A DISSERTATION REPORT OF ON JOB STATISFACTION OF EMPLOYEES AT ITC SAHARANPUR

SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY IN PARTIAL FULFILMENT OF MASTER OF BUSINESS ADMINISTRARION (TWO YEARS FULL TIME DEGREE PROGRAMME) SUBMITTED BY POOJA PANT M.B.A (IV SEMESTER)

PREFACE Job satisfaction is the key stone to know about the effectiveness of the management, staff, sub-ordinates etc. Evaluation of staff performance of any organization aim at developing the motivation of staff as to improve their present performance. Thus it is essential for it to be effective enough so that it contributes in the progress of organization as well as the staff. At the same time it should be evaluated in such a way so that it does not create a feeling of dissatisfaction among the staff of the company. Keeping these aspects in mind this study on Evaluation of job satisfaction ITC is undertaken with the aim to find out the contribution, effectiveness, performance standard and development needs of the staff in the organization

Following are some of the salient features of the project As far as possible, concepts are presented in an easy to understand style. It gives an opportunity to get information about ITC India Limited, which is helpful to know about the company. This project contains the clear and exact concept of evaluation system & this system in ITC both. Evaluation of performance makes the individual effective as he knows whatever he do would be assessed and would be rewarded if proved worthwhile.

TABLE OF CONTENTS S.N. 1 2 3 4 5 6 7 8 9 Topic Executive Summary Objectives Company Profile - ITC Ltd. Job Satisfaction Of Employees Research Methodology Analysis & Findings Conclusion & Recommendations Questionnaire Bibliography Page No. 1 2-3 4-16 17-40 41-43 44-64 65 66-70 71

EXECUTIVE SUMMARY

This project of job satisfaction of employees is an integral part of our curriculum. The main objective of this is to study and analyze an organization from personnel management point of view. It helps us to understand the job satisfaction level of employees in an organization. Behind every successful organization Human Resource is one of the most important functions. To achieve this, job satisfaction of employees of the company should be well defined and executed in synchronization with the targets. A proper recruitment and selection provides a pool of potentially qualified candidates, which can add to the effectiveness of an organization and its ultimate success. In our project we have studied one of the Indias leading Textile Company ITC Ltd. Our Analysis is based on the leading edge HR Practices across the extended enterprise of ITC

OBJECTIVES OF STUDY
The objective of study are-: 1. To obtain practical knowledge. 2. To learn the concept by seeing them in real life. 3. The main objective was to apply our bookish knowledge on the real life data. 4. To be familiar with the working of Human resource in an organization. 5. To identify level of job satisfaction in ITC . 6. To identify the facilities provided by ITC in order to increase the level of satisfaction in employees. 7. To attain in real, the knowledge of things which really affects the satisfaction level of an employee working in an organization.

SCOPE OF THE STUDY

The project covers the study of evaluation of the job satisfaction of at staff level at the SAHARANPUR unit of ITC India Limited. The departments in which survey was conducted are as follows: HUMAN RESOURCE DEPT. MAINTENANCE QUALITY ASSURANCE PRODUCTION DEPT.

The employees of different departments of the organization gave full co-operation and support by frankly answering the question as prepared for their evaluation of job performance based on their functions and behavior.

COMPANY PROFILE
ITC is one of India's foremost private sector companies with a market capitalisation of nearly US $ 18 billion and a turnover of over US $ 4.75 billion. ITC is rated among the World's Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes magazine, among India's Most Respected Companies by BusinessWorld and among India's Most Valuable Companies by Business Today. ITC also ranks among India's top 10 `Most Valuable (Company) Brands', in a study conducted by Brand Finance and published by the Economic Times. ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers, Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology, Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products. While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels, Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its nascent businesses of Packaged Foods & Confectionery, Branded Apparel, Personal Care and Stationery. As one of India's most valuable and respected corporations, ITC is widely perceived to be dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration "a commitment beyond the market". In his own words: "ITC believes that its aspiration to create enduring value for the nation provides the motive force to sustain growing shareholder value. ITC practices this philosophy by not only driving each of its businesses towards international competitiveness but by also consciously contributing to enhancing the competitiveness of the larger value chain of which it is a part."

ITC's diversified status originates from its corporate strategy aimed at creating multiple drivers of growth anchored on its time-tested core competencies: unmatched distribution reach, superior brand-building capabilities, effective supply chain management and acknowledged service skills in hoteliering. Over time, the strategic forays into new businesses are expected to garner a significant share of these emerging high-growth markets in India. TC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of the country's biggest foreign exchange earners (US $ 2.8 billion in the last decade). The Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its competitiveness by empowering Indian farmers through the power of the Internet. This transformational strategy, which has already become the subject matter of a case study at Harvard Business School, is expected to progressively create for ITC a huge rural distribution infrastructure, significantly enhancing the Company's marketing reach. 7

ITC's wholly owned Information Technology subsidiary, ITC Infotech India Limited, is aggressively pursuing emerging opportunities in providing end-to-end IT solutions, including e-enabled services and business process outsourcing. ITC's production facilities and hotels have won numerous national and international awards for quality, productivity, safety and environment management systems. ITC was the first company in India to voluntarily seek a corporate governance rating. ITC employs over 21,000 people at more than 60 locations across India. The Company continuously endeavors to enhance its wealth generating capabilities in a globalising environment to consistently reward more than 3,71,000 shareholders, fulfill the aspirations of its stakeholders and meet societal expectations. This over-arching vision of the company is expressively captured in its corporate positioning statement: "Enduring Value. .

HISTORY AND EVOLUTION

Company was established on 24 August,1910.Its beginnings were humble. A leased office on Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company celebrated its ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco 16th birthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This decision of the Company was historic in more ways than one. It was to mark the beginning of a long and eventful journey into India's future. The Company's headquarter building, 'Virginia House', which came up on that plot of land two years later, would go on to become one of Kolkata's most venerated landmarks. The Company's ownership progressively Indianised, and the name of the Company was changed to I.T.C. Limited in 1974. In recognition of the Company's multi-business portfolio encompassing a wide range of businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards & Specialty Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting Gifting & Stationery - the full stops in the Company's name were removed effective September 18, 2001. The Company now stands rechristened 'ITC Limited'.

