1.

INTRODUCTION

HUMAN RESOURCE MANAGEMENT

Human Resource Management is concerned with human beings who are the energetic

elements of management. The success of any organization or an enterprise will depend upon the

ability, strength and motivation of persons working in it. The Human Resource Management

refers to the Systematic approach to the problems in any organization. It is concerned with

recruitment, training and development of the personnel.

Human Resource is the most important asset of an organization. Planning for

the human resource is an important managerial function. It ensures sufficient

supply, proper quality as well as effective utilization of human resources. In order to

meet human resources needs, an organization will have to plan in advance about

the requirements and the sources etc.

Human Resource Management is related to the determination of personnel

needs in the organization. The organization may also have to undertake recruiting,

training and selecting process. HRM includes the inventory of present manpower in

the organization. It lays emphasis on better working conditions, and also ensures

the employment of proper work force.

 Human Resource Management is also known as “Personnel Management”.

Various eminent authorities have defined this. Some of them are mentioned below.

DEFINITIONS

1. “Personnel Management is that aspect of management which has as its goal

effective utilization of the labor resources of an organization”.

----------------- E. Paul G. Hastings

2. “Personnel Management is that part of the management’s process which is

primarily concerned with the human constituents of an organization”.

---------------------- E.F.L. Breach

3. “Personnel Management is concerned with obtaining the best possible staff

for an organization and having got them, looking after them so that they will

want to stay and give their best to their jobs”.

-------------------- E.M.C. Cumming

4. “Personnel Management is the service of human engineering”.

----------------------- Edison

It is very clear from the above definitions that Personnel Management makes

use of definite principles for organization and treating individuals at work and by
using these principles, they will develop themselves to the full as individuals and

members of the group, and they in turn, will give best efforts to the enterprise.

RESPONSIBILITIES

Human Resource Management today, has evolved as a strategic approach to

the development and management of the Organization’s human resources. It is

devoted to shaping an appropriate corporate culture and introducing programs,

which reflect and support the core values of the enterprise and ensure its success.

It is observed the Human Resource Management is pro-active rather than re-active,

it always looks forward to what needs to be done, i.e., it asks managers to

anticipate and or event issues from arising rather than allowing a problem to

develop and simply reveals seven major responsibilities.

1. Attraction: Identifying the job requirements, estimating the people and

skill mix requirements.

2. Selection: Choosing the most suitable personnel.

3. Retention: Creating the necessary for rewarding performance and

providing a healthy conductive work environment.

4. Development: Preserving and improving employee’s knowledge, skills,

abilities and other characteristics.

5. Motivation: Developing the techniques that reflect the needs of each

individual job satisfaction, behavioral and structural methods of

stimulating performance, compensation and benefits, etc.

6. Assessment: Evaluation of the behaviors, attitudes and performance.

 7. Adjustment: Activities intended to maintain compliance with culture and

policies.

These responsibilities are not distinct or compartmentalized. They are interrelated.

Changes in the single part have a tangible effect on one or more of the other parts.

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

The basic aims and objectives of Human Resource Management are to help

the realization of organization goals. However, the specific objectives of Human

Resource Management are as follows:

1. To ensure the effective utilization of human resources. The human resources

will efficiently utilize all other organization resources.

2. To ensure respect of human beings by providing various services and welfare

facilities to the personnel.

3. To ensure reconciliation of individual/group goals with those of the

organization in such matter that the feel a sense of commitment a loyalty

towards it.

4. To identify and satisfy the needs of the individuals by offering various

monetary and non-monetary rewards.

 5. To achieve and maintain high morale among employees in the organization

by securing better human relations.

6. To establish and maintain in adequate Organizational structure of

relationships among all the members of the organization by dividing of tasks

with the organization into functions, positions, and jobs, and by defining

clearly the responsibility, accountability, authority for each job and its

relation with the other jobs in the organization.

Human Resource Management tries to improve the morale by giving

adequate training to workers and by achieving for itself knowledge of human

nature, which is “the totality of motives that cause human actions.”

Thus the aims and objectives of an organization may be the fullest

contribution of the human resources for the achievement of the organization’s

goals, of the long and short term plans, and of the operations of the organization in

an environment of high morale and vitality consistent with profitability and social

milieu, with the ethical values of society and with the policies and regulations

established by the country’s legislature.

CHARACTERISTICS OF HUMAN RESOURCE MANAGEMENT

The following are the important characteristics of features of Human Resource

Management.

1. Specialized branch of General Management: Human Resource Management is

a specialized branch of General Management. All the mangers of a firm must

have the best knowledge of Human Resource Management.

2. Management or human resources: Personnel Management is the

management of human resources in the industry. Best possible results are

secured by this source of power in effective manner.

3. Inter-personnel relationships: Human Resource Management defines the

relationship between (a) employer and employees, and (b) employee and
 employee. The word “employee” includes not only the workers at the lowest

level but the employees at all levels and the types of management such as

foremen, craftsmen, operators (low level), department, managers and

General Manager or Chief Executive (top level).

4. Definite Principles and policies: Over and above the general principle of

management, there are definite principles and policies of Human Resource

Management, which help the overall development of the Human force.

5. Laborer is human being: The whole philosophy of Human Resource

Management is based on the assumption that the laborer is a human being.

Human treatment should be given to him so that he can recognize his

intrinsic abilities and these may be developed and motivated towards the

best interests of the organization.

Human Resource Management is an approach a technique thinking and

philosophy of management concerned with the overall development of men

at work.
JOB SATISFACTION

In the era of globalization all possible resources like capital, technology and

information can be mobilized freely across borders, the only resource that is scare

and difficult to mobilize is knowledge and extension of people. It is their knowledge

that integrates the diverse functions, departments and operations of the

corporation into a single tool, for achieving customer satisfaction.

People play an important role for the success of organization. It is important

for the organization to understand the employee’s perceptions. Perceptions act on

reality, because employees at every organization act according to their perception

and this perception determine the quality of work and job satisfaction.

Sinha (1974) defines “Job Satisfaction as a reintegration of affect produced by

an individual’s perception of fulfillment of his needs in relation to his work and

situations surrounding it. It is a pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experience”.

The most prominent method to determine the job satisfaction levels is the

use of job satisfaction levels is the use of job satisfaction survey questionnaires.

They contain more questions that deal with factors like pay, working conditions,

colleagues and bosses career prospect and intrinsic aspects of the job itself that

determine the satisfaction levels. The responses of these questionnaires are

usually measured on varsity of scales ranging from simple YES / NO to seven points

or five points or satisfied – extremely satisfied type of scale.

CONCEPTUAL EXPLORATION
JOB SATISFACTION

The father of scientific management, Taylor’s (1911) approach to job

satisfaction was based on most pragmatic a pessimistic philosophy that man is

motivated by money alone. That the worker are essentially “stupied and

phlegmatic” and that they would be satisfied with work if they get higher economic

return from it. Over the years, we have moved away from Taylor’s solely monetary

approach to a more humanistic orientation. From a simple explanation based on

money to a more realistic but complex approach to a job satisfaction, t has come

along way.

New dimension knowledge are added everyday and with increasing

understanding of new variables and their interlay, these field of job satisfaction has

become difficult to comprehend. As a result and discussion on the topics till leaves

many questions unanswered. This chapter explores such topics as definition and

measurements of job satisfaction, condition that are found to be most satisfying to

Indian employees, these relationship of job satisfaction with personality variables

and its influence on productivity.

DEFINITION OF JOB SATISFACTION

 Job satisfaction has been defined as a pleasurable emotional state from the

appraisal of one’s job or an affective reaction to one’s job, and an attitude towards

one’s job.

HISTORY OF JOB SATISFACTION

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 on

workers productivity. These studies ultimately showed that novel changes in work

conditions temporarily increase productivity. It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evince that people work for purposes other than pay,

which paved the way for researchers to investigate other factors in job satisfaction.

Some argue that Maslow’s 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 served as a good

basis from which early researchers could develop job satisfaction theories.
MEASUREMENT OF JOB SATISFACTION

Because of some of the problems indicated above, measurement of job

satisfaction has come has come to acquire same fate as the measurement of

intelligence. Since there is no agreement on specific definition, generally

questionnaire is developed to measure satisfaction with various aspects of work and

the resultant behavior or score is called job satisfaction.

