INTRODUCTION JOB SATISFACTION.

DEFINITION:
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job, and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. Job satisfaction is ones attitude towards his job (positive or negative). Satisfaction in work and the work environment is the basic constituent of employee job satisfaction. Employee attitudes and values influence their behaviour. Positive outlook and backup from HR helps modify behaviors resulting in higher performance levels.

Job satisfaction is defined as a combination of psychological, physiological and environmental circumstances that causes a person truthfully to say, I am satisfied with job. Bloom and Taylor said that Job satisfaction the result of various attitude are related to the job are concerned with such factors wages condition of work, social relation on job, standing of employment either similar.

Concept of job satisfaction

Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialize. A simple or general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. An alternative approach is that proposed by Sousa-Poza and SousaPoza, based on the assumption that there are basic and universal human needs, and that, if an individuals needs are fulfilled in their current situation, then that individual will be happy. This framework postulates that job satisfaction depends on the balance between work-role inputs - such as education, working time, effort - and workrole outputs - wages, fringe benefits, status, working conditions, intrinsic aspects of the job. If work-role outputs (pleasures) increase relative to work-role inputs (pains), then job satisfaction will increase (Sousa-Poza and Sousa-Poza, 2000). Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bidimensional concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of satisfaction depend on the individual characteristics of the person, such as the ability to use initiative, relations with supervisors, or the work that the person actually performs; these are symbolic or qualitative facets of the job. Extrinsic sources of satisfaction are situational and depend on the environment, such as pay, promotion, or job security; these are financial and other material rewards or advantages of a job. Both extrinsic and intrinsic job facets should be represented, as equally as possible, in a composite measure of overall job satisfaction.

This distinction, as described by Rose, relates to the double meaning of the word job: the work tasks performed and the post occupied by the person performing those tasks. The meaning of job as a post or appointment is of primary importance. Every job is an instance of the employment relationship, embodying a contract (substantive or implied) to exchange an ability to work (labour, provide service, exercise ingenuity, direct efforts of others, etc) for rewards (both material and symbolic). True, performing work tasks provides a stream of experiences, technical and social, that can energies psychosocial responses; any resulting data summarizing these reactions are indispensable. However, such data must not be weighted higher than those concerning experience of the overt (or ostensible) contractual terms - above all, those concerning pay and job security. (Rose, 2001 In todays world, it is naive to assume that people work primarily to achieve professional fulfillment and job satisfaction. As a matter of fact, they seem to work because what they get on the job enables them to achieve whatever they want to achieve off the job. On the job, they have to produce - there is no time for any enjoyment. Compensation levels and competitiveness are higher than ever before and the chief casualties are traditional factors like job satisfaction. Todays typical professional may no longer have an undivided loyalty and commitment towards his job. Therefore, it is incorrect to believe that an employees work life is spent entirely in the pursuit of job satisfaction. Perhaps, he or she is not actively seeking job satisfaction as much as aspiring towards other important needs and considerations like own career progression, standard of living and personal fulfillment. The job is a means to achieving the desired ends.

One of the typical propositions held by most people connected with HR is that job satisfaction is positively associated with job performance. Does a satisfied employee always produce more? It may be wrong to presume and take for granted a fictitious linkage between job satisfaction and employee productivity in all cases. In some cases, one may be shocked to find that while the so-called satisfaction was increasing, the productivity of the individual was declining. The reason behind this is the mistaken concept that a satisfied employee will devote his dedicated attention to his work. A satisfied or happy employee may begin to develop an approach of self-complacency, and an overall sense of well-being, and consequently, his temperament may become one of ignorant submission and passivity rather than one of positive action and active involvement. As a result, it is not too uncommon to see that the productivity of the employee does not always closely follow his upward satisfaction curve. Another important aspect of this situation is the rate of constructive conflict. If properly used and suggestively applied in the organizational context, the managerial implantation of a limited degree of constructive conflict does indeed shake these smug people and satisfied employees out of their lethargy and enables them to achieve a certain individuality of action. Viewed from the perspective of the organization the key issue is not having satisfied, happy employees but maximizing productivity, the bottom line being profit. With changing value systems, it may be wrong to believe that increased satisfaction means increased motivation as propounded by various theories of motivation ( Maslows Need Hierarchy, for example). Here it is vital to understand that need comprises two components: Appetite and Desire . 4

Appetite corresponds to that part of each hierarchical level of need, the non-satisfaction of which can be expected to normally inhibit or deter progress up the hierarchy of needs. Desire corresponds with the greedy, relatively unjustified part of each hierarchical level of need, the satisfaction of which should not be viewed as necessary prerequisite. With changing values, and by habit and custom, yesterdays desires become todays appetite . The effect of extrinsic motivational techniques like job satisfaction will eventually be to increase need satisfaction threshold limits and draw energies towards the satisfaction of desires. The myth of job satisfaction exerts severe pressures upon both the employer and the employee The employer convinces himself that he must provide satisfaction on the job and the employee rationalizes his behavior and anticipates satisfaction. In this two-faceted pressure-approach, the entire organization suffers from unwanted conflicts, unfulfilled expectations, and un kept promises. Job satisfaction describes how content an individual is with his or her job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. There are a variety of factors that can influence a persons level of job satisfaction; some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationship, and the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements).

