A Study on Job Satisfaction as a Correlate of HRD Climate

Executive Summary

Table of Contents
Chapter Number
Chapter 1
1.1
1.2
Chapter 2
2.1
2.2
2.3
2.4
2.5
2.5.1
2.5.2
2.5.3
2.5.4
2.5.5
2.5.6
Chapter 3
Chapter 4
Chapter 5
Chapter 6

Chapter Name
Introduction
About the Organization
About the topic
Research Methodology
Objectives of the study
Scope of the study
Rationale of the study
Hypothesis of the study
Research Methodology
Type of Research
Research Design
Sources of Data Collection
Sample Design and Sample Size
Tool of Primary Data Collection
Data Analysis
Findings and Analysis
Limitations of the study
Suggestions and

Page Number
8
9
10
23
24
24
24
24
25
25
25
25
26
26
26
27
56
58

Recommendations
Conclusion
Bibliography
Annexure

60
62

Executive Summary

The consequent changes in the organizational environment have forced organizations to

look for better avenues of performance improvement, resulting in a changed perspective
for Human Resource Development (HRD) activities in organizations. The emphasis now
is more on an overall development, which means a more integrated approach towards
HRD is needed. This has led to the introduction of organized activities designed to foster
increased knowledge, skills, competencies and better behaviours. It is said that the factors
of satisfaction are real contributors in the motivation of employees and, in turn, may
contribute in reducing employee turnover. In this context, HRD aims at developing the
motivation of the employees to the best extent possible, to make them contribute to the
organizational goals. Since job satisfaction is a correlate of the organizational climate, a
healthy climate is required for utilising and enhancing the employees competencies and
skills. The present study is an attempt to explore the HRD climate level HDFC Bank at
Rohini Branches in New Delhi.
This report shows that Job Satisfaction is an important correlate of HRD Climate. The
employees exhibit high degree of job satisfaction when the HRD Climate is favourable
for them. It discusses the view-points of employees regarding their job satisfaction at
work. It tries to identify the concerns of the employees regarding their satisfaction level at
work. It aims to suggest the management about the possible positive changes that can be
introduced in the organization in order to take the job satisfaction level to a greater extent
with reference to the HRD Climate.
The importance of Job Satisfaction cannot be denied by any organization as it is essential
for its effective and smooth functioning. This study aims to understand the intensity of
job satisfaction as a correlate of HRD Climate in the organization. Different levels and
different departments have been taken under consideration. The impact of various
practices has been tried to analyzed and thereafter, few recommendations have been
provided in this regard. Efforts have been made to closely observe the practice, benefits,
disadvantages and suggestions in terms of job satisfaction.
In the present study, the survey was conducted on the employees of two branches of
HDFC Bank( Rohini, North-West Delhi). The sample size was 50, which consisted of
employees at different levels of hierarchy. The sampling technique used was Convenience
Sampling. The statistical tool was Correlation Method. The data has been represented in
the form of percentages and pie-charts.
The study was conducted with an objective of understanding the relationship between
HRD Climate in an organization and the job satisfaction that its employees derive from it.
It has been tried to study that job satisfaction is a correlate of HRD Climate in an
organization.
It has been found that Job Satisfaction is a correlate of HRD Climate in the HDFC Bank,
where most of the employees find the HRD Climate of the organization favourable, as a
result of which majority of the employees exhibit a great amount of job satisfaction.
However, the employees at the bank were not very satisfied with their compensation and
risk- taking attitude of the organization.
It has been suggested that the organization, in order to increase the job satisfaction of its
employees to the highest level, should provide support and promote innovation facilities
2

in the organization. Training and Development programs should be conducted in the

organization at regular basis.
The organization has exhibited positive results in terms of job-satisfaction as a whole,
which in turn proves that since the HRD Climate in the organization is favourable, the
satisfaction of employees at work shows positive outcomes.

Chapter I - Introduction

Introduction

1.1About the organization

HDFC Bank Limited is an Indian financial services company based in Mumbai,
Maharashtra. It was incorporated in 1994. HDFC Bank is the fifth largest bank in India
by assets. It is the largest bank in India by market capitalization as of 24 February 2014.
As on Jan 2 2014, the market cap value of HDFC was around USD 26.88B, as compared
to Credit Suisse Group with USD 47.63B. The bank was promoted by the Housing
Development Finance Corporation, a premier housing finance company (set up in 1977)
of India.
As of 31 March 2013, the bank had assets of INR 4.08 trillion. For the fiscal year 201213, the bank has reported net profit of INR 69 billion, up 31% from the previous fiscal
year.[2] Its customer base stood at 28.7 million customers on 31 March 2013.
History
HDFC Bank Limited was incorporated in August 1994. It was promoted
by Housing Development Finance Corporation Limited (HDFC), India's
largest housing finance company. It was among the first companies to
receive an 'in principle' approval from the Reserve Bank of India
(RBI) to set up a bank in the private sector. The Bank started
operations as a scheduled commercial bank in January 1995 under the
RBI's liberalization policies.
On 26 February 2000, Times Bank Limited owned by The Times
Group (Bennett, Coleman & Co.) was merged with HDFC Bank Ltd. This
was the first merger of two private banks in India. Shareholders of
Times Bank received 1 share of HDFC Bank for every 5.75 shares of
Times Bank
On 23 May 2008, HDFC Bank acquired Centurion Bank of Punjab taking
its total branches to more than 1,000. The amalgamated bank
emerged with a base of about Rs. 1,22,000 crore and net advances of
about Rs. 89,000 crore. The balance sheet size of the combined entity
is more than Rs. 163,000 crore.
Services:
Wholesale banking services and Retail Banking services
HDFC Bank provides a range of commercial and transactional banking
services, including working capital finance, trade services,
transactional services, cash management, etc. to large, small and mid-

sized corporates and agriculture-based businesses in India. The bank is

also a leading provider of these services to its corporate customers,
mutual
funds,
stock
exchange
members
and
banks.
Retail Banking Service: HDFC Bank was the first bank in India to launch
an International Debit Card in association with VISA (Visa Electron). The
bank also issues theMasterCard Maestro debit card. The Bank launched
its credit card business in late 2001. By the end of June 2013, it had a
credit card base of 5.94 million. By March 2012, the bank had a total
card base (debit and credit cards) of over 19.7 million. The Bank is also
one of the leading players in the "merchant acquiring" business with
over 240,000 point-of-sale (POS) terminals for debit / credit cards
acceptance at merchant establishments. The Bank is positioned in
various net based B2C opportunities including a wide range of Internet
banking services for Fixed Deposits, Loans, Bill Payments, etc.
Treasury
The bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and
Equities. These services are provided through the bank's Treasury
team. To comply with statutory reserve requirements, the bank is
required to hold 25% of its deposits in government securities. The
Treasury business is responsible for managing the returns and market
risk on this investment portfolio.
Operations
As of 30 September 2013, HDFC Bank has 3,251 branches and 11,177
ATMs, in 2,022 cities in India, and all branches of the bank are linked on
an online real-time basis. The Bank has overseas branch operations
in Bahrain and Hong Kong. HDFC Bank has two subsidiaries:
HDB Financial Services Limited (HDBFS): HDBFS is engaged in retail
asset financing. It is a non-deposit taking non-bank finance company
(NBFC). Apart from lending to individuals, the company grants loans to
micro, small and medium business enterprises. It also runs call centers
for collection services to the HDFC Banks retail loan products. HDFC
Bank holds 97.4% shares in HDBFS. As of March 31, 2013, HDBFS has
230 branches in 184 cities. During the FY 2012-13, HDBFS had turnover
of INR 9.6 billion and profit after tax of INR 1 billion. It has 6,404
employees as of 31 March 2013.