MOTAVITION, ATTITUDE AND JOB SATISFACTION

Motivation as we have seen in our chapter on work motivation, implies the

willingness to work or produce. A person may be talented and equipped with all

kinds of abilities and skill but may have no will to work. Satisfaction, on other hand,

implies a positive emotional state, which may be totally unrelated to productivity.

Attitude is predisposition that makes the individual behave in a characteristic way

across situations. Job satisfaction on other hand is an end state of feeling, which

may influence subsequent behaviors. In this respect job attitude s and job

satisfaction may have something in common. But if we freeze behaviors, attitude

would initiate it while job satisfaction would result from it.

MORALE AND JOB SATISFACTION

More than two and half decades ago, Seashore (1954) came to the conclusion

that there is no definition of morale. It is a condition that exists in a context where

people are.

1. Motivation towards high productivity

2. Want to remain with organization

3. Accept necessary changes without resentment of resistance

4. Act effectively in crises

5. Actually promote the interest of organization, and

6. Satisfied with their job.

JOB SATISFACTION AND WORK BEHAVIOUR

Generally the level of job satisfaction seems to have relation with various

aspects of work behaviour like absenteeism, adjustment accents, productivity and

union affiliation. In other words is job satisfaction or dissatisfaction a cause of these

aspects of work behaviour or whether work behaviour causes satisfaction.

 Nonetheless we would examine some Indian studies to have a better grip on

the possible association between job satisfaction and various aspects of work

behaviour.

1. Job satisfaction increases with increasing age up to a point and then

decreases with decreasing age.

2. Job satisfaction increases with increasing number of dependents.

3. Job satisfaction decreases with increasing years of education.

4. Job satisfaction increases with increasing years of experience. However, it

may also tend to decrease after twenty years of experience.

5. There is no relationship between job satisfaction and annual income. Like

 Higher profitability

 Performance stabilization

 Higher sales growth rate

 Growth in market share

 Greater customer loyalty

 Better relationship with government

 More professionalize management

 Higher employee morale

 Greater supervisory and managerial skills

 Increased meeting of national priorities

• Sense of challenge and worthwhile accomplishment

• Opportunity for personal growth and development

• Job freedom

• Opportunity to serve society

• Job security
 • Pay allowances and other perquisites.

CAUSES OF JOB SATISFACTION

In Need Fulfillment:

Satisfaction is based on the extent to which a job satisfies a person’s needs.

Discrepancies:

Satisfaction is determined by the extent to which an individual receives

what he or she expects from a job.

WHAT SATIFIES INDIAN EMPLOYEE

In his study of American employees, Hoppock (1935) identified six factors that

contributed to job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations .

2. The facility with which he adjusts himself to other persons

3. His relative status in the social and economic group with which he

identifies himself.

4. The nature of the work in relation to the abilities, interest and preparation

of the worker.
 5. Security

6. Loyalty

MANAGERS/SUPERVISORS

FACTORS RESPONSIBILE

1) Responsibility

2) Work itself

3) Recognition

4) Achievement

5) Relationship with boss

6) Promotion

7) Use of ability

8) Home life

9) Job security

10) Growth

11) Relationship with coworkers

12) Working conditions

13) Money/Salary

14) Organization

15) Authority

16) Co operation

17) Autonomy
WORKERS:

FACTORS:

1) Salary/wages

2) Job security

3) Advancement

4) Fringe benefits

5) Relationship with boss

6) Work itself

7) Relationship with coworkers

8) Responsibility

9) Personal life

10) Health

11) Company policies

12) Facility for suggestion

VALUE ATTAINMENT

Satisfaction results from the extent to which a job allows fulfillment of one’s work

values.
EQUITY

Satisfaction is a function of how “fairly” an individual is treated at work.

TRAIT/GENETIC COMPONENTS

Satisfaction is partly a function of personal traits and genetic factors.

JOB SATISFACTION

An effective or emotional response to various facts of one’s job.

CORRELATES OF JOB SATISFACTION

Correlates of job satisfaction variables direction of strength of with satisfaction.

1. Relationship Motivation

2. Positive Moderate job involvement.

NATURE OF JOB SATISFACTION

Job satisfaction typically refers to the attitude of a single employee. Although

assessment of individual satisfaction can be averaged across all members of work

unit, the general term used to describe overall all group satisfaction is morale.

Group morale is especially important to the monitor since individuals often take

their social cues from their work associates and adapt their own attitude to conform

to those of the group.

INTRODUCTION TO JOB SATISFACTION

ABOUT JOB SATISFACTION:

The term job satisfaction refers to an individual general attitude towards his/her job. A
person with a high level of job satisfaction holds positive attitude towards the job. A person who
is dissatisfied with his/her job holds negative attitude about the job.

When people speak of employee’s attitude, more often they may not mean employee
satisfaction. In fact, the two are frequently used interchangeably.

Job satisfaction is an integral component of organizational climate and an important

element in management – employee relationship. Employee satisfaction is a positive emotional
state that occurs when a person job seems to fulfill important job values provided these values
are compatible with one’s need . Employee satisfaction, in simple words in individual emotional
reaction to the job itself.
 It is a person’s attitude towards a job. People said a sizeable amount of time in work
environment. From any minimally humanitarian point of view, they expect that portion of their
life to be more or less pleasant, agreeable, satisfying and fulfilling.

DEFINITION OF JOB SATISFACTION:

Job satisfaction is very difficult to define because it is an intangible, unseen and

unobserved variable. Job satisfaction may be viewed as a pleasurable emotional state resulting
from the perception of one’s job as are compatible with ones need.

➢ According to P.C. SMITH, job satisfaction is the persistent feeling towards distrainable
aspects of job situation.
➢ E.A.LOCKE admits that job satisfaction and dissatisfaction are seen as functions of
perceived it as often or entailing.
➢ Job satisfaction may be global or specific. Sometimes job satisfaction is refers to as
overall feeling of satisfaction, i.e, job and satisfaction with the situation as-a-whole
(global satisfaction). At some other point of times, job satisfaction refers to a person’s
feelings towards some specific dimensions of the work environment (facet or specific
satisfaction).

WHY JOB SATISFACTION IS VERY IMPORTANT:

Job satisfaction has been the center of concentration for researchers over three
decades. The reasons for such concentration are manifold.
➢ Job satisfaction has some relation with mental health of the people; dissatisfaction with
one’s job may have an especially volatile spill over affects.
➢ Job satisfaction has some degree of physical health of individuals.
➢ Spreads good will about organization. From the point of view of an organization, people
who feel positively about their work life are more apt to voice ‘favorable’ sentiments
about the organization to the community at large.
➢ Individuals can live with the organization. On the country, a chronicle-upset individual
makes organization life vexation for other whom he interacts.
➢ Reduces absenteeism and turnover.

JOB SATISFACTION & PRODUCTIVITY:

A satisfied employee is productive-is a popular about discredited view. Does

dissatisfaction in job result in curtailment of output? Does increased job satisfaction lead to
higher output and enhance productivity? These are the haunting questions that have been
nagged at both industrial psychologist and manager in organization without discrimination
for nearly five decades. Briefly, let us review some studies pertaining to this controversial
topic.

• In one study by researches at the university of Michigan in 1950,it was found that the
productive groups showed a greater job satisfaction than that did the less productive
workgroups.
• The above results are sustained by two other studies-one regarding the 200 railroad
work and second one that of 6000 workers at a tractor factory.
• A review of above 20 studies by victor Vroom in 1964 disclosed only the barest
evidence supporting a direct link between satisfaction and productivity .While job
attitudes bear a distrainable relationship such as absenteeism layout turnour, the
available avidance suggests that strong positive relation with productivity is lacking
visually.
 MEASUREMENT OF JOB SATISFACTION:

Roughly six decades back the employee attitude surveys were undertaken to
measure job satisfaction and moral. It is now a slandered practice for almost all the organizations
to conduct such surveys most frequently. The survey generally is conduted as a part of
organization development program (OD) - Job satisfaction, whether in Toto or with specific
aspects of the organization, is measured by specially constructed, standardized attitude scales.

