PROJECT REPORT

ON
JOB SATISFACTION OF EMPLOYEES

PREFACE

The project work entitled A STUDY ON JOB SATISFACTION OF EMPLOYEES OF

NATIONAL FERTILIZER LIMITED, BATHINDA
Job Satisfaction is the favorableness or un-favorableness with which the employee views his
work. It expresses the amount of agreement between ones expectation of the job and the rewards
that the job provides. Job Satisfaction is a part of life satisfaction. The nature of ones
environment of job is an important part of life as Job Satisfaction influences ones general life
satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow
sense, these attitudes are related to the job under condition with such specific factors such as
wages. Supervisors of employment, conditions of work, social relation on the job, prompt
settlement of grievances and fair treatment by employer.
However, more comprehensive approach requires that many factors are to be included before a
complete understanding of job satisfaction can be obtained. Such factors as employees age,
health temperature, desire and level of aspiration should be considered.
Further his family relationship, Social status, recreational outlets, activity in the organizations
etc. Contribute ultimately to job satisfaction.

CONTENTS

Sr.No.

Topic

Chapter 1

Company Profile

Chapter 2

Job satisfaction

Chapter 3

Objectives

Chapter 4

Research Methodology

Chapter 5

Observation & Findings

Chapter 7

Suggestions

Chapter 8

Bibliography

Chapter 9

Annexure

Telecommunications in India

India's telecommunication network is the second largest in the world based on the total
number of telephone users (both fixed and mobile phone). It has one of the lowest call tariffs in
the world enabled by the mega telephone networks and hyper-competition among them. It has
the world's third-largest Internet user-base. According to the Internet And Mobile Association of
India (IAMAI), the Internet user base in the country stood at 190 million at the end of June,
2013. Major sectors of the Indian telecommunication industry are telephony, internet and
television broadcast Industry in the country which is in an ongoing process of transforming into
next generation network, employs an extensive system of modern network elements such as
digital telephone exchanges, mobile switching centres, media gateways and signalling gateways
at the core, interconnected by a wide variety of transmission systems using fibre-optics or
Microwave radio relay networks. The access network, which connects the subscriber to the core,
is highly diversified with different copper-pair, optic-fibre and wireless technologies. DTH, a
relatively new broadcasting technology has attained significant popularity in the Television
segment. The introduction of private FM has given a fillip to the radio broadcasting in India.
Telecommunication in India has greatly been supported by the INSAT system of the country, one
of the largest domestic satellite systems in the world. India possesses a diversified
communications system, which links all parts of the country by telephone, Internet, radio,
television and satellite.
Indian telecom industry underwent a high pace of market liberalisation and growth since the
1990s and now has become the world's most competitive and one of the fastest growing telecom
markets. The Industry has grown over twenty times in just ten years, from under 37 million
subscribers in the year 2001 to over 846 million subscribers in the year 2011. India has the
world's second-largest mobile phone user base with over 929.37 million users as of May 2012. It
has the world's third-largest Internet user-base with over 137 million as of June 2012.
The total revenue of the Indian telecom sector grew by 7% to 2832 billion (US$44 billion) for
201011 financial year, while revenues from telecom equipment segment stood at 1170 billion
(US$18 billion).
Telecommunication has supported the socioeconomic development of India and has played a
significant role to narrow down the rural-urban digital divide to some extent. It also has helped to

increase the transparency of governance with the introduction of e-governance in India. The
government has pragmatically used modern telecommunication facilities to deliver mass
education programmes for the rural folk of India.

History
The beginning

A microwave tower for short distance (~50 km) communication

The history of Indian telecom can be started with the introduction of telegraph. The Indian postal
and telecom sectors are one of the worlds oldest. In 1850, the first experimental electric
telegraph line was started between Calcutta and Diamond Harbour. In 1851, it was opened for
the use of the British East India Company. The Posts and Telegraphs department occupied a
small corner of the Public Works Department, at that time.
The construction of 4,000 miles (6,400 km) of telegraph lines was started in November 1853.
These connected Kolkata (then Calcutta) and Peshawar in the north; Agra, Mumbai (then
Bombay) through Sindwa Ghats, and Chennai (then Madras) in the south; Ootacamund and
Bangalore. William O'Shaughnessy, who pioneered the telegraph and telephone in India,
belonged to the Public Works Department, and worked towards the development of telecom
throughout this period. A separate department was opened in 1854 when telegraph facilities were
opened to the public.
In 1880, two telephone companies namely The Oriental Telephone Company Ltd. and The
Anglo-Indian Telephone Company Ltd. approached the Government of India to establish
telephone exchanges in India. The permission was refused on the grounds that the establishment
of telephones was a Government monopoly and that the Government itself would undertake the
work. In 1881, the Government later reversed its earlier decision and a licence was granted to the
Oriental Telephone Company Limited of England for opening telephone exchanges at Calcutta,
Bombay, Madras and Ahmedabad and the first formal telephone service was established in the

country. On 28 January 1882, Major E. Baring, Member of the Governor General of India's
Council declared open the Telephone Exchanges in Calcutta, Bombay and Madras. The exchange
in Calcutta named the "Central Exchange" had a total of 93 subscribers in its early stage. Later
that year, Bombay also witnessed the opening of a telephone exchange.