HDFC Securities Limited (HSL): HSL is engaged in stock broking. As of

March 31, 2013, HDBFS has 194 branches across 150 cities. HDFC
Bank has 62.1% shareholding in HSL. During the FY 2012-13, HSL had
turnover of INR 2.3 billion and profit after tax of INR 668 million. During
the year, the Company received the Best e-Brokerage Award - 2012
in the Outlook Money Awards in the runner up category.

1.2 About the topic

Human Resource is undoubtedly the most challenging and dynamic
capital in an organization. Human Resource is the contributor to the
intellectual capital, social capital and emotional capital of an
organization; there by being the most important instrument behind
every success or failure. In an age of bottleneck competition, where the
customer has many choices to make from available products and
services, it is imperative to develop a competent and retainable
manpower base. It becomes further indisputable, in an era where
knowledge, information and competencies change fast and becomes
obsolete at a faster rate. Therefore, human resource development is an
indispensable responsibility of the management. Human Resource
development in an organizational context, is a process by which the
employees of an organization are helped in a continuous planned way
to : a)acquire or sharpen capabilities required to perform various
functions associated with their present or future roles;(b) develop their
general capabilities as individuals and discover and exploit their own
inner potentials for their own and/or organizational development
processes; and (c) develop an organizational culture in which
supervisor-subordinate relationships, team work and collaboration
among sub units are strong and contribute towards professional wellbeing ,motivation and pride of employees(T.V.Rao,1985).It is logical to
assume that the relationship between the HRD, social capital and
emotional capital and organizational productivity is highly integrated
(K.Brooks and F.M.Nafukho,2006). Organizational Climate refers to the
"perceptions that organizations members share regarding the
fundamental elements of their organizations" (West et al., 1998).A
developmental climate is necessary for effective HRD initiatives and
implementation of HRD strategies. An organization that has a better
HRD climate and processes is likely to be more effective that an
organization which does not have.(T.V.Rao, 1992).HRD Climate
constitutes of General Climate, HRD Mechanisms and OCTAPAC Culture.
General climate highlights the extent to which the management of an
7

organization has sincere intention, determined will and takes

supportive actions for developing its manpower. HRD Mechanism
constitutes subsystems like performance management, training and
development, potential appraisal, career planning and development,
reward management, quality of work life, self renewal mechanisms etc.
The OCTAPAC culture underlines an organizational culture having
elements like open and frank communication system, an environment
of trust, opportunities to take decision and be innovative, a proactive
attitude towards development by the employees and line mangers, an
authentic approach towards developmental issues, and positive
attitude for settling matters of dispute and grievances forthrightly with
positive interaction. Research studies have shown that a conducive
HRD Climate effects performance of the organization positively and
enhances organizational commitment as well as job involvement and
performance.HRD Climate affects individual performance in three ways
a) by defining the stimuli that confronts the individual, b)by placing
constraints on the individuals freedom of choice and c) by providing
source of reward and punishment (B.Pattnayak, 1998).A congenial HRD
Climate helps to boost employee morale and creates motivated and
competent employees who are propelled by Organizational
commitment and sensitivity towards organizational needs. The role of
the HR department becomes pivotal in designing, developing and
implementing effective policies, strategies and procedures of HRD
mechanisms which help in creating positive perceptions in employees,
thereby enhancing organizational commitment. Studies have positively
linked ten dimensions of HRD climate, such as participation, succession
planning, counselling , appraisal, training, organizational development,
human resource information system, career planning, reward and
welfare, job enrichment towards enhancing organizational commitment
(Purang,2008).The various elements of a HRD Climate if exist to a good
extent in an organization would definitely help in augmenting job
satisfaction of employees(Solkhe and Choudhary,2011).It assists in
creating a cordial and healthy relationship between various dyads,
teams and inter-teams, supported by transparent communication.
Research studies have proved that there exists a statistical corelationship between specific elements in the organizational climate
and four performance measures such as profitability, productivity,
customer
loyalty
and
employee
retention
(B.Pattnayak,2003).Organizational climate has been found to be a
determiner of an organizations ability to sustain high performance. It
provides levers to form an integrated people's strategy that shifts
performance and the necessary tools that enable employees to do
their jobs properly (Gonzalez, 1999). Studies linking climate and
8

performance (Denison 1990; West et al., 1998; Burke and Litwin, 1992
and Kangis and Williams, 2000) claim that when employees perceive
greater involvement in decision-making, information sharing and
management support as favourable, it results in greater corporate
effectiveness. Well motivated and committed work force, possessing
high level of competency and experiencing optimum level of job
satisfaction, having a fulfilling relationship with supervisors and
subordinates, driven by organizational commitment could possibly
perform their jobs better and deliver proper standardized service to the
internal and external customers effectively and efficiently with
minimization of errors and enhanced productivity.
Job satisfaction is how content an individual is with his or her job, in
other words whether or not they like the job or individual aspects or
facets of jobs, such as nature of work or supervision. Scholars have
noted that job satisfaction measures vary in the extent to which they
measure feelings about the job affective job satisfaction or cognitions
about the job cognitive job satisfaction.
Definition
Job satisfaction is an attitude that is simply how content an individual is
with his or her job; whether he or she likes the job or not. It is assessed
at both the global level (whether or not the individual is satisfied with
the job overall), or at the facet level (whether or not the individual is
satisfied with different aspects of the job).Spector lists 14 common
facets: Appreciation, Communication, Co-workers, Fringe benefits, Job
conditions, Nature of the work, Organization, Personal growth, Policies
and procedures, Promotion opportunities, Recognition, Security, and
Supervision). Job satisfaction scales vary in the extent to which they
assess the affective feelings about the job or the cognitive assessment
of the job. Affective job satisfaction is a subjective construct
representing an emotional feeling individuals have about their job.
Hence, affective job satisfaction for individuals reflects the degree of
pleasure or happiness their job in general induces. Cognitive job
satisfaction is a more objective and logical evaluation of various facets
of a job. Cognitive job satisfaction can be uni-dimensional if it
comprises evaluation of just one facet of a job, such as pay or
maternity leave, or multidimensional if two or more facets of a job are
simultaneously evaluated. Cognitive job satisfaction does not assess
the degree of pleasure or happiness that arises from specific job facets,
but rather gauges the extent to which those job facets are judged by
the job holder to be satisfactory in comparison with objectives they
9

