INTRODUCTION TO THE COMPANY

HISTORY

Reliance Capital Limited announced the launch of its life insurance business on February 1, 2006. This was after obtaining the required regulatory approvals from the Registrar Of Companies and the Insurance Regulatory and Development Authority.

It was in August 2005 that the ball was set rolling when Reliance Capital Limited, the financial arm of Reliance Anil DhirubhaiAmbaniGroup (ADAG)

announced the requisition of 100% shareholding in AMP Sanmar Life Insurance Company Limited; and the formal transfer of shares took place in October 2005. The company will issue all policy contracts under the Reliance Life Insurance Company limited name.

All the existing policy contracts also stand transferred to the Reliance Life Insurance entity with all the original contractual terms and commitments intact. Under Dhirubhais extraordinary vision and leadership,Reliance scripted one of the greatest growth stories incorporate history anywhere in the world, and went on tobecome Indias largest private sector enterprise. Through out this amazing journey, Dhirubhai alwayskept the interests of the ordinary shareholderuppermost in mind, in the process making millionairesout of many of the initial investors in the Reliance stock,and creating one of the worlds largest shareholderfamilies.

\\\FOUNDER Few men in history have made as dramatic a contributionto their countrys economic fortunes as did the founder ofReliance, Sh. Dhirubhai H Ambani. Fewer still have leftbehind a legacy that is more enduring and timeless. As with all great pioneers, there is more than oneunique way of describing the true genius of Dhirubhai:The corporate visionary, the unmatched strategist, the proud patriot, the leader of men, the architect of Indias capital markets, the champion of shareholder interest. But the role Dhirubhai cherished most was perhaps thatof Indias greatest wealth creator. In one lifetime, hebuilt, starting from the proverbial scratch, Indias largestprivate sector enterprise. When Dhirubhai embarked on his first business venture,he had a seed capital of barely US$ 300 (around Rs14,000). Over the next three and a half decades, heconverted this fledgling enterprise into aRs 60,000crore colossusan achievement which earned Reliancea place on the global Fortune 500 list, the first everIndian private company to do so. Dhirubhai is widely regarded as the father of Indias capital markets. In 1977, when Reliance Textile Industries Limited first went public, the Indian stockmarket was a place patronised by a small club of elite investors which dabbled in a handful of stocks. Undaunted, Dhirubhai managed to convince a largenumber of first-time retail investors to participate in theunfolding Reliance story and put their hardearnedmoney in the Reliance Textile IPO, promising them, inexchange for their trust, substantial return on theirinvestments. It was to be the start of one of greatstories of mutual respect and reciprocal gain in theIndian markets.

\\\ABOUT RELIANCE LIFE INSURANCE

Reliance Life Insurance Company Limited is a part of Reliance Capital Ltd. of the Reliance - Anil DhirubhaiAmbani Group. Reliance Capital is one of Indias leading private sector financial services companies, and ranks among the top 3 private sector financial services and banking companies, in terms of net worth. Reliance Capital has interests in asset management and mutual funds, stock broking, life and general insurance, proprietary investments, private equity and other activities in financial services.

Reliance Capital Limited (RCL) is a Non-Banking Financial Company (NBFC) registered with the Reserve Bank of India under section 45-IA of the Reserve Bank of India Act, 1934. Reliance Capital sees immense potential in the rapidly growing financial services sector in India and aims to become a dominant player in this industry and offer fully integrated financial services.

Reliance Life Insurance is another steps forward for Reliance Capital Limited to offer need based Life Insurance solutions to individuals and Corporate.

ROLE OF RELIANCE LIFE INSURANCE

1) World Class Data Centre: They plan to establish a Primary Data Centre at Navi Mumbai(DhirubhaiAmbani Knowledge City) which will cater to their companyneeds across India, with failover capability to their Chennai Data Centrewithin the same business day in occurance if an incident or Disasterhappens.

2) Inter Office Connectivity: All their Branch / Area and Regional offices will beinterconnected to their Data Centre with a 24x7 access to CoreApplications like Lotus Mail, Life-Asia and Internet Applications. Thiswill enable their associates to work faster and better with high-speedInternet connectivity and also ensure faster Turn Around Time for theircustomers.

2) Customer Care Centre: They will host a centralized Customer Care Centre atDhirubhaiAmbani Knowledge City at Navi Mumbai, which caterservices to internal and external queries and complications. A customer Relationship Management Tool (CRM) and Lead Management System(LMS) are in progress.

3) Web Portal: -

This portal will be an interface between both internal employeesand their external users. Some of the functions included in their portal arePolicy Tracking Systems, Corporate News, Quality Checking System, Under Writing Medical System, and Agent Management System etc.

5) R World: Reliance Mobile R-World will provide online information abouttheir Company, Products, and Policy Services to their existing customers,Agents/Advisors and Lead Generators.

