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A

SUBMITTED BY

DIVISION

VIKAS SENGAR
:

COMPANY GUIDE

HUMAN RESOURCE
:

Mr. NARSINGH MURTI

(PERSONAL AND ADM. MANAGER)


BATCH

2008-2009.

A
PROJECT REPORT ON

JOB SATISFACTION

FOR

PVT. LTD.

Submitted to
BIRLA ERICSSON OPTICAL LIMITED

Submitted by
VIKAS SENGAR
VNS INSTITUTE OF MANAGEMENT, BHOPAL (M.P.)

In Partial Fulfillment of the Requirements of


MBA Program
(HUMAN RESOURCE)
Batch (2008-2010)

DECLARATION
2

I, the under signed VIKAS SENGAR hereby declare that the Project Work entitled
JOB SATISFACTION FOR BIRLA ERICSSON OPTICAL LIMITED undertaken
during the Period For 6 weeks is the result of my Own efforts and the same has not been
previously submitted to any Examination of the BARKATULLAH UNIVERSITY,
BHOPAL (M.P.) or any other University.

VIKAS SENGAR
MBA

PREFACE

It is mandatory for every student of master of business administration from VNS


INSTITUTE OF MANAGEMENT affiliated to BARKATULLAH UNIVERSITY,

BHOPAL to undergo project training at organization location with a project on live


program.
My training has been a faithful experience for me. Now I got a broad idea
about the functioning of organization and this will be helpful for me in the coming days.
In this report I describe the company profile and history of the company.

VIKAS SENGAR
MBA

ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh, Department Head of
MBA (VNS Institute Of Management) Bhopal (M.P.) giving me opportunity to work
with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr. Narsingh Murti,
(Personal and Administration Manager), Mr. I.M. Sheikh (DGM), Mr. R.K.
Lakhera (Personnel Officer), Mr. Vinay Nigam (Asst. Personnel Manager) and Mr.
Kamleshwar Pd. Dwivedi (Computer & Data Operator) of Birla Ericsson Optical
Ltd. At Rewa (M.P.) for giving me an opportunity to work under his guidance .My
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extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute Of
Management, Bhopal) for his guidance during the course of my project for his
suggestions which has lead to a successful completion of my Summer Internship
Program. Last but not the least I would also like to acknowledge contributions of various
official websites and books named in the references for helping me with the data
collection and analysis which have provided me with the relevant information for me to
successfully complete my Project Report.

VIKAS SENGAR
MBA

TAB L E O F C ON T E N T
Sr. No.
1
2
3
4
5
6
7
8
9
10
11
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Content
EXECUTIVE SUMMARY
INTRODUCTION OF HRM
JOB SATISFACTION
OBJECTIVES OF STUDY
RESEARCH METHODOLOGY
COMPANY PROFILE
SCOPE OF JOB SATISFACTION
DATA ANALYSIS AND INTERPRETATION
SUGGESTION AND RECOMMENDATION
LIMITATION OF STUDY
BIBLIOGRAPHY
ANNEXURES

Page No.
7-8
9-14
15-40
41-42
43-46
47-60
61-62
63-84
86-87
88-88
89-89
90-97

EXECUTIVE SUMMARY

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of ones relationship with their
supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time.

In short job satisfaction is a

persons attitude towards job.


Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon ones success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employees
feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state
of mind.

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Definition
Edwin Flippo defies HRM as planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.

Features of HRM or characteristics or nature


1. HRM involves management functions like planning, organizing, directing and
controlling
2. It involves procurement, development, maintenance of human resource
3. It helps to achieve individual, organizational and social objectives
4. HRM is a mighty disciplinary subject. It includes the study of management
psychology communication, economics and sociology.
5. It involves team spirit and team work.
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he
recommends that government must take active interest in public and private enterprise.
He says that government must provide a proper procedure for regulating employee and
employee relation
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In the medieval times there were examples of kings like Allaudin Khilji who
regulated the market and charged fixed prices and provided fixed salaries to their people.
This was done to fight inflation and provide a decent standard of living