themselves set or with other jobs. While cognitive job satisfaction

might help to bring about affective job satisfaction, the two constructs
are distinct, not necessarily directly related, and have different
antecedents and consequences.
Job satisfaction can also be seen within the broader context of the
range of issues which affect an individual's experience of work, or
their quality of working life. Job satisfaction can be understood in terms
of its relationships with other key factors, such as general well-being,
stress at work, control at work, home-work interface, and working
conditions.
History
The assessment of job satisfaction through employee anonymous
surveys became commonplace in the 1930s. Although prior to that
time there was the beginning of interest in employee attitudes, there
were only a handful of studies published. Latham and Budworth note
that Uhrbrock in 1934 was one of the first psychologists to use the
newly developed attitude measurement techniques to assess factory
worker attitudes. They also note that in 1935 Hoppock conducted a
study that focused explicitly on job satisfaction that is affected by both
the nature of the job and relationships with coworkers and supervisors.
Models
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

10

theory also states that too much of a particular facet will produce
stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional approach
The dispositional approach suggests that individuals vary in their
tendency to be satisfied with their jobs, in other words, job satisfaction
is to some extent an individual trait. 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 raised apart have similar levels of job
satisfaction.
A significant model that narrowed the scope of the dispositional
approach was the Core Self-evaluations Model, proposed by Timothy A.
Judge, Edwin A. Locke, and Cathy C. Durham in 1997.Judge et al.
argued that there are four Core Self-evaluations that determine ones
disposition
towards
job
satisfaction: self-esteem,
general selfefficacy, 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 ones own competence) lead to
higher work satisfaction. Possessing 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.
Equity Theory
Equity Theory shows how a person views fairness in regard to social
relationships such as with an employer. A person identifies the amount
of input (things gained) from a relationship compared to the output
(things given) to produce an input/output ratio. They then compare this
ratio to the ratio of other people in deciding whether or not they have
an equitable relationship. Equity Theory suggests that if an individual
thinks there is an inequality between two social groups or individuals,
the person is likely to be distressed because the ratio between the
input and the output are not equal. For example, consider two
employees who work the same job and receive the same pay and
benefits. If one individual gets a pay raise for doing the same work
than the other, then the less benefited individual will become
distressed in his workplace. If, on the other hand, one individual gets a
pay raise and new responsibilities, then the feeling of equity will be
maintained. Other psychologists have extended the equity theory,

11

suggesting three behavioral response patterns to situations of

perceived equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil &
Mone 1998). These three types are benevolent, equity sensitive, and
entitled. The level by each type affects motivation, job satisfaction, and
job performance.
Benevolent-Satisfied when they are under-rewarded compared with coworker.
Equity sensitive-Believe everyone should be fairly rewarded
Entitled-People believe that everything they receive is their just due
Discrepancy Theory
The concept of discrepancy theory explains the ultimate source of
anxiety and dejection. An individual, who has not fulfilled his
responsibility feels the sense of anxiety and regret for not performing
well, they will also feel dejection due to not being able to achieve their
hopes and aspirations. According to this theory, all individuals will learn
what their obligations and responsibilities for a particular function, over
a time period, and if they fail to fulfil those obligations then they are
punished. Over time, these duties and obligations consolidate to form
an abstracted set of principles, designated as a self-guide. Agitation
and anxiety are the main responses when an individual fails to achieve
the obligation or responsibility. This theory also explains that if
achievement of the obligations is obtained then the reward can be
praise, approval, or love. These achievements and aspirations also
form an abstracted set of principles, referred to as the ideal self guide.
When the individual fails to obtain these rewards, they begin to have
feelings of dejection, disappointment, or even depression.
Two-factor theory (motivator-hygiene theory)
Frederick Herzbergs two-factor theory (also known as motivatorhygiene 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 employees 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 organizational goals
(Hoskinson, Porter, & Wrench, p. 133). 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,
12

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.
While Herzberg's model has stimulated much research, researchers
have been unable to reliably empirically prove the model, with
Hackman & Oldham suggesting that Herzberg's original formulation of
the model may have been a methodological artefact. Furthermore, the
theory does not consider individual differences, conversely predicting
all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticised in
that it does not specify how motivating/hygiene factors are to be
measured.
Job characteristics model
Job characteristic theory
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, and performance). 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. Not everyone is equally affected by the MPS of a job. People who are high in
growth need strength (the desire for autonomy, challenge and development of new sills on
the job) are particularly affected by job characteristics. A meta-analysis of studies that
assess the framework of the model provides some support for the validity of the JCM.
Influencing factors
Environmental factors
Communication overload and underload : One of the most important aspects of an
individuals work in a modern organization concerns the management of communication
demands that he or she encounters on the job. Demands can be characterized as a
communication load, which refers to the rate and complexity of communication inputs
an individual must process in a particular time frame.Individuals in an organization can
experience communication over-load and communication under- load which can affect
their level of job satisfaction. Communication overload can occur when an individual
receives too many messages in a short period of time which can result in unprocessed
information or when an individual faces more complex messages that are more difficult
to process. Due to this process, given an individuals style of work and motivation to
complete a task, when more inputs exist than outputs, the individual perceives a condition
of overload which can be positively or negatively related to job satisfaction. In
13