6) SMS Alerts: SMS Alerts will be provided to their Sales Managers about thelatest happenings like Contests and Campaigns, Employee Alerts willinclude Company News and Welcome/Birthday/Anniversary messageetc. Customer Alerts will include Welcome/Birthday/Anniversarymessage, Policy Dispatch Details, Policy Servicing SMS like PremiumReceipt and Renewal Premium reminders etc.

7) Life and Group Asia: Single Life and Group Life details will be captured and managedby Life and Group Asia. A common middleware between theseapplications will enable Group Life Customers to view their individualSingle Life Insurance Plan details taken with Reliance Life Insurance andvice versa.

8) Advisor Lounge: -

It is a dedicated area for Reliance Life InsuranceAgents/Advisors in all the branches across India. This Lounge will beequipped with desktops and printers with Internet connectivity, where their Advisors can bring in the prospects and can have discussions acrossthe table and they can create and print quotes. The Agents/Advisors canuse this area to service their existing customers.

9) Document Management System: DMS will enable both policy issuance and contract servicingthrough an automated workflow, which yields a faster Turn around Timeto both internal and external users. This application will enable them tohave a paperless office and thus mitigate the risk of losing vital records/papers.

10) Wireless Data Access: This will enable identified Top Sales Managers and Top Advisorsto access real time data for both LMS and CRM on the fly through HandheldPDA device.

COMPANY STRUCTURE

HEAD OFFICE

Registered Office: H Block, 1st Floor, DhirubhaiAmbani Knowledge City, Navi Mumbai, Maharashtra - 400710

Corporate Office:

9th floor/10th floor, Building No. 2, R-Tech Park, Nirlon Compound, Next to Hub Mall, Behind I- Flex building, Goregaon, (East), Mumbai-400 063. Fax No: 022- 30002222

BRANCHES
They have so many branches and substations in the India. They have around 1247 branches with over 1,95,000 agents in the India. And they have planned to open more branches across the country in the coming months.

CEO CMO CHANNEL HEAD REGIONAL HEAD BRANCH HEAD SALES MANAGER ADVISOR/ AGENTS CUSTOMERS

BRANCH

BRANCH

BRANCH

REGIONAL

REGIONAL

REGIONAL

CHANNEL HEAD

CMO

C EO

Explanations of the diagram:The communication is flow between Branch to Branch.Within a branch, it flows between Branch Manager to Sales Managers andSales Managers to

Agents/Advisors, and then Branch Head to RegionalHead, then different Regional Head to Regional Head, then Regional Headto Channel Head, then to Chief Marketing Officer (CMO), then to ChiefExecutive Officer (CEO)

DEPARTMENT
They are providing following areas or departments: 1) Retail Sales 2) Under Writing 3) Actuarial 4) Insurance Operations 5) Customer Service 6) Quality and Processes 7) Human Resources 8) Finance

DISTRIBUTION CHANNEL
Reliance Life Insurance Company Limited is using five types of distribution channel, which are as follows:

1) Agency: Independent insurance agents represent a number of companies and can research these companies products to find the right combination for their clients. Independent agents & insurance producer groups are growing in prevalence. Although producer groups are in their infancy, their emergence may potentially be realignment in the distribution of financial services. Independent shops realized that by pooling production and funding a central support office, they had increased buying power.

The one type of distribution channel, which Reliance Life Insurance Co. Ltd is using, is an agency. This channel works as follows:

BRANCH MANAGER ADVISOR

CUSTOMER

2) Bank Assurance: -

While a lot of bank relationships with insurance companies have been established, life insurance sales have been slower than one would expect he primary bank insurance activities have been the distribution of annuities, credit life, and direct marketing insurance. Banks are failing to incorporate successful sales tactics used to sell other financial services like investments.

Another type of distribution channel is bank assurance. This channel is tie up with banks. In this channel the advisors using or targeting the bank customers to make a business with them i.e., to sell the policy of the company.

4) Corporate:To gain a better understanding of the demand amongst independent advisors for trust services and to gain a better feel for how independent advisors handle trust services, a research was performed with independent advisors across several broker/dealers and custodians. The interviews revealed that demand is greatest for living trusts among independent advisors, followed by demand for corporate trustee services.

Another type of distribution channel is corporate, which are for employee benefits. This channel is tie up with corporate or small enterprises. Through these small enterprises, the advisors will sell the products/policy to customers of the small enterprises.

5) Rural Benefits:Brokerage firms have gained much of the institutional and personal trust business lost by the banks. These firms have steadily captured assets, primarily at the expense of the banks. The number of non-bank trust companies has increased in recent years as independent trust companies have emerged and more broker/dealers are integrated services. Insurance companies view full-service brokers as a potentially new distribution channel as well.

Another type of distribution channel is rural benefits. This channel works as a dealership. In this channel, the dealers will sell the policy to the target customers.