The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents not at all satisfied and 5 represents extremely satisfied).

History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. The studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably increase illumination productivity on workers the productivity. These studies ultimately showed that novel changes in work conditions temporarily (called 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 (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a 6

single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labour and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs self-esteem needs, and self-actualisation. This model served as a good basis from which early researchers could develop job satisfaction theories. There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers.

Perspectives to job satisfaction

Smith (1969) perceived job satisfaction as the extent to which an employee expresses a positive orientation towards job. Wikipedia (2007) notes that job satisfaction describes how content an individual is with his or her job. Job satisfaction has also been defined as a pleasurable emotional state resulting from the appraisal of ones job, 7

an affective reaction to ones job and an attitude towards ones job (Brief, 1998). Weiss (2002) argued that it is an attitude but pointed out that researchers should differentiate between the objects of cognitive evaluation which affect (emotion), beliefs and behaviors. Other authors argue that job satisfaction may include factors such as workload, physical conditions, and carrier aspirations of individuals. Job satisfaction is often described as the quality of life at work as experienced by the employee, and the condition that could be promoted influence by on social job responsibility satisfaction programs into three executed groups by the employer. Furnham (1992) categorizes factors that can have an namely: .Organizational policies and procedures that have to do with the nature of the remuneration package, supervision and decision-making practices, and the perception of the quality of supervision. ii. Aspects of the total workload, the variety of skills applied, autonomy, feedback and the physical nature of the working environment iii. Personal aspects such as self-image, ability to deal with stress and general satisfaction with life. According to Winos and Lawler (1972) there is a serious lack of good theory about the very meaning of employee-satisfaction.' hence the conflicting results founding many studies on job satisfaction are a manifestation of the unavailability of a generally accepted definition of job satisfaction (Locke and Latham, 1990), and different terms being used interchangeably with other terms such as 'morale, employee satisfaction, attitudes and opinions'(Bayfield and Crockett, 1955; Deci and Ryan, 1985;Guion, 1958; Lazarus and Folkman, 1984, Thierry and Hacker, 1990). However, employee-satisfaction in one form or another has been related to such variables as turnover, absenteeism, productivity, group cohesiveness, general hygiene factors, job reward, personnel rights, labour, unrest and performance appraisal (Barber etal.,1992; Danhoff, 1993).Job satisfaction has also been correlated with factors related to the work itself or to the outcomes (such as the rewards for excellence and performance) directly derived 8

Chimanikire et al. 167from it such as the nature of employees' jobs, achievement of work, promotional opportunities and chances for personal growth and recognition (Greenberg, 1986). Previous research has also focused on the relationships between job satisfaction and the following variables: performance, autonomy, supervisor support, equitable wages, social stimulation, working environments and personality variables (Organ, 1988). Job satisfaction is a multipronged concept affected by interplay of factors emanating from the business environment, government policies and personality factors.

Determinants of job satisfaction

Job satisfaction in organizations has been receiving increasing attention because it reduces employee turnover, absenteeism, tardiness, and health setbacks due to stress. Workers who are satisfied at their workplaces show positive attitudes in their homes and make a psychologically healthy society. Many of the studies on job satisfaction have been done focusing on different economic sectors and perspectives such as agriculture, commerce, health and education .According to DeVaney and Chen (2003), demographic variables such as age, gender, race, and education have an effect on job satisfaction. It has been shown, for instance, that older workers are more likely to be satisfied than younger workers and also that non-white employees are less satisfied than white employees. Work related variables such as whether the job is interesting, good relations with management, job security (permanent or contract jobs), higher pay, a sense of control over ones work were identified as important factors underlying job satisfaction (Miller, 1980; Souza9

Poza, 2000).One et al. (2005) examined the factors affecting job satisfaction of field extension workers in Enugu State Agricultural Development Programmed in Nigeria using as ample of Forty-two extension staff randomly selected across three agricultural zones. The field extension workers indicated low level of satisfaction with their job content, conditions of service and working environment, which were subsequently identified as key factors that could enhance job satisfaction among extension personnel in Nigeria. Salmon (2006) used a sample of 437nurses drawn from 20 different states in the United States. The Karasek's job demand-control-support model was used as the theoretical framework for the study. Variables used to predict job satisfaction in the analysis included personal factors of educational level, certification level, continuing education credits, years of experience, and perceived competence (self-efficacy) and organizational factors of social support, professional practice environment, type of hospital, and type of unit. The organizational environment or Professional Practice. Environment Score (PES) was identified as the main determinant of job satisfaction among nursing staff in the20 states. Tutuncu and Kozak (2006) measured job satisfaction in the Turkish Hotel industry using a job satisfac168Afr. J. Bus. Manage.tion index. Attributes such as the work itself, supervision, and promotion were noted as the determinants of the level of overall job satisfaction among Turkish hotel workers. DeVaney and Chen (2003) conducted a survey of job satisfaction among 211 graduates in financial services in the US using Ordinary Least Squares (OLS)as the analytical tool. The aspects of job satisfaction measured in the study were attitude to the job, relations with fellow workers, supervision, company policy and support, pay, promotion and advancement, and customers. Realization of expectation, company support, attitude ,relations with fellow workers, pay, and gender were significant determinants of job satisfaction. Four factors in the regression analysis were not significantly related 10