Further developments and milestones

Pre-1902 Cable telegraph

1902 First wireless telegraph station established between Sagar Island and Sandhead.

1907 First Central Battery of telephones introduced in Kanpur.

19131914 First Automatic Exchange installed in Shimla.

1927 Radio-telegraph system between the UK and India, with Imperial Wireless Chain
beam stations at Khadki and Daund. Inaugurated by Lord Irwin on 23 July by exchanging
greetings with King George V.

1933 Radiotelephone system inaugurated between the UK and India.

1953 12 channel carrier system introduced.

1960 First subscriber trunk dialling route commissioned between Lucknow and Kanpur.

1975 First PCM system commissioned between Mumbai City and Andheri telephone
exchanges.

1976 First digital microwave junction.

1979 First optical fibre system for local junction commissioned at Pune.

1980 First satellite earth station for domestic communications established at

Sikandarabad, [[Uttar Pradesh|U.P.] Noida Sector 62SCMS ].

1983 First analogue Stored Programme Control exchange for trunk lines commissioned

at Mumbai.
1984 C-DOT established for indigenous development and production of digital

exchanges.
1995 First mobile telephone service started on non-commercial basis on 15 August

1995 in Delhi.
1995 Internet Introduced in India starting with laxmi nagar delhi on 15 August 1995

Major players in the industry

Nokia

BenQ

Sony Ericsson

Spice

Samsung

Fly

LG

HTC

Motorola

Haier

Apple

INQ

Blackberry

Intex

Karbonn

Panasonic

Lemon

Lava

Olive

Huawei

Micromax holds 3rd position in Indian market.

About Micromax
Micromax Informatics Limited is one of the leading consumer electronics company in India and
the 10th largest mobile phone player in the world. Over the past decade, Micromax has pioneered
the democratization of technology in India by offering affordable innovations through their
product offerings and removing barriers for large scale adoption of advanced technologies.
Micromax is currently the 2nd largest smartphone company in India. Micromax is a brand which
is close to the heart of the youth and celebrates the vibrancies of life and empowerment
Micromax is a New Delhi; India based Telecom Company with 23 domestic offices in all the
telecom circles of India and international offices in Hong Kong, USA and now in Dubai. Besides
India, Micromax devices are sold in Nepal, Bangladesh, Middle East, Africa and parts of Latin
America.
Micromax has always been proud of being a one-point solution for their customers by providing
for Design, Development, Manufacturing, Marketing, distribution and after-sales-support of all
Micromax devices under the flagship of Micromax.
Micromax has a lot of firsts to its credit on their mystic product portfolio and was the first to
introduce:

30 days battery backup- Mobile Phones

Dual SIM/Dual Standby- Mobile Phones

Network changing capability using gravitational force- Mobile Phones

Aspirational Qwerty- mobile Phones

Operator Branded 3G- Mobile Phones

OMH, CDMA Mobile Phones

And many more

With a 360 degree advertising and marketing strategy sketched out, the company has an
optimistic outlook for the telecom consumer space. Currently present in more than 40,000 stores
across the country, the company plans to have an aggressive market incursion to reach out to its
customers through 70,000 operational stores in the coming year.
Innovation, Cost-Effective, Credible and Interesting R&D, have now become synonymous to
Micromax in the telecom vertical. Today Micromax has become a brand which people relate and
look up to for realizing their individual device preferences and other out-of-the-box solutions.
Micromax is an Indian consumer electronics company headquartered in Gurgaon, Haryana,
India.[1] Micromax started as an IT software company in 2000 and worked on embedded
platforms. It entered the mobile handset business, and became one of the largest Indian domestic
mobile handsets company operating in low cost feature phone segments by 2010.
Micromax was incorporated as Micromax Informatics Ltd. on 29 March 2000. They started
rebranding chinese imported mobile phones in 2008 with a focus on low pricing, in order to
compete with international brands. Because of the issues of power in Dewas, Rahul Sharma saw
a PCO being powered by a truck battery and decided to launch a feature phone with longer
battery life. Micromax launched its first phone with a month long battery back-up known as X1i.
In 2011, Micromax entered the tablet market with the Funbook series. Micromax launched its
first Octa Core flagship smartphone named as Canvas Knight A350,which was a rebranded
french/chinese mobile phone known as Wiko Highwa under the tagline 'Can be Furiously Fast' in
Mar 2014. In 2014, Micromax launched its Android One smartphone known as Canvas A1.
In 2014, Micromax surpassed Samsung to become the mobile phone manufacturer shipping the
most number of phones in a single quarter in India. On 24 January 2014, Micromax became the
first Indian mobile company to start sales in Russia.