5) Web World:Direct sales of life insurance are growing rapidly, but many of the traditional fullserve players seem to be letting it go. Across all financial services, consumers are expressing a willingness to deal with a variety of providers on the web. Web sites are starting to pop up offering consumer insurance products especially designed for distribution over the web.

Another type of distribution channel is web world. This channel is tie up with customer database. In this channel, the advisors will sell the policy to the target customers, which are taken from the customer database, are listed in the website

PRODUCT RANGE
TRADITIONAL PLAN:-

Life insurance products are designed to suit the requirements of customers. Fundamentally the product provide for: Risk cover Investment Health cover

In every product, to a certain degree, risk cover is imperative for it to fall under the category of insurance. Based on the coverage of the product, the premiums are calculated and the customer pays accordingly. In order to suggest the right product, it is essential for an agent to understand the requirements of the customer well.

Reliance Life Insurance Company Limited has offered 9 traditional plans to the customers, which are listed as follows:

1) Reliance Term Plan 2) Reliance Whole Life Plan 3) Reliance Child Plan 4) Reliance Endowment Plan 5) Reliance Special Endowment Plan 6) Reliance Cash Flow Plan

7) Reliance Credit Guardian Plan 8) Reliance Special Credit Guardian Plan

Each of the above traditional plans is discussed as follows:

1) Reliance Term plan: This insurance policy is designed for those who only want life cover for the protection of their family, and do not wish to save for themselves. It can also be useful to business firms that wish to provide financial security to their business against the sudden loss of partners or valuable manpower. Since there is no saving element or bonus provision, the premium is very low. Hence, this is a high-risk plan with a low premium.

Features: a) Purely a term plan b) Entry age minimum 18 years and maximum 65 year c) Maximum premium paying term is 30 year d) Loan facility N.A. e) Maturity amount = Sum assured

2) Reliance Whole Life Plan: This insurance policy is designed for people who do not wish to avail of any benefits themselves but wish to create an immediate estate to protect their family by availing of insurance cover on their life at a very low cost.

Features: -

a) It is a whole life insurance policy with profits b) Low cost life cover c) Maturity age is 85 year or 99 years last birthday as chosen d) Maturity amount = Sum assured + Vested bonus e) Tax benefit is available

3) Reliance Child Plan: This insurance policy is designed for people who wish to save money for a future time when there will be a recurring need for substantial amounts of money. This is especially true when it comes to paying large sums of money for higher education as and when your son or daughter is studying to become an Engineer, a Doctor or specialize in some other field, or is perhaps planning to go abroad. This money is payable in equal installments over the last 4 years of the policy term. Features: -

I. Minimum entry age is 20 year and maximum 60 year a) Minimum sum assured is Rs. 25,000. b) Minimum premium paying term is 5 year and maximum 20 year c) Tax benefit is available d) Maturity amount = Four equal installment of sum insured in last four year plus vested bonus in the last year e) Loan facility is available

4) Reliance Endowment Plan: Reliance Life Insurances Reliance Endowment Plan is the key to all your financial needs. It is an inexpensive and easy way to protect you, your family or your business. In a nutshell this plan will keep you financially prepared for all the special occasions in your life - your daughters wedding, your childs university education or even a new office for your business - by eliminating the burden that a shortage of money creates.

In the event of your untimely death, Reliance Endowment Plan will also assist your loved ones through this difficult time by the financial support that it provides.

Reliance Endowment Plan also gives you the additional benefit of participating in the companys profits, which you will receive at the end of the policy period. Features: a) Entry age minimum is 5 year and maximum 65 year b) Maturity age minimum is 18 year and maximum 75 year c) Minimum premium paying term is 5 year and maximum 35 year in case of regular and in case of single 15 year d) Minimum sum assured is Rs. 25,000 or as determined by the minimum premium e) Maximum sum assured is Rs. 5,00,000 (entry age below 18 years and no limit for entry age 18 and above) f) Premium mode annual, half yearly, quarterly and monthly (by salary deduction only) g) Loan up to 90% of the surrender value of the policy

h) Maturity amount = Guaranteed sum assured + Reversionary bonus

5) Reliance Special Endowment Plan: This insurance policy is designed for people who wish to combine savings with extended security. The unique feature of this policy is that life protection continues for five years after you have stopped the payment of premium. Payment of sum assured at the end of premium paying term and extension of life cover thereafter for the full sum assured for a period of 5 years, are characteristics of the policy.

This plan also participates in the profits. Features: -

a) Entry age minimum 12 year and maximum 65 year b) Minimum sum assured is Rs. 25,000 c) Minimum premium paying term is 10 year and maximum 40 year d) Unique feature of this policy is that five year life protection continues after you have stopped the payment of premium e) Tax benefit is available f) Under this policy bonus is compounded yearly g) Loan facility is available h) Maturity amount = Full sum assured before maturity date + Vested bonus at the time of maturity date

6) Reliance Cash Flow Plan: This insurance policy is designed for those who have a recurring need for reinvestment in business or look for short-term investment channels. The advantage of the policy is that they need not part with a sizable amount of money at any one time, but create, through regular premium payments, a periodic return of lump sums which become available for reinvestment at higher returns, while providing simultaneously, substantial life cover.