to job satisfaction namely job security, opportunity for promotion, age of the graduate, and stress. The study however, did not indicate why the four aforementioned factors were not statistically insignificant. Sur et al. (2004) investigated job satisfaction among 855 dentists selected from9 provinces in Turkey. Job satisfaction was conceptualized intrinsically and extrinsically and items were rated using a 5-point liker scale. The type of social insurance, the amount of monthly income, and the number of patients examined per day were the most common and statistically significant predictors of intrinsic, extrinsic, and overall satisfaction among Turkish dentists. A crosssectional survey was done by Knowles (1978) to determine job satisfaction among supervisors in Australia using job satisfaction questionnaires. Job design and organizational factors emerged as the main factors underlying job satisfaction. Ito et al. (2001) surveyed 1494 nurses unemployed in 27 psychiatric hospitals in Japan and used the National Institute for Occupational Safety and Health job stress questionnaire to study job satisfaction. Forty-four percent of the respondents wanted to leave their job, and 89% of those perceived a risk of assault. Younger age, fewer previous job changes, less supervisory support, lower job satisfaction, and more perceived risk of assault were significant predictors of intention to leave. Wiedmar (1998) used age, education level, sex, shift, and part or fulltime status as the factors constituting job satisfaction in Wal-Mart Super center in St Joseph, Missouri. Equal treatment by management, sex and employees seeing them as part of the organizations future were important variables. However, educational level and age were not significant predictors of job satisfaction. Job satisfaction tends to vary from country to country depending on job-culture fit. It has been noted that Americans value achievement, equity, democracy and ambition. English-Canadians are said to value competition, achievement, independence and pragmatism while French-Canadians 11

value spiritual and society oriented outcomes and Japanese value self-respect, helpfulness and forgiveness. High job satisfaction has been recorded among Americans (80%) while low job satisfaction 14% has-been recorded among the Japanese because the Japanese assign workers to jobs despite their interests whereas Americans look at the worker personality and preferences(Robbins, 1998).Employees prefer work situations that allow them tousle all their skills, mentally and physically, freedom and quick feedback on their work performance though it has-been noted that excessive challenge to ones abilities may bring in frustrations (Robbins, 1991). Workers prefer jobs that reward them on the basis of what they perceives economically justifiable (Robbins, 1991). It is not the amount of money one receives but its the job-wage congruence based on worker perception that leads to job satisfaction. Supportive work environments that do not pose perceived danger such as fire, and accidents, are more preferred by employees. Provision of adequate and appropriate working equipment and clean facilities are related to high job satisfaction (Robbins, 1998). From literature the parameters that generally influence job satisfaction include age, income, conditions of service, working environment, gender, treatment by management, promotion, realization of expectation, company support and attitude. Job satisfaction is an important criterion for the success of an organization. It is closely associated with job turn over and life satisfaction. Job satisfaction is defined in various contexts by various authors. Some of the important definitions related to the scope of this paper are discussed in the following paragraphs. According to Locke (1976), job satisfaction is an emotional reaction that "results from the perception that one's job fulfills or allows the fulfillment of one's important job values, providing and to the degree that those values are congruent with one's needs". Human needs are subjected to constant change but the job values are relatively more stable. Some 12

one who is satisfied with his/her job may not experience the same emotion if there is a change in his/her needs. Most authors state job satisfaction as resulting from the fulfillment of needs through the activities one performs at one's job and from the context in which the work is performed. It is very hard to fulfill one's need as it keeps changing quite often. Ilgen(1971) and McFarlin and Rice (1992),conceive of job satisfaction as resulting from the size of the discrepancy that one perceived, if any, between what he expects to receive from his work and what he perceives he is receiving. Pinder (1997) suggests that the satisfaction results from at least three general types of perceptions. First, the person must see that there is a positive increment in the level of desired outcomes he/she receives. Second, the shorter the period over which the improvement occurs, the greater is the feeling of satisfaction (called the notion of velocity). Third, positive increase in the rate of positive change also adds to the sensation of satisfaction. Pinder (1997) considers employee values, which are defined as those things that might be considered as conducive to his or her welfare. Pinder (1997) states satisfaction or dissatisfaction resulting from comparison that a person makes between herself and others around her. From the above definitions we find that job satisfaction is associated with needs and the values. This research paper is about the study of the effect of physicaleconomic and social factors on job satisfaction. Physical-economic factors are found to affect the needs and social factors affect the values. Figure 1 illustrates the factors and the sub factors that affect job satisfaction based on physical-economic and social factors.