Originally, the company sourced all its products from China. However, since April 2014, they
have started manufacturing LED TVs and tablets at their facility in Rudraprayag, Uttarakhand.

Micromax Informatics Ltd.

Type

Private

Industry

Telecommunications, Consumer Electronics

Founded

Delhi, India (29 March 2000)

Rahul Sharma

Founders

Vikas Jain
Sumeet Arora
Rajesh Agarwal

Headquarters Gurgaon, Haryana, India

Area served

India, Russia, Bangladesh, Sri Lanka, Nepal

Sanjay Kapoor (Chairman)

Key people

Vineet Taneja (CEO)

Shubhodip Pal (CMO)

Products

Mobile phones, smartphones, tablet computers,

3G Datacards, LED televisions

Revenue
Slogan

US$ 2.47 billion (2015)

"Nothing like Anything"

Vision
Our Vision is to develop innovative technologies and efficient processes that incubate newer
markets, enliven customer aspirations and continue to make Micromax a trusted market leader.

Mission
With a futuristic vision and an exhaustive R&D at its helm, Micromax has successfully generated
innovative technologies that revolutionize the telecom consumer space. Micromax is on a
mission to successfully overcome the technological barriers and keep powering life enhancing
solutions.

Philosophy
Enthused with passion for innovation, Micromax has constantly strived to bring about the much
needed change in telecom products so as to fulfill the customer aspirations. At Micromax, the
mornings begin with a simple business philosophy; to use our talent and technology to create
superior products and services that contribute to a better and satisfied global society.

People
Human Resource @ Micromax is the most treasured asset that makes Micromax stand apart in
the industry. People come from myriad backgrounds and spheres and work in their individual
work styles. This hybrid culture binds together to form a uniform work ethos @ Micromax.

Values

The Micromax ideology stems from its rooted belief in Innovation and delivering nothing
short of the best. At Micromax, a rigorous code of conduct and core values form the basis of
every decision made.

Excellence
Passion at Micromax ensures an unfaltering commitment to deliver only the best
products and services to the customer.

Integrity
Operational efficiency is achieved by standing committed to the core ethics which ensure work is
always guided by a moral compass that entrusts fairness, respect for all stakeholders and
complete transparency in our everyday life.

The Advent
With young enthusiasts as its anchor, Micromax Informatics Limited has created a niche for itself
in the telecommunication industry. Micromax ventured into the telecommunication industry with
end-to-end solution of Fixed Wireless Devices and Wireless Data cards. The devices were
supplied to all parts of India and were supported on the network of the GSM operators of India.
Within a year of its operation, Micromax provided for technical support of the installed base of
devices across 150+ cities of India, a no-mean achievement which made the customers trust and
love the brand.

Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of the
person concerned. It could, for example, be associated with a personal feeling of achievement.
Job satisfaction is an individuals emotional reaction to the job itself. It is his attitude towards
his job.
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.

-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the amount of
reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals
have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your
job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will
experience job dissatisfaction.
By Andrew J DuBrins,
Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,
since a job is important part of life, job satisfaction influences ones general life satisfaction.
Manager may need to monitor not only the job and immediate work environment but also their
employees attitudes towards other part of life.
JOB

POLITICS

FAMILY

LIFE

LEISURE

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-a-days. In modern society the needs
and requirements of the people are ever increasing and ever changing. When the people are ever
increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied.

Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of
industrial workers us very important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be considered as backbone of any industrial
development. To utilize their contribution they should be provided with good working conditions
to boost their job satisfaction. Any business can achieve success and peace only when the
problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of
efficiency absenteeism .Labour turnover require a social skill of understanding human problems
and dealing with them scientific investigation serves the purpose to solve the human problems in
the industry.

a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling
so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the
means to enjoy valued leisure interest outside of work. Moreover, pay can serve as symbol of
achievement and a source of recognition. Employees often see pay as a reflection of
organization. Fringe benefits have not been found to have strong influence on job satisfaction as
direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the work
itself that influence job satisfaction are variety and control over work methods and work place. In
general, job with a moderate amount of variety produce the most job satisfaction.
Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety
and stimulation cause workers to feel psychologically stressed and burnout.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher
level in an organization typically involves positive changes I supervision, job content and pay.
Jobs that are at the higher level of an organization usually provide workers with more freedom,
more challenging work assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making, employee
who participates in decision that affect their job, display a much higher level of satisfaction with
supervisor an the overall work situation.
WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to individual
employees. The working groups also serve as a social support system of employees. People often
used their co-workers as sounding board for their problem of as a source of comfort.

WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and / or overtime, they will have very little felt for
their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind that all
individuals do no derive the same degree of satisfaction though they perform the same job in the
same job environment and at the same time. Therefore, it appears that besides the nature of job
and job environment, there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and situational variables
determine the degree of job satisfaction. Let us see what these factors are.

Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the jobs,
they feel satisfied. These expectations are based on an individuals level of education, age and
other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job satisfaction.
For example, several studies have found negative correlation between the level of education,
particularly higher level of education, and job satisfaction.
The possible reason for this phenomenon may be that highly educated persons have very high
expectations from their jobs which remain unsatisfied. In their case, Peters principle which
suggests that every individual tries to reach his level of incompetence, applies more quickly.

Age:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and
finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.

Other factors: Besides the above two factors, there are other individual factors which affect
job satisfaction. If an individual does not have favourable social and family life, he may not feel
happy at the workplace. Similarly, other personal problems associated with him may affect his
level of job satisfaction. Personal problems associated with him may affect his level of job
satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and job
content.

Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens because
high level jobs carry prestige and status in the society which itself becomes source of satisfaction
for the job holders.
For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.

Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for
performing it, and the degree of responsibility and growth it offers. A higher content of these
factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the
degree of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.

Situational variables:
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace and
associated facilities for performing the job determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these conditions affects the

individuals perception about the organization. If these factors are favourable, individuals
experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree of
importance attached to individuals varies. In employee-oriented supervision, there is more
concern for people which is perceived favourably by them and provides them more satisfaction.
In job oriented supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the degree
of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on considerations other than the
job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job offer. If
the present job offers opportunity of promotion is lacking, it reduces satisfaction.
5. Work group: Individuals work in group either created formally of they develop on their own
to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive
group, people derive satisfaction out of their interpersonal interaction and workplace becomes
satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health
The degree of job satisfaction affects an individuals physical and mental health. Since job
satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the
individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health
result from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spillover effect which
occurs in both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker
2. A happy worker is not necessarily a productive worker
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy worker will put more efforts
for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may not
put his efforts more vigorously because of his low expectations from the job. Therefore, this
view does not explain fully the complex relationship between job satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view.
This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance.
There are two types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job
itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such
a type of reward may help to increase productivity. The extrinsic reward is subject to control by
management such as salary, bonus, etc. Any increase in these factors does not hep to increase
productivity though these factors increase job satisfaction.
A happy worker does not necessarily contribute to higher productivity because he has to operate
under certain technological constraints and, therefore, he cannot go beyond certain output.
Further, this constraint affects the managements expectations from the individual in the form of
lower output. Thus, the work situation is pegged to minimally acceptable level of performance.
However, it does not mean that the job satisfaction has no impact o productivity. A satisfied
worker may not necessarily lead to increased productivity but a dissatisfied worker leads to
lower productivity.
Perceived equity
of rewards
Extrinsic
reward
Performanc
eee

Satisfaction
Intrinsic
reward

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the workplace either
unexcused absence due to some avoidable reasons or long absence due to some unavoidable
reasons. It is the former type of absence which is a matter of concern. This absence is due to lack
of satisfaction from the job which produces a lack of will to work and alienate a worker form
work as for as possible. Thus, job satisfaction is related to absenteeism.
HIGH

TURNOVER

JOB
SATISFACTION
LOW

ABSENCES

LOW

HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to overcome
this through the various ways of defense mechanism. If he is not able to do so, he opts to leave

the organization. Thus, in general case, employee turnover is related to job satisfaction.
However, job satisfaction is not the only cause of employee turnover, the other cause being better
opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
from foreign companies located abroad

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job
satisfaction is affected by a wide range of variables relating to individual, social, cultural,
organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL
CULTURAL

SOCIAL

ORGANIZATIONAL
FACTORS

FACTORS

ENVIRONMENTAL
FACTORS

FACTORS

Individual:- Personality, education, intelligence and abilities, age, marital status,

orientation to work.

Social factors:-Relationship with co-workers, group working and norms, opportunities

for interaction, informal relations etc.

Organizational factors:- Nature and size, formal structure, personnel policies and

procedures, industrial relation, nature of work, technology and work organization, supervision
and styles of leadership, management systems, working conditions.

Environmental factors:-Economic, social, technical and governmental influences.

Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of circumstances but not
necessarily in others. Some workers may be satisfied with certain aspects of their work and
dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to
person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
1)

Is there room for improvement?

2)

Who is relatively more dissatisfied?

3)

What contributes to the employee satisfaction?

4)

What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned properly
and administered, they will usually produce a number of important benefits, such as-

1.

It gives management an indication of general levels of satisfaction in a company. Surveys

also indicate specific areas of satisfaction or dissatisfaction as compared to employee services
and particular group of employee.

2.