Under this approach measurements are made of the discrepancy between what
an employees thinks should exist and what he observes to exists. The larger the discrepancy, the
higher is the dissatisfaction and vice-versa. By conducting periodic audits of job satisfaction,
Management can spot trends in attitudes and thus will be able to take steps such as necessary to
avert rice in labour grievances or turnover act.

Apart from overall (global) job satisfaction, a satisfaction about a particular

segment of organization can also be found. More recently, some job attitudes scales were
developed that permit overall job satisfaction can be, under such a scale conveniently
disassembled into respectable scores indicating the employee’s attitudes about supervisors,
chances of promotion, about co-workers , about the work itself.

JOB SATISFACTION:

Human Resource is considered to be the most valuable assert in any organization. It

is the sum-total of inherent abilities, acquired knowledge and skills represented by the talent and
aptitudes of the employed persons who comprise executive, supervisors and the rank and file
employees. It may be noted here that Human Resource should be utilized to the maximum
possible extent, inorder to achieve individual and organizational goals. It is thus the employee’s
performance which ultimately decides the attainment of goals. However, the employee
performance is to a large extent, influenced by motivation and job satisfaction.

Job satisfaction refers to a person; feeling of the satisfaction on the job which acts
as a motivation to work. It is not the self satisfaction, happiness or self-contentment but the
satisfaction on the job.

The term ‘job ‘relates to the total relationship between an individual and the
employers for which he is paid.satisfaction does mean the simple feeling-state accompanying the
attainment of any goal ; the end state is feeling accompanying the attainment by an impulse of its
objective. Job dissatisfaction does mean absence of motivation at work.

Job satisfaction is defined as “the pleasures emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values”, in
contrast, job dissatisfaction is defined as the unpleasures emotional state resulting from the
appraisal of one’s job as frustrating or blocking the attainment of one’s job values or as entailing
disvalues.

THEORIES OF JOB SATISFACTION:

There are vital differences among experts about the conceptsof job satisfaction. Basically,
there are four approches/ theories of job satisfaction. They are

➢ Fulfillment theory
➢ Discrepancy theory
➢ Equity theory
 ➢ Two-factors theory

FULFILLMENT THEORY:

The proponents of this theory measure satisfaction in terms of rewards a person

receives or the extent to which his/her needs are satisfied. Further they thought that there is a
direct / positione relation ship between job satisfaction and the actual satisfaction of the expected
needs. The main difficulty in this approch is that job satisfaction is absorved by willing ,is not
only a function of what a person receives as there would be considerable difference in the actual
and expectation of persons.

DISCREPANCY THEORY:

The proponents of this theory are that satisfaction is the functions of

what is person actually receives from the job situation and what he thinks he should receive or
what he expects to receive.when the actual satisfaction derived is less than that of expected
satisfaction, it results in dissatisfaction. As discussed earlier,”Job satisfaction and dissatisfaction
are functions of perceived relationship between what one wants from one’s Job and what one
persives,it is offering”. This approach does not make it clear whether or not over satisfaction is a
part of dissatisfaction and if so, how does it differ from dissatisfaction. This led to the
development of equity theory of job satisfaction.

EQUITY THEORY:

The proponents of this theory are of the view that a persons satisfaction is
determined by his perceived equity, which in turn is determined by his input-output balance
compared with his comparison of other input-output balance. This theory of the view that both
under and over-rewards lead to dissatisfaction while the under reward causes feelings of unfair
treatment, over –reward leads to feelings of guilt and discomfort.

TWO-FACTOR THEORY:

This theory was developed by Hertzberg Mausner, Peterson and Capwell who
identified certain factors, as satisfied and dissatisfied. Factors such as achievment, recognisation,
and responsibility etc.are satisfied, the presence of which cases satisfaction but their absence
does not result in dissatisfaction. On the other hand factors such as supervisions, salary, working
conditions etc, are dissatisfieds the absence of which results in dissatisfaction.Their presence,
however, doesnot result in job satisfaction. The studies designed to test this theory failed to give
any support to this theory,as it seems that a person can get both satisfaction and dissatisfaction at
the same time, which is not valid.

FACTORS OF JOB SATISFACTION:

Job satisfaction refers to a general attitude, which an employee retains on account of

many specific attitudes in the following areas.

○ Job satisfaction
○ Individual characteristics and
○ Relationships outside the job.

There are different factors on which job satisfaction depends . Important among them are
discussed hereunder:

Personal Factors: They include workers sex education, age, martial status

And their personal characteristics, family background, socioeconomic background and the like.

Factor Inherent In The Job: The factors have recently been studied and found to be important in
the selection of employees. Instead of being guided by their coworkers and supervisors, the
skilled workers would rather like to be guided by their own inclination to choose jobs
consideration of what they have to do.

Factors Controlled By The Management: They include the nature of supervision, job security,
king of work group, wage rate, Promotonal opportunities,transfer policy ,duration of work and
since of responsibilities.all these factors greatly influence the workers .Their presence in the
organisation motivates the workers and provides a sence of job satisfaction.
 OBJECTIVES

The objectives of the study as follow:

 To access the satisfaction level of employees.

 To identify the factor which influences the job satisfaction of employees?

 To identify the factor which improve the satisfaction level of employees?

 To know the employee satisfaction towards the facilities.

 To offer valuable suggestion to improve the satisfaction level of employees.

 CHAPTER 3
(REVIEW OF LITERATURE)

Models of job satisfaction

1. Affect Theory
Edwin A. Locke’s 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/aren’t 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
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.

2. Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of one’s 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 one’s disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his/her self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction .

3. Two-Factor Theory (Motivator-Hygiene Theory):

Frederick Herzberg’s 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 employee’s motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner force
that drives individuals to attain personal and organization goals (Hoskinson, Porter,
& Wrench, p.133). Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities. These motivating factors are considered
to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and
other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors Finally, the model has been criticised in that it
does not specify how motivating/hygiene factors are to be measured.

4. Job Characteristics Model:

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).The five core job characteristics can be combined to form a motivating potential
score (MPS) for a job, which can be used as an index of how likely a job is to affect an
employee's attitudes and behaviors----. A meta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data is typically collected
using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five
facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself.
The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in
response to whether given statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an improvement to

the Job Descriptive Index because the JDI focuses too much on individual facets and not enough
on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),
the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20
facets and has a long form with 100 questions (five items from each facet) and a short form with
20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond to by
choosing a face.
Job Satisfaction - Theories

One way to define satisfaction may be to say that it is the end state of feeling. The
word 'end' emphasises the fact that the feeling is experienced after a task is
accomplished or an activity has taken place whether it is highly individualistic effort
of writing a book or a collective endeavour of constructing a building. These
activities may be minute or large. But in all cases, they satisfy a certain need. The
feeling could be positive or negative depending upon whether need is satisfied or
not & could be a function of the effort of the individual on one hand & on the other
the situational opportunities available to him.

This can be better understood by taking example of a foreman in an engineering industry. He has
been assigned the task to complete a special order by a certain, deadline. Person may experience
positive job satisfaction because he has been chosen to complete the task. It gives him a special
status & feeling that he has been trusted and given a special task, he likes such kind of rush job
and it may get him extra wages. The same could be the sources of his dissatisfaction if he does
not like rush work, has no need for extra wages. Each one of these variables lead to an end state
of feeling, called satisfaction.

Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's
perception of fulfillment of his needs in relation to his work & the situations surrounding it'.

Theories of Job - Satisfaction:

There are 3 major theories of job satisfaction.

(i) Herzberg's Motivation - Hygiene theory.

(ii) Maslow's Theory of Motivation - Hierarchy of Needs

(iii) Social reference - group theory.
 1) Herzberg's Motivation - Hygiene Theory :
This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200
engineers and accountants of the Pittsburgh area in the USA, he established that there are two
separate sets of conditions (and not one) which are responsible for the motivation &
dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the
organisation, workers feel motivated but its absence does not dissatisfy them. Similarly, when
another set of conditions (called hygiene factors) is absent in the organisation, the workers feel
dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their
effect can be seen in one direction only.

According to Herzberg following factors acts as motivators:

• Achievement,

• Recognition,

• Advancement,

• Work itself,

• Possibility of growth, &

• Responsibility.

