for investigation.
 Websites like EVEREST METAL WORK official site, some other sites are also
searched to find data
Scope Of The Study
The scope of the study is very vital. Not only the Human Resource department can use the facts
and figures of the study but also the marketing and sales department can take benefits from the
findings of the study.
Scope for the sales department
The sales department can have fairly good idea about their employees,tat they are satisfied or
not.
Scope for the marketing department
The marketing department can use the figures indicating that they are putting their efforts to plan
their marketing strategies to achieve their targets or not.
Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel
department can use the information to make efforts to avoid such complaints.
24
Sample Size :-
Questionnaire is filled by 100 employees of EVEREST METAL WORK, BALLIA.
The questionnaire was filled in the office and vital information was collected which was then
subjects to:-
 A pilot survey was conducted before finalizing the questionnaire.
 Data collection was also done with the help of personal observation.
 After completion of survey the data was analyzed and conclusion was drawn.
 At the end all information was compiled to complete the project report.
25
DATA ANALYSIS
&
INTERPRETATION
26
Table No: 1
Working hours are convenient for me
PERCENT
Strongly agree 34
Agree 32
Neither agree nor disagree 18
Disagree 13
Strongly disagree 3
TOTAL 100
CHART 1
100 strongly agree
80 agree
60 neither agree nor

disagree
40 disagree
20 strongly disagree
0 Total
PERCENT
Interpretation:
From the above chart and table it is clearly evident that 34% of the
respondents strongly agree that working hours are convenient from them
and 32% agree with that and 18% neither agree nor disagree and 13%
disagree with the working hours and 3% are strongly against working
hours.
27
Table No: 2
I'm happy with my work place
PERCENT
Strongly agree 30
Agree 39
Disagree 8
Strongly disagree 5
100
Chart 2
Strongly agree
100
80 Agree

disagree
40 Disagree
0
Total
percent
Interpretation:
From the above table it is clear that 30% respondents strongly agree and
39% respondents agree that they are happy with their work place only
13% disagreed and 18% have no idea towards their work place.
28
Table No: 3
I feel i have too much work to do
PERCENT
strongly agree 7
Agree 9
Disagree 37
Strongly disagree 22
100
Chart 3
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is quite clear that the work load is not
high, 37% of the respondents disagreed with the question” I feel I have
too much work” and another 22% strongly disagreed, 18% admits they
have too much work and 23% have no idea towards this question.
29
Table No: 4
Safety measures provided by the company
PERCENT
strongly agree 28
Agree 31
Disagree 11
Strongly disagree 6
TOTAL 100
CHART 4
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that the safety measures
provided by the organizations are good as 28 and 31% of the respondents
agree with that and only 11& 6% disagreed and 24% neither agreed nor
disagreed.
30
TABLE NO. 5
My relationship with my supervisor is cordial
PERCENT
strongly agree 30
Agree 41
Disagree 6
Strongly disagree 7
TOTAL 100
CHART 5
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that relationship between
employees and their supervisors are cordial because 30% of respondents
strongly agreed to it and 41% agreed to it and only 13% disagreed and
16% of respondents have neither agreed nor disagreed.
31
TABLE NO 6
My supervisor is not partial
PERCENT
strongly agree 18
Agree 30
Disagree 19
TOTAL 100
CHART 6
100 3-D Column 1
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that the supervisors are not
partial to the employees as 18% strongly agreed and 30% agreed to the
question but 19% disagreed and 18% strongly disagreed this level is
quite high compared to other questions.
32
TABLE NO 7
My supervisor considers my idea too while taking decision
PERCENT
strongly agree 26
Agree 43
Disagree 2
Strongly disagree 3
TOTAL 100
CHART 7
strongly agree
100
80 Agree