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FACTORS AFFECTING JOB SATISFACTION

Physical-economic factor

Lincoln and Kalleberg (1990) have argued that the rewards offered by an organization may have a powerful effect on employees' attitudes towards their job. The rewards may be classified into intrinsic and extrinsic rewards. The intrinsic rewards are those that exist in the job itself, such as variety, challenge, and autonomy. Extrinsic reward comprises elements such as pay and fringe benefits, promotion or advancement opportunities within the organization, the social climate, and physical working conditions. O'Driscol and Randall (1999) have argued that extrinsic rewards are strongly associated with continuance commitment and intrinsic rewards are strongly associated with job involvement and affective commitment. Continuance commitment, job involvement and affective commitment are associated with job satisfaction.

Physical - Economic Extrinsic Reward Pay Benefits, Social Climate, Work place ,Promotions Intrinsic Reward

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Variety, Challenge, Autonomy Social Parent Hood, Social Support, Partner Support, Coworker Support

Social factors:
Parent hood and social support are the two sub factors under the social factors that affect job satisfaction. Roxburgh (1999) have argued that there is a modest difference in the job satisfaction of fathers compared to non-fathers and mothers compared to nonmothers, with job satisfaction higher among mothers and nonfathers. Roxburgh (1999) have argued that job satisfaction is significantly higher among women compared to men when partner support is high and the job satisfaction among men is maximized by high coworker support. Job satisfaction can be influenced by a variety of factors, e.g. the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc.. Numerous research results show that there are many factors affecting the job satisfaction. There are particular demographic traits (age, education level, tenure, position, marital status, years in service, and hours worked per week) of employees that significantly affect their job satisfaction. Satisfying factors motivate workers while dissatisfying ones prevent. Motivating factors are achievement, recognition, the job conducted, responsibility, promotion and the factors related to the job itself for personal development. Motivating factors in the working environment 15

result in the job satisfaction of the person while protective ones dissatisfy him/her.

Maslow connects the creation of the existence of people's sense of satisfaction with the maintenance of the classified needs. These are: physiological needs (eating, drinking, resting, etc.), security needs (pension, health insurance, etc.), the need to love (good relations with the environment, friendship, fellowship, to love and to be loved), need to self-esteem (self-confidence, recognition, adoration, to be given importance, of status, the of etc.) abilities, need of power etc.) self-actualization and capacity, . (maximization development latent[potential]

Insufficient education, inability to select qualified workers for the job, lack of communications, lack of job definitions, all affect job satisfaction negatively. It has been asserted that participating in the management, having the decision making power, independence on the job and the unit where the individual works, have positive impact upon the job satisfaction. The job itself (the work conducted), and achievement and recognition at work result in satisfaction while the management policy, relations with the managers and colleagues result in dissatisfaction. Factors related to the job itself such as using talents, creativity, responsibility, recognition have influence on the job satisfaction. Age is one of the factors affecting job satisfaction. Studies conducted in five different countries prove that the elder workers are more satisfied . Kose has also found a meaningful relation between the age and job satisfaction . There is a strong connection between feeling secure and saying one is satisfied with a job. People who state their job is secure have a much larger probability of reporting themselves happy with their 16

work. Similarly, by some researchers, sex is also found to have an influence on job satisfaction . Besides, Wahba has found out that male librarians give more importance to personal development and free decision making in their jobs than the female librarians, and the female librarians are more dissatisfied than the male librarians .

Job satisfaction and devotion to the job, affected each other reciprocally, and they have great impact upon performance. The most significant of the factors affecting performance are economical, technical, socio-political, cultural and demographical ones . However, most efforts to improve performance seem to center on improving the conditions surrounding the work. These are worthwhile efforts, but they usually result only in short-term improvements in attitudes and productivity, and the situation often returns quickly to normal .

There is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance -in fact, improved job satisfaction can sometimes decrease job performance. For example, you could let workers sometime sit around all day and do nothing. That may make them more satisfied with their "work" in the short run, but their performance certainly doesn't improve. The individual's willingness to get a result, his/her endeavour and expectation of maintaining the result will push him/her to show the highest performance. Job satisfaction varies a lot. But, many workers are satisfied in even the least prestigious jobs. They simply like what they do. Most workers like their work if they have little supervision. The least satisfied workers are those in service occupations and managers that work for others. Ethnic and religious orientation is associated to work 17

attitudes, and job satisfaction is related to education. The difference between the results that the individual desire and those s/he maintained will affect his/her satisfaction . There is a consistent relationship between the professional status and the job satisfaction. High levels of job satisfaction are observed in those professions which are deemed of good standing in the society. The workers usually compare their working conditions with the conditions of the society, under the variable of social conditions. If the social conditions are worse than the individual's working conditions, then this will result in satisfaction of the individual, as the workers deem themselves relatively in good position. No meaningful relationship between the job satisfaction and age, professional experience, education level, level of wage, sex and professional group was found. On the contrary, professional experience has been claimed to increase job satisfaction

In todays competitive environment organizations thrive and survive on their human resources. Values, attitudes, perceptions and behaviour, which form these resources, influence employee performance. It is a key factor in realising organisational and individual goals that in turn greatly depends on individuals selfmotivation and job satisfaction.

