Job Satisfaction & Welfare Facilities

TABLE OF CONTENT
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Content
EXECUTIVE SUMMARY INTRODUCTION OF HRM JOB SATISFACTION OBJECTIVES OF STUDY RESEARCH METHODOLOGY COMPANY PROFILE SCOPE OF JOB SATISFACTION DATA ANALYSIS AND INTERPRETATION
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7-8 9-14 15-40 41-42 43-46 47-60 61-62 63-84
SUGGESTION AND RECOMMENDATION
86-87
10 11 12
LIMITATION OF STUDY BIBLIOGRAPHY ANNEXURES
88-88 89-89 90-97
EXECUTIVE SUMMARY
Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. persons attitude towards job. In short job satisfaction is a
Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Definition
Edwin Flippo defies HRM as planning, organizing, directing, controlling of procurement, development, compensation, integration , maintenance and separation of human resources to the end that individual, organizational and social objectives are achieved.
Features of HRM or characteristics or nature

1. HRM involves management functions like planning, organizing, directing and controlling 2. It involves procurement, development, maintenance of human resource 3. It helps to achieve individual, organizational and social objectives 4. HRM is a mighty disciplinary subject. It includes the study of management psychology communication, economics and sociology. 5. It involves team spirit and team work.
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he recommends that government must take active interest in public and private enterprise. He says that government must provide a proper procedure for regulating employee and employee relation In the medieval times there were examples of kings like Allaudin Khilji who regulated the market and charged fixed prices and provided fixed salaries to their people. This was done to fight inflation and provide a decent standard of living
During the pre independence period of 1920 the trade union emerged. Many authors who have given the history of HRM say that HRM started because of trade union and the First World War. The Royal commission in 1931 recommended the appointment of a labour welfare officer to look into the grievances of workers. The factory act of 1942 made it compulsory to appoint a labour welfare officer if the factory had 500 or more than 500 workers. The international institute of personnel management and national institute of labour management were set up to look into problems faced by workers to provide solutions to them. The Second World War created awareness regarding workers rights and 1940s to 1960s saw the introduction of new technology to help workers. The 1960s extended the scope of human resource beyond welfare. Now it was a combination of welfare, industrial relation, administration together it was called personnel management. With the second 5 year plan, heavy industries started and professional management became important. In the 70s the focus was on efficiency of labour wile in the 80s the focus was on new technology, making it necessary for new rules and regulations. In the 90s the emphasis was on human values and development of people and with liberalization and changing type of working people became more and more important there by leading to HRM which is an advancement of personnel management.
Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM. These activities are as follows
1. Human resources planning :Human resource planning or HRP refers to a process by which the company to identify the number of jobs vacant, whether the company has excess staff or shortage of staff and to deal with this excess or shortage. 2. Job analysis design :Another important area of HRM is job analysis. Job analysis gives a detailed explanation about each and every job in the company. Based on this job analysis the company prepares advertisements.
3. Recruitment and selection :Based on information collected from job analysis the company prepares advertisements and publishes them in the news papers. This is recruitment. A number of applications are received after the advertisement is published, interviews are conducted and the right employee is selected thus recruitment and selection are yet another important area of HRM. 4. Orientation and induction :Once the employees have been selected an induction or orientation program is conducted. This is another important area of HRM. The employees are informed about the background of the company, explain about the organizational culture and values and work ethics and introduce to the other employees. 5. Training and development :Every employee goes under training program which helps him to put up a better performance on the job. Training program is also conducted for existing staff that have a lot of experience. This is called refresher training. Training and development is one area were the company spends a huge amount. 6. Performance appraisal :Once the employee has put in around 1 year of service, performance appraisal is conducted that is the HR department checks the performance of the employee. Based on these appraisal future promotions, incentives, increments in salary are decided. 7. Compensation planning and remuneration :There are various rules regarding compensation and other benefits. It is the job of the HR department to look into remuneration and compensation planning. 8. Motivation, welfare, health and safety :Motivation becomes important to sustain the number of employees in the company. It is the job of the HR department to look into the different methods of motivation. Apart from this certain health and safety regulations have to be followed for the benefits of the employees. This is also handled by the HR department.
9. Industrial relations :Another important area of HRM is maintaining co-ordinal relations with the union members. This will help the organization to prevent strikes lockouts and ensure smooth working in the company.
Challenges before the HR manager/before modern personnel management