disagree
40 Disagree
0
Total
PERCENT
Interpretation:
From the above table it is clear that 26 and 42% of the
respondents agree that supervisors consider their employees ideas also
and only 5% disagreed and 26% neither agreed nor disagreed.
33
TABLE NO 8
I'm satisfied with the support from my co-workers
PERCENT
strongly agree 21
Agree 47
Disagree 9
Strongly disagree 7
TOTAL 100
CHART 8
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that relation with co-workers is
quite good as nearly 68% of the respondents agree that they are satisfied
with support from co-workers and only 15% disagreed and 16% have no
answer to this.
34
TABLE NO 9
People here have concern from one another and tend to help one another
PERCENT
strongly agree 26
Agree 41
Disagree 9
Strongly disagree 5
TOTAL 100
CHART 9
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that in this organization people
have concern over each other as 26% strongly agreed and 41% agreed
and only 14% disagreed and 19% neither agreed nor disagreed.
35
TABLE NO 10
I'm satisfied with the refreshment facilities
PERCENT
strongly agree 26
Agree 20
Disagree 15
Strongly disagree 9
TOTAL 100
CHART 10
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that 26% employees are strongly satisfied
with the refreshment facilities offered by the company as 15% of
respondents disagreed and 9% strongly disagreed and 30% neither
agreed nor disagreed and only 20% agreed.
36
TABLE NO 11
We are provided with the rest and lunch room and they are good
PERCENT
strongly agree 16
Agree 34
Disagree 20
Strongly disagree 8
TOTAL 100
CHART 11
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is quite evident that 8% strongly
disagreed and 20% of the respondents disagreed and 22% neither agreed
nor disagreed and only 50% of the respondents are satisfied with the rest
and lunch room provided.
37
TABLE NO 12
The parking space for our vehicles are satisfactory
PERCENT
strongly agree 4
Agree 9
Disagree 32
TOTAL 100
CHART 12
strongly agree
100
Agree
80
neither agree nor
60
disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is clear that respondents are not satisfied
with the parking facilities provided by the company as 31% of
respondents strongly disagreed and 32% of respondents disagreed and
only 13% of respondents are satisfied with the parking facilities and 24%
have neither agreed nor disagreed.
38
Table no 13
I fell I'm paid a fair amount for the work i do
PERCENT
strongly agree 15
Agree 39
Disagree 13
Strongly disagree 8
TOTAL 100
Chart 13
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
percent
Interpretation:
From the above table it is evident that the respondents are
satisfied with their salary as 39% agree and 15% strongly agree. Only
`3% disagree and 8% strongly disagree, 25% neither agree nor disagree.
39
Table no 14
I'm satisfied with the chances for my promotion
PERCENT
strongly agree 27
Agree 43
Disagree 9
Strongly disagree 8
TOTAL 100
Chart 14
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
percent
Interpretation:
From the above table it is quite clear that employees are satisfied
with their chances for promotion as 43% agree and 27% strongly agree.
Only 9% disagree and 8% strongly disagree, 13% neither agree nor
disagree.
40
Table no 15
I'm satisfied with the allowances provided by the organization
PERCENT
strongly agree 19
Agree 42
Disagree 11
Strongly disagree 7
TOTAL 100
Chart 15
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
Frequency
Interpretation:
From the above table it is clear that the employees are satisfied
with the allowances and other benefits provided by the organization as
42% agree and 19% strongly agree. Only 11% disagree and 7% strongly
disagree, 21% neither agree nor disagree.
41
TABLE NO 16
I feel my boss motivate me to achieve the organizational goals
PERCENT
strongly agree 11
Agree 33
Disagree 22
Strongly disagree 9
TOTAL 100
CHART 16
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCE3NT
Interpretation:
From the above table it is evident that employees boss are
motivating to achieve organizational goals as 33% agree and 11%
strongly agree. 22% disagree this is quite high compared to other factors
and 9% strongly disagree and 25% neither agree nor disagree.
42
TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not
PERCENT
strongly agree 18
Agree 44
Disagree 13
Strongly disagree 7
TOTAL 100
CHART 17
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above table it is evident that employees boss motivates
the employee when he is unproductive and help him to be productive as
44% agree and 18% strongly agree. Only 7% strongly disagree and 7%
disagree, 18% neither agree nor disagree.
43
.
TABLE NO 18
I feel that my job has little impact on the success of the company
PERCENT
strongly agree 35
Agree 40
Disagree 9
Strongly disagree 6
TOTAL 100
Chart 18
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
PERCENT
Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute in the
success of a company, 9% respondent disagree from the statement and 6% respondent
strongly disagree from the question.
44
Table no 19
Overall I'm satisfied with my job
PERCENT
strongly agree 28
Agree 35
Disagree 12
Strongly disagree 5
TOTAL 100
Chart 19
100 strongly agree
80 Agree

disagree
40 Disagree
0 Total
percent
Interpretation:
From the above table it is evident that Overall satisfactions of the
respondents are good as 35% agree and 28% strongly agree. Only 5%
strongly disagree and 12% disagree and 20% neither agree nor disagree.
45
FINDINGS
From the study, the researcher has come to know that most of the respondents have job
satisfaction; the management has taken the best efforts to maintain cordial relationship
with the employees. Due to the working conditions prevailing in this company, job
satisfaction of each respondent seems to be the maximum. From the study, I have come
to know that most of the employees were satisfied with the welfare measures provided by
EVEREST METAL WORK. The employees of EVEREST METAL WORK get more
benefits compare to other companies.
 The respondents are satisfied with the environment and nature of work
factors .
 The respondent‟s relationship with the superiors and colleagues are quite
good .
 The Respondents are not provided with proper welfare facilities.
 The communication and motivation of employees by their superiors in