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To achieve job satisfaction : Attitudes influence behaviour and are the indicators of potential problems an organization might encounter. HR must help employees to cope with frustrations and sustain job satisfaction. Motivated employees stay on for long to achieve their goals. Job responsibilities, achievements, growth, self-fulfillment and recognition enhance job satisfaction levels. A candid interaction of managers with employees helps develop good relationships. Continuous coaching and genuine appreciation by the managers also enhances job satisfaction.

To cultivate an attitude of excellence in their employees, managers must provide a certain degree of autonomy. Organizations and managers desirous of excelling must therefore, work toward ensuring employee job satisfaction. A happy worker is a productive worker. The Hawthorne studies conducted at an electrical plant in Chicago from 1924-1932 revealed that employee morale and satisfaction increase productivity. Since then, management has pursued the topic of job satisfaction, as it is believed to enhance performance, reduce absenteeism, retain qualified workers and establish smooth employment relations. Job satisfaction is a pleasurable or emotional state resulting from the appraisal of ones job and experience. (Locke: 1976). It is important to realize that these attitudes vary according to individual experiences and expectations and hence there is no single unitary concept of job satisfaction.

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RESEARCH METHODOLOGY

Title of the Study Factors affecting job satisfaction among middle level executives. Sub title of the study ( A study of 70 middle level executives in Anupam Industry Ltd. V . U
. Nagar )

Significance of the Study

Job satisfaction is central to many aspects of industrial and organizational development the individual performance and growth in the organization influenced by varied function constant changing 20

environment have also an influence on individual at personal level According to scientific management job satisfaction is based on most pragmatic an essential pessimistic philosophy that man is maintained by money. The individual involvement, loyalty, dedication to job and organization seed to be low key affair, the loyalty, dedication and involvement leads to organization effectiveness productivity as well as individual growth and enhancement. Job satisfaction is commonly measured in seven areas that is physical, salary and perks, promotion, policy, job security, work interest, relation, welfare facilities. Studying job satisfaction which influence and determine human behaviour in worth because ultimately all the aspects related to job satisfaction ultimately leads to good industrial relationship enhances inter personal relation ultimately leads to increase productivity and growth of the organization. Thus the study is an attempt to explore various factor which can affect industrial development especially related to job satisfaction which can be helpful to all those and especially industrial social workers to find out effective measures and solution to deal with the loopholes and obstacles in gaining effective work.

Objectives of the Study. Main objectives

To explore various factors affecting job satisfaction.

Specific objectives.
To find out aspects like job security, work interest among respondents. To explore the social satisfaction level among respondents. 21

To know the attitude of respondents toward the welfare facilities provided by the management.

Hypotheses of the study

1 Better physical condition lead to good job satisfaction 2 Adequate salary and perks are responsible for increase job satisfaction level. 3 Good interpersonal relationship will increase the working satisfaction level among respondents.

Pretesting

Pretesting was done before the actual interview with respondents where alteration were made in the interview schedule as per the requirement of the research.

Universes
My universe of study consists of Anupam Industry Ltd. V . U. Nagar.

Sample
22

My sample for study consists of departments of Anupam Industry Ltd. like purchase, production and planning, account, qualitative control, store, personnel department, design department.

Sampling method
Rsearcher has selected the respondents on the basis of particular strata like researcher has selected ten respondents from seven department thats why the sampling method for the study is stratified random sampling.

Variables
Independents variables
They are age, designation, total experience, marital status.

Dependents variables
Remuneration, attitude towards welfare facilities, opinion about work interest, job security.

Research design
The study attempts to find out factual information from the respondents thats why it is exploratory in nature and at the same time as it describes the factors and aspects in detail it is descriptive in nature thats why the research design for my study is exploratory cum descriptive in nature.

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Tools for data collection Primary tool

schedule.

: Primary tool for data collection was Interview

Secondary tool : Secondary tool for data collection consists of

library, books, journals, internet, news Papers, magazines.

Limitations
1. Time constraint was one of the limit during data collection.
2. Responses received were not free from respondents biases because of their apprehension that it might affect their career.

3. The information should be kept in secrete.

Operational Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job, and an attitude towards ones job.

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CHAPTER III RESEARCH SETTING

PROFILE
Anupam Industries Ltd. having enriched experience of 35 years is one of the market leaders in crane manufacturing in India. In a span of 35 years, the company has a satisfied customer base of more than 3500 installations across the globe. Through its 3 decades long history Anupam has grown from strength to strength and is now a frontrunner in the of crane manufacturing innovation industry. and Our unbeatable superior combination reliability, technically

products deliver great value and performance. 25

MISSION
To achieve market leadership across the globe in crane business through total customer satisfaction.

VISION
To establish ourselves as a dominant player in crane manufacturing across the globe

ESTABLISHMENT

History
Anupam Industries Ltd.was established in 1973-with a purpose of manufacturing E.O.T (Electric Overhead Transforming crane).The foundation chairman with rich experience of 10 years in crane design at Heavy Engineering Corporation, Ranchi. made a humble beginning with manufacturing of cranes and since than Anupam has gradually developed its capabilities and has flourished in all horizons. The main thrust of company all along has been its proficiency in its design capability, research & development and satisfaction of its customers.