Though the first six decades of the Company's existence were primarily devoted to the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventies witnessed the beginnings of a corporate transformation that would usher in momentous changes in the life of the Company. ITC's Packaging & Printing Business was set up in 1925 as a strategic backward integration for ITC's Cigarettes business. It is today India's most sophisticated packaging house. In 1975 the Company launched its Hotels business with the acquisition of a hotel in Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective of ITC's entry into the hotels business was rooted in the concept of creating value for the nation. ITC chose the hotels business for its potential to earn high levels of foreign exchange, create tourism infrastructure and generate large scale direct and indirect employment. Since then ITC's Hotels business has grown to occupy a position of leadership, with over 70 owned and managed properties spread across India. In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited, which today has become the market leader in India. Bhadrachalam Paperboards amalgamated with the Company effective March 13, 2002 and became a Division of the Company, Bhadrachalam Paperboards Division. In November 2002, this division merged with the Company's Tribeni Tissues Division to form the Paperboards & Specialty Papers Division. ITC's paperboards' technology, productivity, quality and manufacturing processes are comparable to the best in the world. It has also made an immense contribution to the development of Sarapaka, an economically backward area in the state of Andhra Pradesh. It is directly involved in education, environmental protection and community 9

development. In 2004, ITC acquired the paperboard manufacturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced lead time and a wider product range. In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint venture. Since inception, its shares have been held by ITC, British American Tobacco and various independent paper manufacturing company and a major supplier of tissue paper to the cigarette industry. The merged entity was named the Tribeni Tissues shareholders in Nepal. In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name was changed to Surya Nepal Private Limited (Surya Nepal). In 1990, ITC acquired Tribeni Tissues Limited, a Specialty Division (TTD). To harness strategic and operational synergies, TTD was merged with the Bhadrachalam Paperboards Division to form the Paperboards & Specialty Papers Division in November 2002.

Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business Division for export of agri-commodities. The Division is today one of India's largest exporters. ITC's unique and now widely acknowledged e-

Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it extends to 9 states covering over 4 million farmers. ITC's first rural mall, christened 'Choupal Saagar' was inaugurated in August 2004 at Sehore. On the rural retail front, 24 'Choupal Saagars' are now operatonal in the 3 states of Madhya Pradesh, Maharashtra and Uttar Pradesh. In 2000, ITC launched a line of high quality greeting cards under the brand name 'Expressions'. In 2002, the product range was enlargedwith the introduction of Gift wrappers, Autograph books and Slam books. In the same year, ITC also launched 'Expressions Matrubhasha', a vernacular range of greeting cards in eight languages and 'Expressions Paperkraft', a range of premium stationery products. In 2003, the company rolled out 'Classmate', a range of notebooks in the school stationery segment ITC also entered the Lifestyle Retailing business with the Wills Sport range of international quality relaxed wear for men and women in 2000. The Wills Lifestyle chain of exclusive stores later expanded its range to include Wills Classic formal wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray into the popular segment with its men's wear brand, John Players, in 2002. In 2006, Wills Lifestyle became title partner of the country's most premier fashion event Wills Lifestyle India Fashion Week - that has gained recognition from buyers and retailers as the single largest B-2-B platform for the Fashion Design industry. To mark the occasion, ITC launched a special 'Celebration Series', taking the event forward to consumers. In 2007, the Company introduced 'Miss Players'- a fashion brand in the popular segment for the young woman.

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In 2000, ITC spun off its information technology business into a wholly owned subsidiary, ITC Infotech India Limited, to more aggressively pursue emerging opportunities in this area. Today ITC Infotech is one of Indias fastest growing global IT and IT-enabled services companies and has established itself as a key player in offshore outsourcing, providing outsourced IT solutions and services to leading global customers across key focus verticals Manufacturing, BFSI (Banking, Financial Services & Insurance), CPG&R (Consumer Packaged ITC's foray into the Foods business is an outstanding example of successfully blending multiple internal competencies to create a new driver of business growth. It began in August 2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In 2002, ITC entered the confectionery and staples segments with the launch of the brands mint-o and Candyman confectionery and Aashirvaad atta (wheat flour). 2003 witnessed the introduction of Sunfeast as the Company entered the biscuits segment. ITC's entered the fast growing branded snacks category with Bingo! in 2007. In just six years, the Foods business has grown to a significant size with over 200 differentiated products under six distinctive brands, with an enviable distribution reach, a rapidly growing market share and a solid market standing.

2003 marked the manifestation of its partnership with the cottage sector. ITC's popular agarbattis brands include Spriha and Mangaldeep across a range of fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and Nagchampa.

ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath & body care products for men and women in July 2005. Inizio, the signature range under Essenza Di Wills provides a comprehensive grooming regimen with distinct lines for men (Inizio Homme) and women (Inizio Femme). Continuing with its tradition of bringing world class products to Indian consumers the Company launched 'Fiama Di Wills', a premium range of Shampoos, Shower Gels and Soaps in September, October and December 2007 respectively. The Company also launched the 'Superia' range of Soaps d and shampoos in the mass-market segment at select markets in October 2007 and February 2008.

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THE ITC WAY

ITC is a board-managed professional company, committed to creating enduring value for the shareholder and for the nation. It has a rich organisational culture rooted in its core values of respect for people and belief in empowerment. Its philosophy of all-round value creation is backed by strong corporate governance policies and systems. ITCs corporate strategies are :

Create multiple drivers of growth by developing a portfolio of world class businesses that best matches organisational capability with opportunities in domestic and export markets. Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards & Packaging, Agri Business and Information Technology. Benchmark the health of each business comprehensively across the criteria of Market Standing, Profitability and Internal Vitality. Ensure that each of its businesses is world class and internationally competitive. Enhance the competitive power of the portfolio through synergies derived by blending the diverse skills and capabilities residing in ITCs various businesses.

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COMPANY MISSION
To enhance the wealth a generating capability of the enterprises in globalizing environment, delivering superior and sustainable stakeholders value.

COMPANY VISION
Sustained ITCs position as one of Indias most valuable corporation through world class performance, creating growing value for the Indian economy and the copmanys stake holders.

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TWOS MATRIX

SWOT OF ITC:

STRENGHS Market expansion Promotion Awarness Affordability

WEAKNESSES Emphasize on personal care

opportunities

Threats Diversification Strategic alliances with international players

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ITC PRODUCTS

BINGOMAD ANGLES AASHIRVAAD SUNFEAST SAFETY MATCHES AGRI EXPORTS FIAMA DI WILLS ,the largest selling Shampoo with over 55% market share. VIVEL ULTRA ,anti dandruff shampoos & soaps. MINTO FRESH,tablets in command with 75% market share of Freshning tablets category MASSAGE OIL,market with 35% of total share

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ITC PRODUCTS

HEALTH SUPPLEMENTS SUNFEAST

MINTO FRESH VIVEL ULTRA DANDRUFF SHAMPOO

FIAMA DI WILLS SHAMPOO

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SKIN CARE CLEAN & CLEAR NATURAL FACE PACK VIVEL & FIAMA DI WILLS BEAUTY SOAPS

HOMMADE A RANGE OF KITCHEN CULINARY INGREDIENTS GIVING US 'THE TASTEOF INDIAN

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HUMAN

RESOURCE

MANAGEMENT

AT

ITC

Human beings are the dynamic elements of management.THE success of an enterprise will depend upon the caliber and motivation of persons working on it.All organizational structures require different types of people.The human resourse management refers to the problem of selecting, training ,motivating and retaining personnel in any organization.It is concerned with recruitment,training and development of personnel. A Big organization requires a large number of person every year this necessitates locating of appropriate person who can be hired apart of human resourse mamagement is assigned to perssonel department.This department performs some of the staffing function on behalf of managers.The managers should be involved in preparation and execution of staffing policies so that while incorporating it they have the support of best possible staff.The managers should devote sufficient time for human resourse management.

VALUE OF HUMAN RESOURCE MANAGEMENT

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Human resourse is the most important asset of an organization . Planning for human resourses is an important managrrial function . It ensures adequate supply,proper quantity and quality as well as effective utilization of human resources . There is generally a shortage of suitable person . An organization will determine its manpower needs and then find out the sources from which the requrirements will be met . If sufficient manpower is not available then mgmt willsuffer .job opportunities are available in these countries but proper persons are not there.These countries try to import skill from other countries.In order to meet human resourses need,an organization will have to plan in advance about its requirements and the sourses,etc.

CRITICAL SUCCESS FACTOR OF ITC LIMITED

FINANCIAL STRENGTH BRAND RECOGNITION YIELD MANAGEMENT SITE AND LOCATION POSITIONING AND GUEST PROFILE DIFFERENTIAL PRICING

CORPORATE GOVERNANCE
In India, the Securities and Exchange Board of India (SEBI) stipulates corporate governance standards for listed companies through the Clause 49 of the listing agreement of the stock exchanges. SEBI, through circulars dated 29th October, 2004 and 29th March, 2005, has revised the existing Clause 49 and has mandated listed companies to comply with the revised Clause 49by 31st December, 2005. As a Company, which is committed to ensuring good corporate governance practices in all its dealings, ITC has moved beyond merely meeting mandated regulations and made concerted efforts to imbibe global standards of corporate governance. In this pursuit, ITC has already put in place systems and procedures and is fully compliant with the revised Clause 49 well before it becomes mandatory. Thus at ITC, we believe good governance is key to a strong bond of trust between the company and all its stakeholders.

Corporate Governance Initiatives

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ITC has always gone beyond merely meeting mandated regulations and made concerted efforts to imbibe global standards of Corporate Governance. The Companys sound governance practice is evident from the presence of individuals of high integrity and stature as independent directors on the Board. The Companys information disclosure standards in terms of its clear demarcation of Board and managements responsibilities, clear responsibilities of the Chairman and CEO, Remuneration policy, financial performance, ownership pattern, shareholders rights and Board membership criteria traverses a long way in establishing ITC commitment towards good Corporate Governance.

Selected amongst 4,000 companies evaluated this year for this award Award recognizes ITC leadership effort and initiatives in practicing good governance

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ABOUT JOB SATISFACTION Definitions of Job Satisfaction

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

Job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours.

The pleasure derived from a job well done, from knowing that what you do is appreciated, valuable to someone. In 1951- Parker and Kleemeir observed: Management has at long last discovered that there is greater production and hence greater profit, when workers are satisfied with their job.

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Job Satisfaction

Job satisfaction is in regard to ones feelings or state of mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, e.g. the quality of ones relationship with their supervisor, the quality of physical environment in which they work, degree of fulfillment in their work etc.

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").

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DETERMINANTS OF JOB SATISFACTION

Supervision: It is one of the most important factors in Job Satisfaction. Employee oriented or considerate supervisors who take personal interest in their subordinates & display friendship, mutual trust, respect and warmth, have been found to have subordinates who are relatively more satisfied with their job. The Work Group: People seek satisfaction of their social & psychological needs in interaction with others in a group situation. Isolated workers dislike their jobs. Job Content: HERZBERG hold the view that job content factors such as achievement, recognition, advancement, responsibility & the work itself tend to provide satisfaction but there absences doesnt tend to create dissatisfaction. Occupational Level: A large number of research studies have shown that there is a positive relationship between the level or hierarchical status of a person and his job satisfaction. Specialization: Specialization has no doubt resulted in greater efficiency, but it has also contributed to dissatisfaction, repetitiveness of the task is found to be boring and monotonous by workers. Workers who carried out a number of operations expressed satisfaction with their job said WALKER & GUEST. Age: Workers in the advanced age group tend to feel more satisfied with their job because they have adjusted with their job condition but younger workers; tend to feel dissatisfaction with their job conditions because they have high ambitions about their carrier advancement.

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JOB SATISFACTION & PRODUCTIVITY

It was believed for a long time, particularly by human relations experts, that satisfied, workers were productive workers, but later researchers sounds it to be a myth. No doubt some studies have reported positive correlation between satisfaction & productivity but these are often not statistically significant. BAYFIELD & CROCKETT concluded from a review of a number of research studies that job satisfaction did not necessarily imply high performance and that production may be only peripherally related to many of the goals towards which the industrial worker may be striving.

Relationship between satisfaction & productivity is very complex. There are four
possible relationships: o High Satisfaction & Low Productivity: Highly satisfied workers may turn out to be low in productivity, if management is interested only in keeping the employees happy, and not demanding of high productivity. 1. High Satisfaction & High Productivity: It exists when supervisor is both employee oriented as well as task oriented. He tries his best to help his employees in the fulfillment of their social & psychological needs. o Low Satisfaction & Low Productivity: It occurs when the supervisor is laissez faire type. He neither takes care of employees needs not of production. o Low Satisfaction & High Productivity: It may be found to exists together where a highly task oriented and coercive supervisor uses scientific management techniques to push up production without any regard to employee needs and feelings.

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What the job offers to the employee.

Job MATCH Satisfaction YES NO

Voluntary Resignation

Employee Vocational Needs

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Employee Job Satisfaction- A Conceptual Model Determining Employee Job Satisfaction

The success of knowledge transfer and knowledge sharing relies on employee job satisfaction and the stability of the workplace. Job satisfaction can be derived from the degree of match between an employees vocational needs and the requirements of the job. Some key vocational needs:

Level of Achievement Ability utilization Advancement Level of Activity Authority Level of Creativity Compensation Independence Moral Values Level of responsibility Recognition Status Job Security Supervision (human relations) Supervision (technical) 26

Variety Conditions of Wor

A Job Design for Employee Job Satisfaction

A job consists of following things in order to satisfy the employee from his/her job:-

Experience variety in the task to avoid boredom. Is given responsibility to suit his ability. Has an opportunity to display his skills. Get a chance to develop a sense of accomplishment and self growth. Has an opportunity to control the work. Is able to participate in problem solving and decision making.

Has an opportunity to learn new skills and to grow and develop with the organization. Proper technology for doing the work must be provided to the employee.

Measuring Job satisfaction

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:

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Yes/No questions True/False questions

Point systems

Checklists

Forced choice answers.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: Pay Promotions and promotion opportunities

Coworkers

Supervision

Work

The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.

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The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: o The Minnesota Satisfaction Questionnaire (MSQ) measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). o The Job Satisfaction Survey (JSS) is a 36 item questionnaire that measures nine facets of job satisfaction. The Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by

Indicators of Job Dissatisfaction

There are various indicators which reflect that the employee is dissatisfied from the job, and management or the superior must check these in order to recognize the problem of that employee and try to solve it out in order to create satisfaction, which is beneficial for both employee as well as the organization. Some of these indicators are:-

Labour turnover

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 Absenteeism Loitering & Idling Seeking a transfer Low Morale Frustration Higher error rate than anticipated Low performance Bad behaviour Undue interest in complaints about salary & opportunity for career development. Try to avoid accepting new work Bad communication with subordinates

Improve Employees Job Satisfaction

Flexible work hours aren't the only way to increase employee satisfaction. Here are some other steps you can take to boost your workers' loyalty and dedication while reducing turnover:

Provide employees with responsibility-and then let them use it. Most surveys show that the greatest source of employee pride and satisfaction is the feeling of accomplishment that comes from having-and exercising-responsibility. Yet many business owners, consumed by fears of a shrinking bottom line, have turned micromanagement into an art form. Unfortunately, few things employers do cause more 30

employee dissatisfaction. Here's the real bottom line: If you can't trust your employees to be able to think and act on their own, you probably shouldn't have hired them in the first place.

Show respect. Frustrated by a faltering economy, diminishing markets and meddling investors, many business owners look close to home for someone to blame-all too often, that's their own employees. The result? A growing number of employees feel like they're being viewed as the enemy, not as loyal partners. Its little wonder so many employees seem ready to jump ship at the first sign of opportunity. On the other hand, companies that truly value their employees earn more than gratitude-they win enhanced dedication and productivity as well. So be sure to show your employees how much you respect and value them-tell them how much you appreciate them, throw them a pizza party, recognize an employee of the month, do anything you can to show them how much you care.

Recognize the whole person. Employees are more than 9-to-5 robots who turn off at night and can't wait until the starting bell rings the next morning. All workers have lives, interests, and friends and family outside the office-and most are constantly struggling to balance increasingly hectic schedules. While companies can't sacrifice unduly to the whims of a single individual, making

concessions where possible-allowing a long lunch break to attend a child's school event, for instance, or permitting a sales executive to fly out on Monday morning instead of Sunday night-can pay huge dividends in the long run.

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Mark out a clear path to growth. Some employees are content to remain where they are in an organization, but most want to grow in their careers over time. Business owners who wish to increase employee satisfaction tend to look past formalities and establish genuine growth paths for all their employees, not just their senior executives.

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FIVE TIPS FOR IMPROVING THE EMPLOYEE JOB SATISFACTION

Build employees competence and self-confidence through training, feedback and recognition. "There is a very close relationship between high job satisfaction and feelings of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine self-confidence is probably the number one way to achieve higher job satisfaction." Communicate the value of the organizations products and services, and the role the organization plays in the marketplaces where it operates. "People with high job satisfaction also report an extraordinarily high sense of mission, vision and passion for their work," says Loehr. "They feel their work is consistent with their values. They couldnt achieve that feeling if their employers didnt enable them to get meaningful insight about the value they provide to customers."

Encourage and reward thoughtful risk-taking. "People with high job satisfaction also score high on the desire to try novel approaches, face challenges and perform problem-solving both individually and in groups," says Loehr. "They appear to have an appetite for mission-driven change. They also rate themselves very high on perseverance." Encourage positive workplace relations. "People who are highly satisfied in their jobs report good feelings about their bosses, peers and coworkers," says Loehr. "Their feelings of opportunity are elevated, and they perceive a low hassle-factor."

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 Encourage meaningful rest breaks and light diversion. "High job satisfaction correlates strongly with the feeling of having fun at work," says Dr. Loehr. "Highly satisfied individuals also report that they find it easy to wake in the morning, and that their sleep is deep and restful." He adds: "This is consistent with our thirty years of research on world-class athletes. Top performers in every field know how to enhance performance through rest and recovery."

What Can Managers Do for employee Job Satisfaction

- First task is to examine his/her beliefs is he/she a 9, 9 manager, 5, 5 or 1, 1? What is his/her role with regard to company goals and employees' welfare? Does he/she know what motivates him/her? Then he/she can begin to assess what may motivate his/her staff remembering that it will vary from one to another, and time to time. - Make sure there is free flowing communication in all directions and that the communications are understood. - Apart from the requirements of workplace health and safety [hygiene factors], make sure that all staff are adequately trained for their jobs and know that they can be trained for the next job. - Vary approaches, vary the work, share goals, and provide avenues for advancement . Allocate work roles effectively, lead from in front. Providing job satisfaction and encouraging motivation are amongst the manager's most difficult tasks.

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JOB SATISFACTION MODEL FOR RETENTION

The fundamental reason that employees leave organisations is that they are not satisfied. Their dissatisfaction could occur on many levels. Much published research on turnover indicates that money is often NOT the most important reason. Employees leave for other reasons such as career growth and development, or a change in life circumstances, or factors like that. Its handy to think of the reasons for dissatisfaction in terms of push factors (things that make employees more dissatisfied) and pull factors (things that make employees more satisfied). These factors are showing the level of satisfaction as well as dissatisfaction of employees working in an organization. The factors that are going to make some MORE dissatisfied are things like:

poor pay poor compensation poor work conditions lack of promotions poor benefits offering lack of job security

The factors that make an employee MORE satisfied are things like:

good leadership in the organisation good relationship with their manager 35

recognition for their achievements (not necessarily monetary recognition) advancement in their careers personal growth and development feedback and support (meaningful feedback, not just naked criticism) clear direction and objectives

So there is a lot that can be done on the positive side to increase satisfaction. Naturally, there are of course many opportunities on this side of the house where a good talent management solution can help things along.

Factors leading to Dissatisfaction Employee Dissatisfaction

Fulfillment Commitment Engagement

Factors leading to Satisfaction Employee Satisfaction

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Poor Pay Poor Work conditions Poor Compensation Lack of promotion Poor benefits offering Lack of job security

Good leadership practices Good manager relationship Advancement Personal growth Feedback & support Clear direction & objectives

JOB SATISFACTION MODEL FOR RETENTION

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JOB SATISFACTION IN ITC

Job satisfaction of employees means a lot for the management of ITC. They deal with each & every aspect which can satisfy their employees. According to them Human Resource is the most important part of any organization, and it is very necessary for the organization to keep their employees happy in order to achieve the organizational success & goal.Employee satisfaction being a very important part of their ideology, the group is sensitive to the requirements of its greatest asset and committed to ensure utmost satisfaction and value for their hard work and dedication. This is the reason that ITC enjoys faithful and good employees forever. Employee satisfaction is really very important and thats why ITC provides different benefits, good salary package, working conditions, suitable time, initiative and responsibility etc. to their employees in order to attain maximum Job Satisfaction of employees.

FACILITIES PROVIDED BY ITCTO THEIR EMPLOYEES FOR JOB SATISFACTION

Training & development Transportation Facility Medical Facility Good communication & Behaviour with their Employees Communication Facility 38

House Rent Allowance Canteen Facility Rest room Suitable working hours Welfare Facilities Salary Provident Fund Gratuity Employee State Insurance Other

Training & Development: Training is the process of learning in a sequence of

programmed behavior. It is application of knowledge. It gives people an awareness of the rules & procedures to guide their behavior. It attempts to improve their performance on the current job or prepare them for an intended job. Development is a related process. It covers not only those activities which improve job performance but also which bring about growth of personality, help individuals in the progress towards maturity and the actualization of their potential capacities.

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ITC provides regular training and implements different employee development programmes for increasing employees satisfaction as well as confidence. It also maintains the knowledgeable and valuable workforce.

Transportation Facility: ITC provides transportation facility to their employees in

order to provide them ease and comfort to reach the work place timely and comfortably.

Medical Facility: If there is any accident in ITC with their employees or workers, ITC
provides medical facility to them. Unfortunately, if any person died, then ITC provides a good compensation to the family of that person, and provides education facility to the children of that employee.

Good Communication & Behaviour with employees: Management knows how to

treat the workforce and how to make them happy. There is free flowing communication and good behavior with the employees in order to give them respect and maintain their dignity.

Communication Facility: ITC provides cell phones to their senior employees to satisfy
them and for making calls related to work and some personal as well.

House Rent Allowance: An allowance granted to an employee by his employer to meet

the expenditure incurred on payment of rent in respect of residential accommodation occupied by him. ITC provides HRA to the employees.

Canteen: There is canteen facility in ITC for the employees, where they can have lunch, if
it is not possible for them to carry it from home.

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Rest Room: If any employee is not feeling well during working hours, he/she can take
proper rest and can join work after sometime.

Suitable Working Hours: ITC is well known for satisfactory employees and the main
reason is that the employees are asked to join the job in the hours which is most suitable for them, but the choices are given by employers only.

Welfare Facilities: There are different facilities provided by ITC to their employees and
their family like education facility for children, picnic arranged for the whole family, free dinner for the family members etc.

Salary: Salary provided by ITC is always on time and according to the job. One main thing
which is also considered is the performance of the employee and the promotion depends on the performance appraisal made by the employer.

Recognition: Each and every employee is recognized in ITC by his name. Proper
recognition and respect is provided to the employees for protecting their self esteem.

Provident Fund: The word Provident means to provide for the future, hence this fund is
to provide for the future. This fund is credited by an account deducted from the salary of the employee every month at a certain rate and the employer also makes his own contribution to this fund. When an employee retires from his service, he receives this amount in lump-sum along with interest on it and is a great help to him at that time.

Gratuity: Gratuity shall be payable to an employee on the termination of his employment

after he has rendered continuous service for not less than five years. 41

Employee State Insurance: To provide for certain benefits to Employees in case of

sickness, maternity and employment injury and to make provisions for related matters.

Measurement of Job Satisfaction in ITC

There are two ways of analyzing whether the employees are satisfied with their job or not. Theses two ways are the only and according to ITC, are the best ways of checking the level of Job Satisfaction amongst employees. The two ways are:-

Measurement of Turnover: This means that in ITC turnover plays an important role in analyzing the level of job satisfaction. If the target turnover has been achieved during the year, employers feel that the employees are satisfied thats why they are doing as expected. This is their assumption that if company achievesits target turnover then the employees are satisfied.

Performance Appraisal: It is the technique of analyzing the performance of the employees during the year. If the performance is satisfactory or say good then company thinks that the people are satisfied with their jobs otherwise there is some problem with them regarding job or personal.

The major basis of analyzing the level of satisfaction is TURNOVER only.

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LITERATURE REVIEW OF JOB SATISFACTION

Job satisfaction among nurses: A literature review.

Florence Nightingale School of Nursing and Midwifery, King's College London, James Clerk Maxwell Building, 57 Waterloo Road, London SE1 8WA, England, UK. hong.lu@kcl.ac.uk The current nursing shortage and high turnover is of great concern in many countries because of its impact upon the efficiency and effectiveness of any health-care delivery system. Recruitment and retention of nurses are persistent problems associated with job satisfaction. This paper analyses the growing literature relating to job satisfaction among nurses and concludes that more research is required to understand the relative importance of the many identified factors to job satisfaction. It is argued that the absence of a robust causal model incorporating organizational, professional and personal variables is undermining the development of interventions to improve nurse retention.

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LITERATURE REVIEW AND HYPOTHESES

JOB SATISFACTION Historically, management theory (Argyris 1957; Bennis 1966; Herzberg 1966, 1968; Likert 1967; Maslow 1954) has emphasized the importance of coordinating the organization-human relationship to enhance productivity and develop human capital. Focusing on human motivation and its impact on job satisfaction and productivity, scholars have conducted research on participative management and empowerment (Drucker 1954, 1974; Likert 1967; Spreitzer, Kizilos, and Nason 1997; Ouchi 1981; Pascale and Athos 1981). Participation is a process in which influence is shared among individuals who are otherwise hierarchical unequals (Locke and Schweiger 1979; Wagner 1994). Participatory management practices balance the involvement of managers and their subordinates in information-processing, decision-making, or problem-solving endeavors (Wagner 1994). In line with the research on participative management, participative decision making has been emphasized in relation to job satisfaction (Cotton et al. 1988; Macy, Peterson, and Norton 1989). Several studies have demonstrated that participative decision making can be beneficial to workers' mental health and job satisfaction (Spector 1986; Miller and Monge 1986; Fisher 1989). Daniels and Bailey (1999), however, argue the evidence regarding the impact of participative decision making on job satisfaction has not been consistent. The relationship between participative decision making and job satisfaction could be nonlinear and contingent on individual and situational variables (Cotton 1993, 1995; Daniels and Guppy 1994). On the other hand, Spreitzer, Kizilos, and Nason (1997) argue that the notion of empowerment is derived from theories of participative management and employee involvement. According to these authors, the basic assumption of participative management is that sharing managers' decision-making power with employees will enhance performance and work satisfaction. They maintain that the main issues of the quality-of-life movement are enhancing employee satisfaction, improving intrinsic motivation, and helping employees to feel good about their work and jobs. Therefore, job satisfaction was one of the earliest anticipated outcomes of empowerment. Many managers, union leaders, and scholars share the belief that participative management practices have substantial positive effects on performance and satisfaction at work (Jackson 1983; Hoerr 1989; Peterson and Hillkirk 1991; Bluestone and Bluestone 1992; Bemstein 1993). In recent research regarding public-service motivation, Brewer, Selden, and Facer (2000) suggest that policy makers and public managers should consider employees in decision-making processes as one of the strategies for advancing public-service motivation. Thus, the following hypothesis is examined in this study:

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Hypothesis 1: Employees who believe that managers in their units use a participative management style are more likely to express higher levels of satisfaction with their
jobs.

BY-NEELAM TIWARI (EDITER) KEYS TO JOB SATISFACTION - BRIEF ARTICLE

Camping Magazine, March, 2000

How satisfied are your employees? That may depend on their pay, stress level, and the recognition they receive. A recent Gallup poll asked people how satisfied they were with fifteen factors about their job and their overall job satisfaction. Those workers who were completely satisfied with their job's pay, their stress level, and the recognition received tended to be completely satisfied with their job.

Job satisfaction REFINING JOB SATISFACTION Changes in job satisfaction - Brief Article Employees say money matters when it comes to job satisfaction 2008 job satisfaction

Factors that tended to make people dissatisfied with their jobs included their co-workers, their boss, job security, and lack of opportunities to learn and gr

RESEARCH METHODOLOGY
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Research Objective Type of Research Type of Data

: To find Job Satisfaction of employees in I.T.C. : Descriptive research : 1) Primary Data: Primary data is the data collected for the first time Primary data sources include the unstructured interview of the concerned authorities & questionnaire. : 2) Secondary Data: Data collected by some other means

like newspapers, reports, magazines, etc. Secondary data sources include reports and website of the organization. Research Method Research Instrument Sampling Plan : Survey Method : Questionnaire : 1) Sample Size: 70 2) Sample Unit: Executive Level

3) Sample Area: ITC, SAHARANPUR A total 70 Questionnaires were distributed and 50 of them replied.

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LIMITATIONS OF STUDY
1. 5 weeks were not enough to understand the Human Resource of an organization. 2. Some of the information might not be given correct up to an extent, due to confidentially of data by the employees. 3. We cant believe on the responses given by the employees. 4. We are unable to measure the quantitative aspects of the company. 5. Inability & unwillingness of the respondents to provide information.

Job satisfaction has its own definition for every employee. On the whole job satisfaction broadly involves five aspects and they are- salary, supervision, Promotions, relations with coworkers and most importantly their work which they perform for the organisation. But according to the analysis done by me I may summarize my conclusion as follows:

80% of the employees working in ITC are satisfied from their job. Making 80% of the employees satisfied from the job is a huge success for the management of ITC because only satisfied employees contribute their best efforts towards the growth and success of the organisation.

But the remaining 20% of the employees who are somewhat dissatisfied from the job should not be left ignored because one dissatisfied employee can result in the

47

cause for dissatisfaction of the other employees also. This could be proved fatal for the organisation 20% of the employees are not fully satisfied from the salary this is a clear indicator that employees feeling that they are getting less than what they deserve. There is somewhere little difference between management and employees as all employees are not aware of different benefits available to them. Lack of proper supervision is there in ITC In ITC initiative is provided to employees, by which employees feel themselves as a part of ITCand not just an employee. Human resource is an asset for the people of ITC and their satisfaction is a big thing for them. Work culture is satisfactory in ITC

DATA ANALYSIS AND FINDINS TABLE-1

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Responses of Employees (Sample Size: 50 Employees)

Response a) Question Q1. Q2. Q3. Q4. Q5. Q6. Q7. Q8. Q9. Q10. Q11. Q12. Q13. Q14. Q15. Q16. Q17. Q18. 35 40 35 45 30 35 40 38 27 25 39 42 45 34 41 37 46 43 9 6 15 5 12 15 10 12 23 13 11 8 5 9 9 13 4 7 6 4 8 12 7 b) c) Total Employees 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50 50

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ANALYSIS 1) Job satisfaction in total

TABLE-2 Response Fully Satisfied Partially Satisfied Not Satisfied Total No. of employees 35 9 6 50 % of employees 70% 18% 12% 100%

GRAPH-1

7 0 % 6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % F ullyS a tisfied Pa rtia llysa tisfied Not S a tis fied

This shows those major portions of employees in ITC are satisfied with their job. By this it can be analyzed that people are enjoying their work in ITC with least problems.

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(2) Satisfaction in terms of salary

TABLE-3 Response Fully Satisfied Partially Satisfied Not Satisfied Total GRAPH-2 No. of Employees 40 6 4 50 % of employees 80% 12% 8% 100%

8 0 % 7 0 % 6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % F ullyS a tis fied P a rtia llyS a tis fied Not S a tisfied

This shows that the employees are quite happy with the salary provided to them in ITC this also reflects that most of them are satisfied with the salary. On the other hand, this can not be ignored that approximately 20% of employees are either partially or not satisfied with the salary being provided to them in ITC. They may feel ignored and less capable than others.

3) Awareness of various benefits available to employees

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TABLE-4 Response Yes No Total GRAPH-3 No. of Employees 35 15 50 % of employees 70% 30% 100%

7 0 % 6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % Yes No

70% of the employees are aware of the different benefits provided by ITC to the employees, whereas 30% are unaware of those benefits. This shows that those 30% employees are getting less attention and are not aware of all the policies, benefits, rules etc. in ITC

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4) Relationship between hierarchical status and job satisfaction

TABLE-5 Response Yes No Total GRAPH-4 No. of employees 45 5 50 % of Employees 90% 10% 100%

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Y es No

90% of employees in ITC think that hierarchical status affects job satisfaction. If a person is at a high post, he/she must be more satisfied in comparison to a person having a post below in hierarchy. 10% employees are not accepting it that post is the measure of job satisfaction; they believe that even a clerk or any blue collar worker can be satisfied with his job.

5) Satisfaction with the working environment & conditions

TABLE-6

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Response Fully Satisfied Partially Satisfied Not Satisfied Total GRAPH-5

No. of employees 30 12 8 50

% of employees 60% 24% 16% 100%

6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % F ullyS a tisfied P a rtia llyS a tisfied Not S a tisfied

Working environment and conditions are seems to be satisfactory in ITC, as 60% are fully satisfied and 24% are partially. 16% of the employees are not at all satisfied with the working conditions & environment of ITC.

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6) Satisfaction vary with age group

TABLE-7 Response Yes No Total GRAPH-6 No. of employees 35 15 50 % of employees 70% 30% 100%

7 0 % 6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % Yes No

This analysis reflects that major portion of the employees is agreed that advance group age people are more satisfied but 30% are against this statement. The reason behind may be the satisfaction from the job which they are getting, may they are happy with their present situations and working.

7) Good Human relations increase job satisfaction

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TABLE-8 Response Yes No Total GRAPH-7 No. of employees 40 10 50 % of employees 80% 20% 100%

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

80% of the employees think that good human relations are a key to success. There must be well maintained relationship between superior and subordinate in order to achieve full satisfaction from the job.

8) Availability of supervision to employees in ITC

TABLE-9 Response Yes No. of employees 38 % of employees 76% 56

No Total GRAPH-8

12 50

24% 100%

80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0% Y es No

As we know proper supervision and guidance is very necessary to attain the goal and according to the employees of ITC, ITC is providing that supervision. On the other hand there are some employees who are not getting that supervision and this is the reason they are unsatisfied with their job.

9) Initiative to employees affects satisfaction

TABLE-10 Response Yes No Total No. of employees 27 23 50 % of employees 54% 46% 100%

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GRAPH-9

54% 52% 50% 48% 46% 44% 42% Yes No

Nearly half of the employees feel that initiative is really important for employees to attain satisfaction but half of them think that one must do his own work and also let others do their work.

TABLE-11

10) Response
Fully Satisfied Partially Satisfied Not Satisfied Total GRAPH-10

No. of employees 25 13 12 50

% of employees 50% 26% 24% 100%

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50% 40% 30% 20% 10% 0% F ully S atis fied Partially S atis fied Not S atis fied

This shows that half of the employees are satisfied in respect of job security, while 26% are partially satisfied and 24% are not satisfied with their job security.

11) Satisfaction with the work culture of ITC

TABLE-12 Response Yes No Total GRAPH-11 No. of employees 39 11 50 % of employees 78% 22% 100%

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80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

This analysis shows that most of the employees are satisfied with the work culture of ITC. This shows that work culture of ITC is acceptable and suitable to almost all of the employees, those who are not satisfied must adjust themselves with that culture.

12) Noise and communication problem affects job satisfaction

TABLE-13 Response Yes No Total GRAPH-12 No. of employees 42 8 50 % of employees 84% 16% 100%

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100% 80% 60% 40% 20% 0% Yes No

This shows that people in ITC are satisfied that noise near the work place create disturbance and restricts a person to do his work efficiently. They also feel conversation between the employees is also very much important as they are also human beings and need care and affection.

13) Suitability of job timings to employees

TABLE-14 Response Yes No Total GRAPH-13 No. of Employees 45 5 50 % of Employees 90% 10% 100%

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90 % 80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 % Y es No

90% of the employees are comfortable with the timings of the job; this shows that there is mutual understanding between the employees and the management. This also shows that timings of job in ITC is suitable to all, that it is set after considering the regular normal daily routine of the people and comfortability to reach work place from their residence.

14) Satisfaction with the grievance handling procedure

TABLE-15 Response Fully Satisfied Partially Satisfied Not Satisfied Total GRAPH-14 No. of employees 34 9 7 50 % of employees 78% 18% 14% 100%

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80 % 70 % 60 % 50 % 40 % 30 % 20 % 10 % 0 % F ully S atisfied P artially S atisfied Not S atisfied

In ITC there is a set procedure to solve out any conflict, if occurs. 78% employees are satisfied with the procedure, other remaining are either partially satisfied and some are also there who are not satisfied with the procedure. Grievance handling is one of the important tasks of an HR manager.

15) Management focus towards employees needs & demands

TABLE-16 Response Yes No Total GRAPH-15 No. of employees 41 9 50 % of employees 82% 18% 100%

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1 0 0 % 8 0 % 6 0 % 4 0 % 2 0 % 0 % Yes No

82% of the employees are in favour of management in terms of listening to employees needs and demands. They are satisfied with the behavior and concern of management. While 18% employees feel that management is not too much concerned about employees needs and demands.

16) Promotion opportunities in ITC

TABLE-17 Response Yes No Total GRAPH-16 No. of employees 37 13 50 % of employees 74% 26% 100%

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80% 70% 60% 50% 40% 30% 20% 10% 0% Y es No

74% of the employees feel that there are good promotion facilities available in ITC and this is the biggest reason of their satisfaction. They know that if they work hard and according to the employers, they can get success in their personal life, in terms of promotion.

`17) Employers degree of faith in employees

TABLE-18 Response Yes No Total GRAPH-17 No. of employees 46 4 50 % of employees 92% 8% 100%

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1 0 0 % 8 0 % 6 0 % 4 0 % 2 0 % 0 % Yes No

Employees of ITC are very happy and enjoying full faith of their employers. This is one of the main reasons of employees job satisfaction in ITC. Faith of employers is one of the important things to motivate employees to work hard in the interest of the organization.

18) Recognition to employees in ITC

TABLE-19 Response Yes No Total GRAPH-18 No. of employees 43 7 50 % of employees 86% 14% 100%

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9 0 % 8 0 % 7 0 % 6 0 % 5 0 % 4 0 % 3 0 % 2 0 % 1 0 % 0 % Yes No

Recognition is a need of a deserving and hard working employee. If he/she will not get recognition in return of his hard and efficient work, he/she shall be dissatisfied. In ITC 86% of the employees are satisfied with the behavior and appraisal of employers. If an employee is hard working he/she is getting recognition as well.

FINDINGS

Employees in ITC enjoy proper recognition & full faith of their employers.

There are different benefits provided by ITC to their employees. This is the step towards achieving high level of job satisfaction of employees. But there are employees who are unaware of the benefits given to the employees also.

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 Another good step to attain high level of job satisfaction of employees is maintaining peaceful, good, satisfactory, faithful human relations with their employees. ITC is also providing good working conditions as well as good working environment to their employees.

Employees in ITC feel that top hierarchical status increases job satisfaction.

As far as salary is concerned, ITCpeople are providing good and valuable salary to their employees.

Satisfactory work culture is there in ITCwhich is acceptable by all the employees.

As far as job security is concerned, it is high in ITC but not all employees are free of this fear.

Timings are well set and suitable to employees.

Proper supervision is granted to the employees but in view of some employees they are lacking behind in providing satisfactory supervision, thats why it is found that there is lack of proper supervision.

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 There is availability of advancement, personal growth, feedback & support as well as clear direction & objectives in ITC. ITC provides. responsibility to their employees and also provides them authority to perform the task successfully.

After performance appraisal, if the employer finds that performance of an employee is outstanding, he provides reward to that employee as a symbol of appreciation and motivation. This shows that employees are satisfied due to this big reason also. On the other hand if the performance of an employee is not up to the mark, training is provided to that employee to influence him to work hard in the interest of the organization and various facilities are made available to him to complete his task successfully. This satisfies the employees.

Well planned training procedure is implemented in ITCwhich helps employee to gain expertise in their field.

CONCLUSION

You have powers, You never dreamt of, You can do things, Which you never thought, you could do. There are no limitations, in what you can do. 69

Except the limitation in your own mind, As to what, you cannot do. Dont think you cannot. Think you can. Anonymous

Job satisfaction has its own definition for every employee. On the whole job satisfaction broadly involves five aspects and they are- salary, supervision, Promotions, relations with coworkers and most importantly their work which they perform for the organisation. But according to the analysis done by me I may summarize my conclusion as follows:

80% of the employees working in ITC are satisfied from their job. Making 80% of the employees satisfied from the job is a huge success for the management of ITC because only satisfied employees contribute their best efforts towards the growth and success of the organisation.

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71

BIBLIOGRAPHY
BOOKS REFERED Human Resource Management Stephen Robbins Human Resource Management And personnel management K. Ashwathappa, fourth edition, publisher- tata mc graw hill Armstrong, M (2001) A Handbook of Human Resource Management Practice. 8thedition, Kogan Page , London Human Resource Management by V.S.P.Rao Personnel Management by C.B.Mamoria www.itc.com site from internet www.google.com site.

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QUESTIONNAIRE

JOB SATISFACTION OF EMPLOYEES IN ITC

NAME:_____________________________ AGE:_______________________________ GENDER:___________________________ DESIGNATION:_____________________ DEPARTMENT:_____________________

Q1. How much are you satisfied with your Job? a) Fully Satisfied b) Partially satisfied c) Not satisfied

Q2. Are you satisfied with your Salary? a) Fully Satisfied b) Partially Satisfied c) Not Satisfied

Q3. Are you aware of various benefits provided to employees by the factory? a) Yes b) No

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Q4. Is there Positive relationship between the level or hierarchical status of a person and his job satisfaction? a) Yes b) No

Q5. Are you satisfied with your Working Environment & Conditions? a) Fully satisfied b) Partially Satisfied c) Not Satisfied

Q6. Do you agree with the sentence-? Advance age group tends to be more satisfied with their job in comparison with the younger employees a) Yes b) No

Q7. Is positive relationship between superior & subordinate leads to job satisfaction? a) Yes b) No

Q8. Do you get proper supervision to complete your task successfully? a) Yes b) No

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(83) Q9. Is participation/non-participation in decision making affects job Satisfaction? a) Yes b) No

Q10. What is your satisfaction level in respect of job security? a) Fully Satisfied b) Partially Satisfied c) Not Satisfied

Q11. Are you satisfied with the work culture of ITC? a) Yes b) No

Q12. Intense noise and lack of opportunity for conversation among employees, adversely affect job satisfaction? a) Yes b) No Q13. Are you comfortable with the timings of the job? a) Yes b) No Q14. Are you satisfied with the grievance handling procedure, if any? a) Fully Satisfied

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b) Partially Satisfied c) Not Satisfied Q15. Do management focuses on the employees needs, demands and requirements? a) Yes b) No Q16. Is there good availability of promotion in ITC? a) Yes b) No Q17. Do ITC have faith in their employees? a) Yes b) No o employees get proper recognition in ITC? a) Yes b) No Q18. D

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