Job Satisfaction

Job Satisfaction – A Case Study of the Late Mrs. S. B.
Mote Sub District General Hospital, Shegaon
INTRODUCTION
Job satisfaction is a specific subject of attitudes. Attitudes reflect one’s
feelings towards individuals, organizations and objects. Job satisfaction refers to
one’s attitude towards a job. Attitudes refer to predisposition to respond but
satisfaction relates to the performance factors. Attitudes are long lasting, but
satisfaction is dynamic and it keeps on changing. It can decline even more quickly
than it developed. Thus, managers need to pay attention to job satisfaction constantly.
In simple words, job satisfaction can be defined as the extent of positive
feelings or attitudes that individuals have towards their jobs. When a person say that
he has high job satisfaction, it means he really likes his job, feels good about it and
values his job highly.
Job satisfaction is the end feeling of a person after performing a task. To the
extent that a person’s job fulfills his dominant needs and in consistent with his
expectations and values, the job will be satisfying. The feeling would be positive or
negative depending upon whether need is satisfied or not.
1.1 Definitions
“Job Satisfaction is a pleasurable or positive emotional state resulting from the
appraisal of one’s job or job experience”.
E. A. Locke
“Job satisfaction is the set of Favorable or unfavorable feelings with which
employees view their work”.
Keith Davis & Newstown
“Job satisfaction is defined as the amount of overall positive affect or (feeling)
that individuals have towards their jobs.’
Field Man Arnold
Job Satisfaction is the amount of pleasure or contentment associated with a
job. If you like your job intensely, You will experience high job satisfaction. If you
dislike your job intensely, you will experience job-dissatisfaction.
Andrew Brin
D.B.A.R., S.S.G.M.C.E., Shegaon Page # 1

Job Satisfaction – A Case Study of the Late Mrs. S. B. Mote Sub District General Hospital, Shegaon
Factors Contributing to Job Satisfaction

Evans and Laseau (1950) found the following factors affecting job satisfaction
in order of preference:
1. Income
2. Interesting and important job
3. Pride in company
4. Fellow workers
5. Immediate boss
6. Management
7. Working conditions
8. Security
9. Chance to get ahead
10. Benefit plants
11. Safety and medical facilities

ORGANIZATIONAL PROFILE
The Sai Bai Mote District Sub Hospital comes under Public Health
Department of Government of Maharashtra. It is situated in the heart of Shegaon city.
It was started long back in 1912 . Mote family had donated their land for this hospital.
In the memory of Mrs. Sai Bai Mote, the name given to the hospital is Sai Bai Mote
Sub District Hospital, Shegaon.
It comes under the 100 Beded Capacity Sub District Hospital. The total
strength of the hospital is 85 employees, working at various levels in the organization.
Sr.No. Category of The Employees Number

1
Class I 1
2 11
Class II
3 Class III 50
4 Class IV 23
There are 10 medical officers who are working under the supervision of the
Medical Superintendent. There is one Administrative Officer to look after the
administrative affairs. There are 50 class III employees and 23 class IV employees.
The various services and facilities which are provided at this hospital are
shown in following chart.

Services provided at Sub District Hospital, SHEGAON

Specialities available SDH - 100
Physician
Surgeon
Anesthetist
Paediatrician
Gyneocologist
Dental Surgeon
Optholmologist
Orthopeditian
Added Facility Blood bank
Physiotherphy
Dietician
Services Laboratory Investigations
X - Ray facility
ECG
Treatment of medical conditions
All major & minor surgeries
Administration of Anesthesia as required
Treatment of children upto the age of 14 including new
born intensive care unit
All diseases pertaining to women including major &
minor surgeries
Normal delivery & complecated labour
Treatment of all dental problems including dental
surgeries
Treatment of all optholmic diseases & surgeries
Treatment of diseases related to bones & joints including
surgeries & trauma care.
Availability of blood bank, determining blood groups,
testing the blood for 4 hazardous diseases, receiving
blood donations, storage of blood samples, issue of blood
units to needy patients

Availability of physiotherapy services

Availability of services of dieticians, consultaion of diet
& prescription on various diets

LITERATURE SURVEY
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 and social requirement. Morse (1953) considers
Job satisfaction as dependent upon job content, indentification with the co., financial
and job status and 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 worker’s productivity.
These studies ultimately showed that novel changes in work conditions
temporarily increase productitity (called the Hawthorne Effect). It was later 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 (akaTaylorism) also had a significant impact on the
study of job satisfaction. Fredrick Winslow Taylor’s 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 line 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 Taylor;s work.
Some argue that Maslow’s 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.
FACTORS INFLUENCING JOB SATISFACTION

There are a number of factors that influence job satisfaction. A number of
research studies have been conducted in order to establish some of the causes that
result in job satisfaction. These studies have related consistent correlation of certain
variables with the job satisfaction. These factors can be explained with the help of
the following chart give below
Sources of job satisfaction
Work
Organizational Work Personal
Environmental
Factors Itself Factors
Factors
Salaries Job Scope

Variety Age and
And wages Supervision
Seniority
Autonomy and
Promotion Work
Freedom Tenure
Changes Group
Role Ambiguity
Company Working and Role conflict Personality
Policies Conditions Interesting Work

These factors can be discussed In detail as follows:
A. ORGANISATIONAL FACTORS
Some of the organizational factors which affect job satisfaction are :
1. Salaries and Wages