It leads to valuable communication brought by a job satisfaction survey. Communication

flow in all direction as people plan the survey, take it and discuss the result. Upward
communication is especially fruitful when employee are encouraged to comment about what is
on their minds instead of merely answering questions about topics important to management.

3.

As a survey is safety value, an emotional release. A chance to things gets off. The survey
is an intangible expression of managements interest in employee welfare, which gives
employees a reason to feel better towards management.

4.

Job satisfaction surveys are a useful way to determine certain training needs.

5.

Job satisfaction surveys are useful for identifying problem that may arise, comparing the
response to several alternatives and encouraging manager to modify their original plans. Follow
up surveys allows management to evaluate the actual response to a change and study its success
or failure.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative
and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction
and occupational success are major factors in personal satisfaction, self-respect, selfesteem, and self-development.
To the worker, job satisfaction brings a pleasurable emotional state that often leads to a
positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative,
and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity the quantity and
quality of output per hour worked seems to be a byproduct of improved quality of working
life. It is important to note that the literature on the relationship between job satisfaction
and productivity is neither conclusive nor consistent.. Unhappy employees, who are
motivated by fear of job loss, will not give 100 percent of their effort for very long. Though
fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted
performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work force
and has been found to be a good indicator of longevity. And although only little correlation
has been found between job satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is a prerequisite to satisfying
or delighting customers, thus protecting the "bottom line."
No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my
factories, and soon grass will grow on the factory floors. Take away my factories, but leave
my people, and soon we will have a new and better factory"

SATISFIED EMPLOYEE

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place
that will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction
need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities to
"put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who provides

timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy
with their jobs varies from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the
nature of the work itself. Managers who want to maintain a high level of job satisfaction in
the work force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup.
Also, managers can enhance job satisfaction by carefully matching workers with the type of
work.
For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job enrichment.
Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work
itself. Job enrichment usually includes increased responsibility, recognition, and
opportunities for growth, learning, and achievement. Large companies that have used jobenrichment programs to increase employee motivation and job satisfaction.

Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects on
job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present situation?

Workers' Roles in
Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction:

Seek opportunities to demonstrate skills a

nd talents. This often leads to more challenging work and greater responsibilities, with
attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent reading,
listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well
with others to get the job done.

Accept the diversity in people. Accept people with their differences and their imperfections
and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus playing
a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

Assuring Job Satisfaction

Assuring job satisfaction, over the long term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of
the relative prominence of pay in the reward system, it is very important that salaries be
tied to job responsibilities and that pay increases be tied to performance rather than
seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied with
her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the
pains, there is some level of job satisfaction

MODEL OF JOB SATISFACTION

THEORIES OF JOB SATISFACTION

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.

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 Selfevaluations 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 selfesteem (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 internallocus 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[].

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 Hack man & 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 criticized in that it
does not specify how motivating/hygiene factors are to be measured.
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,
Working Conditions, &
Status.

Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants
& the more he wants something or the more important it is to him, the more satisfied he is when
he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.
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.
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.
c) Need for influence :
A desire to influence other people & surroundings environment. In the works situation, it means
to have power status & being important as reflected in initiative taking and participation in
decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.

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 well-to-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.

OBJECTIVES OF THE STUDY:

The objective of the study is to find out the satisfaction level of employee in NATIONAL
FERTILIZER LIMITED , BATHINDA.

To find that whether the employees are satisfied or not.

To analyse the companys working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To study the relationship between the personal factors of the Employee (Income,
Designation, Educational qualification, Gender, etc.,).

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood
has a science of studying how research is done scientifically. In it we study the various steps

that all generally adopted by a researcher in studying his research problem along with the
logic behind them.
The scope of research methodology is wider than that of research method.

Meaning of Research
Research is defined as a scientific & systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation. Research is a systemized effort
to gain new knowledge. It is a careful inquiry especially through search for new facts in any
branch of knowledge. The search for knowledge through objective and systematic method
of finding solution to a problem is a research.

RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research
is conducted; it constitutes the blue print of the collection, measurement and analysis of the
data. As search the design includes an outline of what the researcher will do from writing
the hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most focus attention on the
following 2;
Research Design can be categorized as:
TYPES OF RESEARCH
DESIGN

EXPLORATOR
Y
RESEARCH

DESCRIPTIVE &
DIAGNOSTIC
RESEARCH
DESIGN

EXPERIMENT
AL RESEARCH
DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring
out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of
study. Data collection plays an important role in any study. It can be collected from various
sources. I have collected the data from two sources which are given below:
1.

Primary Data

Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2.

Secondary Data

Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

Websites like NFL official site, some other sites are also searched to find data.

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource department can use the
facts and figures of the study but also the marketing and sales department can take benefits
from the findings of the study

Scope for the sales department

The sales department can have fairly good idea about their employees, that they are
satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts
to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.