Personnel management which is know as human resource management has adapted itself to the changing work environment, however these changes are still taking place and will continue in the future therefore the challenges before the HR manager are 1. Retention of the employees :One of the most important challenge the HR manager faces is retention of labour force. Many companies have a very high rate of labour turnover therefore HR manager are required to take some action to reduce the turnover 2. Multicultural work force :With the number of multi cultural companies are increasing operations in different nations. The work force consists of people from different cultures. Dealing with each of the needs which are different the challenge before the HR manager is integration of multicultural labour work force. 3. Women in the work force :The number of women who have joined the work force has drastically increased over a few years. Women employees face totally different problems. They also have responsibility towards the family. The organization needs to consider this aspect also. The challenge before the HR manager lies in creating gender sensitivity and in providing a good working environment to the women employees. 4. Handicapped employees :This section of the population normally faces a lot of problems on the job, very few organization have jobs and facilities specially designed for handicapped workers. Therefore the challenge before the HR manager lies in creating atmosphere suitable for such employees and encouraging them to work better.
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5. Retrenchment for employees :In many places companies have reduced the work force due to changing economic situations, labourers or workers who are displaced face sever problems. It also leads to a negative atmosphere and attitude among the employees. There is fear and increasing resentment against the management. The challenge before the HR manager lies in implementing the retrenchment policy without hurting the sentiments of the workers, without antagonizing the labour union and by creating positive attitude in the existing employees. 6. Change in demand of government :Most of the time government rules keep changing. While a lot of freedom is given to companies some strict rules and regulations have also been passed. The government has also undertaken the disinvestment in certain companies due to which there is fear among the employees regarding their job. The challenge before the HR manager lies in convincing employees that their interest will not be sacrificed. 7. Initiating the process of change :Changing the method of working, changing the attitude of people and changing the perception and values of organization have become necessary today. Although the company may want to change it is actually very difficult to make the workers accept the change. The challenge before the HR manager is to make people accept change.
Significance/importance/need of HRM
HRM becomes significant for business organization due to the following reasons. 1. Objective :HRM helps a company to achieve its objective from time to time by creating a positive attitude among workers. Reducing wastage and making maximum use of resources etc. 2. Facilitates professional growth :Due to proper HR policies employees are trained well and this makes them ready for future promotions. Their talent can be utilized
not only in the company in which they are currently working but also in other companies which the employees may join in the future. 3. Better relations between union and management :Healthy HRM practices can help the organization to maintain co-ordinal relationship with the unions. Union members start realizing that the company is also interested in the workers and will not go against them therefore chances of going on strike are greatly reduced. 4. Helps an individual to work in a team/group :Effective HR practices teach individuals team work and adjustment. The individuals are now very comfortable while working in team thus team work improves. 5. Identifies person for the future :Since employees are constantly trained, they are ready to meet the job requirements. The company is also able to identify potential employees who can be promoted in the future for the top level jobs. Thus one of the advantages of HRM is preparing people for the future. 6. Allocating the jobs to the right person :If proper recruitment and selection methods are followed, the company will be able to select the right people for the right job. When this happens the number of people leaving the job will reduce as the will be satisfied with their job leading to decrease in labour turnover.
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DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors. Individual characteristics. Group relationship outside the job Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer Job satisfaction is defined as any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job. Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs Mr. Smith
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Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. Locke
HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. I m satisfied with my job. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later
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found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages.
The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.
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IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker. It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.
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IMPORTANCE TO WORKER AND ORGANIZATION