Wages and salaries play a significant role in influencing job satisfaction. This
is basically because of a few basic reasons. Firstly, money is an important instrument
in fulfilling one’s needs. Money also satisfies the first level needs of Maslow’s model
of satisfaction. Secondly employees often see money as a reflection of the
management’s concern for them. Thirdly, it is considered a symbol of achievement
since higher pay reflects higher degree of contribution towards organizational
operations.
None monetary benefits are also important, but they are not as influential.
One reason for that that is that most of the employees do not even know how much
they are receiving in benefits. Moreover, a few tend to under values there benefits
because they do not realize their monetary value. The employees, generally, want a
pay system which is simple, fair and in line with their expectations.
2. Promotion Chances
Promotional chances considerably affect the job satisfaction because of the
following reasons:
Firstly, Promotion indicates an employee’s worth to the organization which is
highly morale boosting. This is particularly true in case of high level jobs.
Secondly, Employee takes promotion as the ultimate achievement in his career
and when it is realized, he feels extremely satisfied.
Thirdly, Promotion involves positive changes e.g. higher salary, less
supervision, more freedom, more challenging work assignments, increased
responsibilities, status and like.
3. Company Policies

Organisational structure and policies also play an important role in affecting

the job satisfaction of employees. An autocratic and highly authoritative structure
causes resentment among the employees as compared to a structure which is more
open and democratic in nature.
Organisational policies also govern the human behaviour in the organizations.
These policies can generate positive or negative feelings towards the organization.
Liberal and fair policies usually result in more job satisfactions. Strict policies will
create dissatisfaction among the employees because they feel that they are not being
treated fairly and may feel constrained.
Thus, a democratic organizational structure with fair and liberal policies is
associated with high job satisfaction.
B. WORK ENVIRONMENTAL FACTORS

The work environmental factors include the following important factors :
1. Supervision
Supervision is a moderately important source of job satisfaction. There are
two dimensions of supervisory styles which affect the job satisfaction.
First is Employee Centeredness. Whenever the supervisor is friendly and
supportive of the workers there is job satisfaction. In this style, the supervisor takes
personal interest in employee’s welfare.
Second is Participation. The superiors who allow their subordinates to
participate in decisions that affect their own job, help in creating an environment
which is highly conducive to job satisfaction.
Thus, the supervisors who establish a supportive personal relationship with
subordinates and take personal interest in them, contribute to the employees’
satisfaction.
2. Work Group
The nature of the work group or team will have effect on job satisfaction in the
following ways
i) A friendly, and co-operative group provides opportunities to the group
members to interact with each other. It serves as a source of support
comfort, advice and assistance to the individual group members. If on the

other hand, the people are difficult to get along with, the work group will
have a negative impact on job satisfaction.
ii) The work group will be even a stronger source of satisfaction when
members have similar attitudes and values. In such a group, there will less
friction on day to day basis.
iii) Smaller groups provide greater opportunity for building mutual trust and
understanding as compared to larger groups.
Thus, the group size and quality of interpersonal relations within the group
play a significant role in worker’s satisfaction.
3. Working conditions
Good working conditions are desirable by the employees, as they lead to more
physical comfort. People desire that there should be a clean and healthy working
environment. Temperature, humidity ventilation, lighting and noise, hours of work,
cleanliness of the work place and adequate tools and equipment are the features which
affect job satisfaction. While the desirable working conditions are taken for granted
and may not contribute heavily towards job satisfaction, poor working conditions do
become a source of job dissatisfaction. Simply because they lead to physical
discomfort and physical danger.

Moreover, all the employees are not satisfied or dissatisfied by favourablle or

unfavourable work environment as shown in the figure.
SATISFACTION
UNFAVOURABLE FAVOURABLE
WORK WORK
ENVIRONEMENT ENVIRONMENT
SATISFACTION
As shown in the figure, all the four employees are dissatisfied when the
working conditions are unfavorable. However, as the working conditions start
becoming favourable, the job satisfaction of employee A and B increases sharply
while employees C and D have only minor increase in satisfaction.
C. WORK ITSELF
The content of the work itself plays a major role in determining the level of
job satisfaction. Some of the aspects of the work which affect job satisfaction are :
1) Job Scope
It provides the amount of responsibility, work pace and feed back. The higher
the level of these factors, higher the job scope and higher the level of satisfaction.
2) Variety
A moderate amount of variety is very effective. Excessive variety produces
confusion and stress and a tool little variety causes monotony and fatigue which are
dissatisfiers.
3) Lact of Autonomy and Freedom

Lack of autonomy and freedom over work methods and work pace can create
helplessness and dissatisfaction. Employees do not like it when their every step and
every action is determined by the supervisor.
4) Role ambiguity and Role Conflict

Role ambiguity and role conflict also lead to confusion and job dissatisfaction
because employees do not know exactly what their task is and what is expected of
them.
5) Interesting work
A work which is very interesting and challenging and gives status, provides
satisfaction to the employees as compared to work which is boring and monotonous.
D. PERSONAL FACTORS
Personal attributes of individuals also play a very important role as to whether
they are satisfied at the job or not. Pessimists and people with negative attitudes will
complain about everything including the job. They will always find something wrong
in every job to complain about. Some of the important persona factors are;
1) Age of Seniority
With age, people become more mature and realistic and less idealistic so that
they are willing to accept available resources and rewards and be satisfied about the
situation. With the passage of time, people move into more challenging and
responsible positions. People who do not move upto at all with time are more likely
to be dissatisfied with their job.
2) Tenure
Employees with longer tenure are expected to be highly satisfied with their
jobs. Tenure assures job security, which is highly satisfactory to employees. They
can easily plan for their future without any fear of losing their jobs.
3) Personality

Some of the personality traits which are directly related to job satisfaction are
self assurance, self esteem, maturity, decivisiveness, sense of autonomy, challenge
and responsibility. Higher the person is on Maslow’s needs hierarchy, the higher is
the job satisfaction. This type of satisfaction comves from within the person and is a
function of his personality.
Accordingly, in addition to providing a healthy work environment
management must ensure that the employee is happy with himself and has a positive
outlook on like.
CONSEQUENCES OF JOB SATISFACTION

Research has concluded that there is a relationship between job satisfaction
and performance of the employees. Thus, job satisfaction or job dissatisfaction is an
important concern of the management. High job satisfaction may lead to improved
productivity, decreased turnover, improved attendance, reduced accident, less job
stress and less unionization. Job dissatisfaction produces low morable among workers
and low morale at work is highly undesirable. In examining the outcomes of job
satisfaction, it is important to break down the analysis into a series of specific
subtopics. The following subtopics explain the outcomes of job satisfaction.
1. Job Satisfaction and Productivity