CORE TEAM
The company is headed by Shri J. C. Patel - Founder Chairman, who is a sound technocrat with a total experience of 4 decades. Under his leadership, a team of young technocrats - Mr. Mehul Patel, Managing Director and Ms. Shreya Patel, Executive Director both with rich experience are heading different operations of the company. They are backed by a team of professionals having experience of more than 3 decades in various functions like designing/engineering, marketing/contracts, finance and operations.

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SUPPORTED BY
Qualified team members with an average of 10-15 years experience in each discipline of the crane industry, providing pragmatic wisdom and a practical insight to the industry.

INFRASTRUCTURE
The companies registered office is 138 GIDC, Vitthal UdhyogNagar. With branch offices at New Delhi, Mumbai, Chennai, Banglor and Kolkata. The companys turnover was increased from 20 crores to 75 crores and now the planning for further increase of turn over about 75 to 150 crores. Today Anupam one of the foremost organization in India having an absolute experience of 25 years in this field.

Turn Over:
The annual turn over of Anupam Industry Ltd. For the year 2006 2007 is Rs. 70.42 crores.

Future Plan:
Future plan of the company is to be Global Leader in crane industry all over India & abroad. To achieve the target of Rs. 300 crores. To get more orders from different sectors like power steal, nuclear, construction and general purpose crans.

Unit-I Shop Area:

Assembly Shop Length 56.3 Assembly Shop 2 56.3m Equipped with 50 T & 10 T Cranes 27 : Span 12.0m x Height 8.0m x Length : Span 10.0m x Height 6.0m x

 Fabrication Shop 40.0m

: 1.Span 14.5m X Height 6.0m X Length 2.10 T S/G Cranes (2 Nos.)

Load Testing Facility Capacity

: 250 T (1 No.) Load Pit Assembly : 4 To 6 Cranes per Month

Single Largest Component Handling Capacity : 50 T

Unit-II Shop Area:

Fabrication Shop100.0 Assembly Shop No.) Load Testing Facility : Span 19.0m X Height 12.0m X Length 100.0m Equipped with 40/10 TD/G (2Nos.), 20 T D/G (1 No.) Assembly Capacity : 350 T (2 Nos.) Load Pit Single Largest Component Handling Capacity per Month :8 To 10 Cranes : Equipped with 20 T D/G (2 Nos.), 15 T S/G (1 : Span 17.5m X Height 12.0m X Length

TESTING FACILITY

Load Testing Facility of up to 350 T (1 No. 250 T Load Pit and 3 nos. 350 T Load Pits, with RCC load blocks) Latest equipment and processes for all NDT testing Managed by qualified Level II engineers The best established Quality Assurance(QA) system from raw material acquisition to the finished product, monitored by qualified team of experienced QA Engineers equipped with sophisticated, periodically calibrated instruments.

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PRODUCT RANGE POWER PLANT CRANES

Cranes and components are designed to suit all requirements of construction & maintenance of the Power Plant. So far we have supplied 200 T capacity cranes and span unto 35 m for various power projects in India.

GRABBING CRANES

We have supplied wide range of grabbing cranes with a bucket capacity of unto 6.3 m3 for various industrial applications like... Coal Handling, Waste Handling...

STEEL PLANT CRANES

Cranes and components are designed for M7 & M8 duty, with necessary de-rating factor, applicable for steel plant environments and operations...

CONSTRUCTION INDUSTRY CRANES

We have vast experience and largest market share in supplying Gantry cranes unto 120 T capacities and span unto 30 m for handling precuts segments during...

REFINERY CRANES

We have supplied cranes for refinery applications suitable for Gas Group-A, Group-B & Group-C conditions and T-3 & T-4 temperature services, as per our customer' requirements...

NUCLEAR INDUSTRY CRANES

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A highly specialized Single Failure Proof type of crane design has been developed by us for Nuclear Industry applications like handling of radioactive material...

STANDARD PRODUCTS

Wire Rope Hoist | Modular Compact Drive for LT & CT | Hoisting Gear Box for Winch | Radio Control | Pendant | Inverter Drives.

TOTAL WORKERS
STAFF........................... 170 WORKER.. . CONTRECT LEBOUR.. 130 15

CHPTER V Findings, Conclusion & Suggestion

Findings
The majority of respondents .i .e. 58.57% are in the age group of 20-30 %. The majority of respondents i. e. 41.42% have studied up to P.G Diploma i.e. The majority of respondents i.e. 50% are married.

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The majority of respondents i.e. 85.71% does not feel it as tired some physically

The majority of respondents i.e. 77.14% are felt that the job is tolerable and not forcing for a stressful and fast life.

The majority of respondents i.e. 75.71% suggest that the job is not very hatic and they are enjoying it with satisfaction.

The majority of respondents .i.e. 74.28% feel that job is not causing any occupational hazard and show sign of job satisfaction

The majority of respondents .i.e. 90% said the present job do not require to work long.

The majority of respondents .i.e. 75.71% feel that job is not so much challenging for the respondents

The majority of respondents .i.e. 87.14% are satisfied with the work place.