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 can 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 workedseems 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. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.
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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.
WORKERS ROLE 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 rewards 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 relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results 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.
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See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.
FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows:
1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed.
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2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company & management It includes the aspect of workers immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision.
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8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employees status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor. 10.Benefits It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor.
REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job.
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EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation. If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization.
J o b s a t i s f a c t i n
High
low
A low Rate of turn over and absences High
Perceived personal job inputs Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism.
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In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn over and rate of absenteesm. As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa. 2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3.TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases.
INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coinsided with their job , this relationship will predicted subsequent job satisfaction. However, the main influences can be summerised along with the dimentions identified above.
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The work itself The concept of work itself is a major source of satisfaction. For example, research related to the job charactoristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingridents of a satisfying job uncovered by survey include intersting and challenging work, work that is not boring, and the job that provides status.
Pay Wages and salaries are recognised to be a significant, but complex, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. Fringe benefits are also important. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction.
Promotions Promotional opportunities are seem to be have avarying effect on job satisfaction. This is because of promotion take number of different forms.
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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In other words, if management could keep the entire workers happy, good performance would automatically fallow. There are two propositions concerning the satisfaction performance relation ship. The first proposition, which is based on traditional view, is that satisfaction is the effect rather than the cause of performance. This proposition says that efforts in a job leads to rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction and performance are considered to be functions of rewards. Various research studies indicate that to a certain extent job satisfaction affects employee turn over, and consequently organization can gain from lower turn over in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a high absenteeism.
What job satisfaction people need? Each employee wants: 1. Recognition as an individual 2. Meaningful task 3. An opportunity to do something worthwhile. 4. Job security for himself and his family 5. Good wages 6. Adequate benefits 7. Opportunity to advance
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8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10.Competence leadership- bosses whom he can admire and respect as persons and as bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individuals level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.
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MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees in the orgnization given by different authers. List of all the theorise and methods measuring job satisfaction level is given below:
A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A. Judge 1988) Two-Factor Herzbergs) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periods Theory (Motivator-Hygiene Theory) (Frederick
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MODEL OF FACET OF JOB SATISFACTION
Skill Experience Training Efforts Age Seniority Education Co loyalty Past performance
Perceived personal job inputs Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over and absenteeism.
Perceived amount that should be received (a)
Level Difficulty Time span Amount of responsibility
Perceived job characteristics
Perceived outcome of referent others
a=b satisfaction a>b dissatisfaction a<b guilt Inequity Discomfort Perceived amount received (b)
Actual outcome received
Fig.no.2 Model of determinant of facet of job satisfaction
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to understand what determines a persons satisfaction with any facet of job. According to this model actual outcome level plays a key role in a persons perception of what rewards he recieves. His perception influenced by his perception of what his referent others recieves.
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AFFECT THEORY
Edwin A. Lockes 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/arent 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 doesnt 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 ones 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.
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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 ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out.Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifactFurthermore, the theory does not
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consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured]
JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.
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MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large. SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION:
1. Management has a clear path for employees advancement
2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION 1. I feel I can trust what my supervisor tells me 2. My supervisor treats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisors 5. I get enough support from the supervisor 6.Individual initiative is encouraged SATISFACTION WITH COMPENSATION LEVELS 1. Overall I am satisfied with the companys compensation package 2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities
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SATISFACTION WITH TASK CLARITY 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear SATISFACTION WITH CAREER DEVELOPMENT 1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees.
RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers.
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CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes.
PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly.
ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering information on how they feel like behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study on American employees, hoppock identified six factors that contributed to job satisfaction among them. These are as follows: 1. The way individual reacts to unpleasant situations. 2. The facilities with which he adjust himself to other persons. 3. His relatives status in the social & economic group with which he identifies himself.
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4. The nature of work in relation to the abilities, interest & preparation of the workers. 5. Security. 6. Loyalty. Because human resource manager often serve as intermediaries between employees & management in conflct.they are concern with Job satisfaction or general job attitudes with the employees.
Philip apple white has listed the five major components of Job satisfaction .as 1. Attitude towards work group. 2. General working conditions. 3. Attitude towards company. 4. Monitory benefits & 5. Attitude towards supervision Other components that should be added to this five are individuals state of mind about the work itself and about the life in general .the individuals health, age, level of aspiration. Social status and political & social activities can all contribute to the Job satisfaction. A persons attitude toward his or her job may be positive or negative.
JOB ENLARGEMENT The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement.
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Output will increase if 1. Workers abilities are fully utilized 2. Worker has more control over the work 3. Workers interest in work and workplace is stimulated. Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do that is, add variety. When additional simple task are added to a job, the process is called horizontal job enlargement. This also presumably adds interest to the work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in each individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be more lines and fewer workers on each line. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to organize the work. Such changes permit more social contacts and greater control over the work process.
JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of job activities. One way to tackle work routine is to use the job rotation. When an activity is no longer challenging, the employee is rotated to another job, at the same level that has similar skill requirements. Many companies are seeking a solution to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The company also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency.
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CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend variety to his work. Further if workers are permitted to change their pace that would give them a sense of accomplishment.
SCHEDULED REST PERIODS
Extensive research on the impact of rest periods indicates that they may increase both morale and productivity. Scheduled rest periods bring many advantages: They counteract physical fatigue They provide variety and relieve monotony They are something to look forward to- getting a break gives a sense of achievement. They provide opportunities for social contacts.
35
OBJECTIVES OF STUDY
36
OBJECTIVE OF THE STUDY