Is there any positive relationship between satisfaction and productivity? This
controversy has been there over a number of years. Although, majority of people
believe that there is a positive relationship, but research evidence concludes that there
is not strong relationship between these two. According to the research findings of
VROOM conducted in 1964, the median correlation between satisfaction and
performance is only 0.14. LAWLER and PORTER found that there is more evidence
Employees Perception of
to suggest that job performance leads to job satisfaction their
and not the other way round
rewards
the following figure developed by these two explains this point.
Extrinsic
rewards
Performance Rewards Satisfaction
Intrinsic
rewards

Lawler-Proter Model of performance and satisfaction
This figure explains that good job performance will lead to rewards, both
intrinsic and extrinsic which will lead to satisfaction. An employee who is a poor
performer will get less rewards and will be less satisfied with his job experience.
However, the saying that “A happy worker is a productive worker” is not
always wrong. It people receive rewards which have both intrinsic and extrinsic value
and they feel that these rewards are equitable, they will be satisfied and this will lead
to greater job performance.
Moreover, research also indicates that job satisfaction may not necessarily
lead to improvement of individual performance but it does lead to departmental and
organizational level improvement.
2. Job Satisfaction and Employee Turnover

Unlike the relationship between satisfaction and performance, research has
concluded a moderate relationship between job satisfaction and turnover. High
employee turnover is a matter of concern for the management as it disrupts the normal
operations and continuous replacement of employees who leave the organization is
costly and technically undesirable. Managerial concern is mostly for the turnover
which arises because of job dissatisfaction. The employees, thus, tries to keep the
employees satisfied on their jobs to minimize the turnover. Though, high job
satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction
will definitely increase the employee turnover.

The employee turnover is affected by certain other factors also, in addition to

job satisfaction. Commitment to the organization is one such factor. Some
employees, however dissatisfied they are with their jobs, cannot imagine themselves
working anywhere else. Another important factor is the better opportunities of
employment. Even if the people are highly satisfied with their jobs, they are willing
to leave if there are better opportunities available anywhere else. If no other
opportunities are available, the employees will stay where they are, irrespective of
dissatisfaction.
On the overall basis, we can say that there is an important role played by job
satisfaction in employee turnover.
3. Job Satisfaction and Absenteeism

It has been conclusively proved that there is an inverse relationship between
job satisfaction and absenteeism. When satisfaction is high, absenteeism is low and
when satisfaction is low, absenteeism is high. Less satisfied employees are more
likely to be absent from work due, to avoidable reasons. This is known as voluntary
absenteeism as against unavoidable absenteeism which is due to illness or other
emergency reasons. Management must be concerned with voluntary absenteeism,
because it is related to job satisfaction.
Absenteeism can be modified by certain factors. Research has found that
people who believe that their work is important have lower absenteeism as compared
to those who do not feel that way. Moreover, it is important to remember that while
high job satisfaction will not necessarily result in low absenteeism (because of
unavoidable absenteeism).
4. Job Satisfaction and Union Activities

It has been proved that satisfied employees are generally not interested in
unions and they do not perceive them as necessary. Job satisfaction has proved to be
the major cause of unionization. The employees join the unions because they feel that
individually they are unable to influence changes which would eliminate the causes of
job dissatisfaction. The level of union activities is related to the level of job
dissatisfaction. Low level of dissatisfaction results in only grievances while higher
levels of dissatisfaction will result in employee strikes.

5. Job Satisfaction and Safety

When people are dissatisfied with their jobs, company and supervisors, they
are more prone to experience accidents. An underlying reason for this is that
dissatisfactior takes one’s attention away from the task at hand and leads directly to
accidents. A satisfied worker will always be careful and attentive towards his job, and
the chances of accidents will be less. Here, we are discussing about the avoidable
accidents and not the unavoidable ones.
6. Other effects of Job Satisfaction

In addition, there are a number of other effects brought about by high job
satisfaction. Highly satisfied employees tend to have better physical and mental
health, learn the new job related tasks easily, have less job stress and unrest. Such
employees will become more co-operative such as helping coworkers, helping
customers etc. such behaviour will improve unit performance and organizational
effectiveness.
To conclude, we can say that job satisfaction results from the employee’s
perception that the job content and context actually provide what an employee values
in the work situation. Organizationally speaking, high level of job satisfaction reflects
a highly favourable organizational climate resulting in attracting and retaining better
workers.
THEORIES OF JOB SATISFACTION

The main theoretical approaches to job satisfaction are as follows:
1. Need fulfillment theory
2. Equity theory
3. Two factor theory
4. Discrepancy theory
5. Equity discrepancy theory
1. NEED FULFILLMENT THEORY
According to this theory a person is satisfied when he gets from his job what
he wants. The more he wants something or the more important it is to him, the more
satisfied he is when he received it. In other words, “job satisfaction will vary directly

with the extent to which those needs of an individual which can be satisfied are
actually satisfied. Vroom views satisfaction is positively related to the degree to
which one’s need are fulfilled. The fulfillment theory suffers from a major drawback.
Satisfaction is a function of not only what a person receives but what he feels he
should receive. What may satisfy one individual may not satisfy the other due to
difference in their expectations. The strength of an individual’s desire or his level of
inspiration is an important determinant of job satisfaction. Thus, job satisfaction is a
function of the degree to which the employee’s needs are fulfilled in the job situation.
Fig. A need fulfillment model of jobs, needs, attitudes and behaviours