Alternatively, it can be used to meet any immediate financial crisis in the family like your son's college admission, your daughter's engagement, and renovation of your home or perhaps, a holiday abroad. The money is payable in installments. The first installment is paid at the end of the 4th year and thereafter at the end of every 3rd year. Features:-

a) Plan with profits b) Minimum entry age is 15 year and maximum is 63 year c) Maximum premium paying term is 34 year d) Loan facility is not available e) In case of death full sum assured + accrued bonuses up to the date of death is payable immediately f) In case of survival up to maturity date all premium paid g) Rider accident death and critical illness h) Mode of payment is available

7) Reliance Credit Guardian Plan: This insurance policy is designed for those who not only safeguards individuals but also families and businesses from the financial hardship that could arise from unfortunate and unexpected death. Features: -

a) Loan protection against home, home improvement, two wheelers and four wheelers b) In case of death remaining loan amount paid immediately c) In case of survival no benefit is available d) Premium payment option for single and regular is available e) Premium paying term is 2/3 of loan period and remaining period paid by the company

8) Reliance Special Credit Guardian Plan: This insurance policy is designed for those who not only safeguards individuals but also families and businesses from the financial hardship that could arise from unfortunate and unexpected death, disability or critical illnesses.

Features: a) Loan protection against home, home improvement, two wheelers and four wheelers

b) In case of death remaining loan amount paid immediately c) In case of survival no benefit is available d) Premium payment option for regular and single is available e) Premium payment term is 2/3 of loan period and remaining period paid by the company f) Maturity amount = All the premium paid amount g) Tax benefit is available

8. UNIT LINKED PLAN

A unit-linked policy is a life assurance policy in which the benefits depend on the performance of a portfolio of shares. Each premium paid by the insured person is split: a part is used to provide life assurance cover, while the balance (after the deduction of costs,expenses, etc.) is used to buy units in a unit trust.

In this way, a small investor can benefit from investment in a managed fund without making a large financial commitment. As they are linked to the value of shares, unit linked policies can go up or down in value. Policyholders can surrender the policy at any time and the surrender value is the selling price of the units purchased by the date of cancellation 9less expense). A small part of the contribution is used for providing life cover and the balance is invested in unit. Legal heirs are entitled to the amount of insurance cover and entitled units in case of death of the insured.

Reliance Life Insurance Company Limited has also offered the two

Unit Linked Plans, which are listed as follows:

1) Reliance Market Return Plan 2) Reliance Golden Years Plan

Amongst the above plans the Reliance Market Return Plan is the largest selling plan of the Reliance Life Insurance Company Limited.

The above two ULIP plans are discussed as follows:

1) Reliance Market Return Plan: Reliance Market Return Fund is the unit-linked product that helps you invest in the financial markets in a combination of investment instruments of your choice. You can enjoy the returns from the markets without the trouble of monitoring and managing your own investment portfolio and keeping track of the market movements. At the same time your investment premiums provide you with insurance cover. Reliance Market Return Fund unit-linked insurance plan provides you with a basket of fund options that balances your return and risk exposure while providing life cover at the same time. Features: a) Minimum entry age is 30 days and maximum entry age is 65 year b) Maximum policy term 40 year and minimum policy term 5 year c) Mode of premium as annual, quarterly, half yearly and monthly Rs. 1000 (for salary deduction only) and Rs. 2500 (standing order/credit card) d) Top up premium minimum Rs. 2500 e) Option of investment fund

i. Capital secure 100% fixed interest securities ii. Balanced minimum 80% fixed interest securities and maximum 20% in equity iii. Equity 100% equity iv. Growth minimum 60% fixed interest securities and maximum 40% in equity f) Loan facility is not available g) One switches every year free and subsequent switches charged 1% of the amount switched h) Partial withdrawals per year under regular and single premium options is 2 times i) Lock in period till today is 3 year j) Minimum unit account balance after each withdrawals is Rs. 10,000

2) Reliance Golden Years Plan: Reliance Golden Years Plan.. The Reliance Life Insurance no-worry stay happyretirementplan. Reliance Golden Years Plan is a flexible package that provides freedom of choice in choosing the type of investment, life cover, vesting options such as commuting and annuity options. Contributions provide Income tax savings as well. Reliance Golden Years Plan, a flexible pension product is available for all individuals who are between the ages of 18 and 65. Features: a) Entry age minimum is 18 year and maximum 65 year b) Minimum premium amount Rs. 10,000 and maximum is unlimited c) Mode of premium payment is available d) Pension plan with risk cover and without risk cover e) Choice of investment

i. Capital secure fund 80% in equity and 20% in government security ii. Balanced fund 80% in government and 20% in equity f) No loan facility is available g) Tax benefit is available h) Annuity options i. Annuity payable for life ii. Annuity payable for 5/10/15 years certain and thereafter with life iii. Annuity payable for life with return of capital on death of the annuitant

MILESTONE/ FUTURE PROJECTIONS Forty-four new branches to be opened across the country in thecoming months; and a pan India presence with 162 branches in thecoming year. A state-of-the-art customer care centre will provide continuous,responsive services to the caller and promptly address queries, collatefeedback and suggestions from the caller, who may be both prospective and existing clientele and from channel partners inChennai and Mumbai. It will be launching additional products aimed at providingunparalleled service to its valued clientele.