Hygiene factors are:

 Company policy & administration,

• Technical supervision,

• Inter-personal relations with supervisors, peers & Subordinates,

• Salary

• Job security

• Personal life

• Woeking conditions

• status
The following table presents the top six factors causing dissatisfaction and the top
six

factors
causing Leading to satisfaction Leading to
satisfaction, dissatisfaction
listed in the
order of • Achievement • Company policy
higher to • Recognition • Supervision
lower
• Work itself • Relationship with
importance boss
• Responsibility
• Advancement • Work conditions

• Growth • Salary
• Relationship with
peers
Herzberg used
semi-structured
interviews (the method is called critical incident method). In this technique subjects were asked
to describe those events on the job which had made them extremely satisfied or dissatisfied.
Herzberg found that events which led people to extreme satisfaction were generally characterised
by 'motivators' & those which led people to extreme dissatisfaction were generally characterized
by a totally different set of factors which were called 'hygiene factors'.

Hygiene factors are those factors which remove pain from the environment. Hence, they are also
known as job - environment or job - context factors. Motivators are factors which result in
psychological growth. They are mostly job - centered. Hence they are also known as job -
content factors.

The theory postulated that motivators and hygiene factors are independent & absence of one does
not mean presence of the other. In pleasant situations motivators appear more frequently than
hygiene factors while their predominance is reversed in unpleasant situations.
 1) Maslow's Theory of Motivation - Hierarchy of Needs:

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

• Water

• Food

• Sleep

According to this theory, if these fundamental needs are not satisfied then one will surely be
motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until
one satisfies the needs basic to existence.

a) Need for personal achievement:

Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.

Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order to be free
from the threat of physical and emotional harm. Such needs might be fulfilled by:
• Living in a safe area

• Medical insurance

• Job security

• Financial reserves

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

• Belonging to a group

Giving and receiving love.

b) Need for social achievement :

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

Esteem Needs
After a person feels that they "belong", the urge to attain a degree of importance emerges.
Esteem needs can be categorized as external motivators and internal motivators.

Internally motivating esteem needs are those such as self-esteem, accomplishment, and self
respect. External esteem needs are those such as reputation and recognition.

Some examples of esteem needs are:

• Recognition (external motivator)

• Attention (external motivator)

• Social Status (external motivator)

• Accomplishment (internal motivator)

• Self-respect (internal motivator)

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

Self-actualized people tend to have motivators such as:

• Truth

• Justice

• Wisdom

• Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are energized
moments of profound happiness and harmony. According to Maslow, only a small percentage of
the population reaches the level of self-actualization.
 1) 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.

To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to
which the characteristics of the job meet with approved & the desires of the group to which the
individual looks for guidance in evaluating the world & defining social reality.

Relationship among motivation, attitude and job satisfaction :

Motivation implies the willingness to work or produce. A person may be talented and equipped
with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand,
implies a positive emotional state which may be totally unrelated to productivity. Similarly in the
literature the terms job attitude and job satisfaction are used interchangeably. However a closer
analysis may reveal that perhaps, they measure two different anchor points. Attitudes are
predispositions that make the individual behave in a characteristic way across the situations.

They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the
other hand is an end state of feeling which may influence subsequent behaviour. In this respect,
job attitude and job satisfaction may have something in common. But if we freeze behaviour,
attitude would initiate it which job satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context where people are :

a) motivated towards high productivity.

b) want to remain with organization.

c) act effectively in crisis.

d) accept necessary changes without resentment or resistance.

e) actually promote the interest of the organization and

f) are satisfied with their job.

According to this description of morale, job satisfaction is an important

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

Relationship Between job satisfaction and work behaviour :

Generally, the level of job satisfaction seems to have some relation with various aspects of work
behaviour like absenteeism, adjustments, accidents, productivity and union recognition.
Although several studies have shown varying degrees of relationship between them and job
satisfaction, it is not quite clear whether these relationships are correlative or casual. In other
words, whether work behaviour make him more positively inclined to his job and there would be
a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either
his action or the reaction of an object or person may result in personal injury.

Job satisfaction and productivity :

Experiments have shown that there is very little positive relationship between the job satisfaction
& job performance of an individual. This is because the two are caused by quite different factors.
Job satisfaction is closely affected by the amount of rewards that an individual derives from his
job, while his level of performance is closely affected by the basis for attainment of rewards. An
individual is satisfied with his job to the extent that his job provides him with what he desires,
and he performs effectively in his job to the extent that effective performance leads to the
attainment of what he desires. This means that instead of maximizing satisfaction generally an
organisation should be more concerned about maximizing the positive relationship between
performance and reward. It should be ensured that the poor performers do not get more rewards
than the good performers. Thus, when a better performer gets more rewards he will naturally feel
more satisfied.

Job Satisfaction and absenteeism :

One can find a consistent negative relationship between satisfaction and absenteeism, but the
correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied
Sales Persons are more likely to miss work, other factors have an impact on the relationship and
reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are
encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So,
outside factors can act to reduce the correlation.

Job Satisfaction and Turnover :

Satisfaction is also negatively related to turnover, but the correlation is stronger than what we
found for absenteeism. Yet, again, other factors such as labour market conditions, expectations
about alternative job opportunities, and length of tenure with the organization are important
constraints on the actual decision to leave one's current job.
Evidence indicates that an important moderator of the satisfaction-turnover relationship is the
Sales Person's level of performance. Specifically, level of satisfaction is less important in
predicting turnover for superior performers because the organization typically makes
considerable efforts to keep these people. Just the opposite tends to apply to poor performers.
Few attempts are made by the organization to retain them. So one could expect, therefore, that
job satisfaction is more important in influencing poor performers to stay than superior
performers.

Job Satisfaction and Adjustment :

It the Sales Person is facing problems in general adjustment, it is likely to affect his work life.
Although it is difficult to define adjustment, most psychologists and organisational behaviourists
have been able to narrow it down to what they call neuroticism and anxiety.

Generally deviation from socially expected behaviour has come to be identified as neurotic
behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to
know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety
or any such sources could be a source of neuroticism.

Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of
vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself
in such mental state as depression, impulsiveness, excessive worry and nervousness. While
everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is
almost necessary for an individual to be effective because it provides the necessary push for
efforts to achieve excellence.

Adjustment problems usually show themselves in the level of job satisfaction. For long, both
theorists and practitioners have been concerned with Sales Persons' adjustment and have
provided vocational guidance and training to them to minimise it's impact on work behaviour.
Most literature, in this area, generally suggests a positive relationship between adjustment and
job satisfaction. People with lower level of anxiety and low neuroticism have been found to be
more satisfied with their jobs.

Determinants of Job Satisfaction :

According to Abrahan A. Korman, there are two types of variables which determine the job
satisfaction of an individual. These are:
 1) Organisational variables ;

2) Personal Variables.

Organisational Variable :
1) Occupational Level :

The higher the level of the job, the greater is the satisfaction of the individual. This is because
higher level jobs carry greater prestige and self control.

2) Job Content :

Greater the variation in job content and the less repetitiveness with which the tasks must be
performed, the greater is the satisfaction of the individual involved.

3) Considerate Leadership :

People like to be treated with consideration. Hence considerate leadership results in higher job
satisfaction than inconsiderate leadership.

4) Pay and Promotional Opportunities :

All other things being equal these two variables are positively related to job satisfaction.

5) Interaction in the work group :

Here the question is : When is interaction in the work group a source of job satisfaction and
when it is not ? Interaction is most satisfying when -

(a) It results in the cognition that other person's attitudes are similar to one's own. Since this
permits the ready calculability of the others behaviour and constitutes a validation of one's self ;

(b) It results in being accepted by others ; and

(c) It facilitates the achievements of goals.

Personal Variables:
For some people, it appears most jobs will be dissatisfying irrespective of the organisational
condition involved, whereas for others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc. are responsible for this difference.

(1) Age:

Most of the evidence on the relation between age and job satisfaction, holding such factors as
occupational level constant, seems to indicate that there is generally a positive relationship
between the two variales up to the pre-retirement years and then there is a sharp decrease in
satisfaction. An individual aspires for better and more prestigious jobs in later years of his life.
Finding his channels for advancement blocked, his satisfaction declines.