The majority of respondents .i.e. 72.85% feel that they are paid fair salary for the work they do.

The majority of respondents .i.e. 72.85% are satisfied that the work is improving their earning capacity, that the good salary and perks is provided by the management and employees are happy.

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The majority of respondents .i.e.72.85% said the work gives good financial prospect, that goes in favour of work satisfaction with financial aspect.

The majority of respondents .i.e. 68.57% said the work give opportunity to earn maximum income, which reveals that there are other means may be other incentives provided by the management to the employees to earn maximum income.

The majority of respondents .i.e. 84.28% said the work prepare for a more lucrative job in future that means present job is enough possible and opening new vistas for future development.

The majority of respondents .i.e. 80% said the work give good returns and investment in education.

The majority of respondents .i.e. 82.85% feel that they can earn more in some other job, it suggests that though respondents are earning good salary they have certain beliefs of earning more from other job.

The majority of respondents .i.e. 80% are satisfied with the method of promotion .

The majority of respondents .i.e. 80% believe that other people ahead of them executes unfair means which is not a good organizational environment.

The majority of respondents .i.e. 77.14% feel satisfied that the organization follow the satisfactory method of promotion.

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The majority of respondents .i.e. 60% believe that it is necessary to do aversive things to get promotion.

The majority of respondents .i.e. 75.71% believe that the poor promotion policy affects industrial functioning.

The majority of respondents .i.e. 77.14% said the policy were easy to understand, which shows good organization policies for the employees.

The majority of respondents .i.e. 91.42% feel that the job gives them real personal satisfaction than things they do in spare time.

The majority of respondents .i.e. 88.57% have respect and regard for their authority.

The majority of respondents .i.e. 80% feel that they have been taking more responsibility in their work than they deserve.

The majority of respondents .i.e. 75.71% said the policies and problems of people under whom they work adequately explained, it suggests that good interpersonal relations between management and workers.

The majority of respondents .i.e. 84.28% do not have fear of loosing job, it may be they are competent enough that they cant loose the job.

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The majority of respondents .i.e. 82.83% feel efficient as the average person with whom they work, that respondents are confident about their efficiency.

The majority of respondents .i.e. 97.14% satisfy because the adequate arrangement made for absence due to sickness.

The majority of respondents .i.e. 90% satisfies because they have eventual relievement security of job.

The majority of respondents .i.e. 77.14% said that the financial aspect related satisfaction is strong among the respondents.

The majority of respondents .i.e. 78.57% are satisfied with the job security in this organization.

The majority of respondents .i.e. 74.28% believe that the poor job security does not functioning. effect on industrial relation

The majority of respondents .i.e. 80% think that job security would be improved constant contact with supervisor.

The

majority

of

respondents

.i.e.

81.42%

are

really

interested in present job. The majority of respondents .i.e. 88.57% feel their life becomes empty without their work.

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The majority of respondents .i.e. 91.42% feels that the job gives them real personal satisfaction than the things they do in spare time.

The majority of respondents .i.e. 65.71% would like to work to continue if it is not financially necessary.

The majority of respondents .i.e.74.28% think that their work interest increasing by freedom in job, it suggests that management must give openings to creativity.

The majority of respondents .i.e. 90% think that their work interest increase by salary and perks.

The majority of respondents .i.e. 80% feel that job does not restrict social freedom, it suggests social complications are less due to their job.

The majority of respondents .i.e. 84.28% said the job provides adequate financial status in community.

The majority of respondents .i.e. 72.85% did not feel that they have to work with some such people whom they do not like much.

The majority of respondents .i.e. 88.57% do not feel that there is none in whom they can confide.

The majority of respondents .i.e. 78.57% get disturbed when their peers try to double cross which they do not explicitly show it.

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The majority of respondents .i.e. 80% do not thinks that their social status effect their job satisfaction, there is no relation between the social stats and job satisfaction as per the respondents

The majority of respondents .i.e. 71.42% do not think that frequent problems in inter personal relations between the employees and their supervisors may lead the disturbed industrial relation.

The majority of respondents .i.e. 41.42% are highly satisfied with the welfare facilities in their organization.

The majority of respondents .i.e. 51.42% thinks that the poor welfare facility have an effect on industrial relation.

The majority of respondents .i.e. 40% are highly satisfied with working hours and they feel that they do not have to work for a longer hours.

The majority of respondents .i.e. 48.57% are neutral to think that they get anxious goal or purpose in their life.

The majority of respondents .i.e. 50% are highly satisfied that their present job is respectable job.

The majority of respondents .i.e. 50% are neutral, they think that they easily make friends with their colleagues.

The majority of respondents .i.e. 80% think that their supervisor sympathetically hear their difficulties.

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The majority of respondents .i.e. 51.42% feel nervous or hesitate because their colleagues are not sincere to them.

The majority of respondents .i.e. 80% do not feel nervous or hesitate while talking to their boss.

The majority of respondents .i.e. 64.28% think that people in their office miss-understand them.

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CONCLUSION Personal information

Under this heading researcher concluded that mostly the respondents belongs to young adults group, are diploma holders and are married.