2. EQUITY THEORY
Under this theory, it is believed that a person’s job satisfaction depends upon
his perceived equity as determined by his input-output balance in comparison with the
input-output balance of others. Every individual compares his rewards with those of a
‘reference group’. If he feels his rewards are equitable in comparison with others
doing similar work, he feels satisfied. Job satisfaction is thus a function of the degree
to which job characteristics meet the desires of the reference group. For example, one
study of the effects of community features on job satisfaction revealed that workers
living in a well to do neghbourhood felt less satisfied that those living in poor
neighbourhood.
A
Perceived Perceived
Personal Outcomes Actually
Inputs Received A= B
Satisfaction
A<B
Perceived Perceived Perceived B Dissatisfaction
Inputs of Outputs of Personal Outcomes A>B Guilt
comparison comparison that should be Discomfort
Others Others Received
Fig. Equity Theory of Job Satisfaction
Equity theory takes into account not only the needs of an individual but also
the opinion of the reference group to which the individual looks for guidance.
3. TWO FACTOR THEORY

Frederick Herzberg and his colleagues developed the two factor theory.
According to this theory satisfaction and dissatisfaction are interdependent of each
other and exist on a separate continuum. One set of factors known as hygiene factors
(company policy, administration, supervision, pay, working conditions and
interpersonal relations) act as dissatisfiers. Their absence causes dissatisfaction but
their presence does not result in positive satisfaction. The other set of factors known

as satisfiers (achievement, advancement, recognition, work itself and responsibility).

Lead to satisfaction.
Hygiene Factor Dissatisfiers Satisfiers
Company policy Achievement
Administration Advancement
Supervision Recognition
Pay Work itself and responsibility
Working conditions
interpersonal relations
4. DISCREPANCY THEORY
According to this theory job satisfaction depends upon what a person actually
receives from his job and what he expects to receive. When the rewards actually
received are less than the expected rewards it causes dissatisfaction. In the words of
Locke, “job satisfaction and dissatisfaction are functions of perceived relationship
between what one wants from one’s job and what one perceives it is actual offering.
In other words, satisfaction is the difference fails to reveal whether over-satisfaction is
or is not a dimension of dissatisfaction and if so, how does it differ from
dissatisfaction arising out of the situation when received outcomes are less that the
outcomes one feels he should receive.
B
Perceived
Outcomes Received A=B
Perceived satisfaction
A>B
Perceived Dissatisfaction
Outcomes one Feels B A<B
He should Receives Perceived over Satisfaction
Fig. Discrepancy Approach to Job Satisfaction

5. EQUITY-DISCREPANCY THEORY
This is a combination of equity and discrepancy theories. Lawler has adopted
the difference approach of discrepancy theory rather than the ration approach of
equity theory. From equity theory the concept of comparison has been selected to
serve as an intervening variable. Under this theory satisfaction is divined as the
difference between the outcomes that one perceives he actually received and
outcomes that one feels he should receive in comparison with others. When the
individual feel that when he actually received is equal to what he perceives he should
receive there is satisfaction. Thus, an individual’s reception of his reward is
influenced by more than just the objective amount of that factor. Because of this
psychological influence the same amount of reward often can be seen quite differently
by two people, to one it can be a larger amount, while to another person it can be a
small amount.
This model reveals that a person’s perception of what he should receive is
influenced by the inputs and outputs of others. If his inputs are similar to those of
referent groups but his outcomes are less he is likely to be dissatisfied. Lawler
suggests that those individuals are likely to be more satisfied who perceive:
a) Their inputs are low;

b) Their jobs are less demanding;
c) Their refrence groups have less favourable input-output balance;
d) They are receiving a high outcome level; and
e) Their referent groups are receiving less outputs.

Perceived Personal
Job Inputs Perceived Amount that A
should be Received
Perceived inputs
and Outcomes of A= B → Satisfaction
Different Groups A> B → Dissatisfaction
A< B → Guilt inequity
Discomfort
Perceived
Outcomes of
Different Groups
Perceived Amount Received B
Actual Outcomes
Received
Fig. Determinants of Job Satisfaction
6. SOCIAL REFERENCE GROUP THEORY

Reference group defines the way an individual looks at the world. According
to this theory job satisfaction occurs when the job meets the interest, desires and
requirements of a person’s reference group. In other words, job satisfaction is a
function of the degree to which the job meets the approval of the group to which the
individual looks for guidance in evaluating the world and defining social reality.
The social reference group theory is similar to the need fulfillment theory
except that it takes into account not the desires, needs and interests of the given
individual but rather the point of view and opinions of the groups to whom the
individual looks for guidance. This theory is an incomplete explanation to the extent
some people are independent of group opinions and group pressure.

Modern Method of measuring job satisfaction

a) Rating scale :
It is one of the most common methods of measuring job satisfaction. The
popular rating scales used to measure job satisfaction is include:
Minnesota Satisfaction Questionnaire (MSQ): It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees.
Job Description Index (JDI): It measures job satisfaction on the dimension identified
by Smith, Kendall and Hulin.
Porter Need Identification Questionnaire (PNIQ) : It is used only for management
personnel and revolves around the problems and challenges faced by managers
b) Critical Incidents:
This method of measuring job satisfaction was popularized by Fredrick
Herzberg and his associates. It involves asking employees to describe incidents on
the job when they were particularly satisfied or dissatisfied. Then the incidents are
analysed in terms of their contents and identifying those closely related aspects
responsible for the positive and negative attitudes.
c) Personnel Interview :
This method facilitates an indepth exploration through interviewing of job
attitudes. The main advantage in this method is that additional information or
clarifications can be obtained promptly.
d) 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 indepth
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 facility with which he adjusts himself to other persons.
3. His relative status in the social and economic group with which he identifies
himself.
4. The nature of the work in relation to the abilities, interests and preparation of
the worker.
5. Security
6. Loyalty
Because human resource managers often serve as intermediaries between

employees and management in conflicts, they are concerned with job satisfaction or
general job attitudes of the employees. Philip Applewhite has listed the five major
components of job satisfaction as “(i) attitude towards work group; (ii) general
working conditions; (iii) attitude toward company; (iv) monetary benefits; and (v)
attitude toward supervision.” Other components that should be added to these five are
the individual’s state of mind about the work itself and about life in general. The
individual’s health, age, level of aspiration, social status, and political and social
activities can all contribute to the job satisfaction. A person’s attitude toward his or
her job may be positive or negative.