To find that whether the employees are satisfied or not. To analyse the companys welfare facilities. To analyse the companys working environment. To check the Degree of satisfaction of employees. To find that they are satisfied with their job profile or not. To find that employees are working with their full capabilities or not.
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Research Methodology
38
RESEARCH METHODOLOGY
4.1 INTRODUCTION Research refers to a search for knowledge. It is a systematic method of collecting and recording the facts in the form of numerical data relevant to the formulated problem and arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process followed by the collection, recording, tabulation and analysis and drawing the conclusions. The problem formulation starts with defining the problem or number of problems in the functional area. To detect the functional area and locate the exact problem is most important part of any research as the whole research is based on the problem.
According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions: collecting, organizing and evaluating data: making deductions and reaching conclusions: and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research can be defined as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art In short, the search for knowledge through objective and systematic method of finding solution to a problem is research.
39
4.2 DRAFTING QUESTIONNAIRE The questionnaire is considered as the most important thing in a survey operation. Hence it should be carefully constructed. Structured questionnaire consist of only fixed alternative questions. Such type of questionnaire is inexpensive to analysis and easy to administer. All questions are closed ended.
4.3SAMPLING It was divided into following parts:
Sampling universe All the employees are the sampling universe for the research.
Sampling technique Judgmental sampling Sample was taken on judgmental basis. The advantage of sampling are that it is much less costly, quicker and analysis will become easier. Sample size taken was 100 employees. 4.4 RESEARCH OBJECTIVES The research has been undertaken with following objectives. To study the level of job satisfaction among the employees of SEVA Automotive Pvt. Ltd. if any. To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
40
4.5 DATA COLLECTION The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data. Primary Data: The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc. 4.6 RELEVANCE AND LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study, the study was restricted to B.E.O.L., Rewa only.
4.7 CHAPTERISATION 1. Introduction 2. Research methodology 3. Organizational profile 4. Data presentation, analysis and interpretation 5. Conclusions and suggestions
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COMPANY PROFILE
42
COMPANY PROFILE
After Pioneering the growth of the flexible packaging industry in India, Uflex has gained an unchallenged identity. Since its inception in the year 1983 it has turned into a multibillion company that values quality and customer satisfaction amongst other priorities. With consumers spread across the world, Uflex enjoys a global reach. Headquartered in Noida (National Capital Region, New Delhi) it has state of the art manufacturing facilities in India & Dubai. It has also established offices in UAE, Europe, North America and enjoys a formidable market presence in more than 85 countries. Uflex facility enjoys ISO 9001 and ISO 14001 certifications and has FDA and BGA approvals for their products. It is also a part of the D&B Global Database and winner of various prestigious national and international awards like the top exporter of BOPET and BOPP films, and the Worldstar award for packaging excellence. FPA, AIMCAL and the DUPONT Awards in 2004-2005 are the latest in this series. Being a multi faceted organization it has integrated its operations from manufacture of Polyester chips, Films (BOPET, BOPP and CPP - both in plain and metalized form), Coated Film, Laminates, Pouches, Holographic films Gravure cylinders, Inks and adhesives to all types of packaging & printing machines, offering total flexible packaging solution. Uflex has always been committed to the industry by providing technical know-how and being the trend-setter in the flexible packaging industry. Being on the edge of innovation, Uflex endeavors to be the first to come up with advanced products that cater to the changing demands of the packaging industry. As part of the Uflex Group, it has over twenty years of experience in polymer technology. Setting milestones of success and innovation, Uflex is widely known for manufacturing and supplying products, delivering apt services around the world.
43
CHAIRMAN VISION
Welcome to UFLEX - a world of complete flexible packaging solutions created with you at the centre. With you at the centre we conceptualized an enterprise that has taken us to strategic locations across the globe so that you find us closer in terms of ideas, markets, challenges, solutions and services. Today, we are available for you just around the corner, around the world. Putting you at the centre has also helped us evolve a corporate culture, flexible enough to respond to your demands and accommodate your needs. It has helped us to adapt our global industry insights to create solutions that keep your goals in focus. So across the world, you will find dealing with us as comfortable as with your local partner, yet backed with the formidable technological know-how of global players. Thinking of you has made us invest in the best inputs on the entire range of the flexible packaging spectrum. It also helps us offer the right mix of competencies from the entire range of possibilities on the flexible packaging spectrum, so that you get precisely what you need, whenever you need it. All this has added up to an edge that gives you access to not only the perfect product but also the complete process consultancy. This helps you derive the maximum mileage out of the products that we engineer for you. It's a distinction that can be brought to you only by the people who know every link of the flexible packaging chain inside out. So bring us a flexible packaging challenge and take back a relationship a relationship with an unparalleled competitive and innovative edge.
44
CHAIRMAN PROFILE