comparison, communication under load can occur when messages or inputs are sent
below the individuals ability to process them.According to the ideas of communication
over-load and under-load, if an individual does not receive enough input on the job or is
unsuccessful in processing these inputs, the individual is more likely to become
dissatisfied, aggravated, and unhappy with their work which leads to a low level of job
satisfaction.
Superior-subordinate communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisor's behavior can positively
or negatively influence job satisfaction. Communication behavior such as facial
expression, eye contact, vocal expression, and body movement is crucial to the superiorsubordinate relationship (Teven, p. 156). Nonverbal messages play a central role in
interpersonal interactions with respect to impression formation, deception, attraction,
social influence, and emotional. Nonverbal immediacy from the supervisor helps to
increase interpersonal involvement with their subordinates impacting job satisfaction. The
manner in which supervisors communicate with their subordinates non-verbally may be
more important than the verbal content (Teven, p. 156). Individuals who dislike and think
negatively about their supervisor are less willing to communicate or have motivation to
work whereas individuals who like and think positively of their supervisor are more
likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication lines is
more likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will
naturally receive negative feedback and create low job satisfaction in their subordinates in
the workplace.
Strategic employee recognition
A Watson Wyatt Worldwide study identified a positive outcome between a collegial and
flexible work environment and an increase in shareholder value which suggests that
employee satisfaction is directly related to financial gain. Over 40 percent of the
companies listed in the top 100 of Fortune magazines , Americas Best Companies to
Work For also appear on the Fortune 500. It is possible that successful workers enjoy
working at successful companies, however, the Watson Wyatt Worldwide Human Capital
Index study claims that effective human resources practices, such as employee
recognition programs, lead to positive financial outcomes more often than positive
financial outcomes lead to good practices.
Employee recognition is not only about gifts and points. It's about changing the corporate
culture in order to meet goals and initiatives and most importantly to connect employees
to the company's core values and beliefs. Strategic employee recognition is seen as the
most important program not only to improve employee retention and motivation but also
to positively influence the financial situation. The difference between the traditional
approach (gifts and points) and strategic recognition is the ability to serve as a serious
business influencer that can advance a companys strategic objectives in a measurable
way. "The vast majority of companies want to be innovative, coming up with new
products, business models and better ways of doing things. However, innovation is not so
easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully
manage an organization so that, over time, innovations will emerge.
14

Individual factors
Emotions : Mood and emotions at work are related to job satisfaction. Moods tend to be
longer lasting but often weaker states of uncertain origin, while emotions are often more
intense, short-lived and have a clear object or cause. Some research suggests moods are
related to overall job satisfaction. Positive and negative emotions were also found to be
significantly related to overall job satisfaction. Frequency of experiencing net positive
emotion will be a better predictor of overall job satisfaction than will intensity of positive
emotion when it is experienced. Emotion work (or emotion management) refers to various
types of efforts to manage emotional states and displays. Emotion management includes
all of the conscious and unconscious efforts to increase, maintain, or decrease one or
more components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers in a
variety of occupations suggest that the consequences of emotional work are not uniformly
negative. It was found that suppression of unpleasant emotions decreases job satisfaction
and the amplification of pleasant emotions increases job satisfaction.
The understanding of how emotion regulation relates to job satisfaction concerns two
models:
Emotional dissonance :Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions, that often follows the process
of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
Social -interaction model :Taking the social interaction perspective, workers emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of
favourable responses to displays of pleasant emotions might positively affect job
satisfaction.
Genetics:It has been well documented that genetics influence a variety of individual
differences. Some research suggests genetics also play a role in the intrinsic, direct
experiences of job satisfaction like challenge or achievement (as opposed to extrinsic,
environmental factors like working conditions). One experiment used sets of
monozygotic twins, reared apart, to test for the existence of genetic influence on job
satisfaction. While the results indicate the majority of the variance in job satisfaction was
due to environmental factors (70%), genetic influence is still a minor factor. Genetic
heritability was also suggested for several of the job characteristics measured in the
experiment, such as complexity level, motor skill requirements, and physical demands.
Personality: Some research suggests an association between personality and job
satisfaction.
Specifically, this
research
describes
the
role
of negative
affectivity and positive affectivity. Negative affectivity is related strongly to the
personality trait of neuroticism. Individuals high in negative affectivity are more prone to
experience less job satisfaction. Positive affectivity is related strongly to the personality
trait of extraversion. Those high in positive affectivity are more prone to be satisfied in
most dimensions of their life, including their job. Differences in affectivity likely impact
how individuals will perceive objective job circumstances like pay and working
conditions, thus affecting their satisfaction in that job. There are two personality factors
related to job satisfaction, alienation and locus of control. Employees who have an
15

internal locus of control and feel less alienated are more likely to experience job
satisfaction, job involvement and organizational commitment. A meta-analysis of 187
studies of job satisfaction concluded that high satisfaction was positively associated with
internal locus of control. The study also showed characteristics like
high machiavellianism, narcissism, trait anger, Type A dimensions of achievement
striving and impatience/irritability, are also related to job satisfaction.
Psychological well-being
Psychological well-being (PWB) is defined as the overall effectiveness of an
individuals psychological functioning as related to primary facets of ones life: work,
family, community, etc. There are three defining characteristics of PWB. First, it is
a phenomenological event, meaning that people are happy when they subjectively believe
themselves to be so. Second, well-being involves some emotional conditions. Particularly,
psychologically well people are more prone to experience positive emotions and less
prone to experience negative emotions. Third, well-being refers to one's life as a whole. It
is a global evaluation.PWB is primarily measured using the eight-item Index of
Psychological Well-Being developed by Berkman (IPWB). IPWB asks respondents to
reply to a series a questions on how often they felt pleased about accomplishing
something, bored, depressed or unhappy, etc.
PWB in the workplace plays an important role in determining job satisfaction and has
attracted much research attention in recent years. These studies have focused on the
effects of PWB on job satisfaction as well as job performance. One study noted that
because job satisfaction is specific to ones job, the research that examined job
satisfaction had not taken into account aspects of ones life external to the job. Prior
studies had focused only on the work environment as the main determinant of job
satisfaction. Ultimately, to better understand job satisfaction (and its close relative, job
performance), it is important to take into account an individuals PWB. Research
published in 2000 showed a significant correlation between PWB and job satisfaction (r =
.35, p < .01). A follow-up study by the same authors in 2007 revealed similar results (r = .
30, p < .01) In addition, these studies show that PWB is a better predictor of job
performance than job satisfaction alone.
Measurement
The majority of job satisfaction measures are self-reports and based on multi-item scales.
Several measures have been developed over the years, although they vary in terms of how
carefully and distinctively they are conceptualized with respect to affective or cognitive
job satisfaction. They also vary in terms of the extent and rigour of their psychometric
validation.
The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as
opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs
from other job satisfaction measures in being comprehensively validated not just for
internal consistency reliability, temporal stability, convergent and criterion-related
validities, but also for cross-population invariance by nationality, job level, and job type.
The reported internal consistency reliabilities range between .81 and .87.
The Job Descriptive Index (JDI),is a specifically cognitive job satisfaction measure. It
measures ones satisfaction in five facets: pay, promotions and promotion opportunities,
16