During the pre independence period of 1920 the trade union emerged. Many authors who
have given the history of HRM say that HRM started because of trade union and the First
World War.
The Royal commission in 1931 recommended the appointment of a labour welfare officer
to look into the grievances of workers. The factory act of 1942 made it compulsory to
appoint a labour welfare officer if the factory had 500 or more than 500 workers.
The international institute of personnel management and national institute of
labour management were set up to look into problems faced by workers to provide
solutions to them. The Second World War created awareness regarding workers rights and
1940s to 1960s saw the introduction of new technology to help workers.
The 1960s extended the scope of human resource beyond welfare. Now it was a
combination of welfare, industrial relation, administration together it was called
personnel management.
With the second 5 year plan, heavy industries started and professional
management became important. In the 70s the focus was on efficiency of labour wile in
the 80s the focus was on new technology, making it necessary for new rules and
regulations. In the 90s the emphasis was on human values and development of people
and with liberalization and changing type of working people became more and more
important there by leading to HRM which is an advancement of personnel management.

Scope of HRM/functions of HRM


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The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows
1. Human resources planning :Human resource planning or HRP refers to a process by which the
company to identify the number of jobs vacant, whether the company has excess
staff or shortage of staff and to deal with this excess or shortage.
2. Job analysis design :Another important area of HRM is job analysis. Job analysis gives a
detailed explanation about each and every job in the company. Based on this job
analysis the company prepares advertisements.

3. Recruitment and selection :Based on information collected from job analysis the company prepares
advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the advertisement is
published, interviews are conducted and the right employee is selected thus
recruitment and selection are yet another important area of HRM.
4. Orientation and induction :Once the employees have been selected an induction or orientation
program is conducted. This is another important area of HRM. The employees are
informed about the background of the company, explain about the organizational
culture and values and work ethics and introduce to the other employees.
5. Training and development :Every employee goes under training program which helps him to put up a
better performance on the job. Training program is also conducted for existing
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staff that have a lot of experience. This is called refresher training. Training and
development is one area were the company spends a huge amount.
6. Performance appraisal :Once the employee has put in around 1 year of service, performance
appraisal is conducted that is the HR department checks the performance of the
employee. Based on these appraisal future promotions, incentives, increments in
salary are decided.
7. Compensation planning and remuneration :There are various rules regarding compensation and other benefits. It is the
job of the HR department to look into remuneration and compensation planning.
8. Motivation, welfare, health and safety :Motivation becomes important to sustain the number of employees in the
company. It is the job of the HR department to look into the different methods of
motivation. Apart from this certain health and safety regulations have to be
followed for the benefits of the employees. This is also handled by the HR
department.

9. Industrial relations :Another important area of HRM is maintaining co-ordinal relations with
the union members. This will help the organization to prevent strikes lockouts and
ensure smooth working in the company.

Challenges before the HR manager/before modern personnel management

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Personnel management which is know as human resource management has adapted itself
to the changing work environment, however these changes are still taking place and will
continue in the future therefore the challenges before the HR manager are
1. Retention of the employees :One of the most important challenge the HR manager faces is retention of
labour force. Many companies have a very high rate of labour turnover therefore
HR manager are required to take some action to reduce the turnover
2. Multicultural work force :With the number of multi cultural companies are increasing operations in
different nations. The work force consists of people from different cultures.
Dealing with each of the needs which are different the challenge before the HR
manager is integration of multicultural labour work force.
3. Women in the work force :The number of women who have joined the work force has drastically
increased over a few years. Women employees face totally different problems.
They also have responsibility towards the family. The organization needs to
consider this aspect also. The challenge before the HR manager lies in creating
gender sensitivity and in providing a good working environment to the women
employees.
4. Handicapped employees :This section of the population normally faces a lot of problems on the job,
very few organization have jobs and facilities specially designed for handicapped
workers. Therefore the challenge before the HR manager lies in creating
atmosphere suitable for such employees and encouraging them to work better.