Sample Size :Questionnaire is filled by 200 employees of NFL, BATHINDA

The questionnaire was filled in the office and vital information was collected which was
then subjects to:

A pilot survey was conducted before finalizing the questionnaire.

Data collection was also done with the help of personal observation.

After completion of survey the data was analyzed and conclusion was drawn.

At the end all information was compiled to complete the project report.

DATA ANALYSIS
&
INTERPRETATION

Table No: 1
Ques1- Working hours are convenient for you1) Strongly agree 2 ) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly
disagree
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
68
64
36
26
6
200

200
180
160strongly agree
140
120
100
80
60strongly disagree
40
20
0

agree

neither agree nor disagree

disagree

Total

PERCENT

Interpretation:
From the above chart and table it is clearly evident that 34 % of the respondents strongly agree
that working hours are convenient from them and 32 % agree with that and 18 % neither agree
nor disagree and 13 % disagree with the working hours and 3% are strongly against working
hours.

Table No: 2
Ques2- Are You happy with your work place1). Strongly agree

2.) Agree

3.) Neither agree nor disagree

4). Disagree

5) Strongly

disagree
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

200
180
160
140
120
Strongly agree
100
80
60
40
20
0

Agree

PERCENT
60
78
36
16
10
200

neither agree nor disagree

Disagree

strongly disagree

Total

percent

Inter
pretation:
From the above table it is clear that 30% respondents strongly agree and 39 % respondents agree
that they are happy with their work place only 8% disagreed and 18 % have no idea towards their
work place.

Table No: 3
Ques3- Do You feel you have too much work to do``1.) Strongly agree 2) Agree 3) Neither agree Nor disagree 4). Disagree 5. Strongly disagree

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

PERCENT
14
18
50
74
44
200

200
150
strongly agree

100

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

50
0
PERCENT

Inter
pretation:
From the above table it is quite clear that the work load is not high, 37% of the respondents
disagreed with the question I feel I have too much work and another 22% strongly disagreed,
9% admits they have too much work and 25 % have no idea towards this question.

Table No: 4
Ques4- Safety measures provided by the company are good1). Strongly agree 2). Agree 3).Neither agree Nor disagree 4) Disagree 5) Strongly disagree
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

CHART 4

PERCENT
56
62
48
22
12
200

200
strongly agree
150

Agree

neither agree nor disagree

Disagree

100
strongly
disagree
50

Total

0
PERCENT
Interpretation:F
rom the above table it is evident that the safety measures provided by the organizations are good
as 28 % and 31 % of the respondents agree with that and only 11 % disagreed and 24 % neither
agreed nor disagreed.
TABLE NO. 5
Ques5- Your relationship with your supervisor is cordial1). Strongly agree 2). Agree 3) Neither agree Nor disagree 4). Disagree 5). Strongly disagree
PERCENT
strongly agree

60

Agree

82

Neither agree nor disagree

32

Disagree

12

Strongly disagree

14

TOTAL

200

CHART 5

200
180
160
140
120
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
100
80
60
40
20
0
PERCENT

Interpretation: From the above table it is clear that relationship between employees and their
supervisors are cordial because 30% of respondents strongly agreed to it and 41 % agreed to it
and only 6% disagreed and 16 % of respondents have neither agreed nor disagreed.

TABLE NO 6
Ques6- Your supervisor is not partial1). Strongly agree 2). Agree 3) Neither agree Nor disagree 4). Disagree 5) . Strongly disagree
PERCENT
strongly agree

36

Agree

60

Neither agree nor disagree

30

Disagree

38

Strongly disagree

36

TOTAL

200

200
180
160
140
120
Strobgly agree
100
80
60
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is evident that the supervisors are not partial to the employees as 18%
strongly agreed and 30% agreed to the question but 19% disagreed and 18 % strongly disagreed
this level is quite high compared to other questions.

TABLE NO 7
Ques7- Does Your supervisor considers your ideas while taking decision1). Strongly agree 2). Agree 3) Neither agree nor disagree 4). Disagree 5). Strongly disagree
PERCENT
strongly agree

52

Agree

86

Neither agree nor disagree

52

Disagree

Strongly disagree

TOTAL

200

CHART 7

200
180
160
140
120
strongly agree
100
80
60
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretati
on:From the above table it is clear that 26 % and 43 % of the respondents agree that supervisors
consider their employees ideas also and only 5% disagreed and 26 % neither agreed nor
disagreed.

TABLE NO 8
Ques8- Are You satisfied with the support from your coworkers1) Strongly agree 2). Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree.
PERCENT
strongly agree

42

Agree

94

Neither agree nor disagree

32

Disagree

18

Strongly disagree

14

TOTAL

200

200
180
160strongly agree
140
120
100
80
60strongly disagree
40
20
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation: From the above table it is clear that relation with co-workers is quite good
as nearly 68% of the respondents agree that they are satisfied with support from co-workers and
only 9% disagreed and 16% have no answer to this.