Physical Condition
Under this heading researcher concluded that mostly respondents does not feel job as tiresome, job is tolerable and not forcing for a stressful situation and job is not causing any occupational hazard, job is not challenging for the respondents they are satisfied with condition of work place.

Remuneration
Under this heading researcher concluded that salary and perks is one of the important aspect of job satisfaction good salary and perks is provided by the management and employers. Respondents are happy for that good financial prospect goes in favour of work satisfaction there can be other means may be other incentives provided by the management to the employees to earn maximum income. According to respondents present job is opening new vistas for future development.

Promotion
Under this heading researcher concluded that mostly respondents are earning good salary but they have certain beliefs of earning more from other job Substantial number of respondents are not satisfied with the employer suggesting job dis-satisfaction, employer are accepting unfair means to get the promotion, thus it is clear that respondents are hiding the truth , mostly respondents are now adjust with the present

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job,

policies

are

easily

understandable

shows

good

organization culture,

Authority
Under this heading researcher concluded that mostly respondents have respect and regard for their authorities, they have been taking more responsibility in their work than they deserve it shows worker enthusiasm to do their work, good interpersonal relation with the worker and management.

Job security
Under this heading researcher concluded that mostly respondents do not have fear of loosing job it may be they are competent enough that they cant loose the job, respondents are confident about their efficiency, financial aspects related satisfaction is strong among the respondents. According to respondent poor job security does not have an effect on industrial relation functioning.

Work interest
Under respondents this are heading really researcher interested in concluded present that job mostly feel and

emptiness in their life, and feel their work so interesting that they mind being not having work, mostly respondents would like to continue to work either it is financial necessary or not work interest increased by freedom in job management must give opening to creativity, respondents decline an opportunity to change their job it shows work satisfaction among respondents.

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Social satisfaction
Under this heading researcher concluded that mostly respondent think that the job does not restrict social freedom that social complications are less due to their job, job provide adequate financial status in community, respondents hesitate in accepting responsibilities of social functions, mostly respondents think that they have selected the right job for themselves, social status of respondents has increased because of their job they are invited to preside over some social gathering or functions because of their job status.

Relations
Under this heading researcher concluded that mostly respondents do not have liking or disliking to work with other worker, respondents dont think that there is none in whom they can confide, mostly respondents like their work because of the people with whom they work are good, respondents get disturbed when their peers try to double cross, suggestions by the respondents are openly invited by the supervisors, there is no relations as per the respondents do not believe in that the relation can hamper industrial relations.

Welfare facilities
Under this heading researcher concluded that mostly respondents are highly satisfied with the welfare facilities in their organization, poor welfare facility can have an effect on industrial relations, but it may not have as per significant number of respondents.

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Psychological factor
Under this heading are researcher satisfied concluded with that mostly are respondents highly working hours

neutral about thing that their subordinates go against their wishes and are neutral for giving up present job and taking up some another job and are highly satisfied that their present job is a respectable job, good interpersonal relationship between the employees, they do not feel nervous or hesitate while talking to their boss, which shows open door policy system in the organization.

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Suggestions
Employee will always like to work if he is happy with job security and remuneration. The management should try to help its workers in all the ways so that the workers are happy and satisfied at the same time they put their effort in work with a lot of satisfaction and take keen interest. So that they develop the sense of belongingness and also consider the work to be their own and do it with full dedication. Counseling is one of the most important areas of

industrial social work the counselor can identify and detect the individual as well as the group problem related to job. Organization relationship should which promote help healthy both interpersonal and

can

management

employees to adjust and work with understanding.

People should be asked to come forward with their

problems and action should be taken based on their suggestions and ideas. Thus the management should use workers participation in the management as technique to strengthen their individual relation and to satisfy

For removing communication gap organization must

identify and remove various barriers, moreover various decision are made to know through display of not in vernacular language so that everybody knows about may organization are also condition one or two days workshop

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for improving the communication amongst employees with the help of expert management consultant.

To get improvement in the canteen facilities because many of them not satisfied with canteen facility.

For

an

industry

to

function

harmoniously

the

management and union should work hand in hand with each other. Both should have a positive and constructive attitude towards each other. There shall be initiation of mor3 motivational climate so that the potentials of employees can get a full flow can develop their personalities. Need based training programmes shall be undertaken by the management for the employees so that it can facilitate the organizational development.

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BIBLIOGRAPHY
Saiyadin Mirza : Human Resource Management. (Tata McGraw Hill Publication) Elizabeth Hurlock Edition. (McGraw Hill Book co. Ltd.) - C B Mannoria : Personnel Management and Industrial Relation in India (Vikas Publication House Pvt Ltd) - Fred Luthans : Organizational Behavior. (McGraw Hill Book co. Ltd.) - Mamoria Gankar : Dynamics of Industrial Relations. (Himalaya Publication House) : Developmental psychology III rd

- N V Khan Sherwani WEB SITES

: Human Resource Management.

1. www.humanlinks.com 2. www.news.harward.edu. 3. www.hrworld.com 4. www.booksunderreview.com

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