5. Retrenchment for employees :In many places companies have reduced the work force due to changing
economic situations, labourers or workers who are displaced
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face sever problems. It also leads to a negative atmosphere and attitude among the
employees. There is fear and increasing resentment against the management. The
challenge before the HR manager lies in implementing the retrenchment policy
without hurting the sentiments of the workers, without antagonizing the labour
union and by creating positive attitude in the existing employees.
6. Change in demand of government :Most of the time government rules keep changing. While a lot of freedom
is given to companies some strict rules and regulations have also been passed. The
government has also undertaken the disinvestment in certain companies due to
which there is fear among the employees regarding their job. The challenge before
the HR manager lies in convincing employees that their interest will not be
sacrificed.
7. Initiating the process of change :Changing the method of working, changing the attitude of people and
changing the perception and values of organization have become necessary today.
Although the company may want to change it is actually very difficult to make the
workers accept the change. The challenge before the HR manager is to make
people accept change.

Significance/importance/need of HRM
HRM becomes significant for business organization due to the following reasons.
1. Objective :HRM helps a company to achieve its objective from time to time by
creating a positive attitude among workers. Reducing wastage and making
maximum use of resources etc.
2. Facilitates professional growth :Due to proper HR policies employees are trained well and this makes them
ready for future promotions. Their talent can be utilized

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not only in the company in which they are currently working but also in
other companies which the employees may join in the future.
3. Better relations between union and management :Healthy HRM practices can help the organization to maintain co-ordinal
relationship with the unions. Union members start realizing that the company is
also interested in the workers and will not go against them therefore chances of
going on strike are greatly reduced.
4. Helps an individual to work in a team/group :Effective HR practices teach individuals team work and adjustment. The
individuals are now very comfortable while working in team thus team work
improves.
5. Identifies person for the future :Since employees are constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential employees who can
be promoted in the future for the top level jobs. Thus one of the advantages of
HRM is preparing people for the future.
6. Allocating the jobs to the right person :If proper recruitment and selection methods are followed, the company
will be able to select the right people for the right job. When this happens the
number of people leaving the job will reduce as the will be satisfied with their job
leading to decrease in labour turnover.

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DEFINITIONS OF JOB SATISFACTION


Different authors give various definitions of job satisfaction. Some of them are taken
from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given
below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of
ones job. An effective reaction to ones job.
Weiss
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Job satisfaction is general attitude, which is the result of many specific attitudes in three
areas namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Blum and Naylor
Job satisfaction is defined, as it is result of various attitudes the person hold towards the
job, towards the related factors and towards the life in general.
Glimmer
Job satisfaction is defined as any contribution, psychological, physical, and
environmental circumstances that cause a person truthfully say, I am satisfied with my
job.
Job satisfaction is defined, as employees judgment of how well his job on a whole is
satisfying his various needs
Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from


appraisal of ones job or job experiences.
Locke

HISTORY OF JOB SATISFACTION


The term job satisfaction was brought to lime light by hoppock (1935). He revived 35
studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is
combination of psychological, physiological and environmental circumstances. That
causes a person to say. I m satisfied with my job. Such a description indicate the variety
of variables that influence the satisfaction of the individual but tell us nothing about the
nature of Job satisfaction.
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Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as
dependent upon job content, identification with the co., financial & job status & priding
group cohesiveness
One of the biggest preludes to the study of job satisfaction was the Hawthorne study.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
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 Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a 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.

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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.

IMPORTANCE OF JOB SATISFACTION


Job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behavior such as

organizational,

citizenship,

Absenteeism, Turnover.
Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life
tends to be satisfied with their jobs and the people who are satisfied their jobs
tends to satisfied with their life.
This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, A happy worker is a
productive worker.
It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.

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IMPORTANCE TO WORKER AND


ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that can 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.
However, studies dating back to Herzbergs (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that more
satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.

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.
WORKERS ROLE IN JOB SATISFACTION
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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 and 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 rewards 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 relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results 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 help to give meaning to ones existence, thus
playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
FACTORS OF JOB SATISFACTION
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies
himself
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The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and
listed various job factors of job satisfaction. These are briefly defined one by one as
follows:
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for
the work regardless of where the work was performed.