OBJECTIVES OF STUDY
To study the following:-

1. The concept of Job Satisfaction.
2. The need of Job Satisfaction for organizational as well as individual growth.
3. The factors contributing to Job Satisfaction.
4. The factors affecting Job Satisfaction.
5. The problems faced by the individual employee and organization.
The organization which was selected to carry out the research was The Late
Mrs. Sai Bai Mote District Sub Hospital, Shegaon.
RATIONALE BEHIND THE STUDY
Hospitals form a major and intense type of emotional work contexts.

Employees working in Hospitals are confronted daily with human suffering, and in
many cases intense pain and death. Such stressful environments under which these
employees work, largely contribute to a huge number of syndromes including role
stress, burnout, emotional exhaution, decreased levels of Job Satisfaction and overall
Life Satisfaction. This study focuses on various factors contributing to job
dissatsfaction (mainly the substandard working conditions)and finds the job
satisfaction level among these professionals.
A Statement of hypothesis
When a person says that he has high job satisfaction, it means that he really
likes his job, feels good about it and values his job highly. Generally, employees job
satisfaction is adversely affected by substandard working conditions.

RESEARCH METHODOLOGY
In simple words, research can defined as a systemized effort to gain new

knowledge. A research is Carried out by different methodologies which have their
own pros & cons. Research is a systematic study with specific objectives based on
relevant and controlled data, which is useful in understanding the nature of selected
system. We can also say that ‘Research Is a careful search systematic investigation,
towards increasing the sum of knowledge.’
Research Methodology is the systematic way for solving research problem.
Methodology is a way to study & solve problems along with logic behind them so that
the end results of the research are capable of being evaluated. In short ,research
consists of formulating a hypothesis, collecting the facts & regarding certain
generalization for some formulation. In Research Methodology, the various steps that
are generally adopted to study the research problem, are studied, with the logic behind
them so that research results are capable of being evaluated.
All research problems require their own special emphases and approaches
since every research problem is unique in some ways the research procedure is
usually custom tailored. There is a sequence of step called the marketing research
process the below chart shows the different stages in research process.

Formulate Problem
Determine Research Design
Determine Data Collection Method
Design Data Collection Form
Design Sample and Collect Data
Analysis and Interpretation of Data
Prepare the Research Report

Figure: Research Process
Type of Research: This research is regarding Job Satisfaction i.e. it is dealing with
attitude or opinion of employees. It is a Conclusive research following the Causal
approach. In this research analysis of primary data is quantitative and the findings
may be used as input into decision making.
Data source:
Information can be gathered through primary and secondary sources. Secondary

data are data were collected for another purpose and already exist somewhere.
Primary data are gathered for a specific research project.
Primary Data Sources

Primary sources are those which are collected afresh and for the first time. The
data collected is the original one
1) Questionnaire/schedule method
2) Interview method.

3) Observation method
According to the results obtained from Primary sources, research is carried out
Secondary Data Sources

These are already collected ones, by someone else for other purpose.
Secondary data is mere compilation of existing data.
Research approach
The most suitable approach for this study was the survey method. Survey
usually includes research instrument, sampling plans and contact methods.
Research instruments:
Questionnaire/ Data Collection Form: A questionnaire consists of a set of

questions presented to the respondent for getting their responses. The questionnaire
prepared was short and to the point. In this survey, questionnaire was prepared on the
basis of following parameters.

DATA ANALYSIS AND INTERPRETATION
The basic objective of this study was to find out the job satisfaction level of
employees with their work. It has been already mentioned that there were two major
sources of required data. Primary data was collected through survey and secondary
data was collected through various Text Books, Hospital Gazette and other related
documents.
For this study ,I have chosen The Sai Bai Mote Sub-District general Hospital in
Shegaon, as the Population. After collecting the data through survey questionnaires,
the next step is to analysis and interpreted the data to draw the conclusions.
The analysis is performed question wise. The answers are tabulated and the
meaningful result is the outcome.

Facilities
a) Infrastructure
Sr. No. Response No of Respondents % of Respondents
1 Strongly Dissatisfied 0 0
2 Dissatisfied 2 4
3 Partially Satisfied 6 12
4 Satisfied 26 52
5 Strongly Satisfied 16 32
Graph showing satisfaction of employees regarding

30 infrastructure
26
25
20
16
oyees
15
Empl
No of
10
6
5
2
0
0
Strongly Dissatisfied Dissatisfied Partially Satisfied Satisfied Strongly Satisfied

Response
Above table and graph shows that 52% employees are satisfied, 32% are
strongly satisfied and 12% are partially satisfied with infrastructural facility and only
4% employees are dissatisfied.

b) Work place (regarding Cleanliness and Hygiene)

2 Dissatisfied 22 44
4 Satisfied 3 6
Graph showing satisfaction of employees regarding

workplace (cleanliness and Hygiene)
Strongly
Satisfied
8%
Satisfied
6%
Partially Satisfied Strongly Dissatisfied Strongly Dissatisfied
2% 40% Dissatisfied
Partially Satisfied
Satisfied
Strongly Satisfied
Dissatisfied
44%
Interpretation: Above graph shows that 44% employees are dissatisfied with
the work place regarding cleanliness and hygiene and 40% are strongly dissatisfied,
strongly satisfied employees are 8%, Satisfied employees are 6% and Partially
satisfied employees are 2%. .

c) Basic Amenities
4 Satisfied 1 2
Graph showing satisfaction of employees regarding basic amenities
35
31
30
nts
nde
25
spo
Re
of
20
No
15
13
10
5
3
2
1
0
Satisfaction Level
Interpretation: Above table and graph shows that 62% employees are
dissatisfied with the work place regarding cleanliness & hygiene,26% are strongly
dissatisfied & overall 12 % employees are satisfied.