(2) Educational Level:

With occupational level held constant there is a negative relationship between the educational
level and job satisfaction. The higher the education, the higher the reference group which the
individual looks to for guidance to evaluate his job rewards.

(3) Role Perception:

Different individuals hold different perceptions about their role, i.e. the kind of activities and
behaviors they should engage in to perform there job successfully. Job satisfaction is determined
by this factor also. The more accurate the role perception of an individual, the greater his
satisfaction.

(4) Sex:

There is as yet no consistent evidence as to whether women are more satisfied with their jobs
than men, holding such factors as job and occupational level constant. One might predict this to
be the case, considering the generally low occupational aspiration of women.

Some other determines of job satisfaction are as follows:

(i) General Working Conditions.

(ii) Grievance handling procedure.

(iii) Fair evaluation of work done.

(iv) Job security.

(v) Company prestige.

(vi) Working hours etc.

LITERATURE REVIEW: 1

Journal of Business & Economics Research – Feb 2008 Volume 6, Number 265

Comparative Analysis Of Employee Job Satisfaction In The Accounting Profession

Glen D. Moyes, University of Texas-Pan American

Lawrence P. Shao, Marshall University

Michael Newsome, Marshall University

Evaluating job satisfaction among accounting professionals is an increasingly

important area of concern for employers, which strive to recruit and retain quality

employees and to improve their competitive positions. This study examines the

results of surveys of accounting graduates from two AACSB International accredited

universities from 1980 to 2003. Respondents were asked a variety o f questions on

job satisfaction as it relates to many factors including profession, firm size,

certification, and age, sex, race, advanced degrees and parent education. The

findings of this study on job satisfaction provide benchmarks upon which accounting

firms can use to evaluate job satisfaction levels among their own employees.
LITERATURE REVIEW: 2

Electronic Documentation form

Report title and type:

Report title: Human resource practices and job satisfaction of Non-

managerial employees in Vietnamese commercial banks

Name of author: Tran Thu Hang

Study about human resource practices is recognized around the world since human

resource has been acknowledged as organization competitive advantage. This

research study investigated the human resource management practices in both

state-owned and joint stock Vietnamese commercial banks and their on-employee

job satisfaction.

This study found that the human resource practices of joint-stock commercial banks

are more advanced than state-owned commercial banks. Some practices can be

compared with those of foreign companies. The finding from the employee

satisfaction survey is that bank non-managerial employees currently quite satisfy

with their jobs. The job satisfaction is identified to correlate with the work itself, the

quality of supervision, and relationship with colleague, promotion opportunities,

compensation, the bank’s human resource policy, the length of service, marital

status and the kind of bank. It means that from the bank management side,

improve the work, quality of supervision, promotion opportunities, compensation,

the bank’s HR policy will increase the employee job satisfaction. From the employee

perspective, to increase their satisfaction with the job, they should stay long with

the current jobs as well as work for the JSCBs.

Based on the survey findings, some recommendations are given to the bank

management with regard to the specific context of Vietnam.

Research Methodology:

Research methodology is the systematic way to solve the research problem. It gives an
idea about various steps adopted by the researcher in a systematic manner with an objective to
determine various manners.

Research period:

The research period of the study has from May 3 to June 18-2010having 45 days of
duration

Research Design:
 A research design is considered as the framework or plan for a study that guides as well
as helps the data collection and analysis of data. The research design may be exploratory,
descriptive and experimental for the present study. The descriptive research design is adopted for
this project.

Research Approach:

The research worker contacted the respondents personally with well- prepared
sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the
study. Direct contract is used for survey, i.e., contacting employees directly in order to collect
data.

Sample size:

The study sample constitutes 20 respondents constituting in the research area.

Sampling Area:

The study is conducted in employees of Neulands pharmaceutical laborotaries, Pvt

Ltd.

Collection of Data:

Most of the data collected by the researcher is primary data through personal interview,
where the researcher and the respondent operate face – to – face.
Research Instrument:

The researcher has used a structured questionnaire as a research instrument tool which
consists of open ended questions, multiple choice and dichotomous questions in order to get data.
Thus, Questionnaire is the data collection instrument used in the study. All the questions in the
questionnaire are organized in such a way that elicit all the relevant information that is needed
for the study.

Statistical Tools:

The statistical tools used for analyzing the data collected are percentage method,
chi square, bar diagrams and pie diagrams.
 CHAPTER-II

RESEARCH METHODOLOGY
 RESEARCH METHODOLOGY

Methodology deals with the research design used, data collection

methods used, sampling methods used, analysis and interpretation done
and limitations inherent in the project.

Methodology is one of the main aspects of every research. This explains

how the research was conducted following methodology has been in this
project work.

Research Design:

The research design for this research descriptive in nature. Descriptive

research studies attempt to obtain a clear, complete and accurate
description of a situation. Descriptive study is necessary when the research
is interested in knowing the characteristic of a certain group.

Data Sources:

Data for this research was collected both from primary and secondary
sources.
There are two types of data sources:

1. Primary sources

2. Secondary sources.
1. Primary sources:

This consists of original information gathered for specific purpose. The

normal procedure is to interview people individually and /or on groups, to
get the required data Here the data being sought is various methods and
techniques of recruitment followed in this organization.

2. Secondary sources:

The profile of the company and text books on HRM and PERSONNEL
MANAGEMENT and various magazines.

RESEARCH APPROACHES:

The research availed the 'survey research' type of research where in the
researcher goes to the respondent with the questionnaire, clarifies and
doubts raised by the respondent and notes the responses. This is of the
form of personal interviewing of the respondent, who may fill in the
questionnaire.

RESEARCH INSTRUMENTS:

The researcher has used questionnaire as the research instruments.

Types of questions used in the questionnaire:

• Open-ended questions
• Close-ended questions
Open-Ended questions:

Open ended questions are used to get the suggestions from the
respondent in order
to give feedback to the company.

Closed-Ended questions:

In closed ended questions, there are two types of questions:

1. Multi choice questions

2. Double -ended questions.

Multi choice questions:

In this multi choice question, the respondents are given four to five
choice in which he has to select one. For this questions are we can apply
statistical tools like chi-square and ANOVA in order to relate the results to
the universe.

Double-ended questions:

In these questions the respondent will be given two choices for answer in
which they have to choose one.
Sampling procedure:

A sampling of hundred is taken, for administering questionnaire. While

analyzing qualitative data relating to the opinion of workers, scaling
sampling techniques and ranking methods have been used.

The sampling procedure determines how the respondents be choosen.

1.4 RESEARCH DESIGN OF THE STUDY

The research design in preliminary design of research work to be carried out

and is in agreement to the condition for collection and analysis of data in manner

that aims to combine prevalence of research design with respect to work carried

data, techniques used to interpret and analyze the data and finally concluding on

certain with the help of findings and recommendations.

STATEMENT OF THE PROBLEM:

Employees, executives and mere workers are the backbone of every organization.

In fact, questions like do the organization achieve the said goals? Does the

organization work smoothly? Will be answered by the efficiency, commitment,

contentment, dedication, inclination towards work and such other positive

tendencies of the employees. But whether the employees are committed,

dedicated, willing to work hard etc. depends on few factors viz., employee’s feelings

about the nature of work, yearning for recognition, cordial relations and above all a

well guided and properly designed personnel appraisal system is implemented to

achieve the said goal. This has led to the researcher to choose the topic.

In the present study an attempt has been made to throw a beacon of light on the

various aspects related to performance appraisal system as witnesses in Max

Newyork Life Insurance Company Ltd., Begumpet Branch, Hyderabad. Based on the

analysis it needs to be probed how performance appraisal practices help in

achieving the organizational goal?

METHODOLOGY & DATABASE:

The research methodology is a systematic way to solve the problem and it is

an important component of the study without which researcher may not be able to

obtain the facts and figures from the employees.

Methodology refers to the process of collection of required data.

SOURCE OF DATA:

The study is based on primary as well as secondary data collected from different

sources:

A). Primary Data:

The primary data is collected with the help of questionnaires, which consists of

fifteen each. The questionnaires are chosen because of its simplicity and liability.

Researcher can expect straight answers to the questions. The respondents are

informed about the significance of the study and requested to give their fair

opinions.