co-workers, supervision, and the work itself. The scale is simple, participants answer
either yes, no, or cant decide (indicated by ?) in response to whether given statements
accurately describe ones job.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job
satisfaction in 20 facets and has a long form with 100 questions (five items from each
facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job
satisfaction, one of the first scales used widely, measured overall job satisfaction with just
one item which participants respond to by choosing a face.
Relationships and practical implications:Job satisfaction can be indicative of work
behaviors such as organizational citizenship, and withdrawal behaviors such
as absenteeism, and turnover. Further, job satisfaction can partially mediate the
relationship of personality variables and deviant work behaviors.
One common research finding is that job satisfaction is correlated with life satisfaction.
This correlation is reciprocal, meaning people who are satisfied with life tend to be
satisfied with their job and people who are satisfied with their job tend to be satisfied with
life. However, some research has found that job satisfaction is not significantly related to
life satisfaction when other variables such as non-work satisfaction and core selfevaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to
researchers and businesses, as the idea that satisfaction and job performance are directly
related to one another is often cited in the media and in some non-academic management
literature. A recent meta-analysis found surprisingly low correlations between job
satisfaction and performance. Further, the meta-analysis found that the relationship
between satisfaction and performance can be moderated by job complexity, such that for
high-complexity jobs the correlation between satisfaction and performance is higher than
for jobs of low to moderate complexity. Additionally, one longitudinal study indicated
that among work attitudes, job satisfaction is a strong predictor of absenteeism,
suggesting that increasing job satisfaction and organizational commitment are potentially
good strategies for reducing absenteeism and turnover intentions. Recent research has
also shown that intention to quit alone can have negative effects on performance,
organizational deviance, and organizational citizenship behaviours. In short, the
relationship of satisfaction to productivity is not as straightforward as often assumed and
can be influenced by a number of different work-related constructs, and the notion that "a
happy worker is a productive worker" should not be the foundation of organizational
decision-making. For example, employee personality may even be more important than
job satisfaction in regards to performance.
Absenteeism
Absenteeism :Numerous studies have been done to show the correlation of job
satisfaction and absenteeism. For example, Goldberg and Waldman looked at absenteeism
in two dimensions as total time lost (number of missed days) and the frequency of time
lost. Self-reported data and records-based data were collected and compared. Following
absenteeism measures were evaluated according to absenteeism predictors.
17

Self-report time lost

Self- reported frequency
Records- based time lost
Only three categories of predictors had a significant relationship ratio and were taken in
account further .
Health
Wages
Position level
This research results revealed that absenteeism cannot be predicted by job satisfaction,
although other studies have found significant relationship.
Human Resource Development is a continuous process that helps an organization to
develop competent, dynamic and growth oriented people. But the competence and
dynamism can be created when the organization has a developmental climate. HRD is
developed through HRD mechanism which enables HRD Climate development. A good
developmental climate results organizational effectiveness and ultimate growth of the
organization.

HRD Mechanisms/ Subsystems

HRD Climate
Variables
HRD Outcome & Effectiveness
Variables
Figure: Linkages in HRD Mechanisms, HRD Climate and HRD outcomes

HRD Mechanisms/ Sub-Systems

In order to develop the capabilities of each employee in the organization and
collaboration among the different units of the organization, HRD sub-systems or
mechanisms are applied in every organization.

18

Figure : HRD Mechanisms/ Sub-systems

Some of the HRD mechanisms including performance appraisal, potential development,

feedback and counseling, training and communication, O.D., Human Resource
Information System etc. are practiced in organizations.
HRD Climate Development Variables
The HRD mechanisms facilitate in the development of HRD climate in the organization.

Figure :HRD Climate Variables

Rao has highlighted the development of OCTAPAC culture in the organization through
the practice of HRD mechanisms. OCTAPAC culture means a culture being developed in
19

the organization where there is an atmosphere of openness, confrontation, trust,

autonomy, pro-activity, authenticity and collaboration.
The figure shows that HRD facilitates free expression of ideas, team building, freedom to
act independently, initiative taking and problem-solving. They help in achieving the goals
of the organization.
HRD Outcomes Variables
The existence of good HRD climate in an organization surely results in the growth of the
organization in terms of Higher Productivity, Lesser Cost, more profit and better image.
Besides it helps in developing more competent people, increasing job satisfaction, team
work and respect for each other. It also helps in better utilization of Human Resources
and better organizational health. Various HRD outcome variables in the organization have
been shown in Figure-4.
The framework indicates that organizational effectiveness to a great extent are affected by
competent, committed, satisfied and dynamic people as they are likely to do better as
compared to other organizations which do not have such people. Similarly an
organization that has better HRD climate and processes is likely to be more effective than
any other organization which doesnt have them. These HRD climate variables are
generated largely by the use of HRD mechanisms or sub-systems by the organization.

Figure : HRD Outcome Variables

20

Chapter-II. Research Methodology

21

Research Methodology
2.1 Objectives of the study
The study seeks the following objectives:
To identify the degree of relationship between Job Satisfaction and HRD climate
in the organization.
To study the level of Job satisfaction among employees of the organization..
To suggest possible ways to increase employees job satisfaction.

2.2 Scope of the study

The feedback survey on the Job Satisfaction as a correlate of HRD Climate has
been conducted in the various branches of HDFC Bank in the Nort-West Delhi
region( Sector 11 and Sector 9 of Rohini) The different levels of the organization
have been attempted to cover in the study.

2.3 Rationale of the study

Job Satisfaction is an imperative part of every organization. Every organization
aims to derive maximum job-satisfaction and benefits for its employees. This
study has been designed in a way that it helps to understand the view-points of
employees regarding the satisfaction that they achieve from their jobs and in
what areas the management can incorporate positive changes. The study can be

22

of great use to the management as it would help in the understanding of the

views of employees towards the various practices in the organization.

2.4 Hypotheses of the study

H0 = HRD Climate has no effect on Job Satisfaction
H1= HRD Climate is positively related to Job Satisfaction

2.5 Methodology
2.5.1 Type of Research
As the name suggests, Quantitative Research is based on the measurement of
quantity or amount. It is applicable to a phenomenon that can be expressed in
terms of quantity. Quantitative research refers to the systematic empirical
investigation of social phenomena via statistical, mathematical or numerical data
or computational techniques. The objective of quantitative research is to develop
and employ mathematical models, theories and/or hypotheses pertaining to
phenomena. The process of measurement is central to quantitative research
because
it
provides
the
fundamental
connection
between empirical observation and mathematical expression of quantitative
relationships. Qualitative research on the other hand, is concerned with
qualitative phenomenon, i.e., phenomenon relating to or involving quality or kind.
Qualitative research is a method of inquiry employed in many different academic
disciplines, traditionally in the social sciences, but also inmarket research and
further contexts. Qualitative researchers aim to gather an in-depth understanding
of human behavior and the reasons that govern such behavior. The qualitative
method
investigates
the why and how of decision
making,
not
just what, where, when. Hence, smaller but focused samples are more often used
than large samples.
The nature of research in this case is Quantitative Research.