Working conditions
a) Working Hours
4 Satisfied 2 4
Graph Showing Satisfaction of Employees Regarding Working Hours

25
23
22
20
15
No of Respondents
10
5
3
2
0
0
Strongly Dissatisfied Partially Satisfied Strongly

Dissatisfied Satisfied Satisfied
Satisfaction Level
Interpretation: The above graph shows that 46 % employees are strongly

dissatisfied,44% employees are dissatisfied with the working hours. Overall 10%
employees are satisfied only.
b) Work load

4 Satisfied 0 0
Graph Showing Satisfaction Of Employees Regarding Work Load
30
28
25
20
20
No of Respondents
15
10
0 0
0
Satisfaction Level
Interpretation: As per above graph,56% employees are dissatisfied,40%employees

are strongly dissatisfied regarding the workload. Only 4%employees were partially
satisfied.
c) Resources Availability


4 Satisfied 3 6
Graph Showing Satisfaction of Employees Regarding

Availability of Resources
25
20
15
No of Respondents
10
0
Satisfaction Level
Interpretation: As per above graph, 44% employees are strongly

dissatisfied,34%employees are dissatisfied & Overall 22% employees are satisfied
regarding the workload.

Supervision
a) Nature of Supervision
4 Satisfied 12 24
Graph Showing Satisfaction of Employees Regarding

Nature of Supervision
25
20
20
18
15
No of Respondents
12
10
0 0
0
Strongly DissatisfiedDissatisfied Partially Satisfied Satisfied Strongly Satisfied
Satisfaction Level
Interpretation: As per above graph,40% employees are partially

satisfied,24%employees satisfied regarding the workload while 36%employees were
dissatisfied.

Work Group
a) Interpersonal Relations
2 Dissatisfied 2 4
4 Satisfied 20 40
Graph Showing Satisfaction of Employees Regarding Interpersonal Relation
30
25 24
20
20
No of Respondents
15
10
5 4
2
0
0
Strongly Dissatisfied Partially Satisfied Satisfied Strongly Satisfied
Dissatisfied
Satisfaction Level
Interpretation: As per above graph,48% employees are strongly

satisfied,40%employees are satisfied ,8%employees are partially satisfied & Only
4%employees are dissatisfied regarding the interpersonal relations.

b) Communication
2 Dissatisfied 4 8
4 Satisfied 30 60
Graph Showing Satisfaction of Employees Regarding Communication
35
30
30
25
20
No of Respondents
15
12
10
5 4 4
0
0
Satisfaction Level
Interpretation: As per above graph,60% employees are satisfied,24 % employees are

strongly satisfied ,8% employees are partially satisfied regarding the workload.Only
8%employees are dissatisfied.

c) Team Spirit
4 Satisfied 14 28
Graph Showing Satisfaction of Employees Regarding Team Spirit
20
18
18
16
14 14
14
12
No of Respondents
10
8
6
4
4
2
0
0
Dissatisfied
Satisfaction Level
Interpretation: As per above graph,36% employees are partially

satisfied,28%employees are satisfied,8% are strongly satisfied while 28% employees
are dissatisfied regarding team spirit.

Work Itself
a) Job Scope
4 Satisfied 12 24
Graph Showing Satisfaction of Employees Regarding its Scope
18
16
16
14
12
12
10 10
No of Respondents 10
8
4
2
2
0
Dissatisfied
Satisfaction Level
Interpretation: As per above graph,32% employees are dissatisfied,20%employees

are strongly dissatisfied while 24%,20%and 4%employees are satisfied, partially
satisfied & strongly satisfied respectively.

b) Variety
4 Satisfied 2 4
Graph Showing Satisfaction of Employees Regarding Job Variety
30
26
25
20
18
No of Respondents
15
10
5 4
2
0
0
Satisfaction Level
Interpretation: As per above graph,52% employees are dissatisfied,36% employees

are strongly dissatisfied regarding the variety of work and overall 12 % employees are
satisfied.

c) Autonomy and freedom

4 Satisfied 0 0
Graph Showing Satisfaction of Employees Regarding Autonomy and Freedom
30
25 24
20
18
No of Respondents
15
10 8
0 0
0
Satisfaction Level
Interpretation: As per above graph,48% employees are dissatisfied,36% employees

are strongly dissatisfied regarding the autonomy and freedom while 16% are partially
satisfied.

Organizational Factors
a) Salaries and Wages

2 Dissatisfied 4 8
4 Satisfied 28 56
Graph Showing Satisfaction of Employees Regarding Salary and Wages
30
28
25
20
No of Respondents 16
15
10
5 4
2
0
0
Dissatisfied
Satisfaction Level
Interpretation: As per above graph, 56% employees are satisfied,32 % employees

are partially satisfied regarding the opportunities of promotion,2% are strongly
satisfied & 8% are dissatisfied.

b) Opportunities of promotion
4 Satisfied 12 24
Graph Showing Satisfaction of Employees Regarding Opportunities of Promotion
35
32
30
25
20
No of Respondents
15
12
10
5 4
2
0
0
Dissatisfied
Satisfaction Level
Interpretation: As per above graph,64% employees are dissatisfied and overall 36%
employees are satisfied regarding the opportunities of promotion.

c) Policies of government
2 Dissatisfied 8 16
4 Satisfied 20 40
Graph Showing Satisfaction of Employees Regarding Policies of Government
25
20 20
20
15
No of Respondents
10
8
5
2
0
0
Dissatisfied
Satisfaction Level
Interpretation: As per above graph,40% employees were satisfied & 40% employees
were partially satisfied & 4% are strongly satisfied with the policies of the
Government while only 16% employees are dissatisfied.