B). Secondary Data:

 Secondary data is collected through the documents provided by the HR

Department. The documents include personnel manuals, books, Broachers,

Booklets (P-200), Internet etc.

SAMPLING PROCESS:

A). Sample Unit:

The executives employed at Max Newyork Life Insurance Company Ltd.,

Begumpet Branch, Hyderabad constitute ‘universe’ of the present study. A part

of it is taken as sample unit for the present study. It includes SM’S, ASM’S,

Associate Partner, Partner, Managing Partner and other employees of Max

Newyork Life Insurance Company Ltd., Begumpet Branch, Hyderabad.

B). Sample Size:

The sample size consists of 50 respondents employed in Max Newyork Life

Insurance Company Ltd., Begumpet Branch, Hyderabad. Of these 15 are Sales

Managers, 5 are Asst. Sales Managers, 5 are Associate Partners, 3 are partners

and 1 is Managing Partner, 5 are senior executives and the remaining 16 are

employees.

Tools & Techniques:

The tool used is Likert Scale and the technique is convenient sampling technique.
IMPORTANCE OF STUDY

A research has been conducted on the a topic “JOB SATISFACTION” at MAX

NEWYORK LIFE INSURANCE, Begumpet Branch, Hyderabad has been conducted

keeping in view the growing needs and demands of the employees of MNYL.

This research took into consideration aspects like “Working condition,” “Pay

and promotion potentials”, “Interpersonal relationship”, “Skill and abilities”,

“Quality of work”, “Organizational climate and structure”, to rate the Job

satisfaction of an employee at MNYL.

This research has been conducted because MAX NEWYORK LIFE INSURANCE

COMPANY LTD., is a part of service sector and in Insurance Industry, as there is

huge work pressure to accomplish the targets assigned to the employees, therefore

it is my privilege to conduct a research and find out the reasons regarding the

employees level of job satisfaction.

So I have chosen the topic “JOB SATISFACTION” because I felt if the employee is not

satisfied with his/her job, he/she will not work effectively and does not show any

interest towards his/her work and results in less productivity.

Scope of the study:

This study emphasis in the following scope:

1) To identify the employees level of satisfaction upon that job.

2) This study is helpful to that organization for conducting further research.

3) It is helpful to identify the employer’s level of satisfaction towards welfare

Measure.

4) This study is helpful to the organization for identifying the area of

dissatisfaction

Of job of the employees.

5) This study helps to make a managerial decision to the company.

1.3 SCOPE OF THE STUDY

The scope of the study covers the Job Satisfaction Levels of the employees at the

Begumpet branch of Max New York Life Insurance Company Ltd., Job satisfaction

levels includes a large variety of areas. The major areas of subjective covered

are:
1. General working condition.

2. Pay and promotion potential.

3. Inter personal relationship.

4. Skills and abilities.

5. Quality of work.

6. Organization climate and structures.

 LIMITATIONS

 This study is limited to “Neuland labs, Ameerpet-Hyderabad”.

 The questionnaires were distributed among the employees of head office.

 Employees of the R&D and Production department were not considered.

 The other branches of Neuland Labs were not well thought out.

LIMITATIONS OF STUDY

The study has following limitations:

1. The survey is confined to employees of MAX NEWYORK LIFE INSURANCE

COMPANY LTD., The implications so found are specific to that branch and

generalization may not be possible.

2. The study was conducted by administrating questionnaires and discussion

with a limited sample of 50 employees.

3. Heavy reliance is placed on the respondent’s information, which will be

verified.

4. The numerical data have their implications there may be several aspects,

which are rounded off to nearest percentages.

 CHAPTER -2
(INDUSTRY AND ORGANIZATION PROFILE)

INDUSTRY PROFILE

History
The earliest drugstores date back to the middle Ages. The first known drugstore was opened by
Arabian pharmacists in Baghdad in 754, and many more soon began operating throughout the
medieval Islamic world and eventually medieval Europe. By the 19th century, many of the drug
stores in Europe and North America had eventually developed into larger pharmaceutical
companies.

Most of today's major pharmaceutical companies were founded in the late 19th and early 20th
centuries. Key discoveries of the 1920s and 1930s, such as insulin and penicillin, became mass-
manufactured and distributed. Switzerland, Germany and Italy had particularly strong industries,
with the UK, US, Belgium and the Netherlands following suit.
The pharmaceutical industry entered the 1980s pressured by economics and a host of new
regulations, both safety and environmental, but also transformed by new DNA chemistries and
new technologies for analysis and computation. Drugs for heart disease and for AIDS were a
feature of the 1980s, involving challenges to regulatory bodies and a faster approval process.

Managed care and Health maintenance organizations (HMOs) spread during the 1980s as part of
an effort to contain rising medical costs, and the development of preventative and maintenance
medications became more important. A new business atmosphere became institutionalized in the
1990s, characterized by mergers and takeovers, and by a dramatic increase in the use of contract
research organizations for clinical development and even for basic R&D. The pharmaceutical
industry confronted a new business climate and new regulations, born in part from dealing with
world market forces and protests by activists in developing countries.

Research and Development

Drug discovery is the process by which potential drugs are discovered or designed. In the past
most drugs have been discovered either by isolating the active ingredient from traditional
remedies or by serendipitous discovery. Modern biotechnology often focuses on understanding
the metabolic pathways related to a disease state or pathogen, and manipulating these pathways
using molecular biology or Biochemistry. A great deal of early-stage drug discovery has
traditionally been carried out by universities and research institutions.

Drug development refers to activities undertaken after a compound is identified as a potential

drug in order to establish its suitability as a medication. Objectives of drug development are to
determine appropriate Formulation and Dosing, as well as to establish safety. Research in these
areas generally includes a combination of in vitro studies, in vivo studies, and clinical trials. The
amount of capital required for late stage development has made it a historical strength of the
larger pharmaceutical companies.

The cost of innovation

Drug discovery and development is very expensive; of all compounds investigated for use in
humans only a small fraction are eventually approved in most nations by government appointed
medical institutions or boards, who have to approve new drugs before they can be marketed in
those countries. Each year, only about 25 truly novel drugs (New chemical entities) are approved
for marketing. This approval comes only after heavy investment in pre-clinical development and
clinical trials, as well as a commitment to ongoing safety monitoring. Drugs which fail part-way
through this process often incur large costs, while generating no revenue in return. If the cost of
these failed drugs is taken into account, the cost of developing a successful new drug (New
chemical entity or NCE), has been estimated at about 1 billion USD (not including marketing
expenses). A study by the consulting firm Bain & Company reported that the cost for
discovering, developing and launching (which factored in marketing and other business
expenses) a new drug (along with the prospective drugs that fail) rose over a five year period to
nearly $1.7 billion in 2003.

These estimates also take into account the opportunity cost of investing capital many years
before revenues are realized (see Time-value of money). Because of the very long time needed
for discovery, development, and approval of pharmaceuticals, these costs can accumulate to
nearly half the total expense. Some approved drugs, such as those based on re-formulation of an
existing active ingredient (also referred to as Line-extensions) are much less expensive to
develop.

Calculations and claims in this area are controversial because of the implications for regulation
and subsidization of the industry through federally funded research grants. It is important in drug
formulation.

Industry revenues
For the first time ever, in 2006, global spending on prescription drugs topped $643 billion, even
as growth slowed somewhat in Europe and North America. The United States accounts for
almost half of the global pharmaceutical market, with $289 billion in annual sales followed by
the EU and Japan. Emerging markets such as China, Russia, South Korea and Mexico outpaced
that market, growing a huge 81 percent.

US profit growth was maintained even whilst other top industries saw slowed or no growth.
Despite this, "..The pharmaceutical industry is — and has been for years — the most profitable
of all businesses in the U.S. In the annual Fortune 500 survey, the pharmaceutical industry
topped the list of the most profitable industries, with a return of 17% on revenue."