The founder Chairman and Managing Director of The UFlex Group, Mr. Ashok Chaturvedi, pioneered the growth of Flexible Packing industry in India. He is hailed as the leader of this fast growing segment of packaging business in India. Mr. Chaturvedi's progressive thinking made him conscious of the need to offer solutions for Flexible Packaging and this led to the inception of a company for manufacturing packaging materials. Exhibiting inspiring innovativeness and entrepreneurial skills, Mr. Chaturvedi applied the latest international technologies for tailoring and designing packing material which adapted to the needs of the customers, winning markets globally.Appreciating the customer's needs for quality, prompt delivery and service, he decided to integrate backwards in the manufacture of Polyester Film, BOPP and Co-extruded Films, Gravure Printing Cylinders, Inks, Adhesives, Pet Chips, etc. This ensured the excellent quality of raw materials and timely delivery to the customer. Mr. Ashok Chaturvedi is one of a distinguished creed of first generation entrepreneurs, who has, through vision and dedication carved a niche for himself in the domestic industrial environment and also sculpted a global reputation for himself and The UFLEX Group.This far-sightedness has placed Flex as a major company in the global markets. Its export destinations have expanded to more than 101 countries establishing a reputation synonymous with reliability
45
and excellent quality.Mr. Chaturvedi's achievements are by no means restricted to the industrial arena. The Flex Medical Centre, stands testimony to his concern for society. His commitment to enhancing the quality of facilities in the country is seen in the promotion of an advanced Modern Cricket Club, and the contributions towards the growth of institutions for management studies.
BOARD OF DIRECTORS
Shri Ashok Chaturvedi Shri Ravi Kathpalia Shri M.G. Gupta Shri A. Karati Shri N K Duggal Shri S.K. Kaushik - ICICI Nominee - IFCI Nominee - Chairman & Managing Director
- Whole-time Director
46
COMMITTEE OF DIRECTORS
MEMBERS OF :
Audit Committee: Shri Ravi Kathpalia Chairman 1. 2. Shri M.G. Gupta 3. Shri A. Karati
Remuneration Committee Shri M.G. Gupta - Chairman 1. 2. Shri Ravi Kathpalia 3. Shri A. Karati
Shareholders/Investors Grievance Committee Shri Ravi Kathpalia - Chairman 1. 2. Shri M.G. Gupta 3. Shri S.K. Kaushik
47
MILESTONES
Sept 1983 formation of UFLEX group of companies May 1984- formation of FLEX engineering limited Dec 1985- formation of FCL technologies and products limited June 1988 formation of UFLEX limited. FIL is the largest manufacture of polyester, polypropylene and metallised films in India Feb 1990- formation of FLEX foods ltd for mushroom plantation Nov 1994 launched the operation of first line for the production of BOPET films under production capacity : 20,000 TPA Jan 1996 launched the operation of second line for the production of BOPET films under production capacity : 20,000 TPA June 1996 - launched the operation of first line for the production of BOPP films under production capacity : 20,000 TPA Jan 1997 commercial production of polyethylene teraphthalate chips started June 2001 M/S. UFLEX America incorporated located in north Carolina, U.S.A., formed as a wholly owned subsidiary of M/S. UFLEX limited July 2002 first metallizer with a capacity of 6,000 TPA installed March 2003 cast polypropylene film line with capacity to produce 6000 TPA installed to produce CPP films Oct 2003 second metallizer with a capacity of 6000 MT/annum was installed Dec 2003 - launched the operation of second line for the production of BOPP films with a capacity of 15000 MT/annum
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April 2004 - launched the operation of third line for the production of BOPET films with a capacity of 20000 MT/annum July 2004 a third metallizer with a capacity of 6000 TPA was installed in Jabel Ali free zone, UAE March 2005 a state of art polyester line with a capacity of 20000 TPA was set up in Jabel Ali free Zone, UAE July 2005 - a fourth metallizer with a capacity of 6000 TPA was installed with plasma treatment facility Oct 2007 launched the operation of fifth line, 8.7 mts wide for the production of BOPET films with a capacity of 25000 MT/annum Oct 2007 launched the operation of 1.85 mts wide thermal lamination machine for the production of thermal lam BOPP film with a capacity of 3600 TPA Nov 2007 production of shrink sleeves a new concept in packaging (heat shrink and cold seal) started Dec 2007 new packaging and holography plant was started in Jammu July 2008 new WPP plant was started in Noida
49
GROUP COMPANIES
Subsidiaries
o
Flex Middle East FZE, UAE P.O BOX 17930, Jebel Ali Free Zone, Dubai, United Arab Emirates Flex Americas S.A. de C.V., Mexico Boulevard de los Rios 5680, Zona Puerto Industrial Altamira, Tamaulipas Mexico C.P. 89603
Flex P. Films (Egypt) S.A.E., Egypt Plot No. R2 in Engineering Square (e2), Plot No. 3 in North Extension of Industrial Zones, 6 October City Arab Republic of Egypt Flex Films Europa Sp. z o.o., Poland PO. Box 62 300 Wrzesnia ul, Kaliska 30 Poland Flex Films (USA) INC, USA Elizabethtown, 1221 North Black Branch Road Elizabethtown, KY 42701
Flex America Inc., USA 14300 Cornerstone Village Dr Suite # 121, Houston, TX 77014
Uflex Packaging Inc., USA Registered Office: 315, Lowell Avenue, Hamilton, NJ 08619 (USA)
50
o o o o
Marketing Office: 2460 Lemoine Avenue Suite #103 Fort Lee, NJ 07024
o
Uflex Europe Limited, U.K. 29 MARYLEBONE ROAD, London, London, London, NW1 5JX (UK) UPET Holdings Ltd., Mauritius Les Cascades, Edith Cavell Street, Port-Louis, Mauritius UPET (Singapore) Pte. Ltd., Singapore Registered Office: 10, Jalan Besar, #0-12 Sim Limi Tower, Singapore 208787 Principal Place of Business: No 27, Rufflex, #5-02A Clifford Centre, Singapore 048621 UTech Developers Limited Registered Office: 305, 3rd Floor, Bhanot Corner, Pamposh Enclave, Greater Kailash-I, New Delhi- 110 048 Corporate Office: A-107-108, Sector-4, Noida, U.P. AKC Developers Ltd. Registered Office: 305, 3rd Floor, Bhanot Corner, Pamposh Enclave, Greater Kailash-I, New Delhi- 110 048
51
Joint Ventures
QCELL Limited Kairaba Avenue, P.O.Box 3469, Serrekunda, The Gambia, West Africa
o
SD Buildwell Private Limited Registered Office: 305, 3rd Floor, Bhanot Corner, Pamposh Enclave, Greater Kailash-I, New Delhi- 110 048 Corporate Office: A-107-108, Sector-4, Noida, U.P.
Associates
Flex Foods Limited Lal Tappar Industrial Area P.O. resham Majri, Haridwar Road, Dehradun - 248140 Uttarakhand (INDIA)
52
AWARDS AND ACHIEVEMENT