TABLE NO 9
Ques9- People here have concern from one another and tend to help1).Strongly agree 2). Agree 3 ) Neither agree nor disagree 4). Disagree 5).Strongly disagree
PERCENT
strongly agree

52

Agree

82

Neither agree nor disagree

38

Disagree

18

Strongly disagree

10

TOTAL

200

200
strongly agree
150

Agree

neither agree nor disagree

Disagree

100
strongly
disagree
50

Total

0
PERCENT

Interpreta
tion: From the above table it is clear that in this organization people have concern over each
other as 26% strongly agreed and 41% agreed and only 14% disagreed and 19 % neither agreed
nor disagreed.

TABLE NO 10
Ques10- Are You satisfied with the refreshment facility1) Strongly agree 2). Agree 3) Neither agree nor disagree 4).Disagree 5) Strongly disagree
PERCENT
strongly agree

52

Agree

40

Neither agree nor disagree

60

Disagree

30

Strongly disagree

18

TOTAL

200

200
180
160
140
120
strongly agree
100
80
60
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Int

erpretation: From the above table it is clear that 26 % employees are strongly satisfied with
the refreshment facilities offered by the company as 15 % of respondents disagreed and 9 %
strongly disagreed and 30% neither agreed nor disagreed and only 20% agreed.

TABLE NO 11
Ques11- Are You provided with the rest and lunch room and they are good1) Strongly agree 2) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
32
68
44
40
16
200

200
180
160
140
120
strongly agree
100
80
60
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:

From the above table it is quite evident that 8% strongly disagreed and 20

% of the respondents disagreed and 22 % neither agreed nor disagreed and only 50 % of the
respondents are satisfied with the rest and lunch room provided.

TABLE NO 12
Ques12- The parking spaces for vehicles are satisfactory1) Strongly agree 2. Agree 3.Neither agree nor disagree 4. Disagree 5. Strongly disagree
PERCENT
strongly agree

Agree

18

Neither agree nor disagree

48

Disagree

64

Strongly disagree

62

TOTAL

200

200
strongly agree

150

Agree

neither agree nor disagree

Disagree

100
strongly disagree
50

Total

0
PERCENT

Interpretation: From the above table it is clear that respondents are not satisfied with the
parking facilities provided by the company as 31% of respondents strongly disagreed and 32% of
respondents disagreed and only 13% of respondents are satisfied with the parking facilities and
24% have neither agreed nor disagreed.

Table no 13
Ques13- Do You feel you are paid a fair amount for the work you do1) Strongly agree 2. Agree 3. Neither agree nor disagree 4. Disagree 5. Strongly disagree
PERCENT
strongly agree

30

Agree

78

Neither agree nor disagree

50

Disagree

26

Strongly disagree

16

TOTAL

200

200
180
160
140
120
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
100
80
60
40
20
0
percent

Interpretation:
From the above table it is evident that the respondents are satisfied with their salary as 39%
agree and 15% strongly agree. Only 13% disagree and 8% strongly disagree, 25% neither agree
nor disagree.

Table no 14
Ques14- Are You satisfied with the chances for your promotion1. Strongly agree 2. Agree 3.Neither agree nor disagree 4. Disagree 5. Strongly disagree
strongly agree
Agree
Neither agree nor disagree
Disagree
\Strongly disagree
TOTAL

PERCENT
54
86
26
18
16
200

200
180
160
strongly agree
140
120
100
80
60
strongly disagree
40
20
0

Agree

neither agree nor disagree

Disagree

Total

percent

Inter
pretation:
From the above table , it is quite clear that employees are satisfied with their chances for
promotion as 43% agree and 27% strongly agree. Only 9% disagree and 8% strongly disagree,
13% neither agree nor disagree.

Table no 15
Ques15- Are You satisfied with the allowances provided by the organization1. Strongly agree 2. Agree 3.Neither agree nor disagree 4. Disagree 5. Strongly disagree
PERCENT
strongly agree

38

Agree

84

Neither agree nor disagree

42

Disagree

22

Strongly disagree

14

TOTAL

200

200

strongly agree

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

150
100
50
0
Frequency

Interpretation: From the above table it is clear that the employees are satisfied with the
allowances and other benefits provided by the organization as 42% agree and 19% strongly
agree. Only 11% disagree and 7% strongly disagree, 21% neither agree nor disagree.