MARKET SHARE OF RELIANCE LIFE INSURANCE

Currently, Reliance Life's market share is at around 5.5 per cent in the life insurance space. Reliance Life Insurance had sold the highest number of policies among 22 private sector players in 2009-10. During the year, the company sold about 23.2 lakh policies against 22.1 lakh policies in the previous year. "We hope to achieve an overall premium of Rs 20,000 crore and more than double our assets under management to cross over Rs 30,000 crore in the next two fiscal," Ghosh said. In the first two months of the current fiscal, the first year premium collection of Reliance Life increased by 22.5 per cent to Rs 316 crore. Ghosh further said that the company expects to achieve break even in the next fiscal. He added that Reliance Life would require Rs 250 crore in the current fiscal, out of which Rs 70 crore has already been infused. Apart from a healthy mix of unit linked and traditional products, Reliance Life also plans to focus on evolving health insurance segments in the country. "We are strengthening our health insurance portfolio with innovative products...we aim to be among the top three health insurers by 2012," Ghosh added. Reliance Life Insurance, which operates through strong distribution network of 1,247 branches with over 1,95,000 agents, has an AUM (Asset Under Management) of Rs 13,677 crore.

Replying to questions on Unit Linked Insurance Products (ULIPs), Ghosh said, "ULIPs constituted around 90 per cent in the company's product basket in the last fiscal, which is expected to decline to 60 per cent in the current year." Life insurance industry grew 25 per cent in terms of first year premium collection in 2009-10. The 23 life insurers mopped up premium of Rs 1.09 lakh crore in the last fiscal compared to Rs 87,108 crore in 2008-09.

TOTTAL ASSETS
Reliance Life Insurance Company (RLIC), part of Anil Ambani-led Reliance Capital, on Monday said it has crossed the milestone figure of Rs. 15,000 crore in assets under management (AUM) and plans to double this by 2011-12. "RLIC would be among the fastest private sector life insurance companies to cross this milestone in a span of less than 5 years," said Malay Ghosh, president and executive director, Reliance Life Insurance. According to the company, it's AUM registered a growth of 142 percent per annum in the last five years to reach Rs. 15,000 crore from Rs. 200 crore in October 2005. It follows the Rs. 10,000 crore AUM mark recorded in September 2009. Our wide-ranging fund offerings and sharp focus on growth have helped us achieve this milestone. Ghosh added. The company plans to double its AUM to Rs. 30,000 crore by 2011-12. The company has also issued over 9.5 million policies till date. "We will continue to focus our investments in companies with strong management, healthy financial growth performance and dynamic business model," said RangarajanRajagopalan, chief investment officer, RLIC

INTRODUCTION TO TOPIC

INTRODUCTON
Job Satisfaction The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play, the field of job satisfaction has become difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying.

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 describes how content an individual is with his or her job. 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"). Definitions 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 behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors History One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most

notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later 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 Taylorsim) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key

factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

Models of job satisfaction

1. Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. 2. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction .

3. Two-Factor Theory (Motivator-Hygiene Theory): Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual

differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

4. Job Characteristics Model: Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.).The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM. 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: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system.

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, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. 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: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

Job Satisfaction - Theories

One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a building. These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not & could be a function of the effort of the individual on one hand & on the other the situational opportunities available to him. This can be better understood by taking example of a foreman in an engineering industry. He has been assigned the task to complete a special order by a certain, deadline. Person may experience positive job satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that he has been trusted and given a special task, he likes such kind of rush job and it may get him extra wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for extra wages. Each one of these variables lead to an end state of feeling, called satisfaction. Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of fulfillment of his needs in relation to his work & the situations surrounding it'.