Teradata Magazine predicted that by 2007, $40 billion in U.S. sales could be lost at the top 10
pharmaceutical companies as a result of slowdown in R&D innovation and the expiry of patents
on major products, with 19 blockbuster drugs losing patent.
Market leaders in terms of revenue

Net
Total Healthcare
Revenue income/
Revenues R&D 2006 Employe
Rank Company Country (loss) 2006
(USD milli (USD millio es 2006
2008 (USD millio
ons) ns)
ns)

1 Novartis Switzerland 53,324 7,125 11,053 138,000

2 Pfizer USA 48,371 7,599 19,337 122,200

3 Bayer Germany 44,200 1,791 6,450 106,200

4 GlaxoSmith United 42,813 6,373 10,135 106,000

Kline Kingdom
5 Johnson and 37,020 5,349 7,202 102,695
USA
Johnson
6 Sanofi- 35,645 5,565 5,033 100,735
France
Aventis
7 Hoffmann– 33,547 5,258 7,318 100,289
Switzerland
La Roche
8 AstraZeneca UK/Sweden 26,475 3,902 6,063 50,000+

9 Merck & Co. USA 22,636 4,783 4,434 74,372

10 Abbott USA 22,476 2,255 1,717 66,800

 Laboratories
11 Wyeth USA 20,351 3,109 4,197 66,663

Bristol-
12 Myers USA 17,914 3,067 1,585 60,000
Squibb
13 Eli Lilly and 15,691 3,129 2,663 50,060
USA
Company
14 Amgen USA 14,268 3,366 2,950 48,000

15 Boehringer 13,284 1,977 2,163 43,000

Germany
Ingelheim
16 Schering- 10,594 2,188 1,057 41,500
USA
Plough
17 Baxter 10,378 614 1,397 38,428
USA
International
Takeda
18 Pharmaceuti Japan 10,284 1,620 2,870 15,000
cal Co.
19 Genentech USA 9,284 1,773 2,113 33,500

20 Procter & 8,964 n/a 10,340 29,258

USA
Gamble
Source: Top 50 Pharmaceutical Companies Charts & Lists, Med Ad News, September 2007

Market leaders in terms of sales

The top 15 pharmaceutical companies by 2008 sales are:

Rank Sales Based/Headquarter

Company
($M) ed in

1 Pfizer 43,363 US
2 GlaxoSmithKline 36,506 UK
3 Novartis 36,506 Switzerland
4 Sanofi-Aventis 35,642 France
5 AstraZeneca 32,516 UK/Sweden
Hoffmann–La
6 30,336 Switzerland
Roche
Johnson &
7 29,425 US
Johnson
8 Merck & Co. 26,191 US
9 Abbott 19,466 US
10 Eli Lilly and 19,140 US
 Company
11 Amgen 15,794 US
12 Wyeth 15,682 US
13 Teva 15,274 Israel
14 Bayer 15,660 Germany
15 Takeda 13,819 Japan

Developing world
The role of pharmaceutical companies in the developing world is a matter of some debate,
ranging from those highlighting the aid provided to the developing world, to those critical of the
use of the poorest in human clinical trials, often without adequate protections, particularly in
states lacking a strong rule of law. Other criticisms include an alleged reluctance of the industry
to invest in treatments of diseases in less economically advanced countries, such as malaria;
Criticism for the price of patented AIDS medication, which could limit therapeutic options for
patients in the Third World, where the most people have AIDS.

In September 2008 the Open Source Drug Discovery Network was launched in India to combat
infectious diseases common to developing countries.

COMPANY PROFILE

Neuland Laboratories was conceived in the year 1983 by Dr. D. R. Rao a technocrat
entrepreneur. Dr. Rao has a Ph.D. in organic chemistry from university of Notre Dame, and
postdoctoral fellow ship from university of Vermont, United Sates. At the time of launching of
the company Dr. Rao was having more than 10 years of experience in pharmaceutical industry.
He was worked with number one pharmaceutical company Glaxo in various capacities and with
unique group as director-R&D and quality assurance.

Dr. Rao has christened his company after “neuland”a well-known American professor,
whose research led to discovery of the first synthetic rubber.

Neuland Laboratories is the first bulk drug company to receive ISO 9002 certification in
Andhra Pradesh.
MISSION

"To be a preferred source worldwide by developing bulk pharmaceutical products and services
through cGMP that consistently exceeds all our customer and regulatory expectations by using
the latest technologies".
Corporate Responsibility
Neuland is proud to be a responsible corporate citizen. We have assumed a degree of
responsibility for the cause of society apart from enhancing shareholders value. Corporate social
responsibility has been placed in a position of crucial significance through a strong mutual
relationship between our businesses and the society. This ethos makes us revisit our facilities,
standards, work practices and requirements from a wider perspective.

Our activities for the cause of society have emerged in response of both needs expressed by the
community and an assessment of situation by our management. The key thrust areas we work on
are Education, Health, capacity building and development of community & its assets.
Neuland’s contribution includes providing funds for creating infrastructure & facilities to nearby
schools, providing funds towards teacher’s salaries, enabling drinking water supply by
constructing a water tank to cater the drinking water needs of nearby village.

Values
Neuland believes strongly in a set of values that have been the very cornerstone or the very
reason for Neuland’s success over the last two decades. These values would provide guidance to
us while interacting with each other as well as with the external world.

 Transparency and Open Communication, Collaboration

 Leadership at all levels,Quality Orientation

 Customer Delight,Process adherence

 Give respect and gain respect,Pursuit of excellence

BULK PHARMACEUTICAL CHEMICALS

 Albuterol Sulphate USP

Anti-Asthmatic Albutirol USP

Salbutamol sulphate BP/IP

Ciproloxacin USP/IP
Fluoroquinolones
Ciplofloxacin lactate

Anti-ulcerant Ranitidine Hydrochloride USP/BP/IP

COMPANY STRENGTHS

1. Largest manufacturer of salbutamol sulphate in the world.

2. USFDA approved facility for salbutamol sulphate.

3. First company from the state of Andhra pradesh in bulk pharmaceutical chemicals to receive
ISO-9002 CERTIFICATION.

4. Certification of suitability of monographs of the European pharmacopoeia from the European

department for the quality of medicines, council of Europe, for Ranitidine Hydrochloride Form-I

5. Recognized export house by the government of India.

BOARD OF DIRECTORS
CHAIRMAN AND MD Dr. D.R RAO

EXECUTIVE DIRECTOR AND CEO Mr.SUCHET RAO

Mr. HUMAYUN DHANRAJGIR

Mr.S.BUDHIRAJA

Mr.P.V.MAIYA

NON-EXECUTIVE DIRECTORS Mr.G.V.K.RAMA RAO

EXPORT –IMPORT REPRESENTATOR

Mrs.DAYA CHANDRAHAAS
COMPOSITION OF WORK FORCE

The organization is headed by Managing director (MD).The organization is broadly divided

into 9 departments / division that are headed by General Manager(GM) viz Research &
development, Projects and Finance and Accounts. All these heads shall be assisted by Managers,
Deputy Managers, Executive / Officers and Assistants (copy of organization is enclosed in
Annexure-I)

The organization’s total work force stands at 600. it includes Managerial, Non-Managerial
and workers. The composition of work force is as follows:

NON-MANAGERIAL WORKERS
MANAERIAL

Managing Director 1 Executives 13 Drivers 11

General Manager 9 Officers 25 Workers 239

Manager 5 Chemists 60

Deputy Managers 11 Accountants 4

Senior Assistants 86

Stenos 10

Office Assistants / 126

Technical Assistants.
Total 26 324 250
Pics of neulandlabs
 CHAPTER 4.

(DATA ANALYSIS AND INTERPRETATION)

Analysis of Data:

The data are collected through survey and books, reports, newspapers and internet
etc., the survey conducted among the employees of Newlands pharmaceutical
laborotaries,Pvt Ltd.
 . The data collected by the researcher are tabulated and analyzed in such a way to make
interpretations.
Various steps, which are required to fulfill the purpose, i.e., editing, coding, and tabulating.
Editing refers to separate, correct and modify the collected data. Coding refers to assigning
number or other symbols to each answer for placing them in categories to prepare data for
tabulation refers to bring together the similar data in rows and columns and totaling them in an
accurate and meaningful manner
The collected data are analyzed and interrupted using statistical tools and

techniques.
1) Do you feel that your job suits your educational qualification?