Others
a) Organizational Discipline

4 Satisfied 12 24
Graph Showing Satisfaction of Employees Regarding Organizational Discipline
30
26
25
20
No of Respondents
15
12
10
6 6
5
0
0
Dissatisfied
Satisfaction Level
Interpretation: The graph shows that 52% employees are dissatisfied & 12% are
strongly dissatisfied regarding discipline while 24%employees are satisfied & 12%
employees are partially satisfied.
b) Code of conduct

4 Satisfied 4 8
Graph Showing Satisfaction of Employees Regarding Code of Conduct
35
30
30
25
20
No of Respondents
15
12
10
5 4 4
0
0
Dissatisfied
Satisfaction Level
Interpretation: The graph shows that 60% employees are dissatisfied regarding code
of conduct, while 8% are strongly dissatisfied. Overall 32% employees are satisfied
only.

LIMITATIONS OF STUDY
1. This research comes under Attitudinal research. Job Satisfaction one of the
two work attitudes. In Organizational Behavior, perhaps the attitude of
greatest interest is the general attitude of employees towards their job, often
called job satisfaction. It does not often happen that individual’s behaviors are
consistent with their attitudes at the workplace. So it is very difficult to
measure attitudes and attempt to predict the subsequent behaviors accordingly.
2. This research is related to Human Beings and human beings are bound to
change in course of time. Hence the validity of the data collected,
observations, conclusions are bound to undergo changes..
3. There are many variables, which are important from the point of view of
theoretical treatment. But these variables need not be of much practical usage
in managerial decision making.
4. .Resources and circumstances limit the utility of research to certain extent.

CONCLUSIONS AND SUGGESTIONS
All the conclusions are drawn based on the analysis and interpretation of the
primary data regarding the Job Satisfaction of the employees of THE LATE SMT.SAI
BAI MOTE SUB DISTRICT GENERAL HOSPITAL,SHEGAON.
Facilities
• From table No. of the analysis and interpretation, it is concluded that most
of the employees are satisfied with the Infrastructure and only few employees
are dissatisfied, which are negligible in number. It means the infrastructure of
this organization is good or satisfactory.
• From table No. ,it is concluded that most of the employees are dissatisfied
with the workplace regarding cleanliness and hygiene. This is because of the
unhygienic conditions i.e. improper lighting, humidity, ventilation, lavetories
and poor maintenance of the facilities in the hospital. A very few employees
are satisfied. Good working conditions are desirable by the employees as they
lead to more physical comfort.
with basic amenities provided by the hospital. This is because, there are very
few staff quarters for employees, canteen facility is not available, there is no
provision of Creche for the children of Women employees. This contributes to
dissatisfaction.
Working Conditions
• From table No. of the analysis and interpretation, it is concluded that most of
the employees are dissatisfied with the working hours and only few employees
are satisfied, which are negligible in number. It means most of them were
dissatisfied due to un convenient working hours, night shifts. Nursing staff
members are always because they have to manage their home affaires as well.
with the workload. This is because of the work overload. There are various

posts which are vacant since last years and the Government is running the
hospital with inefficient number of employees.
with availability of resources provided by the hospital. This is because, most
of the resources are not available on time. Due to this Doctors are not able to
provide proper treatment to the patients. Ex.: lack of medicines, stock out of
blood in Blood Bank, most of the equipments are under maintenance, always.
Supervision
• From table No. ,it is concluded that near about 2/3 of the employees are
satisfied with the nature supervision of the medical superintendent. Rest other
employees are dissatisfied as most of them are working since many years and
they need some kind of autonomy.
Work Group
of the employees are satisfied with the interpersonal relationship and very few
employees are dissatisfied, which are negligible in number. It means most of
them were satisfied. There is healthy relationship among the employees which
provides the opportunities to the group members to interact with each other. It
serves as a source of support, comfort, advice and assistance to the individual
group members. There is less friction on day to day basis.
• From table No. ,it is concluded that most of the employees are satisfied with
the way of communication. This is because there is proper information flow
in the organization. There is effective and efficient upward, downward and
horizontal communication across the organization.
• From table No. ,it is concluded that most of the employees are satisfied.
They have the team spirit, co-operation while working. Team spirit is the
important factor to have good effect on job satisfaction. Very few employees
are dissatisfied who may be dissatisfied due to personal factors.

Work Itself
• From table No. of the analysis and interpretation, it is concluded more
employees are dissatisfied with the scope of the job and lesser employees are
satisfied. There is lesser scope in Government organizations.
because their jobs are monotonus. There is no variety in their roles and job.
because of lesser autonomy and freedom. They have no freedom to take the
decisions.
Organizational Factors
of the employees are satisfied with the salaries and wages and only few
employees are dissatisfied, which are negligible in number. It means most of
them were satisfied regarding the compensation policies of the Government.
with the promotional opportunities. Some employees are satisfied. This is
because of the promotional policies. These are not based on efficiency but on
seniority basis.
• From table No. ,it is concluded that most of the employees are satisfied with
the policies of the Governmental. Very few employees are dissatisfied. This is
basically because there is always Job Security and reasonable salaries.
Other Factors
of the employees are dissatisfied with organizational discipline and some
employees are satisfied. Mostly in Government organizations there are not
proper disciplinary measures and due to this these organizations do not work
efficiently and effectively.
with the code of conduct. This is because, these are unwritten norms of

behavior. Some women employees are dissatisfied because their colleagues

and the patients also.
In this way the hypothesis is proved because most of the employees are
dissatisfied due to sub standard working conditions.
SUGGESTIONS
As per conclusions, most of the employees are dissatisfied due to substandard

working conditions in this organizations. Here are some of the measures to enhance
their Job Satisfaction.
1. Greater Autonomy: Possibly the single most effective way of increasing job
satisfaction is to give more freedom to the employees to do their work in their
own way. People will work harder and derive satisfaction if they are given the
freedom to make their own decisions.
2. Variety and Scope: A moderate amount of variety is very effective.
Excessive variety produces confusion and stress and a too little variety causes
monotony and fatigue which are dissatisfier. The higher amount of
responsibility, work pace and feed back contributes to the scope.
3. Working Conditions: Good working conditions are desirable by the
employees as they lead to more physical comfort. There should be a clean and
healthy working environment. Proper ventilation, lighting, clean and hygienic
workplace etc. should be maintained. There should be provision of crèche for
the children of women employees and canteen facility providing subsidized
foods for the employees. Good working conditions are desirable by the
employees as they lead to more physical comfort.
4. Supervision: There are two dimensions of supervisory styles. First is
Employee Centeredness where the supervisor is friendly and supportive of the
workers. Second is Participation. There should be employee participation in
decision making so that it will help in creating an environment which is highly
conductive to job satisfaction.