TABLE NO 16
Ques16- Do You feel your boss motivate you to achieve the organizational goals1. Strongly agree 2. Agree 3.Neither agree nor disagree 4. Disagree 5. Strongly disagree
PERCENT
strongly agree

22

Agree

66

Neither agree nor disagree

50

Disagree

44

Strongly disagree

18

TOTAL

200

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCE3NT

Interpretation:

From the above table it is evident that employees boss are motivating to

achieve organizational goals as 33% agree and 11% strongly agree. 22% disagree this is quite
high compared to other factors and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17
Ques17- Does Your supervisor motivate you to increase your efficiency at a time when you
need1).Strongly agree 2). Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree
PERCENT
strongly agree

36

Agree

88

Neither agree nor disagree

36

Disagree

26

Strongly disagree

14

TOTAL

200

200
180
160
140
120
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
100
80
60
40
20
0
PERCENT

Interpretation:
From the above table it is evident that employees boss motivates the employee when he is
unproductive and help him to be productive as 44% agree and 18% strongly agree. Only 7%
strongly disagree and 7%disagree, 18% neither agree nor disagree.

TABLE NO 18
Ques18- Do You feel Your job have little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
PERCENT
strongly agree

70

Agree

80

Neither agree nor disagree

20

Disagree

18

Strongly disagree

12

TOTAL

200

200
180
strongly agree
160
140
120
100
80
60
Total
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

PERCENT

Interpretation: From the above chart it is clear that 75% respondents are think that they
contribute in the success of a company, 9% respondent disagree from the statement and 6%
respondent strongly disagree from the question.

Table no 19
Ques19- Overall are You satisfied with your present job1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
PERCENT
strongly agree

56

Agree

70

Neither agree nor disagree

40

Disagree

24

Strongly disagree

10

TOTAL

200

200
180
160
140
120
strongly agree
100
80
60
40
20
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

pe rcent

Interpretation: From the above table it is evident that Overall satisfactions of the
respondents are good as 35% agree and 28% strongly agree. Only 5%strongly disagree and 12%
disagree and 20% neither agree nor disagree.

FINDINGS
From the study I have come to know that most of the respondents have job satisfaction; the
management has taken the best efforts to maintain cordial relationship with the employees. Due
to the working conditions prevailing in this company, job satisfaction of each respondent seems
to be the maximum. From the study, I have come to know that most of the employees were
satisfied with the welfare measures provided by NFL, BATHINDA. The employees of NFL,
BATHINDA get more benefits compare to other companies.

The respondents are satisfied with the environment and nature of work factors .

The respondents relationship with the superiors and colleagues are quite
good .

The Respondents are not provided with proper welfare facilities.

The communication and motivation of employees by their superiors in

this organization is reasonable.

The Pay and promotion activities in this organization is also good .

The Respondents are overall satisfied with their job

The Parking facilities provided by the organization are not good thats
Why most respondents disagree with this question.

The refreshment facilities are also need to be improved

SUGGESTION AND RECOMENDATION

In the organization most of employees are satisfied with all the facilities provided by company.
But there are some employees also who are not satisfied with the company.
Management should try to convert unsatisfied employees in to satisfied employees. Because if
employee is not satisfied than the he is not able to give his 100% to his work and the productivity
of employee decrease. So management should try to satisfied his employees because employees
are the assets of the company not a liabilities.

LIMITATIONS OF THE STUDY

Data collected is based on questionnaire.
The number of employees in NFL, BATHINDA is more, so sample size is limited by 200.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that management would
take any action against them
The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.

BIBLIOGRAPHY
BOOKS:

Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill

Publication Company Ltd.

Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India,

ninth

edition.

Kothari C.R., Research Methodology, New Delhi; New Age International

Publication, second edition.

Web-Site:www.NFL, BATHINDA.com
www.google.com

ANNEXURE

Questionnaire
A study on Job Satisfaction of Employees in NFL, BATHINDA, IP JAGDISHPUR
1. Name:
2. Age:
3. Gender: Male
Female
4. Designation..
Ques1- Working hours are convenient for You1) Strongly agree 2) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree
Ques2- Are You happy with my work place1) Strongly agree 2) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree
Ques3- Do You feel You have too much work to do-

1) Strongly agree 2) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree
Ques4- Safety measures provided by the company are good1) Strongly agree 2) Agree 3) Neither agree nor disagree 4) Disagree 5) Strongly disagree

Ques5- Your relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques6- Your supervisor is not partial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques7- Does Your supervisor consider Your ideas while taking decision1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques8- Are You satisfied with the support from Your coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques9- People here have concern from one another and tend to help1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques10- Are You satisfied with the refreshment facility1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques11- You are provided with the rest and lunch room and they are good1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques12- The parking spaces for vehicles are satisfactory1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques13- Do You feel You are paid a fair amount for the work I do-

1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques14- Are You satisfied with the chances for Your promotion1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques15- Are You satisfied with the allowances provided by the organization1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques16- Do You feel Your boss motivate You to achieve the organizational goals1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques17- Does Your supervisor motivate You to increase Your efficiency at a time when You need
1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques18- Do You feel Your job little impact on the success of the company1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly disagree
Ques19- Overall Are You satisfied with Your present job1. strongly agree

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