Theories of Job - Satisfaction: There are 3 major theories of job satisfaction. (i) Herzberg's Motivation - Hygiene theory. (ii) Maslow's Theory of Motivation - Hierarchy of Needs (iii) Social reference - group theory. 1) Herzberg's Motivation - Hygiene Theory : This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organisation, workers feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organisation, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only. According to Herzberg following factors acts as motivators: Achievement, Recognition, Advancement,

 Work itself, Possibility of growth, & Responsibility. Hygiene factors are: Company policy & administration, Technical supervision, Inter-personal relations with supervisors, peers & Subordinates, Salary Job security Personal life Woeking conditions status The following table presents the top six factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance Leading to satisfaction

Leading to dissatisfaction

Achievement Recognition Work itself Responsibility Advancement Growth

Company policy Supervision Relationship with boss Work conditions Salary Relationship with peers

Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterised by 'motivators' & those which led people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'. Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations. 2) Maslow's Theory of Motivation - Hierarchy of Needs:

Physiological Needs Physiological needs are those required to sustain life, such as:

Air Water Food Sleep

According to this theory, if these fundamental needs are not satisfied then one will surely be motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until one satisfies the needs basic to existence. a) Need for personal achievement: Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. Safety Needs Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:

Living in a safe area Medical insurance Job security Financial reserves

According to the Maslow hierarchy, if a person feels threatened, needs further up the pyramid will not receive attention until that need has been resolved. Social Needs Once a person has met the lower level physiological and safety needs, higher level motivators awaken. The first level of higher level needs are social needs. Social needs are those related to interaction with others and may include:

Friendship

Belonging to a group

Giving and receiving love.

b) Need for social achievement : A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone.

Esteem Needs After a person feels that they "belong", the urge to attain a degree of importance emerges. Esteem needs can be categorized as external motivators and internal motivators. Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect. External esteem needs are those such as reputation and recognition. Some examples of esteem needs are:

Recognition (external motivator) Attention (external motivator) Social Status (external motivator) Accomplishment (internal motivator) Self-respect (internal motivator)

Maslow later improved his model to add a layer in between self-actualization and esteem needs: the need for aesthetics and knowledge. Self-Actualization Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow. Self-actualized people tend to have motivators such as:

Truth Justice Wisdom Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized moments of profound happiness and harmony. According to Maslow, only a small percentage of the population reaches the level of self-actualization.

3) Social References - Group Theory : It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a wellto-do neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment.

To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the characteristics of the job meet with approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality. Relationship among motivation, attitude and job satisfaction : Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context where people are : a) motivated towards high productivity. b) want to remain with organization. c) act effectively in crisis. d) accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) are satisfied with their job.

According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals.

Relationship Between job satisfaction and work behaviour : Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury. Job satisfaction and productivity : Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organisation should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. Job Satisfaction and absenteeism :

One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and

organisational behaviourists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimise it's impact on work behaviour. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs. Determinants of Job Satisfaction : According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are:

1) Organisational variables ; 2) Personal Variables.

RESEARCH OBJECTIVES
The research has been undertaken with following objectives. To study the level of job satisfaction among the employees of Reliance Life Insurance Pvt Ltd. To study the factors affecting job satisfaction among the employees of Reliance Life Insurance Pvt Ltd. DATA COLLECTION

The task of data collection begins after the research problem has been defined and research design chalked out. While deciding the method of data collection to be used for the study, the researcher should keep in mind two types of data viz. Primary and secondary data.

PRIMARY DATA

The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives.

SECONDARY DATA

The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.

TYPE OF RESEARCH
Exploratory Research design These designs are the first step to start any research & are absolutely essential to obtain the proper definition of the problem. It helps in classifying the concepts of the study. The major emphasis is the discovery of ideas and insights by studying the available information.

Descriptive Research Design These are concerned with describing the characteristics of a particulars phenomenon in detail the descriptive study requires a clear specifications of who, what, when, where, why & how aspects of research. The methodology adopted to achieve the project objective involved descriptive research method

SCOPE OF THE STUDY:

This study emphasis in the following scope: 1) To identify the employees level of satisfaction upon that job. 2) This study is helpful to that organization for conducting further research. 3) It is helpful to identify the employers level of satisfaction towards welfare Measure. 4) This study is helpful to the organization for identifying the area of dissatisfaction Of job of the employees. 5) This study helps to make a managerial decision to the company.

SAMPLING PLAN
, The study is based on the sampling method because up to some extent it is free from biasness. Sampling Size Sampling Technique Sampling Area : : : 100 Convenience Sampling Reliance life Insurance Co.Ltd

TOOLS AND TECHNIQUES OF ANALYSIS

Tools - Questionnaire and Interview Data presentations- Table and Pie-chart Tables and Pie-chart are used in order to analyse the primary and secondary data from various sources.

DATA ANALYSIS & INTERPRETATION

Do you feel that your job suits your educational qualification?

Total 20 Percentage

No of respondents 20 100% Yes 14 70%

Responses No 6 30%

INTERPRETATION

There was 100% response from the employees. Out of which 70% of the employees have supported the statement i.e, they have opted the option Yes. And remaining 30% of the employees had been opposing the statement i.e., they had opted the option No.

This analysis clearly conveys that majority of the employees are working according to their qualification. And some of the employees are not appointed according to their qualification.

2) What is your level of satisfaction regarding superior subordinate and colleague relationship?