2.5.2 Research Design

The Research Design is Analytical. as it is undertaken to primarily study the
degree of job satisfaction within the organization amongst the employees and their
view-points regarding the same. The data was quantified and analyzed in the form
of percentage and pie charts . The quantitative technique used is Correlation.

2.5.3 Sources of Data Collection

23

For any statistical inquiry the collection of data is done through two sources :Primary Sources and Secondary Sources
Primary Sources: Primary data are those which are collected for the first time.
Primary sources consist of questionnaires, interviews, schedules, observation etc.
Primary data for the study has been collected through questionnaire.
Secondary Sources: Secondary data are those which are obtained from external
and third party sources. These consist of organizations documents and reports or
the internet. The secondary source used in the study is the internet and the various
journals and books pertaining to the subject.

2.5.4 Sample Design and Sample Size

The sample size taken was 50 and the technique used was Convenience
Sampling, a Non Probability Sampling technique. The questionnaires were
distributed personally to the employees at different levels in various departments
of the organization.

2.5.5 Tool of Primary Data Collection

The primary tool of data collection is questionnaire. There are 15 questions in the
questionnaire covering different aspects of the Job Satisfaction and 12 questions
relating to the HRD Climate in the organization. They include multiple choice
questions where the answers have been designed in the Likert Scale using a 5
point scale. The respondents are required to select one option for every question.
2.5.6 Data Analysis
Correlation Method has been used to study the results. Correlation is a statistical
measure that indicates the extent to which two or more variables fluctuate
together. A positive correlation indicates the extent to which those variables
increase or decrease in parallel; a negative correlation indicates the extent to
which one variable increases as the other decreases.
A simple statistical data tool, the percentage analysis method is used in the
interpretation of data results. The data results are illustrated with the help of pie
charts. Further analysis is done on the basis of theoretical interpretations and
deductions of the results exhibited by the survey.

24

Chapter III. Findings and Analysis

25

Pie Chart Illustrations

Interpretation of the Questionnaire regarding Job Satisfaction

Question 1) The goals and objectives of the organization are well known to me.

Likert Scale

No.of respondents

Percentage

Strongly Agree

14

Agree

23

46

Neutral

15

30

Disagree

Strongly Disagree

26

Analysis: The majority of the respondents agree that the goals and objectives of the
organization are clear to them while some are unsure about the same. Only a few
employees think that the goals are not clear to them.

Question 2) The expectations from my job are well- communicated to me.

Likert Scale

No.of respondents

Percentage

Strongly Agree

12

Agree

25

50

Neutral

10

20

Disagree

Strongly Disagree

10

27

Analysis: More than majority of the employees believe that they are well aware of their
expectations in the organization. Very few are neutral about it and the rest disagree to it.

Question 3) My job is important for the organization and it makes a positive

contribution to the organization.

Likert Scale

No.of respondents

Percentage

Strongly Agree

Agree

25

50

Neutral

16

Disagree

16

Strongly Disagree

12

28

strongly agree
agree
neutral
disagree
strongly disagree

Analysis: Majority of the employees understand the importance of their job to the
organization. Some of them are neutral towards the issue while the rest disagree to it.

Question 4) There is a strong sense of teamwork and cooperation amongst the

employees.

Likert Scale
Strongly Agree

No.of respondents

Percentage

6
29

Agree

28

50

Neutral

16

Disagree

16

Strongly Disagree

12

Analysis: Majority of the employees believe that the employees have a sense of team
spirit and cooperation in the organization .Some of them are neutral towards the issue
while the rest disagree to it.

Question 5 ) There is transparency and sense of mutual faith within the organization
.

Likert Scale

No.of respondents

Percentage

Strongly Agree

18

Agree

30

60

Neutral

30

Disagree

10

Strongly Disagree

10%

6%

18%

strongly agree

6%

agree
neutral
disagree

60%

strongly disagree

Analysis: Majority of the employees believe that there is a sense of mutual faith
in the organization. Some of them are neutral towards the issue while the rest
disagree to it.

Question 6 ) I have a considerable amount of say in the decision-making process of the

organization.

Likert Scale

No.of respondents

Percentage

Strongly Agree

Agree

15

30

31

Neutral

15

30

Disagree

16

Strongly Disagree

10

20

Analysis: Majority of the employees agree to the above statement as they enjoy
the decision making right in the organziation. Some of them are neutral towards
the issue while the rest disagree to it.

Question 7 ) Organization is fair and just at the occasion of job promotions and
advancement.
.

Likert Scale

No.of respondents

Percentage

Strongly Agree

15

30

Agree

15

30

32

Neutral

10

Disagree

10

20

Strongly Disagree

10

10%

30%

20%

strongly agree
agree
neutral

10%

disagree

30%

strongly disagree

Analysis: Majority of the employees agree to the above mentioned statement.

Some of them are neutral towards the issue while the rest disagree to it.

Question 8 ) I receive due recognition and appreciation in my organization.

Likert Scale

No.of respondents

Percentage

Strongly Agree

12

24

Agree

18

36

Neutral

10
33

Disagree

Strongly Disagree

13

26

26%
4%
10%

24%

strongly agree
agree
neutral

36%

disagree
strongly disagree

Analysis: Majority of the employees believe the above statement to be

acceptable. Some of them are neutral towards the issue while the rest disagree to
it.

Question 9 ) My compensation is justified as per my work.

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

20

Agree

12

24

34

Neutral

18

36

Disagree

10

Strongly Disagree

10

10%

10%

20%

strongly agree
agree

36%

24%

neutral
disagree
strongly disagree

Analysis: Majority of the employees believe that their compensation is justified.

Some of them are neutral towards the issue while the rest disagree to it.

Question 10 ) I receive a constant support from the management in all my endeavors.

Likert Scale

No.of respondents

Percentage

Strongly Agree

15

30

Agree

24

48

Neutral

Disagree

8
35

Strongly Disagree

Analysis: A large number of employees in the organization believe that they

receive a great amount of support from their management. Very few of them are
neutral towards the issue and a small portion disagree to it.

Question 11) My capabilities and talents are optimally utilized in my organization.

Likert Scale

No.of respondents

Percentage

Strongly Agree

13

26

Agree

19

38

Neutral

10

20
36

Disagree

10

Strongly Disagree

Analysis: Majority of the employees agree to the given statement while some are

neutral while the rest of them disagree to it.

Question 12) The working conditions are favorable in the organization.

Likert Scale

No.of respondents

Percentage

Strongly Agree

14

28

Agree

15

30

37

Neutral

10

Disagree

12

Strongly Disagree

10

20

20%

28%

agree

12%
10%

strongly agree
neutral

30%

disagree
strongly disagree

Analysis: Majority of the employees believe that the employees agree to the
statement .Very few of them are neutral towards the issue while the rest disagree
to it.

Question 13 ) I receive a sense of accomplishment from my job.