Owing to the depth of commitment to its business associates as well as the quality of its services and products, the company has also been honoured with several awards. Some of these prestigious awards are as follows:
AIMCAL Award for Stand-up Slider Zipper Pouch with Hologram Dupont Award for Edible Oil Refill Pack (1996) Dupont Award for 2005, 2006 for Excellence in Packaging Engineering & Beverage Category Worldstar Award for Excellence in Packaging (1995) Best Paper Award at Recycle95 at Davos Global Forum (1995) Packaging Printing and Converting Award for Carry Bags for Tyres & Tubes (1997) Packaging Printing and Converting Award for CTC Leaf Tea and Holographic Semi-Stand-up back for Bearings(1997) Award for Excellent Performance in Export by Govt. of Uttar Pradesh (2003-04) Award for Second Best Exporter of Polyester Film by the Plastics Export Promotion Council (2002-03) Award for Top Exporter of BOPP Film by the Plastics Export Promotion Council (2002-03) Superbrands Awarded by the Superbrands Council Mr. Ashok Chaturvedi, UFlex Chairman was conferred with Outstanding Entrepreneurship Award at Asia Pacific Entrepreneurship Awards 2010 India Marketing award by the Association of International Metallizers, Coaters and Laminators (2011) for innovative, high graphic quality pouches
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PRODUCTION DIVISION
PRODUCTS
1. 2. 3. 4. 5. 6. BOPET FILMS BOPP FILMS CPP FILMS Flexible Laminates & Pouches Packaging & Converting Machines Holograms
54
DATA ANALYSIS AND INTERPRETATION
55
I have been passed up at least once for a promotion in the past few years.
0%
20%
50% 30%
Strongly Agree Neither Agree nor Disagree Strongly Disagree
Agree Disagree
This graph shows that 0% of employees are strongly agree about the point , 20% of employees are agree on the point, 30% are neither agree nor disagree,50% are disagree and rest 0% of employees are strongly disagree.
56
57
I spend parts of my day daydreaming about a better job.