2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of
the work. Hours are included this factor because it is primarily a function of
organization, affecting the individuals comfort and convenience in much the same
way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for
work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.
7. Company & management

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It includes the aspect of workers immediate situation, which is a function of


organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.

8. Social aspect of job


It includes relationship of worker with the employees specially those employees at
same or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction
within the organization. Terms such as information of employees status, information
on new developments, information on company line of authority, suggestion system,
etc, are used in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the
worker for emergencies, illness, old age, also. Company allowances for holidays,
leaves and vacations are included within this factor.
REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

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1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism
will definitely increase and it also affects on productivity of organization.

J
o
b
s
a
t
i
s
f
a
c
t
i
n

High

low

A
low

High

Rate of turn over and absences

Perceived personal job inputs


Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between job satisfaction and
rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a
versa.
2.HIGH TURNOVER

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In human resource refers to characteristics of a given company or industry relative to the


rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company
have shorter tenure than those of other companies.
3.TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.
INFLUENCES ON JOB SATISFACTION
There are no. of factors that influence job satisfaction. For example, one recent study
even found that if college students majors coinsided with their job , this relationship will
predicted subsequent job satisfaction. However, the main influences can be summerised
along with the dimentions identified above.

The work itself


The concept of work itself is a major source of satisfaction. For example, research related
to the job charactoristics approach to job design, shows that feedback from job itself and
autonomy are two of the major job related motivational factors. Some of the most
important ingridents of a satisfying job uncovered by survey include intersting and
challenging work, work that is not boring, and the job that provides status.
Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional
factor in job satisfaction. Money not only helps people attain their basic needs butevel
need satisfaction. Employees often see pay as a reflection of how managemnet view their
conrtibution to the organization. Fringe benefits are also important.

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If the employees are allowed some flexibility in choosing the type of benefits they prefer
within a total package, called a flexible benefit plan, there is a significant increase in
both benefit satisfaction and overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This
is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good
worker. In other words, if management could keep the entire workers happy, good
performance would automatically fallow. There are two propositions concerning the
satisfaction performance relation ship. The first proposition, which is based on
traditional view, is that satisfaction is the effect rather than the cause of performance.
This proposition says that efforts in a job leads to rewards, which results in a certain
level of satisfaction .in another proposition, both satisfaction and performance are
considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects
employee turn over, and consequently organization can gain from lower turn over in
terms of lower hiring and training costs. Also research has shown an inverse relation
between job satisfaction and absenteeism. When job satisfaction is high there would
be low absenteeism, but when job satisfaction is low, it is more likely to lead a high
absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
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2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him


9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons
and as bosses.
However, the two concepts are interrelated in that job satisfaction can contribute to
morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a
drive to perform, where as satisfaction reflects the individuals attitude towards the
situation. The factors that determine whether individual is adequately satisfied with the
job differs from those that determine whether he or she is motivated. the level of job
satisfaction is largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of reward and their
dependence on performance. The result of high job satisfaction is increased commitment
to the organization, which may or may not result in better performance.
A wide range of factors affects an individuals level of satisfaction. While organizational
rewards can and do have an impact, job satisfaction is primarily determine by factors that
are usually not directly controlled by the organization. a high level of job satisfaction lead
to organizational commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs, supervisors,
and the factors related to the job will probably be loyal and devoted. People will work
harder and derive satisfaction if they are given the freedom to make their own decisions.

MODELS OF JOB SATISFACTION


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There are various methods and theories of measuring job satisfaction level of employees
in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given below:
A MODEL OF FACET SATISFACTION

Affect theory(Edwin A. Locke 1976)


Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)
Job Characteristics Model (Hackman & Oldham)
Rating scale
Personal interviews
action tendencies
Job enlargement
Job rotation
Change of pace
Scheduled rest periods

MODEL OF FACET OF JOB SATISFACTION


Skill
Experience
Training
Efforts
Age
Seniority
Education
Co loyalty
Past
performance

Perceived personal
job inputs
Fig.no. 1 Curve
showing
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Perceived
amount that
should be
received (a)

Level
Difficulty
Time span
Amount of
responsibility

Perceived job
characteristics

Perceived
outcome of
Perceived
referent others
amount
Actual
received
outcome
(b)
received
Fig.no.2 Model of determinant of facet of job satisfaction

a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable
to understand what determines a persons satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a persons perception of
what rewards he recieves. His perception influenced by his perception of what his
referent others recieves.