.

Likert Scale
Strongly Agree

No.of respondents

Percentage

10

20
38

Agree

14

28

Neutral

20

40

Disagree

Strongly Disagree

6% 6%

20%

strongly agree
agree

40%

28%

neutral
disagree
strongly disagree

Analysis: Majority of the employees believe are neutral towards the issue and the
most of them agree to it while the remaining disagree to the statement.

Question 14 ) I look forward to coming to my work place every day.

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

20

Agree

17

34

Neutral

Disagree

11

22
39

Strongly Disagree

18

Analysis: Most of the employees are satisfied with their work as they look
forward to coming to their work place every day. Very few are neutral towards it
and the rest disagree to it.

Question 15 ) I do not seek another job opportunity.

Likert Scale

No.of respondents

Percentage

Strongly Agree

18

Agree

11

22

Neutral

15

30

Disagree

14

40

Strongly Disagree

16

Analysis: Majority of the employees are satisfied with their jobs as they do not
look for alternative job opportunities. Some of them are however, neutral about
the issue.

Interpretation of the Questionnaire regarding HRD Climate

Question 1) The employees of the organization are oriented towards following
established rules and procedures and in the process help one another in achieving the
goals.

Likert Scale
Strongly Agree

No.of respondents

Percentage

10
41

Agree

16

Neutral

26

52

Disagree

10

Strongly Disagree

12

Analysis: More than majority of the employees are neutral about the statement. Some of
the employees agree to the view while the rest disagree to it.

Question 2) The employees in the organization exhibit friendly and pleasant behavior
with colleagues as well as with their subordinates/ seniors.

Likert Scale

No.of respondents

Percentage
42

Strongly Agree

13

26

Agree

25

50

Neutral

10

Disagree

10

Strongly Disagree

10% 4%
10%

26%

strongly agree
agree
neutral

50%

disagree
strongly disagree

Analysis: More than majority of the employees believe that the working atmosphere in
the organization is friendly and warm. Very few are neutral about it and the rest disagree
to it.

Question 3) The supervision in the organization is effective as the supervisors check for
mistakes and help the subordinates to improve their skills.
43

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

Agree

17

34

Neutral

12

Disagree

10

24

Strongly Disagree

12

20

24%

10%
strongly agree
34%

agree
neutral

20%

disagree

12%

strongly disagree

Analysis: More than majority of the employees agree to it . Very few are neutral about it
and the rest disagree to it.

Question 4) Problems are well managed in the organization with the help of seniors,
colleagues , experts , subordiantes and also through self-help.

Likert Scale
Strongly Agree

No.of respondents

Percentage

12

24

44

Agree

16

32

Neutral

16

Disagree

Strongly Disagree

11

22

Analysis: More than majority of the employees agree to the given statement while half of
them disagree to it. Very few are neutral about it.

Question 5) Mistakes made by the employees are tactfully prevented and corrected.
45

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

Agree

11

22

Neutral

16

32

Disagree

16

Strongly Disagree

10

20

Analysis: : More than majority of the employees are neutral towards the issue. While the
majority portion after that agrees to it. The remaining employees disagree to it.

46

Question 6) The atmosphere of management is highly conducive for effective conflict

management.

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

Agree

Neutral

23

46

Disagree

12

24

Strongly Disagree

14

Analysis: More than majority of the employees are neutral towards the issue. While the
majority after that disagree to it.. Very few employees agree to it.

47

Question 7) The communication system is effective in the organization by means of

informal and formal communication.

Likert Scale

No.of respondents

Percentage

Strongly Agree

11

22

Agree

21

52

Neutral

10

Disagree

16

Strongly Disagree

10

48

Analysis: More than majority of the employees have a positive view-point in this regard.
Very few are neutral towards it and the rest disagree to it.

Question 8) The decision making process is fair in the organization with balanced
amount of powers given to the top management and other employees.

Likert Scale

No.of respondents

Percentage

Strongly Agree

10

Agree

12

24

Neutral

19

38

Disagree

12

24

Strongly Disagree

49

Analysis: More than majority of the employees are neutral about the issue Almost equal
number of employees agree and disagree to it.

Question 9) The degree of trust is very high amongst the members of the organization

Likert Scale

No.of respondents

Percentage

Strongly Agree

16

Agree

12

24

50

Neutral

15

30

Disagree

12

Strongly Disagree

18

Analysis: More than majority of the employees believe that the trust factor is high in the
organization. Very few are neutral about it and the rest disagree to it.

51

Question 10) Reward management is fairly done on the basis of a person's ability ,
performance, knowledge, loyalty and attitude.

Likert Scale

No.of respondents

Percentage

Strongly Agree

11

22

Agree

17

34

Neutral

15

30

Disagree

Strongly Disagree

6%

8%

22%

strongly agree
agree

30%
34%

neutral
disagree
strongly disagree

Analysis: More than majority of the employees believe that the reward management
policy of the organization is fair. Very few are neutral about it and the rest disagree to it.

Question 11) The risk taking ability of the supervisors and subordinates in the
organization is commendable .
52

Likert Scale

No.of respondents

Percentage

Strongly Agree

Agree

Neutral

21

42

Disagree

15

30

Strongly Disagree

16

Analysis: More than majority of the employees are neutral in this regard .Many of the
employees are not in support of this view. Very few employees agree to it

53

Question 12) The organization is highly innovative in its approach and encourages its
employees to facilitate it.

Likert Scale

No.of respondents

Percentage

Strongly Agree

Agree

10

20

Neutral

19

38

Disagree

14

Strongly Disagree

10

20

Analysis: More than majority of the employees are neutral towards the issue. Very few
agree to it and the rest disagree to it.

54

Major Findings
The following were the major findings of the study:

The majority of the employees find the environment of the organization

conducive for growth, job satisfaction and advancement.

A major portion of the organization believes that the environment is friendly and

healthy.
The employees strongly believe that there is a strong amount of trust and

transparency in the organization in terms of its policies and practices.

Many employees believe that they have a constant support from the management

and they have a considerable amount of say in the affairs of the organization.
However, employees also have a view that the risk taking capabilities of the
organization is weak and the management does not support innovation.

Relationship of HRD climate with Job Satisfaction

Variables
HRD Climate & Job Satisfaction

Correlation coefficient
0.764731

Analysis: Correlation between HRD climate and Job Satisfaction

Correlation coefficient for HRD Climate and Job Satisfaction was found to be 0.764731
which implies that there is a positive correlation between the two variables. The value is
significant at 0.0002 level . The high positive correlation between the two variables
shows that job satisfaction increases with better HRD Climate in an organization.
55

Hypotheses Interpretation : Since correlation coefficient for HRD Climate and Job
Satisfaction is highly significant, we accept the alternate hypothesis about the relationship
between these two variables.

