CONCLUSION

9.
REFRENCES

Page 6 of 41

CHAPTER
1 INTRODUCTION
Job satisfaction describes how content an individual
relatively
is with his recentherterm
or often job. Itsince
is a in previous centuries the
person
jobs were
available predetermined
tofactors
a particular by the occupation
are
of a
thatvariety
person’s of parent. that can influence a person’s
of these
level factors
of job includeThere
satisfaction. the
Some level of pay and benefits,
promotion
the perceived system
fairnesswithin a
of the company, the quality of
leadership
the working and social relationships,
conditions, the job itself (the
interest
variety ofand challenge
tasks involved, thethejob generates, and the
description/requirements).
clarity of they
the job The happier people are
satisfied
within their job,arethesaid
more to be. Job satisfaction is not
although
the sameitasismotivation,
clearly linked. Job design aims to
performance
enhance methods
job satisfaction include
and job rotation, job
Other influences
enlargement and on
jobsatisfaction
enrichment. include the
employee involvement,
management style and empowerment
culture, attribute and
satisfaction
autonomous isworkgroups.
a very importantJob which is
organizations.
frequently The
measured most
by common way of
where employees
measurement is thereport
use of their reactions
rating scales to their jobs.
pay, work responsibilities,
Questions relate to relate variety
of of tasks,
itself and
promotional co-workers.
opportunities Some questioners
the work ask yes or
ratequestions
no satisfaction while onothers
1 – 5 scaleask towhere 1 represents
represents
“not all satisfied” and 5
“extremely
satisfied.

Page 7 of 41

1.1 Background of
the Study
People management is an important aspect of
emanated
organisational from the recognition
processes. This that the human
organisation
resources of itself are synonymous.
an organisation and theA well-managed
normally
business considers
organisation the average employees as the
gains.
primaryThesesource organisations
of productivity consider employees
foundation
rather than of the business
capital asgoals,
the core and contributors to firm
achievement
development. of
Tofirmensure thethe organisation creates
and
an cooperation
atmosphere of for its
commitmentemployees through policies
satisfaction.
that facilitate Satisfaction
employeeemployees of human resource finds
employees.
close links toMotivated
highlyproductivity
motivated and then develop
resulting
loyalty or to greater
commitment to the firm
However,
lower even rates.
turnover with the widespread recognition of
the
the relationship between
importancecommitment,
of facilitatingjob satisfaction and
organizational
motivation in facilitating there are varying
this. The earliest
perspectives on strategy
the means isoftodoing
use wage increases to
motivation
link to
job satisfactionorganizational
and commitment (Hill &
recognition
Wiens-Tuers that this
2002). is
With notthe enough to bring about
satisfaction,expressed
motivation other perspectives
in job emerged giving
training
particular and skills development
importance toofthe of employees
the underlying
(Woodruffe principle
2000) continuous
appliedresource organisational
through management,
only an aspect
learning. Since of
thishuman
covers a
targets
holistic the development
approach emerged of a
thatcertain quality of
2001) that
employment life covers fair wages,
(Champion-Hughes benefits, other
development
employment to support
conditions, the
andfacilitation
career of motivation
towards
and job organisational
satisfaction directed
This means that achieving motivation and job
commitment.
organizational
satisfaction to commitment
develop is not simple or easy and
context
works of individual
according to firms. Although, there are best
the
is up to the
practices individual
within organisations
industries, to determine
it To determine
meet
which its needs
human and
resourceobjectives.
strategies the
develop
manner and
that achieve
individual organizational
industries commitment
motivation,
through jobat the study willand
satisfaction investigate in-depth
Pagethe 6 / 41
Amar
humanujala resource strategies of
haldwani.