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
29

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 self) and general selfefficacy (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
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzbergs 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. Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction. These motivating factors are
considered to be intrinsic to the job, or the work carried out.Motivating 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
artifactFurthermore, the theory does not

30

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]
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.

MODERN METHOD OF MEASURING JOB SATISFACTION


In this method of measuring job satisfaction the comparision between various
orgnizational terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
31

1. Management has a clear path for employees advancement


2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisfied with the companys compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY


1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly


3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
32

3. My skills and abilities are adequately used at work


From all above we can conclude level of job satisfaction of our employees.
RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular
rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by
Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel
and revolves around the problems and challenges faced by managers.

CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they were
particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their
contents and identifying those related aspects responsible for the positive and negative
attitudes.
PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes.
The main advantage in this method is that additional information or clarifications can
be obtained promptly.
ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their
jobs. This method provides employees more opportunity to express their in-depth
feeling.
33

In his study on American employees, hoppock identified six factors that contributed
to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relatives status in the social & economic group with which he identifies
himself.

4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with
the employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individuals state of mind about
the work itself and about the life in general .the individuals health, age, level of
aspiration. Social status and political & social activities can all contribute to the Job
satisfaction. A persons attitude toward his or her job may be positive or negative.
JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing
of the work so as to relate the contents of the job to the capacity, actual and potential, of
workers. Job enlargement is oblivious forerunner of the concept and philosophy of job
design. Stephan offers three basic assumptions behind the concept of job enlargement.

34

Output will increase if


1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to
a specialized job. It may widen the number of task the employee must do that is, add
variety. When additional simple task are added to a job, the process is called horizontal
job enlargement. This also presumably adds interest to the work and reduces monotony
and boredom.
To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened
so that there will be more lines and fewer workers on each line. Moreover, instead of
assigning one man to each job and then allowed to decide for himself how to organize the
work. Such changes permit more social contacts and greater control over the work
process.
JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of
job activities. One way to tackle work routine is to use the job rotation. When an activity
is no longer challenging, the employee is rotated to another job, at the same level that has
similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through systematically
moving workers from one job to another. This practice provides more varieties and gives
employees a chance to learn additional skills. The company also benefits since the
workers are qualified to perform a number of different jobs in the event of an emergency.

CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further if workers are permitted to change their pace that would give
them a sense of accomplishment.
35

SCHEDULED REST PERIODS


Extensive research on the impact of rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.

OBJECTIVES OF STUDY

36

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 find that employees are working with their full capabilities or not.

Research Methodology

37

RESEARCH METHODOLOGY

4.1 INTRODUCTION
Research refers to a search for knowledge. It is a systematic method of collecting and
recording the facts in the form of numerical data relevant to the formulated problem and
arriving at certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first and foremost step in the research process
followed by the collection, recording, tabulation and analysis and drawing the
conclusions. The problem formulation starts with defining the problem or number of
problems in the functional area. To detect the functional area and locate the exact
problem is most important part of any research as the whole research is based on the
problem.
According to Clifford Woody research comprises defining and redefining problems,
formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:
making deductions and reaching conclusions: and at last carefully testing the conclusions
to determine whether they fit the formulating hypothesis.
Research can be defined as the manipulation of things, concepts or symbols for
the purpose of generalizing to extend, correct or verify knowledge, whether that
knowledge aids in construction of theory or in the practice of an art
In short, the search for knowledge through objective and systematic method of
finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE


The questionnaire is considered as the most important thing in a survey operation. Hence
it should be carefully constructed. Structured questionnaire consist of only fixed

38

alternative questions. Such type of questionnaire is inexpensive to analysis and easy to


administer. All questions are closed ended.
4.3SAMPLING
It was divided into following parts:
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it is much less
costly, quicker and analysis will become easier. Sample size taken was 100 employees.
4.4 RESEARCH OBJECTIVES
The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of SEVA Automotive
Pvt. Ltd. if any.