0%
10% 15%
15%
60%
Agree Disagree
58
I find much of my job repetitive and boring.

10% 10% 5% 0%
75%
Agree Disagree
59
I am mentally and/or physically exhausted at the end of a day at work.

5% 0%
10%
85%
Agree Disagree
60
I feel that my job has little impact on the success of the company.
20%
0%
50% 30%
Agree Disagree
61
I have an increasingly bad attitude toward my job, boss, and employer

0%
20%
20%
60%
Agree Disagree
62
I am no longer given the resources I need to successfully do my job.

0%
10%
60%
30%
Agree Disagree
63
I am not being used to my full capabilities.

0% 40% 40%
20%
Agree Disagree
64
I have received no better than "fair" evaluations recently.

0% 40%
25%
35%
Agree Disagree
65
I feel as though my boss and employer have let me down.

0% 35%
10%
55%
Agree Disagree
66
I often feel overworked and overwhelmed.

0% 35% 45%
20%
Agree Disagree
This graph shows that 45% of employees are strongly agree about the point, 20% of employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.
67
I am frequently stressed out at work.
0%
20%
50% 15%
15%
Agree Disagree
68
I live for weekends and days away from the job.

0%
10%
60%
30%
Agree Disagree
69
I find myself negatively comparing my situation to my peers.

0%
20%
15%
25% 40%
Agree Disagree
70
I feel my bad days at work outweigh the good ones.

0% 45%
25%
30%
Agree Disagree
71
I often experience a sensation of time standing still when I am at work.

0%
20%
15%
30%
35%
Strongly Agree Strongly Disagree
Agree
Neither Agree nor Disagree Disagree
72
I have been told that I am becoming a more cynical person.

Strongly Agree 0% 35% 10% 25% Agree Neither Agree nor Disagree Disagree 30% Strongly Disagree
73
I feel as though my employer has broken promises about my future with the organization.
0% 40%
10% 25%
25%
Agree
74
I have lost sight of my career goals and aspirations.