this organization is reasonable.
 The Pay and promotion activities in this organization is also good .
 The Respondents are overall satisfied with their job
 The Parking facilities provided by the organization are not good that‟s
why most respondents disagree with this question.
 The refreshment facilities are also need to be improved
46
SUGGESTION AND RECAMANDATION
In the organization most of employees are satisfied with all the facilities provided by
company. But there are some employees also who are not satisfied with the company.
Management should try to convert unsatisfied employees in to satisfied employees.
Because if employee is not satisfied than the he is not able to give his 100% to his work
and the productivity of employee decrease. So management should try to satisfied his
employees because employees are the assets of the company not a liabilities.
47
LIMITATIONS OF THE STUDY
Limitation are as follows-
 Data collected is based on questionnaire.
 The number of employees in EVEREST METAL WORK is more, so sample size is
limited by 100.
 The information collected by the observation method is very limited.
 The result would be varying according to the individuals as well as time.
 Some respondents hesitated to give the actual situation; they feared that management
would take any action against them
 The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.
48
BIBLIOGRAPHY
BOOKS:
 Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd.
 Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India, ninth
edition.
 Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
49
QUESTIONNAIRE
“A study on Job Satisfaction of Employees in EVEREST METAL WORK :
…………………………………………………………………………………
…
2. Age: ………………
3. Gender: Male
Female
4. Designation……………..
Ques1- Working hours are convenient for me-

1 strongly agree 2 agree 3 neither agree nor disagree 4 disagree 5 strongly disagree
Ques2- I am happy with my work place-

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques3- I feel I have too much work to do-

Ques4- Safety measures provided by the company are good-

Ques5- My relationship with my supervisor is cordial-

Ques6- My supervisor is not partial-

Ques7- My supervisor consider my ideas while taking decision-

Ques8- I am satisfied with the support from my coworkers-

1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques9- People here have concern from one another and tend to help-
Ques10- I am satisfied with the refreshment facility-

Ques11- We are provided with the rest and lunch room and they are good-
50
Ques12- The parking spaces for vehicles are satisfactory-
Ques13- I feel I am paid a fair amount for the work I do-

Ques14- I am satisfied with the chances for my promotion-

Ques15- I am satisfied with the allowances provided by the organization-

Ques16- I feel my boss motivate me to achieve the organizational goals-

Ques17- My supervisor motivate me to increase my efficiency at a time when I am not-

Ques18- I feel my job little impact on the success of the company-

Ques19- Overall I am satisfied with my present job-

51

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CHAPTER 2

ABOUT THE STUDY

Job satisfaction is not the same as motivation. It is more if an

POLITICS LIFE LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

THE WORK ITSELF

Physical and Mental Health:

1. A happy worker is a productive worker,

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

1. A happy worker does not necessarily contribute to higher productivity because

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

JOB ABSENCE TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

cultural, organizational factors as stated below:-

INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

 Individual:- Personality, education, intelligence and abilities, age, marital

 Organizational factors:- Nature and size, formal structure, personnel policies

 Environmental factors:-Economic, social, technical and governmental

 Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of

IMPORTANCE TO STUDY JOB SATISFACTION

Benefits of job satisfaction study

MODEL OF JOB SATISFACTION

Hygiene factors are :

Need Fulfillment Theory :

a) Need for personal achievement :

 To find that whether the employees are satisfied or not.

 To analyse the company‟s working environment.

 To check the Degree of satisfaction of employees.

Research Design can be categorized as:

EXPLORATORY DESCRIPTIVE EXPERIMENTA

Scope Of The Study

Scope for the sales department

Scope for the marketing department

Scope for personnel department

Questionnaire is filled by 100 employees of EVEREST METAL WORK, BALLIA.

 A pilot survey was conducted before finalizing the questionnaire.

100 strongly agree

60 neither agree nor

60 neither agree nor

100 strongly agree

60 neither agree nor

100 strongly agree

60 neither agree nor

100 strongly agree

60 neither agree nor

100 3-D Column 1

60 neither agree nor

60 neither agree nor

100 strongly agree

60 neither agree nor

60 neither agree nor

60 neither agree nor

60 neither agree nor

60 neither agree nor

60 neither agree nor

100 strongly agree

60 neither agree nor

100 strongly agree

60 neither agree nor

100 strongly agree

60 neither agree nor