To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.

4.5 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: -

39

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 welldesigned 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.
4.6 RELEVANCE AND LIMITATIONS OF STUDY
The study was thoughtful for knowing the existing job satisfaction level of the
employees of B.E.O.L., Rewa (m.p.). Limitation for the study, the study was restricted to
B.E.O.L., Rewa only.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions

40

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,tat 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 :Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.

41

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 analysed and conclusion was drawn.
At the end all information was compiled to complete the project report.

42

DATA ANALYSIS AND INTERPRETATION

43

This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree
and rest 0% of employees are strongly disagree.

44

45

This graph shows that 60% of employees are strongly agree about the point , 15% of
employees are agree on the point, 15% are neither agree nor disagree,10% are disagree
and rest 0% of employees are strongly disagree.

46

This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.

47

This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

48

This graph shows that 50% of employees are strongly agree about the point , 30% of
employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

49

This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 20% are neither agree nor disagree,60% are disagree
and rest 20% of employees are strongly disagree.

50

51

This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.

52

This graph shows that 0% of employees are strongly agree about the point , 40% of
employees are agree on the point, 20% are neither agree nor disagree,40% are disagree
and rest 0% of employees are strongly disagree.

53

This graph shows that 40% of employees are strongly agree about the point , 35% of
employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

54

This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 10% are neither agree nor disagree,55% are disagree
and rest 35% of employees are strongly disagree.

55

This graph shows that 45% of employees are strongly agree about the point, 20% of
employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

56

This graph shows that 0% of employees are strongly agree about the point, 20% of
employees are agree on the point, 15% are neither agree nor disagree,15% are disagree
and rest 50% of employees are strongly disagree.

57

This graph shows that 0% of employees are strongly agree about the point, 0% of
employees are agree on the point, 10% are neither agree nor disagree,30% are disagree
and rest 60% of employees are strongly disagree.

58

This graph shows that 0% of employees are strongly agree about the point, 15% of
employees are agree on the point, 25% are neither agree nor disagree,40% are disagree
and rest 20% of employees are strongly disagree.

59

This graph shows that 25% of employees are strongly agree about the point, 30% of
employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

60

This graph shows that 15% of employees are strongly agree about the point, 35% of
employees are agree on the point, 30% are neither agree nor disagree,20% are disagree
and rest 0% of employees are strongly disagree.

61

This graph shows that 10% of employees are strongly agree about the point, 25% of
employees are agree on the point, 30% are neither agree nor disagree,35% are disagree
and rest 0% of employees are strongly disagree.

62

This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.

63

This graph shows that 15% of employees are strongly agree about the point, 25% of
employees are agree on the point, 45% are neither agree nor disagree,15% are disagree
and rest 0% of employees are strongly disagree.

64

This graph shows that 25% of employees are strongly agree about the point, 25% of
employees are agree on the point, 20% are neither agree nor disagree,20% are disagree
and rest 10% of employees are strongly disagree.

65

Findings

o Employees are not completely satisfied with their job although their salary
is good enough.
o Employes are not getting value to their work.
o Most of employees think that they are nt on their actual path.
o Most of the employees think that the organization havent fulfill their
promises,what they do in beginning especially regarding Promotion.
o There is negatively comparison between peers especially regarding targets.
o They often feel overworked.

66

SUGGESTION
AND RECOMMENDATION

To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the
motivational session.

Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserves it.

67

LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below:1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.

68

2. Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen which is a
small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many consumers
were unwilling to fill the questionnaire. Respondents were having a feeling of
wastage of time for them.
5. Small area for research: The area for study was Kaithal, which is quite a small
area to judge job satisfaction level.

69

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, 1 st 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

70

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.
71

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
72

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
73

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
74

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.

75

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

76

20. I no longer feel valued for my work.

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

77

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