0%
15%
15%
25% 45%
Agree Disagree
75
I no longer feel valued for my work.
10% 20%
25%
20%
25%
Agree
76
Findings
o Employees are not completely satisfied with their job although their salary is good enough. o Employees are not getting value to their work. o Most of employees think that they are nt on their actual path. o Most of the employees think that the organization havent fulfill their promises,what they do in beginning especially regarding Promotion. o There is negatively comparison between peers especially regarding targets. o They often feel overworked.
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SUGGESTION AND RECOMMENDATION
78
To increase the job satisfaction level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session.
Ideal employees should concentrate on their job. Educational qualification can be the factor of not an effective job.
Company should give promotion to those employees who deserves it.
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LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which I face in collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen which is a small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many consumers were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.
5. Small area for research: The area for study was Malanpur, which is quite a small area to judge job satisfaction level.
80
BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley Students Edition. Luthans Fred Organizational Behavior, McGraw Hill 7th Edition. Newstrom John W., Davis Keith, Organizational Behavior Human Resource At Work, 9th Edition, Tata McGraw Hill Edition. Pestonjee D. M. Motivation and Job Satisfaction, 1st Edition.
Macmillan India Limited. Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition.
Websites: www.hrcouncil.com www.workforce.com www.google.com
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ANNEXURE
82
QuestionnaireS for JOB SATISFACTION

NAME: . DESIGNATION: . COMPANY: . 1. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
2. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
3. I find much of my job repetitive and boring. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
83
4. I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
5. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
7. I am no longer given the resources I need to successfully do my job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
84
8. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
9. I have received no better than "fair" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
10. I feel as though my boss and employer have let me down. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
11. I often feel overworked and overwhelmed. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
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12. I am frequently stressed out at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
13. I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
14. I find myself negatively comparing my situation to my peers. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
15. I feel my bad days at work outweigh the good ones. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
86
16. I often experience a sensation of time standing still when I am at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
17. I have been told that I am becoming a more cynical person. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
18. I feel as though my employer has broken promises about my future with the organization. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
19. I have lost sight of my career goals and aspirations. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
87
20. I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree
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TABLE OF CONTENT

SUGGESTION AND RECOMMENDATION

LIMITATION OF STUDY BIBLIOGRAPHY ANNEXURES

88-88 89-89 90-97

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Features of HRM or characteristics or nature

Scope of HRM/functions of HRM

Challenges before the HR manager/before modern personnel management

DEFINITIONS OF JOB SATISFACTION

HISTORY OF JOB SATISFACTION

IMPORTANCE OF JOB SATISFACTION

IMPORTANCE TO WORKER AND ORGANIZATION

WORKERS ROLE IN JOB SATISFACTION

FACTORS OF JOB SATISFACTION

REASONS OF LOW JOB SATISFACTION

EFFECTS OF LOW JOB SATISFACTION

A low Rate of turn over and absences High

INFLUENCES ON JOB SATISFACTION

WHAT IS THE IMPACT OF JOB SATISFACTION?

MODELS OF JOB SATISFACTION

A MODEL OF FACET SATISFACTION

MODEL OF FACET OF JOB SATISFACTION

Perceived amount that should be received (a)

Level Difficulty Time span Amount of responsibility

Perceived job characteristics

Perceived outcome of referent others

Actual outcome received

Fig.no.2 Model of determinant of facet of job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

JOB CHARACTERISTICS MODEL

MODERN METHOD OF MEASURING JOB SATISFACTION

SCHEDULED REST PERIODS

OBJECTIVE OF THE STUDY

4.3SAMPLING It was divided into following parts:

AWARDS AND ACHIEVEMENT

DATA ANALYSIS AND INTERPRETATION

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I spend parts of my day daydreaming about a better job.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I find much of my job repetitive and boring.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I am mentally and/or physically exhausted at the end of a day at work.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I have an increasingly bad attitude toward my job, boss, and employer

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I am no longer given the resources I need to successfully do my job.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I am not being used to my full capabilities.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I have received no better than "fair" evaluations recently.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I feel as though my boss and employer have let me down.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I often feel overworked and overwhelmed.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I am frequently stressed out at work.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I live for weekends and days away from the job.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I find myself negatively comparing my situation to my peers.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

I feel my bad days at work outweigh the good ones.

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Job Satisfaction & Welfare Facilities

Job Satisfaction & Welfare Facilities