Total No of respondents Responses

Yes No

20 20 14 6

Percenta 100% 70% 30%

ge
INTERPRETATION

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

This analysis clearly conveys that majority of the employees are working according
to their qualification. And some of the employees are not appointed according to
their qualification.
2) What is your level of satisfaction regarding superior – subordinate and colleague
relationship?

Total No of respondents Responses

Highly Satisfied Dissatisfie

satisfied d

20 20 8 12 0

Percenta 100% 40% 60% 0%

ge

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

This is a good sign for the organization to enhance its future performance.
3) Are you satisfied with your pay package?

Total No of respondents Responses

Yes No

20 20 15 5

Percenta 100% 75% 25%

ge

INTERPRETATION

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

4) What is your level of satisfaction regarding the work environment?

 Total No of respondents Responses

Highly Satisfied Dissatisfie

satisfied d

20 20 0 19 1

Percenta 100% 0% 95% 5%

ge
Total No of respondents Responses

Yes No

20 20 20 0

Percenta 100% 100% 0%

ge

INTERPRETATION

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

5) Does the company provide you flexible working hours?

INTERPRETATION

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

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

 Total No of respondents Responses

Fully Sufficient Sufficient Insufficien

t

20 20 3 15 2

Percenta 100% 15% 75% 10%

ge

INTERPRETATION

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

According to the analysis, the majority of the employees are satisfied with the
benefits given by the company.
7) Is there any opportunity for you to use new technology?
 Total No of respondents Responses

Yes No

20 20 15 5

Percenta 100% 75% 25%

ge

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

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

Total No of respondents Responses

Yes No

20 20 17 3

Percenta 100% 85% 15%

ge

8) Do you feel that the employees are recognized?

INTERPRETATION

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

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

9) How do you evaluate the overall satisfaction with your job?

Total No of respondents Responses

 Highly Satisfied Dissatisfie
satisfied d

20 20 0 20 0

Percenta 100% 0% 100% 0%

ge

INTERPRETATION

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

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

25% of the respondents had given some suggestions to enhance the situation and 75% of the

Total No of respondents Responses

Given Not given

20 20 5 15

Percenta 100% 25% 75%

ge

employees had not given the suggestions.

The majority of the employees were satisfied with the company and their performance and that is
the reason why they did not suggest any thing.
FINDINGS:

1. 50% of the employees are not satisfied with the working hours.

2. The employees do not satisfy policies provided by the company.

3. The company does not utilize the talent of the employees properly.

4. It also concentrates in conducting competition and culture fests for

employees for various coactions.

5. The company does not provide freedom at the work to the employees.

6. The interaction with the employees is not done frequently.

7. Job satisfaction level is low.

8. The method of flexibility in scheduling is not properly done.

 FINDINGS

HETERO DRUGS is one of the size pharmaceutical

industries located at potharm Medak (dt) Administative office at hyderabad.
The total man power is 450. Among the sample respondents are 100.
During the Block field work 1 have collected the opinion on employee
welfare programmes in HETERO DRUGS ltd. The
Following are findings.

1) In HETERO DRUGS all most all the respondents are utilizing the
facilities that are provided by the company.

2) They are mostly benefited by the welfare amenities like co-operative

credit society, co-operative housing society, transport facilities,
canteen etc.

3) The employees are satisfied by using all the-amenities useful in the

field of production.

4) The majority of the respondents stated that they are satisfied with the
medical facilities provided by HETERO DRUGS Ltd.
5) The employees of the HETERO are satisfied with the services
rendered by the company.
6) An absolute majority 46% of the respondent’s arc satisfied with the
matemity benefit

7) Even if the company's performance is not good the welfare facilities

must not be withdrawn this is a good response from employees.

8) An absolute majority 87% of respondents stated that they are

satisfied with the safety appliance.

9) Near 78% of respondents are satisfied with the insurance policies in

the HETERO DRUGS.

10) HETERO DRUGS ltd that is provided educational and sent 64% of
Respondent’s children enjoying scholarships.

11) 92% of the respondents are satisfied on the protective clothing

provided by HETERO DRUGS.

12) Majority of the respondent’s convinent with transport, safety facilities

it includes helmets, aprons, facilite and uniform shoes, as specified in
the welfare amenities.
SUGGESTIONS:

 The company must provide thefacilities such that the employees can persue
their higher education

 Employees must be motivated such that they do not undergo grievances.

 If small changes are done, the unsatisfied can be made a satisfied employee
regarding their pay package.

 The employees must be permitted to use the new technologies as a

development program.
 As a part of retention strategies, employees must be recognized and given responsibilities
accordingly.

Employee suggestions:

➢ Ownership of the work.

➢ Upto dated technology for marketing persons.

➢ Aggressiveness in marketing

➢ Balance score card.

➢ Monthly inter departmental meeting is needed for review purpose.

CONCLUSIONS:

 The employees are working according to their qualifications.

 There is a healthy environment in the company.

 The majority of the employees are satisfied with pay package.

 The working conditions are favourable to the employees.

 The working hours are flexible.

 All the employees are satisfies with the benefits.

 New technology is implemented by the company.

 Employees are recognized.

 Overall evaluation says that employees are satisfied.

 Some employees have given suggestions.

 APENDIX
(QUSTIONNAIRE AND BIBLIOGRAPHY)

QUESTIONNAIRE ON JOB SATISFACTION

1) Do you feel that your job suits your educational qualification?

(a)YES (b) NO

2) What is your level of satisfaction regarding superior – subordinate

Relationship/colleague?
 (a)HIGHLY SATISFIED (b) SATISFIED

(c) DISSATISFIED (d) HIGHLY DISSATISFIED

3) Are you satisfied with your pay package?

a) YES b) NO

4) What is your level of satisfaction regarding the work environment?

(a)HIGHLY SATISFIED (b) SATISFIED

(c) DISSATISFIED (d) HIGHLY DISSATISFIED

5) Does the company provide you flexible working hours?

(a)YES (b) NO

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

(a) FULLY SUFFICIENT (b) SUFFICIENT

(c) INSUFFICIENT

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

(a)YES (b) NO

8) Do you feel that the employees are recognized?

(a)YES (b) NO

9) How do you evaluate the overall satisfaction with your job?

(a)HIGHLY SATISFIED (b) SATISFIED

 (c) DISSATISFIED (d) HIGHLY DISSATISFIED

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

____________________________________________

____________________________________________

QUESTIONNAIRE

1. Are you satisfied with your job?

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

2. Are you comfortable with the working hours?

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

3. Working environment is best.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

4. Policies provided by the company are satisfactory.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

5. Whether the talents of the employees are utilized by the company completely?

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

6. Company provides the talent and skills for the employees.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

7. Job satisfaction level is high.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

8. Company provides good training facilities.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

9. The company provides enough freedom at your work.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

10. Company provides excellent work environment.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

11. Management interacts with employees frequently.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

12. The level of job satisfaction is very high.

O Strongly agree O Agree O Undecided O Disagree O Strongly disagree

13. Do you like the method of flexibility in scheduling?

a) Yes b) No

14. Are you satisfied with the fringe benefits provided by the company?

a) Yes b) No

15. You are desired to stay in the company?

a) Yes b) No
BIBLIOGRAPHY

1. Web site referred:

www.maxnewyorklife.com

www.google.com

www.citeHR.com

2. Books referred:

Human Resource Management: Mirza and Saiyaddin.

Human Resource Management: Memoria C.B.

Human Resource Management: P. Subba rao.

1. Journals Referred:

HRD Magazine

Journal of Business & Economics Research

GIM – Journal of Management – Vol 3 No: 2 July-Dec 2008

Rai Management Journal - Vol 6 Issue: 2

BIBLIOGRAPHY:

1. Edwin B.Flippo, Personnel Management, McGraw Hill.

2. K.Ashwatappa, Human Resource Management, 9/e,
Tata McGraw Hill-2007.
3. CB Memoria and S.V.Gankar, Personnel Management:
Text and Cases, Himalaya Publishers-Bombay-2007.
4. Sinha:Industrial Relations, Trade Unions and Labor
Legislations-Pearson 2007

Websites

http://payroll.naukrihub.com/compensation/

http://www.hrmguide.co.uk/performance_and_compensation/
reward_management.htm

http://www.bola.biz/rewards/rewards.html