Total

No of respondents Highly satisfied 8 40%

Responses Satisfied 12 60%

Dissatisfied 0 0%

20 Percentage

20 100%

25 20 NUMBER 15 10 5 0

COLUMN CHART FOR Q 2

20 20 12 8 RESPONDENTS 100% TOTAL No of respondents 40% 60% 0 0% Dissatisfied PERCENTAGE

Highly Satisfied satisfied RESPONDENTS

INTERPRETATION According to the response from the employees to whom the questionnaire were distributed, almost every employee is having an healthy relationship with his superior,subordinate and colleague. According to the tabular form, 40% of the employees agreed that they are highly satisfied with the relationship and 60% of the employees are satisfied with the relationship in the organization. And none of the employees supported the third option

3) Are you satisfied with your pay package?

Total 20 Percentage

No of respondents 20 100%

Responses Yes No 15 5 75% 25%

COLUMN CHART FOR Q 3

25 20 20 NUMBER 15 15 10 5 5 0 TOTAL No of respondents Yes RESPONDENTS No 100% 75% 25% RESPONDENTS PERCENTAGE 20

INTERPRETATION Of all the respondents 75% of the employees have agreed that they are satisfied with the pay package. And 25% of the employees had not satisfied with the pay package. Ofcourse, the satisfaction level differs from employee to employee but the dissatisfaction may effect the work and the productivity. So the measures must be taken to avoid the dissatisfaction.

4) What is your level of satisfaction regarding the work environment? Total No of respondents Highly satisfied 0 0% Responses Satisfied 19 95%

Dissatisfied 1 5%

20 Percentage

20 100%

COLUMN CHART FOR Q 4

25 20 20 NUMBER 15 10 5 0 TOTAL No of respondents Highly Satisfied satisfied RESPONDENTS Dissatisfied 100% 95% 1 5% RESPONDENTS 0 0% PERCENTAGE 20 19

INTERPRETATION Regarding the work environment, none of the employee is highly satisfied. But 95% of the employees have been satisfied with the present working conditions. And 5% of the employees have not been satisfied. We all know the importance of the working conditions and slight changes may be done to make the unsatisfied as satisfied employees.

5) Does the company provide you flexible working hours?

Total 20 Percentage

No of respondents 20 100% Yes 20 100%

Responses No 0 0%

INTERPRETATION There was 100% response from the employees out of which 100% of the employees has supported the statement i.e. they agreed that the company is providing the flexible working hours. Providing the flexible working hours may reduce the stress to an extent and this is one of the good features of the organization.

6) Are the benefits that your company is extending to you is sufficient

Total

No of respondents Fully Sufficient 3 15%

Responses Sufficient 15 75%

Insufficient 2 10%

20 Percentage

20 100%

COLUMN CHART FOR Q 6

25 20 20 NUMBER 15 15 10 5 0 TOTAL No of Fully Sufficient Insufficient respondents Sufficient RESPONDENTS 100% 3 15% 75% 2 10% RESPONDENTS PERCENTAGE 20

INTERPRETATION

The response is towards the benefits provided by the company to the employees. Out of the respondents, 15% of the employees agreed that the benefits provided are fully sufficient and 75% of the employees agreed that the benefits provided are sufficient. And 10% of the employees felt that benefits provided are insufficient.

According to the analysis, the majority of the employees are satisfied with the benefits given by the compan

7) Is there any opportunity for you to use new technology?

Total 20 Percentage

No of respondents 20 100% Yes 15 75%

Responses No 5 25%

INTERPRETATION The opportunity to use new technology may enhance the skills of the employees. In this regard, 75% of the employees had agreed that the company provides the opportunity to use the new technology. And 25% denies it.

As the majority agreed it, this is fare on the part of the company.

8) Do you feel that the employees are recognized?

Total 20 Percentage

No of respondents 20 100% Yes 17 85%

Responses No 3 15%

COLUMN CHART FOR Q 8

25 20 20 NUMBER 15 10 5 0 TOTAL No of respondents Yes RESPONDENTS No 100% 85% 3 15% RESPONDENTS PERCENTAGE 20 17

INTERPRETATION The opportunity to use new technology may enhance the skills of the employees. In this regard, 75% of the employees had agreed that the company provides the opportunity to use the new technology. And 25% denies it.

As the majority agreed it, this is fare on the part of the company.

9) How do you evaluate the overall satisfaction with your job? Total No of respondents Highly satisfied 0 0% Responses Satisfied 20 100%

Dissatisfied 0 0%

20 Percentage

20 100%

COLUMN CHART FOR Q 9

25 20 20 NUMBER 15 10 5 0 TOTAL No of respondents Highly Satisfied satisfied RESPONDENTS Dissatisfied 100% 100% RESPONDENTS 0 0% 0 0% PERCENTAGE 20 20

INTERPRETATION The overall job satisfaction is hot topic. Out of the respondents the preponderance agreed that they have the job satisfaction in this company. And none of the employees had opposed it. All the employees have the job satisfaction. The whole credit goes to the company and its strategie

10) Any further suggestions that you would like to put forward?