Chapter-IV Limitations of the Study

56

Limitations
The statistical study covered only 50 respondents from few departments of the
organization.
Large size of the organization and non-availability of some employees led to
difficulty in data collection.
Reluctance of employees in disclosing information is another limitation that was
faced during the study.
Time constraint has been another major issue due to which a large number of
employees could not be covered in the study.

57

Chapter V -Suggestions and

Recommendations

58

Suggestions and Recommendations

The following suggestions can be given to strengthen the development of human
resources in the organizations
HRD System should be introduced in the organizations as an integrated system as
the various HRD sub-systems are interlinked and it has a strong relation with job
satisfaction .
The organizations should pay more attention on the competency development of
the employees and their working conditions.
Periodic reviews should be made to analyze the changes taking place in the
organization and to take corrective measures.
Efforts should be undertaken to investigate the effectiveness of various HRD
practices so that job satisfaction can be increased to the maximum level.
HRIS should be strengthened to keep up to date information of each employee
and to enable the management to use them for employee development and growth.
The other suggestions may include:
Support from the management for innovation and creativity : The management
should provide employees with the required facilities to allow innovation in the
organization in terms of customers and products. The management should be supportive
in its approach. The management should follow the practice of support and promote .At
the time of recruitment also, the management should prefer people with high creativity
and innovative ideas.
Training and Development Programs: The management of the organization should
conduct training and development programs for development, promotion and
sustainability of creativity and innovation.
Reconsideration of compensation: Management should try to look deeper into issues
relating to employees compensation.

59

Chapter.VI Conclusion

60

Conclusion
The importance of Job Satisfaction cannot be ignored by any organization. It is clear that
job satisfaction is an important correlate of HRD climate in an organization so both are
closely related to each other. Satisfied employees not only increase the productivity of the
organization but also are huge assets for the organization. Job satisfaction of employees
benefits the organization in maximizing its output and at the same time helps its
employees in optimizing their skills and knowledge which eventually benefit their career
development. Job satisfaction as a correlate of HRD Climate helps in enhancing the
operational productivity and enables a proper and smooth functioning of the organization.
A due importance is given to its employees as far as their job satisfaction is concerned
keeping in mind that the career development and individuals aspirations are integrated
with the organizational needs. The employees of the organization have a positive attitude
towards their job and believe that the HRD Climate of the organization is favourable for
them. The HR practices have been able to satisfy the employees to a great extent but
positive changes are always welcomed.
A positive correlation has been found in the organization between job satisfaction and its
HRD Climate. Various suggestions have been given in the form of training programs,
recruitment, motivation, support and promotion of innovation activities. These steps may
help the organization enhance its job satisfaction within the employees and would take it
to a greater height.

61

Bibliography

Bibliography
62

Books
Chapman, E. (2004). Achieving Job Satisfaction, Crisp Publications. Viva
Books
Private Ltd. New Delhi
Gupta, S.C. (2011). Fundamentals of Statistics, Himalaya Publishing House,
Mumbai
Krishnaveni, R., (2009). Human Resource Development A Researchers
Perspective, Excel Books
Pareek, Udai ,(2009)Training Instruments in HRD and OD ,Tata McGraw- Hill
Publishing Company Limited
Philip J. (1987) Human Resources Development: Concepts and Practices. In
Madras Management Association (ed.) Human Resources Development: Concepts
and & practices.
Rao, T. V., (2008). Future of HRD, Macmillan Publishers, Chennai, ISBN:
1403-90988-1
Rao, T. V., (1990). HRD Missionary, Oxford and IBH Publishing Co. Pvt. Ltd.,
New Delhi.
Sachar, Arun., Organisational Climate And Managerial Effectiveness, Himalaya
Publishing House, New Delhi, First edition: 2010
Journals
Ahmed, I, Nawaz, M, Iqbal, N, Ali, I, Shaukat, Z, & Usman, A . Effects of
Motivational Factors on Employees Job Satisfaction a Case Study of University of
the Punjab, Pakistan. International Journal of Business & Management.( Volume
5 , No.3,2010)
Arvey, R. D., Carter, G. W., & Buerkley, D. K. (1991). Job satisfaction:
Dispositional and situational influences International Review of Industrial and
Organizational Psychology( Volume 2, 359383).

Dr. V. K. Jain , An Overview of Human Resource Development Programmes in

Indian Industries ,IOSR Journal of Business and Management (Volume 16, Issue
3. Ver. IV (Feb. 2014)
Rishi Raj Balwaria , Study of Job Satisfaction of Teacher Educators Associated
With Professional Variable ,International Education E-Journal, {Quarterly}, ISSN
2277-2456, (Volume-II, Issue-IV,Oct-Nov-Dec 2013)
63

 Srinibash Dash , J. Mohapatra & Lipika Lipi Bhuyan, A Correlation of HRD

Cliamte with Job satisfaction of employees: An Emperical Investigation on
MCL, Burla, Sambalpur, Odisha, International Journal of Research in Business
Management (IJRBM) (Volume 1, Issue 2, July 2013, pg 11-26)
Singh, Anita., Demographic Profiles as Determinant of job Satisfaction in Indian
Insurance Sector, Journal of Management and public Policy, Vol 1, No. 2 June
2010,
Solkhe,Ajay & Chaudhary, Nirmal (2011), HRD Climate and Job Satisfaction:
An Empirical Investigation, International Journal of computing and Business
Research (Volume 2 Issue 2, May 2011)
Solkhe Ajay& Chaudhary, Nirmala HRD Climate and Organizational
Performance with Focus on Job Satisfaction as a Correlate: An Exploratory
Analysis: , Technia Journal of Management Studies (Volume 5, No.1,April 2010September 2010)
Weblinks:
www.iosrjournals.org
www.psych.umn.edu
www.zenithresearch.org.in

64

ANNEXURES

Annexures
No. OF
RESPONDENTS

SCORE ON JOB
SATISFACTION

SCORE ON HRD
CLIMATE

64

59
65

57

47

58

55

58

45

63

44

53

55

68

42

54

49

63

45

10

61

43

11

57

42

12

59

49

13

57

44

14

60

40

15

60

44

16

53

41

17

59

41

18

59

42

19

55

39

20

51

42

21

53

45

22

59

39

23

55

37

24

55

40

25

58

37

26

54

37

27

53

31
66

28

54

37

29

54

35

30

54

32

31

43

37

32

54

33

33

43

35

34

54

34

35

52

37

36

51

31

37

42

30

38

48

29

39

42

32

40

48

25

41

37

24

42

37

28

43

37

23

44

40

28

45

33

25

46

34

27

47

33

26

48

29

28

49

32

26

50

45

26

67

68

69

70

71

72

73

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91