BIBLIOGRAPHY
[1] Subba Rao P., “Personnel & Human Resource Management-Text and Cases”,
Himalaya Publishing House,ISBN-81-8054-640-3.
[2] Gupta C. B., “Human Resource Management”, Sultan Chand and Sons,
Edition 2007. ISBN – 81-8054-640-3
[3] Debra L. Nelson, James Cambell Quick, “Organizational Behaviour –
Foundations Realities and Challenges”,
[4] K. Koteshwara Rao, “Motivation and Job Satisfaction”, Discovery Publishing
house New Delhi First print 1991.
[5] P. Jyoti and D. N. Venkatesh, “Human Resource Management”, Oxford
University press, Edition 2006.
[6] Pestonjee D. M. “Motivation and Job Satisfaction”, Mcmillan India Limited 1st
published 1991. SBN - 0333929225
[7] IGNOU Notes, "Quantitative Analysis for Managerial Applications” MS –
8 (Book no 1234)
[8] Dr. Majumdar P. K. , “Research Methods in Social Science”, Viva Books
Private Limited ISBN – 81-309-0122-6
[9] Journals – Human Capital
[10] Journal – Business World
[11] www.humancapitalonline.com
[12] www.businessstandard.com

APPENDIX
QUESTIONNAIRE
Dear Respondent,
I, the undersigned, is a bonafide student of MBA 2nd year (Human Resource
Management Specialisation) of Dept. of Business Administration & Research,
SSGMCE, Shegaon. I am doing my project work to study the ‘Job Satisfaction of
employees’ in your organization. So, I kindly request you to co-operate in giving
valuable inputs through the Questionnaire given below for fulfilment of my research
work.
Thanking You.
Yogesh G. Nagpure
MBA 2nd year (H.R.M.)
D.B.A.R.,S.S.G.M.C.E.,
Shegaon.
1. Name of The Organization :The Late Mrs.Sai Bai Mote Sub District General
Hospital,Shegaon.
2. Name Of The Employee : ______________________________________
3. Designation : ______________________________________
Given Below are some statements related to ‘Job Satisfaction’. Please tick ()
mark to best indicate the extent to which you are satisfied or dissatisfied with given
statements. Please use the following scale.
1 2 3 4 5
Strongly Dissatisfied : ______ : ______ : ______ : Strongly satisfied
1 Strongly Dissatisfied
2 Dissatisfied
3 Partially Satisfied
4 Satisfied
5 Strongly Satisfied

Tick in any one box SATISFACTION LEVEL

Strongly Dissatisfied Partially Satisfied Strongly
Dissatisfied Satisfied Satisfied
FACILITIES
1.Infrastructure
2.workplace(regarding
cleanliness and hygiene)
3.Basic Amenities
WORKING CONDITIONS
1.Working Hours
2.Workload
3.Resources
Availability
SUPERVISION
1.Nature of Supervision
WORK GROUP
1.Interpersonal
Relations
2.Communiction
3.Team Spirit
WORK ITSELF
1.Job Scope
2.Variety
3.Autonomy and
Freedom
ORGANIZATIONAL FACTORS
1.Salaries and Wages
2.Opportunities of
Promotion
3.Policies of
Government
OTHERS
1.Organizational
Discipline
2.Code Of Conduct
Date :
Place :
Thank you....

Job Satisfaction

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Job Satisfaction – A Case Study of the Late Mrs. S. B.

Mote Sub District General Hospital, Shegaon

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 1

Factors Contributing to Job Satisfaction

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 2

Sr.No. Category of The Employees Number

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 3

Services provided at Sub District Hospital, SHEGAON

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 4

Availability of physiotherapy services

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 5

HISTORY OF JOB SATISFACTION

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 6

FACTORS INFLUENCING JOB SATISFACTION

Sources of job satisfaction

Salaries Job Scope

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 7

These factors can be discussed In detail as follows:

1. Salaries and Wages

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 8

Organisational structure and policies also play an important role in affecting

B. WORK ENVIRONMENTAL FACTORS

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 9

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 10

Moreover, all the employees are not satisfied or dissatisfied by favourablle or

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 11

4) Role ambiguity and Role Conflict

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 12

CONSEQUENCES OF JOB SATISFACTION

1. Job Satisfaction and Productivity

Performance Rewards Satisfaction

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 13

2. Job Satisfaction and Employee Turnover

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 14

The employee turnover is affected by certain other factors also, in addition to

3. Job Satisfaction and Absenteeism

4. Job Satisfaction and Union Activities

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 15

5. Job Satisfaction and Safety

6. Other effects of Job Satisfaction

THEORIES OF JOB SATISFACTION

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 16

Fig. A need fulfillment model of jobs, needs, attitudes and behaviours

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 17

Fig. Equity Theory of Job Satisfaction

3. TWO FACTOR THEORY

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 18

as satisfiers (achievement, advancement, recognition, work itself and responsibility).

Fig. Discrepancy Approach to Job Satisfaction

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 19

a) Their inputs are low;

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 20

Fig. Determinants of Job Satisfaction

6. SOCIAL REFERENCE GROUP THEORY

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 21

Modern Method of measuring job satisfaction

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 22

In his study on American employees, Hoppock identified six factors that

Because human resource managers often serve as intermediaries between

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 23

To study the following:-

RATIONALE BEHIND THE STUDY