Total 20 Percentage

No of respondents 20 100%

Responses Given Not given 5 15 25% 75%

COLUMN CHART FOR Q 10

25 20 20 NUMBER 15 15 10 5 5 0 Total No of respondents Given Not given 100% 25% 75% RESPONDENTS PERCENTAGE 20

RESPONDENTS

INTERPRETATION 25% of the respondents had given some suggestions to enhance the situation and 75% of the employees had not given the suggestions. The majority of the employees were satisfied with the company and their performance and that is the reason why they did not suggest any thing.

OBJECTIVES

The objectives of the study as follow:

To access the satisfaction level of employees. To identify the factor which influences the job satisfaction of employees? To identify the factor which improve the satisfaction level of employees? To know the employee satisfaction towards the facilities. To offer valuable suggestion to improve the satisfaction level of employees.

SUGGESTIONS

1. Special measures should be taken to improve employee participation. 2. Seniors should respect the suggestions given to them by their subordinates. 3. Interaction and mutual discussion should be given proper place in superiorsubordinate Relationship. 4. Wages of the employee must be linked to the productivity. 5. More monetary as well as non-monetary benefits should be given to the employee to reduce labour turnover. 6. In order to motivate employees, their work must be appreciated and recognized so that in future, they work with more zeal and enthusiasm. 7. More emphasis should be laid on the training provided to the employees as it is the most effective HR practice used while motivating the employees. 8. A study of work load should be well organized so that there should not be exccesive work load on the employees as it will adversely affect their productivity.

LIMITATIONS OF THE STUDY

1. Due to the shortage of time, the size of the sample is small as it was not able to reach all the employees. 2. There was shortage of time on the part of respondents. 3. Some respondents did not reveal the exact information and there response may be biased. 4. Some of workers gave no response to some of the questions which affects analysis.

CONCLUSION 1.The training strategy of an organization is really admirable, emphasizes students to acquire more knowledge related to an industry and provides every vital information. Students are treated as company guests. 2. Proper discipline is maintained among staff as well as trainees. 3. As we know that human resources are the biggest assets of an organization, so relying upon this criteria, we can say that their satisfaction towards their job is very important and if they are satisfied, they will work to the best of their ability which will contribute towards the profitability of an organization. Hence, every organization should always make sure that their employee are satisfied. 4. After finding the results of my research project, I conclude that large number of employees are male, who have enough qualification and skills in their fields. Satisfaction of employees from different aspects is in large quantity. 5. The management of Reliance Life Insurance Pvt Ltd. is continuously taking measures to improve the satisfactionlevel of workers but still there are many workers who are not satisfied, so the company should necessarily take some steps to make them satisfied because it will ultimately lead to the success of the company. The company should make amendments in their various policies and should improve the wage and incentives structure as well so that the employee

should get more benefits and can feel satisfied from the company and will give their best to the company.

6. First aid facility is being provided to the employee within the company with two doctors at their service. 7. There is great work overload on the workers. 8. Security officers are also there for the security of the employee. 9. Special emphasis is being laid on the safety measures by the company. 10. Good working conditions are provided to the workers.

BIBLIOGRAPHY
Books: Hitt, Miller, Colella Organizational Behavior A Strategic Approach, Wiley Students Edition. Luthans Fred Organizational Behavior, McGraw Hill 7th Edition. Newstrom John W., Davis Keith, Organizational Behavior Human Resource At Work, 9th Edition, Tata McGraw Hill Edition. Pestonjee D. M. Motivation and Job Satisfaction, 1st Edition.

Macmillan India Limited. Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition.

Websites: www.hrcouncil.com www.workforce.com www.google.com

ANNEXURE

Questionnaires for JOB SATISFACTION

NAME: . DESIGNATION: . COMPANY: . 1. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 2. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 3. I find much of my job repetitive and boring. Strongly Agree Agree Neither Agree nor Disagree

 Disagree Strongly Disagree 4. I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 5. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 6. I have an increasingly bad attitude toward my job, boss, and employer . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 7. I am no longer given the resources I need to successfully do my job.

 Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

8. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 9. I have received no better than "fair" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 10.I feel as though my boss and employer have let me down. Strongly Agree Agree Neither Agree nor Disagree

 Disagree Strongly Disagree 11.I often feel overworked and overwhelmed. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 12. I am frequently stressed out at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 13.I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 14. I find myself negatively comparing my situation to my peers.

 Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 15. I feel my bad days at work outweigh the good ones. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

16. I often experience a sensation of time standing still when I am at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 17.I have been told that I am becoming a more cynical person. Strongly Agree Agree Neither Agree nor Disagree

 Disagree Strongly Disagree 18.I feel as though my employer has broken promises about my future with the organization. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 19.I have lost sight of my career goals and aspirations. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

20.I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree