Study Finds Factors Driving Job Satisfaction at Major FMCG Company

Study on job satisfaction
CHAPTER 1
EXECUTIVE SUMMARY, INTRODUCTION, THEORIES OF JOB SATISFACTION, COMPANY PROFILE
EXECUTIVE SUMMARY
HINDUSTAN UNILEVER (P) LTD. Is situated in santhome, Chennai. About 600 employees are working in this company. This research has been done to find out the satisfactory level of employees in their respective jobs and factors influencing their satisfaction about the job. The data was collected from direct feed back of the employees. About 30 employees were introduced and the details of the experience, feeling about their job, motivation type, promotion criteria, training system, working condition provided by the company, etc. were analyzed and satisfaction level was established among various employees. The report gives the details about job satisfaction of the HINDUSTAN UNILEVER (P) LTD. Suggestions are also added with this report to overcome the problems to make the employees more satisfactory.
INTRODUCTION
Job satisfaction refers to person feelings of satisfaction on the job, which act as a motivation to work and it is dynamic in nature. Everyone has an emotional reaction pertaining on their job. It can decline more quickly than it develops because employees spend approximately one third of their life at work. Their expectation is constantly changing regarding their job hierarchy round the clock through the year. Good feelings can come from high performance, quality work, learning new skills, working as part of a team assisting co-workers, demonstration personal growth and receiving compliments. All workers can exploit at least 10 sources of satisfaction. RATING SOURCES OF JOB SATISFACTION: Productivity Quality of work Learning Expressing Creativity Professionalism Recognition Teamwork Social Satisfaction Personal Growth Work Environment Rewards Job satisfaction increases with age, mostly because of seniority. Education level can also contribute to JOB SATISFACTION. Generally, higher the education, the more
Study on job satisfaction likely he or she will be dissatisfied with the job, thinking he or she is qualified to do a better job. MEANING OF JOB
Job is defined as any definite piece of works especially a trifling or temporary on nature. It can be any under taking or employment with a view of profit. It can be task or bit of work. DEFINITION OF JOB According to oxford dictionary, job is a regular paid position or post. It is a piece of work, task or assignment. It is a responsibility or function of somebody towards something.
MEANING OF JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and coworkers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). Job satisfaction is the favorableness or unfavorableness with which employee view their work. It expresses the amount of agreement between once expectations of the job and rewards that the job provides to him. Job satisfaction is a part of life satisfaction. Since a job is an important part of life, job satisfaction influences once
general life satisfaction arises from a complex set of circumstances in the same way that motivation does job satisfaction is dynamic one. Job satisfaction is closely linked to the psychological approach to motivation, is the job satisfaction. What are the characteristics of job, which gives the job satisfaction to the employees? These are the dependent variables of job satisfaction; some of them are listed down by Locke and others. Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal well being. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment. For better or worse, employees spend many of their waking hours at work. In addition to working on assigned tasks, they typically interact with other persons (supervisors, fellow employees), and are exposed to organizational policies and practices. All these, in turn, influence employee feelings about their jobs and organizations that employ them. These feelings are often called job attitudes. A variety of attitudes relating to employment has been measured and studied. Examples include(1)-job involvement (preoccupation with ones work) (2)-organizational commitment (loyalty to ones employer) (3)-job satisfaction. Only satisfaction is discussed here because it has the longest history of both theory and measurement. Managers are concerned about job satisfaction for two main reasons. First, they often believe that job satisfaction influences such employee behaviors as attendance and length of service. It is commonly assumed that positive satisfaction leads to positive behaviors. Second, managers seek favorable satisfaction in its own right. In this context, managements view employees as a group to satisfy,
much as they attempt to satisfy other groups such as customers, clients, and investors. Positive job satisfaction provides evidence that management is doing all right by its employees. DEFINITIONS OF JOB SATISFACTION
Job satisfaction has been defined as a pleasurable emotional state
resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affecting (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.
"Job satisfaction is defined as "the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs" (Spector, 1997, p. 2). This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." (Williams) The job satisfaction of employee means the subjective sensational response to the relevant objective factors of jobs. Within this research, the operational definition of employee job satisfaction is based on the sum of variance between expected satisfaction and actual satisfaction in the mind or job takers (MSQ) proposed by Weisset al. (1967). We also refer to the measuring scales of job satisfaction research respectively proposed by Feng (1997) and Chen (2002). Job satisfaction: a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences. (Locke)
WHAT IS JOB SATISFACTION? The most commonly accepted definition views job satisfaction as depending on an evaluation the employee makes of the job and the environment surrounding the job. This evaluation depends on two components: (1)-what the employee actually experiences at work, what is. (2)-what values are desires for rewards the employee brings to the work place, what should be. Satisfaction is high when what is corresponds to what should be. Dissatisfaction occurs when the employee believes that these two components do not correspond. FACTORS OF EMPLOYEES JOB SATISFACTION: There are two main factors of employees job satisfaction and they are: External satisfaction Internal satisfaction External satisfaction: Workers show their own satisfaction extents on factors like pay, promotion, superiors admiration and affirmation and colleague interaction rising from tasks. Internal satisfaction: Workers show their own satisfaction extents on the values, responsibility sense, social status, positions, autonomy and self-esteem triggered by tasks themselves. HISTORY OF JOB SATISFACTION: One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne
Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munster berg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, selfesteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories.
IMPORTANT AMONG THEM ARE GIVEN BELOW: 1. Challenging Job: Job must have scope for application of skill, knowledge and
initiative. Above all it must be meaningful. Herzberg`s satisfiers and job characteristic theory and relevant here. 2. Equitable Rewards: More than the rewards equity and fairness of reward is equally. Equity theory of motivation is relevant.
3. Supportive Working Condition: Supporting working conditions are equally important as the condition of work itself to improve job satisfaction. Persons are to accept even a lower pay if the work place is near home an example. This is linked to the absence of Herzberg`s dissatisfies. 4. Supportive colleagues /supervisors: This yet another aspect with satisfy an employee. Web has referred earlier the role of good supervision. Herzberg`s absences of dissatisfies, McCleliands affiliation need theory and social information processing model etc. are relevant. Job satisfaction of an individual varies in accordance with the dynamic environment and social requirements. Job satisfaction is a generalized attitude towards the job based on evolution of different aspects of the job characteristic to be evaluated together in a same way. The cluster of attitude questionnaire includes pay, working conditions, supervisions, and interpersonal relations, on the job security. In effect, an employee can assume to have a composite attitude about job as whole. Job satisfaction is the contents to which a person is attached toward his job and the activities associated with it. Job satisfaction is basically an individual matter. Job satisfaction is the ultimate function of so many individual attitudes taken together. If it is very complex, complicated and personal experience. Locke gave comprehensive definition of job satisfaction as a pleasurable or positive emotional state resulting the appraisal of once job or job experience. There are three important dimensions of job satisfaction is an emotional response to a job situation. As such it cannot be seen, it can only be inferred. Second, job satisfaction is often determined by how well outcomes exceed expectations. For example, if organizational participants but feel that they are working much harder than other in the department, but are receiving fewer; they will probably have a negative attitude toward the work, the boss and or coworkers. They will be dissatisfied or the other hands if they feel, they are treated very well and being paid equally; they are likely to a positive attitude towards the job. CONCEPT OF JOB SATISFACTION
Job satisfaction is the end feeling of a person after performing a task. To the extent that a person's job fulfills his dominant needs and is consistent with his expectations and values, the job will be satisfying. The feel would be positive or negative depending upon whether need is satisfied or not. Job satisfaction is different from motivation and moral. Motivation refers to the willingness to work. Satisfaction, on the other hand, implies a positive emotional state. Morale implies a general attitude toward work and work environment. It is a group phenomenon where as job satisfaction is an individual feeling. Job satisfaction may be considered a dimension of morale and morale could also be a source of satisfaction. Attitudes are pre-dis-positions that make the individual behave in a particular way. Job satisfaction, on the contrary, is the end feeling which may influence subsequent behavior. Thus, job satisfaction is an employee's general attitude toward his job. IMPORTANCE OF EMPLOYEE JOB SATISFACTION It is an established fact that job satisfaction usually leads to qualitative and quantitative improvement in performance. Satisfaction in job includes motivation and interest in work. When work becomes interesting, the worker gets pleasure, job of his choice gives him tremendous psychological satisfaction. Every individual has certain needs, aims and motives that he wants to fulfill. Every worker strives hard to achieve maximum job satisfaction and even the management should recognize the need for job satisfaction as it directly influences the overall production. The satisfaction which people experience in their job is in large part the consequence of the extent to which the various aspects of their work situations tend to be relevant to their job related value systems. Thus every individual has special abilities, inherited capacities, interest and aspirations. Those jobs, which provide the worker, a chance to fulfill his interest and aptitudes gives him satisfaction and motivates him for efficient and qualitative performance. IMPORTANCE TO WORKER AND ORGANIZATION: Frequently, work underlies self-esteem and identity while unemployment lowers
self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour workedseems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" (quoted in Brown, 1996, p. 123). SATISFACTION FACETS:
Employees experience satisfaction with many different components or facets of the work environment. Three in particular deserve mention: (1)-organizational policies and promotions, and job security) practices (for example, compensation,
(2)-the people one works with, including supervisors and co-workers. (3)-the work itself. Bear in mind that satisfaction with any single facet may not be highly related to satisfaction with any other facet. Satisfaction with alternative job facets:
Employee
Facet
Co-workers Organizational policies Work itself
High Low Low
Low High Low
As a hypothetical example, the above figure shows employee A as satisfied with fellow employees but satisfied with the work and HR policies. Such independence is significant when management attempts to influence the satisfaction of its work force. To be effective, policies aimed at improving satisfaction require correct identification of those job characteristics that employees believe need improvement. This, in term, requires that assessments of satisfaction measure each facet separately.
THEORIES OF JOB SATISFACTON
Several different theories exist concerning the dynamics of job satisfaction and its general impact upon worker behavior.
MASLOW'S THEORY The need hierarchy notion of Maslows (1954) when was outlined in detailed is also relevant to the present topics. Jobs, which are able to satisfy more of the Maslow's needs, would be jobs, which would result in greater satisfaction on the part of the employees.
VROOM THEORY Like Maslow's model room's theory (1964) discuss is also relevant here. In Vroom's model, job satisfaction reflects valance of the job for this incumbent. Therefore from propositions, it would follow that the strength of the force on a worker to remain on his job is an increasing function of the valence of his job. Thus satisfaction should be negatively related to turnover and absenteeism, which is seems to be whether or not this valence should also lead to greater production while on the job is less clear, however a point which again seems to be upheld by the highly ambiguous existing data.
STRODILL'S THEORY
As we have pointed out several times one of the major sources of frustration in job satisfaction research is that therefore does not seems to be any clearly defined relationship between degree of job satisfaction and quality and quantity of job performance. Strodill's(1959) extremely concerned with this; decided that it was time to stop trying to value satisfaction as a causer job performance. Instead he felt it is much more appropriate to view the individual in terms of the context of the total organization.
Strodill's conclusions were that the 'output' of organization is group integration, production and morale, further, satisfaction of individual expectation result in group integration and cohesiveness but it is not necessarily related to satisfaction when the condition leads to high morale and production are also those which lead to the reinforcement of worker expectations.
DETERMINANTS OF JOB SATISFACTION:
The various factors influencing job satisfaction may be classified into two categories:
1. Environment factors, and 2. Personal factors
ENVIRONMENTAL FACTORS
These factors relate to the work environment, main among which are as follow:
JOB CONTENT Hertzberg suggested that job contents in term of achievement, recognition,
advancement, responsibility and the work itself tend to provide satisfaction but their absence does not cause dissatisfaction. Where the job is less repetitive and better paid, more challenging and provides greater freedom of operation. Such jobs carry greater variety in job content; job satisfaction tends to be higher. Specialization increases repetitiveness leading to boredom and monotony. But greater variety of task may not increase satisfaction unless the tasks from a unified, integrated and meaningful whole.
OCCUPATIONAL LEVEL The higher the level of the job in the organizational hierarchy the greater the satisfaction of the individual. This because positions at higher levels are generally better paid, more challenging and provides greater freedom of operation. Such jobs carry greater prestige, self-control and need satisfaction. One study revealed that professional people the most satisfied followed by salaried workers and factory workers were the least satisfied with their jobs.
PAY AND PROMOTION
All other things being equal, higher pay and better opportunities for promotion leads to higher job satisfaction.
WORK GROUP Man is a social animal and likes to be associated with others interaction in the work group help to satisfy social and psychological needs and therefore. Isolated workers tend to be dissatisfied. Job satisfaction is generally high when an individual is
accepted by his peers and has a high need for affiliation.
SUPERVISION Considerate supervision tends to improve hob satisfaction of workers. A considerate supervisor takes personal interest in his subordinates and allows them to participate in the decision making proves of high status and strongly directive leaders. Employee satisfaction from supervisory behavior depends upon the influence which the supervisor exercises on his own superior.
PERSONAL CHARACTERISTICS Personal life exercises a significance influence on job satisfaction. The main elements of personal life are given below:
AGE Some research studies reveal a positive correlation between age and job satisfaction. Workers in the advanced age group tent to be more satisfied probably because they gave adjusted with their job conditions. However, there is a sharp decline after a pointy perhaps because an individual aspires for better and more prestigious job in the later years of his life.
SEX One study revealed that women are less satisfied than men due to fewer job opportunities for females. But female workers may be more satisfied due to their lower occupational aspirations.
EDUCATIONAL LEVEL Generally more educated employees tend to be less satisfied with their job probably due to their higher hob aspirations. However, research does not yield conclusive relationship between these two variables.
MARITAL STATUS The general impression is that married employee and employees having more dependents tend to be more dissatisfied due to their greater responsibilities. But such employee may be more satisfied because they value their jobs more than unmarried workers.
EXPERIENCE Job satisfaction tends to increase with increasing years of experience. But it may decrease after twenty years of experience particularly among people who have not realized their job expectations.
MODELS OF JOB SATISFACTION Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory. Another well-known job satisfaction theory is the Dispositional Theory. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism leads to higher job satisfaction. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory [citation needed]. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism leads to higher job satisfaction [citation needed]. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. 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.
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 criticized in that it does not specify how motivating/hygiene factors are to be measured.
Job Characteristics Model Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core jobs 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.
CREATING JOB SATISFACTION So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each
member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997). Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings by Ting (1997) show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions: When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?
WORKERS' ROLES IN JOB SATISFACTION:
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stressmanagement techniques. ASSURING JOB SATISFACTION: Assuring job satisfaction, over the long-term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it
is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains; there is some level of job satisfaction.
SURVEYING JOB SATISFACTION:
Before management can develop policies and practices to increase employee satisfaction, or maintain existing levels if they are found to be acceptable, information must be obtained from the organizations work force. Management can informally acquire some insights into satisfaction levels based on impressions obtained from employees. Unfortunately, information gathered in this way may be misleading. Employees understandably are often reluctant to tell supervisors negative things about their hobs. Moreover, such information will almost certainly be obtained from a non representative sample of all employees. An accurate assessment of employee satisfaction ordinarily requires a more formal procedure. Satisfaction surveys are often conducted to get systematic information from employees. Such surveys are not as prevalent as assessments of performance, but studies of organizational practice indicate they are conducted frequently. The National Industrial Conference Board, for example, found that 71 percent of large organizations conducted employee attitude surveys. In more than 90 percent of these organizations, the P/HR function was responsible for the survey process.
Satisfaction surveys can provide information on how employees feel about their jobs and the organization. However, surveys are not completely neutral informationgathering devices. Employee expectations may be raised simply because employees are asked to participate in the survey process. Failure to follow up on the survey with appropriate managerial action may result in lower employee satisfaction than existed before. Thus, satisfaction surveys should not even be conducted unless management is ready to make changes in policies and practices are called for by the surveys results. Assuming management is prepared to make changes; a satisfaction survey involves: Choice of a satisfaction measure, Administration of the measure, Analysis of results and feedback, followed by Administrative action.
Each of these is discussed below.
SATISFACTION MEASURES: Satisfaction is usually measured with paper-and-pencil questionnaires completed by employees. Many early satisfaction questionnaires attempted to measure only overall satisfaction. More recently, with the increased knowledge of satisfaction facets, measures have been designed to assess satisfaction along a variety of dimensions. An organization preparing for a survey is well advised to include measures of facets, as well as overall satisfaction, because they provide somewhat different information for managers. There are several good reasons for using a satisfaction measure that has already been developed rather than tailoring an instrument specifically for the organization in which it is going to be used. First, satisfaction questionnaire construction is a difficult and time-consuming activity.
The second reason is not quite so obvious and has to do with the nature of satisfaction itself. Unlike the measurement of, say, length or weight, satisfaction has no obvious zero point. It is very difficult, in the abstract, to say at what point satisfaction becomes dissatisfaction, or vice versa. Moreover, it is difficult to identify a level of satisfaction that is acceptable in some abstract fashion. As a consequence, it is highly desirable to be able to compare current employee satisfaction levels with some standard or norm. One such norm can be obtained from ones employees by assessing satisfaction at more than one time. If the same measuring instrument is used each time, it is possible to find out if satisfaction is increasing or decreasing over time. It is possible to find out if satisfaction is increasing or decreasing over time. Another norm can be obtained from satisfaction measure has been widely used and information on other employees has been recorded and made available.
SATISFACTION SURVEY ADMINISTRATION: Administration of a satisfaction survey must be planned and conducted carefully because there are several biases that can influence the results. One problem occurs if the sample of surveyed employees does not represent the total group to be considered. For example, satisfaction varies systematically with age. Older employees are usually more satisfied than younger employees. A sample that does not adequately represent all age levels in the organization will thus provide am erroneous view. Management often includes all employees in the survey to overcome this type of bias. A more subtle bias, having to do with the accuracy of the responses provided by the employees survey, can also occur. First bias is likely if employees are not motivated to answer the questionnaire seriously. To overcome this problem, management should have a specific purpose for conduction the survey and communicate that purpose in the survey instructions. To illustrate, a large national marketing organization found that sales people were more likely to feel that satisfaction surveys were desirable if they believed management acted on the results. Such a finding again suggests that
management should not conduct a satisfaction survey without making a specific commitment to follow up on the results. A second source of bias occurs when employees are afraid to give honest responses. They may believe their responses will somehow be used against them. If, for example, employees think a supervisor is unsatisfactory, reporting such information may lead to supervisory retaliation. Overcoming these potential employee biases requires careful planning and administration. The integrity of the survey may be enhanced if it is administered and analyzed by an outside group such as university researchers. In any event, anonymity should e assured and strictly enforced.
ANALYSES AND FEEDBACK: Analysis of satisfaction survey information typically involves two issues. Usually management wants to know how satisfaction varies among different groups of employees. This is often accomplished by calculating the average satisfaction on each facet measured for groups in different parts of the organization (such as departments), different job levels, and perhaps employees with different characteristics- such as age, sex, and time with the organization. Choice of appropriate groups partly depends on managerial estimates about where differences in satisfaction might exist. Average satisfaction among different groups can then be compared. Comparisons can also be made with employees working in other organizations if a standardized measure with such information is used. About the only constraint is to ensure that the number of employees in any group does not become so small that the responses become unreliable or that individual responses can be identified. In some cases, the organization may also want to see if satisfaction is related to other behaviors, such as employee attendance or length of service. For example, satisfaction levels across departments could be compared to turnover levels across departments.
If the results of the survey are going to be beneficial, they must be communicated to the managers responsible for the changes suggested. The P/HR department is likely to be involved in providing such feedback. In communicating to managers, it is appropriate to focus on the positive steps that can be taken for future improvement, rather than to concentrate on the problems that caused difficulties in the past. For this reason, it is often wise to start the feedback with top management who will be responsible for establishing policy on the actions taken to improve employment conditions. Starting with top management serves the additional purpose of showing others in the organization that the survey results will be taken seriously. There are also good reasons to give feedback to the employees who participated in the survey. Feedback will likely have a positive impact pm employee attitudes toward the survey process. A large data processing firm, for example, found that employees who received feedback (compared to those who did not) were most likely to (1) believe management was doing something about the survey results and (2) are satisfied with the feedback procedure. Incidentally, this organization also found that the most favorable employee responses occurred when the feedback was provided to small groups rather than in written form or in plant wide meetings. Obtaining employee suggestions for improving employment conditions is another reason to provide employees with survey feedback.
ADMINISTRATIVE ACTION: The specific actions that management takes following a satisfaction survey, or course, depend on the results. There are, however, several general possibilities to keep in mind. First, the adequacy of present policy guidelines can be obtained be studying current issues and their impact as revealed by the survey. In addition, new organizations often do not have a well-developed policy manual and typically feel that they can do without it. The attitude survey can indicate whether the organization has matured to the point that some statement of policy might allow for more autonomous action by the managers in the field or by different parts of the organization.
Second, handling supervisory problems is one of the most important aspects of work and yet one of the most difficult. The attitude survey can provide feedback on how the workers view the present cadre of supervisors. Only turnover and absenteeism give clearer evidence of supervisory problems than that provided by the satisfaction survey.
MEASURING JOB SATISFACTION: There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.
JOB SATISFACTION AND EMOTIONS: Mood and emotions while working are the raw materials which cumulate to form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion regulation and emotion labor are also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:
1. Emotional dissonance. Emotional dissonance is a state of discrepancy between
public displays of emotions and an internal experience of emotions that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers
emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might
positively affect job satisfaction. Performance of emotional labor that produces desired outcomes could increase job satisfaction. RELATIONSHIPS AND PRACTICAL IMPLICATIONS: Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonworking satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r=.18; the average true correlation, corrected for research artifacts and unreliability, was r=.30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher (=.52) than for jobs of low to moderate complexity (=.29). In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance is the result of personality.
CONCLUSIONS AND FUTURE DIRECTIONS: The field of industrial/organizational psychology has a long, rich, and, at times controversial history related to the study and understanding of employee attitudes and job 404 HUMAN RESOURCE MANAGEMENT, winter 2004 satisfaction. Some of this research is very specific and aimed primarily at other researchers, while other publications provide practical guidance on understanding, measuring, and improving employee attitudes (e.g., Edwards & Fisher, 2004; Kraut, 1996). One likely future direction of employee attitude research will be to better understand the interplay between the person and the situation and the various internal and external factors that influence employee attitudes. In particular, a better understanding of the role of emotion, as well as broader environmental impacts, is needed and has been largely overlooked in past research. In addition, ongoing research will provide more in-depth understanding of the effects of employee attitudes and job satisfaction on organizational measures, such as customer satisfaction and financial measures. Greater insights on the relationship between employee attitudes and business performance will assist HR professionals as they strive to enhance the essential people side of the business in a highly competitive, global arena.
CHAPTER 2
REVIEWS OF LITERATURE
REVIEW OF LITERATURE
A study on relationship among leadership, organizational culture, the operation of learning organization and employees job satisfaction
Su-Chao Chang National Cheng Kung University, Tainan, Taiwan, ROC, and Ming-Shing Lee Graduate Institute of Business Administration, National Cheng Kung University, Taiwan, ROC ABSTRACT
Purpose The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees job satisfaction. Design/methodology/approach A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies. Findings The research results indicate that the various operation extents of learning organization have significant difference under the dimensions of leadership, organizational culture and the operation of learning organization. Both leadership and organizational culture can positively and significantly affect the operation of learning organization. In addition, the operation of learning organizations has a significantly positive effect on employees job satisfaction. Research limitations/implications Although this research is adopted with questionnaire investigation and concise questions to the best of ones ability it is still not known whether the respondents can substantially understand the original contextual meaning of the questionnaire to show the results with a true reflection.
Study on job satisfaction Practical implications The paper shows that, with the increasing number of knowledge workers in Taiwan, it is impossible for business administrators to satisfy employees demands by means of conventional leadership. Instead, they are required to enhance their own skills in transformational leadership and, through setting a good example to employees, encouraging innovation and learning activities, developing employees potentials, giving education and training activities, etc, more money incentives, this is necessary to keep people with excellent talents. Originality/value The paper adopts the experimental methodology to observe the learning achievement within the business organizations in Taiwan. Also, an attempt is made to make business organizations aware of the effect of organization learning activities in Taiwan and the job satisfaction of employee.
Keywords Leadership, Organizational culture, Learning organizations, Job satisfaction, Taiwan
Paper type Research paper
Job satisfaction of employee
Review by:
Su-Chao Chang
National Cheng Kung University, Tainan, Taiwan, ROC, and
Ming-Shing Lee
Graduate Institute of Business Administration, National Cheng Kung University, Taiwan, ROC
Author: Hoppock (1935) indicates that job satisfaction means the mental, physical and environmental satisfaction of employee and the extent of job satisfaction can be known by inquiring employees about the job satisfaction extents. The academic definitions of job satisfaction can be divided into three types. Namely:
(1) Integral definition: This definition emphasizes workers job attitude toward environment with focal attention on the mental change for individual job satisfaction of employee (Locke, 1976; Fogarty, 1994; Robbins, 1996). (2) Differential definition: It emphasizes job satisfaction and the difference between the actually deserved reward and the expected reward from employees; the larger difference means the lower satisfaction (Smith et al., 1969; Hodson, 1991). (3) Reference structure theory: It emphasizes the fact that the objective characteristics of organizations or jobs are the important factors to influence employees working attitude and behaviors but the subjective sensibility and explanation of working employees about these objective characteristics; the said sensibility and explanation are also affected by self reference structures of individual employee (Morse, 1953; Homans, 1961).
Satisfaction, Work Values, and
Sex Differences in Taiwan's Organizations
CHAU-KIU CHEUNG Department of Applied Social Studies City University of Hong Kong
STEVEN A. SCHERLING Department of International Business Chinese University of Hong Kong
ABSTRACT-
This study of 927 employees in Taiwan is an attempt to explain job satisfaction and sex differences with reference to work values. Initially, the results confirmed that both job satisfaction and work values consisted of 4 common dimensions pertaining to the task, team, reward, and status. Subsequent analyses showed that male employees had higher rank and higher task, team, and status satisfaction than did female employees. The sex difference was not attributable to differences in work values. Placing higher values on the task and team dimensions and a lower value on the reward dimension seemed to lead to greater job satisfaction.
THEORY AND RESEARCH ON JOB SATISFACTION and work values have been focused on cases in the Western world and have not addressed issues in
Study on job satisfaction other societies and ethnic groups ( Tuch & Martin, 1991). More research is necessary to elucidate relationships among gender, job level, work values, and job satisfaction in nonWestern societies such as Taiwan because of the paucity of published studies of gender and work among Chinese people (Chia, Allred, & Jerzak, 1997; Hui & Tan, 1996). Such research is of interest because the sociocultural context of Taiwan is sharply different from that of Western countries and therefore furnishes a crucial test for sex differences in dimensions of job satisfaction and work values, with regard to task (intrinsic reward), team (social reward), reward (tangible reward), and status (promotion) dimensions, and job level, which appear to be important factors of job satisfaction identified by studies in the West.
Job Satisfaction and Intent to Leave
CHAN M. HELLMAN Tulsa Community College ABSTRACT. In this study, meta-analytic procedures were applied to determine the generalizability of the relationship between job satisfaction and intent to leave. The results were consistent with the hypotheses: The relationship between job satisfaction and intent to leave was significantly different from zero and consistently negative. Furthermore, across levels of job satisfaction, employees from a large U.S. federal agency were less likely than employees within the private sector to leave the organization. Subsequent analyses on the federal agency studies showed that career stage indicators (age and tenure) moderated the relationship between job satisfaction and intent to leave.
THE VOLUNTARY TURNOVER of desirable employees is generally considered detrimental to the organization, both in replacement costs and work disruption. In an effort to promote clarity, theorists have sought to explain factors that predict turnover. Fishbein and his colleagues
Study on job satisfaction (Fishbein, 1967; Fishbein & Ajzen,1975) argued that behavioral intention is the primary antecedent to actual behavior. A review of studies conducted primarily in the United States indicated that Intent to leave an organization has gained much empirical and theoretical support as an important predictor of actual turnover (Kraut, 1975; Mobley, Horner, & Hollingsworth, 1978; Prestholdt, Lane, & Mathews, 1987; Steel & Ovalle, 1984; Tett & Meyer, 1993).Steel and Ovalle (1984), using meta-analytic methods, compared the relationships of job satisfaction, organizational commitment, and turnover intentions with actual turnover.
Life and Job Satisfaction: A Two-Wave Panel Study
DUNCAN CRAMER Department of Social Sciences Loughborough University ABSTRACT A time-related relationship between job and life satisfaction over 13 months was examined in 299 professional employees of a British engineering company, using cross-lagged panel correlation and latent variable LISREL analysis. Although the cross-lagged correlations were significantly positive, the difference between them was not significant, implying a spurious or reciprocal relationship between the two variables. The cross-lagged path coefficients in the LISREL models were not significantly positive, suggesting that the relationship between these two variables was spurious and due to error variance. Test-retest coefficients for both variables were moderately positive, showing that the relative ranking of individuals on these variables was fairly stable.
Job Satisfaction Differences Between Military and Ex-Military Personnel: The Role of Demographic and Organizational Variables
Study on job satisfaction FIONA ALPASS Department of Nursing and Midwifery Massey University Palmerston North, New Zealand
Nigel Long, Kerry Chamberlain, and Carol MacDonald Department of Psychology Massey University Palmerston North, New Zealand
This study examines differences in job satisfaction between military and ex-military Personnel and examines the contribution of demographic, dispositional, and organizational variables to those differences. Analysis of data from 571 current New Zealand Army personnel and 171 exArmy personnel found that Army personnel rated significantly lower than the latter on overall job satisfaction and on 7 of 15 job satisfaction facets. For both groups, high leader support, low job conflict and pressure, and high challenge, autonomy, and job importance were related to high levels of job satisfaction. For Army personnel, low levels of negative affect (a propensity to have a negative outlook on life in general), shorter tenure, and low centralization and formalization also contributed to higher levels of job satisfaction. For ex-Army personnel, income contributed to higher levels of job satisfaction. There were a number of significant differences, however, between Army and ex-Army groups on job satisfaction predictors. These results suggest that differences in job satisfaction between the two groups may be due to (a) different variables that contribute to job.
Satisfaction Of Accomplishment
Book Review by HONNASIRI
Study on job satisfaction Author: SUNIL NORONHA
A high point of possible achievement- is there one or can we reach as high as we choose to? We can always aim for and reach higher if we have what it takes. The higher we want to reach, the greater the price is to pay. If we dont, that accomplishment-though it will be credited to uswould only cripple us preventing us from enjoying it. The whole effort then becomes nullified (with the pain it causes) making it a pointless achievement because at the end of it we are too weakened to actually sit back and enjoy it. We seem to have the perception that by limiting ourselves, saying that weve done enough, we dont allow ourselves to reach our heights. We tell ourselves that theres never enough to be done and that we have done that and whatever else is there to do beyond that is a matter of pride. Why is it that we try to achieve anything at all in the first place? Weve all got a desire to achieve something, maybe that is our purpose. An achievement that we value satisfies us, it puts our souls at peace. When you do accomplish such a feat, if you allow yourself to enjoy it after, youll find yourself not wanting more because the urge of your soul to achieve it has been satisfied. If the achievement is not something you value, youll look for that achievement which you value in other achievements till you find it. We hide this search for satisfaction of accomplishment with our efforts to achieve better and better, more and more, higher and higher which are of no avail. Instead of wasting our time and energy this way, we should figure out what we really want and then let that put our souls at peace by first achieving it and then allowing ourselves to enjoy it. Till that peace keeps our souls at rest, there is no need to achieve anything more. We can relax in that satisfaction that that accomplishment gives us until we run out of it again. Let us learn to enjoy a job well done. The result of a job done voluntarily is satisfaction of the soul because of the joy and happiness that it brings to the soul. It has its own sacrifice and suffering but they are enjoyable because we know what they will result in. If you want to love what you do, do only what you love to. It disallows inadequacy
Satisfaction and Employee Turnover
Book Summary by: AcaDemon

Published: November 12, 2006
When employees identify with organizational goals, they are less likely to leave the organization to work for another. This paper explains that, in order for firms to survive in a global economy, they need to design effective human resource management (HRM) practices that encourage the retention of high-performing employees, particularly among skilled employees. It shows how past research has linked various human resource management practices to employee turnover. This paper assesses which HRM practices have the greatest impact on employee satisfaction and have the potential to reduce employee turnover.
Workers in Internal EAP Settings
Book Summary by: AcaDemon

Published: November 12, 2006
This study attempts to determine the relationship between work autonomy and job satisfaction of EAP social workers in internal employee assistance program settings by looking at a number of work related factors. To begin with, the paper considers the extent of the relationship, if any, between work autonomy and job satisfaction among social workers. It then looks at the nature of job satisfaction from a social Worker's perspective as well as how employee assistance programs can assist social work managers in improving social worker job satisfaction.
Managers Can Create Satisfied Employees
Book Review by: Adnan
Study on job satisfaction Author: Anonymous

Published: February 15, 2006
MANAGERS CAN CREATE SATISFIED EMPLOYEES: A review of the evidence has identified four factors conducive to high levels of employee job satisfaction; mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. Importantly, each of these factors is controllable by management.
SOME OTHER IMPORTANT REVIEWS ARE AS FOLLOWS:
Venzelest (1951) sociometric rating of inter-personnel desirability and satisfaction questionnaire response was obtained on the group of carpenters. A factor, analysis of the data available yielded two factors named general satisfaction and favorable attitude towards company worker popularity and correlated or attitude towards income showed little correlation with other variables probably due to the inflexibility or pay rate on these jobs. Konungo (1952) suggested that investigation of organizational phenomenon such as productivities satisfaction and involvement of workers in their requirement of some theoretical or rational formulation. Strong (1955) found a positive and significant vocational interests and satisfaction. But the relationship was not varying high. Most probably because measurement of interest kinds to concern itself with defining satisfaction is rent in jobs itself. Where as all jobs do not possess such sources of stimulation nor is everyone motivated to find more as and in itself. Strangers (1958) in a study, significant difference in job satisfaction were obtained between workers in a communist union, in a non communist union and are a controlled group. The interpretation of data that persons keenly dissatisfied with their jobs which develop aggressive tensions and are attracted to doctrines and group, which after cutlets for aggression. Butler (1959) conducted a questionnaire and interview study of 27 factory foremen factors studied included their votes as supervisors or subordinates security pay and protects the useful
Study on job satisfaction of the concept of Job satisfaction in a study is questioned. The active personal sense of being fully response for a defined work over a strong motivating force with most foremen. Hop Pock (1960) job satisfaction scored 23 employed adult was followed up there appears to a positive relationship between job satisfaction and age. The adults who changed job showed the greatest increases in the job satisfaction. Grahm (1966) through proper supervisory and organizational practices, much can be done to motivate can individual towards greater productivity while allowing him to fulfill his psychological needs. Rother (1968) analyzed the attitude of various employees towards job and company date from two independent studies of job satisfaction is analyzed in terms of herbergs two factor theory. Nasain (1973) investigations revealed that the drilling of not while accomplishment and lack of consistency in management policies where the contributing factors in their satisfaction. Rajappa (1978) has high listed the importance of working environment in the analysis of work motivation satisfaction. Sharma (1983) has also emphasized the importance of organizational climate in employee work motivation and job satisfaction.
CHAPTER 3
NEED FOR THE STUDY, SCOPE OF THE STUDY, OBJECTIVES OF THE STUDY, RESEARCH METHODOLOGY
NEED FOR THE STUDY
It is important for the organization to know the feelings of its employee towards their job so as to supervise them well in tone with the organizational objectives. It is also important to motivate the employees towards the organizational objectives.
To find out the feeling of the employees towards their job. To develop possible solution to keep the employees satisfied in their job. To find out whether or not the employees are provided with sufficient pay and better working condition. To find out the level of source of job satisfaction in the organization.
To keep the employee satisfied in their job.
SCOPE OF THE STUDY
The study was conducted for the employee of Hindustan Unilever Limited of all levels to find out the level of employee satisfaction. It may not apply to other similar organizational tools and strategies differ from one another. Introducing with various department backed by the questionnaires was the main source of qualitative data. Primary data was collected by issuing questionnaires to the employees and information was also collected by personally interacting with the employees. The study covers the tools to indicate the level of satisfaction from their job they do.
To identify the employee level of satisfied on their job.
This study is helpful to the organization for conduction further research.
It is helpful to identify the employees level of satisfaction towards safety and welfare measures.
This study will be helpful to the organization for identifying the area of job satisfaction for the employee.
This study helps to take managerial decision as and when necessary by the organization.
OBJECTIVE OF THE STUDY
Primary Objectives: To study employee job satisfaction in HINDUSTAN UNILEVER LTD
Secondary objectives: To know the satisfaction level of employee regarding their salary in various department.
To find out whether the employee are satisfied with the companys promotion policy department.
To analyze the relationship between employee and the superiors.
To know whether the employee are satisfied with their welfare facilities provided by the organization.
To find out the level of satisfaction regarding training and development program conducted by the organization.
To collect the opinion from the employee regarding working conditions, climate and opportunity for involvement of working the organization.
RESEARCH METHODOLOGY
The study on job satisfaction of the employees in Hindustan Unilever Limited. The research was done whether the employees were satisfied with their job in their organization.
INTRODUCTION TO RESEARCH METHODOLOGY:
According to Emory C. William Research means any organized inquiry designed and carried out to provide information for solving a problem. Research is a scientific method that will yield us pertinent results. It would be difficult to comprehend the nature and content of research without an appreciation of scientific method.
CHARACTERISTICS OF A RESEARCH:
Research is a systematic and critical investigation into a phenomenon. It is not a mere compilation, but purposive investigation; it aims at describing, interpreting and explaining a phenomenon. It adopts scientific method. Research is directed towards findings answers to pertinent questions and solutions to problems.
FIELD OF STUDY: The researcher has conducted the study among the employees of the various departments of HINDUSTAN UNILEVER LTD at South Canal Road, Santhome in Chennai.
SOURCE OF DATA:
Primary Data The primary data will be collected by using questionnaire and personal interviews.
Secondary Data: The Secondary data used when an investigator was the data, which has already collected by others. The secondary data is obtained through official record and register of the organization.
Research Design: The study is carries out by using descriptive research. The descriptive research is concerned with describing the characteristics of a particular individual as of a group.
Pilot study: Pilot survey was conducted among a few from various designations to know about the validity and reliability of the questionnaire. After analyzing and taking into consideration the suggestions received from the external guide draft questionnaire was prepared. The pilot survey also enabled the researcher to visualize the time it would take to administer the questionnaire.
Universe:
The present research study includes all the employees of various department of HINDUSTAN UNILEVER LTD - total strength 600.
Sampling:
A sample of 30 employees out of 600 drawn from various departments was selected for study by random sampling design. Under this sample design, every item of the universe has an equal chance of inclusion is the sample.
Data collection:
The questionnaire was personally handed over to various departments requesting them to get the questionnaire filled up duly by the employees of the respective departments and dispatch the same back to the researcher. The researcher assured them that this study is purely for academic purpose and the details will be kept confidential.
Tools of data collection:
The questionnaire was prepared to study the employee retention among the employees HINDUSTAN UNILEVER LIMITED.The questionnaire was prepared on the following dimensions. 1. Personal data such as qualification, age, sex, salary, experience, grade. 2. Feeling about the job. 3. Relationship with subordinates.
4. Satisfaction with salary. 5. Satisfaction with companys work culture. 6. Satisfaction Towards The Fringe Benefits 7. Job security. 8. Treatment by superior 9. Policies for Your Career Development 10. Overall job satisfaction.
STATISTICAL DATA ANALYSIS:
The data collected were carefully analyzed and processed. The above mentioned scores were allotted to the responses in such a way that a response in such a way that a response indicative of the most favorable attitude is given the highest score and that with the most unfavorable attitude is given the lowest score. The statistical tools applied by the researcher for the analysis of data are percentage table, pie-chart, bar graphs, and histograms to draw meaningful inferences.
LIMITATION OF THE STUDY:
Some of the employees are having fear to fill up the questionnaire. So, all the data cannot be correct.
Job satisfaction is wide area. In that the researcher, cannot cover all the area.
There may be error due to the bias of the employees.
The sample size at the study was limited to 30, not in entire employees of the employees.
The time duration for collecting data was too short.
Some of the employees did not respond and return back the questioners issued to them.
Busy working schedule of the employees.
Particular time slot was given by the management to meet the employees, which was inconvenient for the researcher.
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
Table1
AGE GROUP OF RESPONDENTS
RESPONDENTS AGE Below -25years 26-35 years
COMPOSITION 8 16
PERCENTAGE 26.6 53.3
36-45 years 46-55years Above 55 years TOTAL
3 2 1 30
10 6.6 3.3 100
Source: survey
Interpretation:
From the above table it is clear that 26.6% of the respondents are in the age group of Below-25 years, 53.3% of the respondents are in the age group of 25-35 years, 10% of the respondents are in the age group of 36-45 years, 6.6% of the respondents are in the age group of 46-55 years and 3.3% of the respondents are in the age group of Above 55 years.
Table 2
GENDER OF THE RESPONDENTS
GENDER
COMPOSITION
PERCENTAGE
MALE
19
63
FEMALE
11
37
TOTAL
30
100
Source: survey
Interpretation:
From the above table it is clear that 63% of respondents belong to male gender where as 37% belongs to female gender.
FIGURE 2
Table 3
RESPONDENTS EDUCATIONAL QUALIFICATION
QUALIFICATION
COMPOSITION
PERCENTAGE
TECHNICAL
13
GRADUATE
12
40
POSTGRADUATE
13
44
DIPLOMA
NIL
OTHERS
TOTAL
30
100
Source: survey
Interpretation:
From the above table educational qualification it is clear that 13% of the respondents are technical, 40% of the respondents are graduate, 44% of the respondents are postgraduate, 3% of the respondents are others and there are no diplomas.
FIGURE 3
Table 4
RESPONDENTS WORK EXPERIENCE
RESPONDENTS EXPERIENCE
COMPOSITION
PERCENTAGE
0-5years
14
46
6-10years
12
40
11-15years
10
Above 15years
TOTAL
30
100
Source: survey
Interpretation:
It is inferred from the table-4 that 46% of the respondents have between 0 5 years of experience, 40% of the respondents have between 6-10 years of experience, 10% of the respondents have between 11-15 years of experience and 4% of the respondents have above 15 years of experience.
FIGURE 4
WORK EXPERIENCE
120 100 PERCENTAGE 80 60 40 20 0
DE 11 -1 5y ea rs 05y ea rs 610 ye ar s 15 ye ar s TI TU TO TA L
AT
NO. OF RESPONDENTS
Table 5
RESPONDENTS GROSS SALARY
Ab ov e
SALARY
COMPOSITION
PERCENTAGE
RS.5000-RS10,000
RS.11000-RS20,000
12
40
RS.21000-RS25,000
27
Above RS.25,000
30
TOTAL
30
100
Source: survey
Interpretation:
From the above table it is clear that 3% of the respondents salary is between Rs.5000Rs.10000, 40% of the respondents salary is between Rs.11000-.20000, 27% of the respondents salary is between Rs.21000-Rs.25000 and 30% of the respondents salary is above Rs.25000.
FIGURE 5
Table 6
MARITAL STATUS OF THE RESPONDENTS
MARITAL STATUS
COMPOSITION
PERCENTAGE
MARRIED
12
40
SINGLE
18
60
TOTAL
30
100
Source: survey
Interpretation:
From the above table it is clear that 40% of the respondents are married whereas 60% of the respondents are single.
FIGURE 6
Table 7
OPINION OF JOB SECURITY BY RESPONDENTS
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Highly Satisfied
12
40
Satisfied
10
34
Neutral
23
Dissatisfied
Highly Dissatisfied
NIL
TOTAL
30
100
Source: survey
Interpretation:
It is evident from the table that 40% of the workers are highly satisfied with the job security provided by the organization, 34% of the workers are satisfied with the job security provided, 23% of the workers are neutral with the job security provided, 3% of the workers are dissatisfied with the job security provided, and it is found that there is no workers highly dissatisfied with the security provide by the organization.
FIGURE 7
Table 8
TREATMENTS BY THE SUPERIORS
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Good
26
86
Fair
Poor
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 86% of the respondents are said good about the treatment of the superiors, 7% of the respondents are said fair about the treatments of the superiors and same 7% of the respondents are said poor about the treatment of the superiors.
FIGURE 8
Table 9
RESPONDENCES SATISFACTION WITH COMPANYS WORK CULTURE
PERCENTAGE RESPONDENTS COMPOSITION
OPINION
18 Highly Satisfied
60
Satisfied
11
37
Dissatisfied
TOTAL
30
100
Source: survey
Interpretation:
It is evident from the above table that 60% of the respondents are highly satisfied with the companys work culture, 37% of the respondents are satisfied with the companys work culture and 3% of the respondents are dissatisfied with the companys work culture.
Study on job satisfaction FIGURE 9
Table 10
EXTENT OF SATISFACTION TOWARDS THE FRINGE BENEFITS
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Excellent
15
50
20 Very good 6
Good
27
Fair
NIL
Poor
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 50% of the respondents are feeling excellent towards the fringe benefits, 20% of the respondents are feels very good towards the fringe benefits, 27% of the respondents are feels good towards the fringe benefits, no respondents feels fair towards the fringe benefits and 3% of the respondents feel poor towards the fringe benefits.
FIGURE 10
Table 11
ORGANIZATIONAL POLICIES FOR YOUR CAREER DEVELOPMENT
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Excellent
16
54
Good
10
33
Fair
10
Poor
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 54% of the respondents are feeling excellent about organizational policies for your career development, 33% of the respondents are feeling good about organizational policies for your career development, 10% of the respondents are feel fair about organizational policies for your career development and 3% of the respondents are feeling poor about organizational policies for your career development.
FIGURE 11
Table 12
LEVEL OF COMMUNICATION WITH THE SUPERIOR
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Good
18
60
Better
10
33
Best
TOTAL
30
100
Source: survey
Interpretation:
It is evident from the above table that 60% of the respondents say that they have good level of communication of the superiors, 33% of the respondents says that they have better level of communication of the superiors and 7% of the respondents say that they have best level of communication of the superiors.
FIGURE 12
Table 13
OPPORTUNITIES IN THE ORGANIZATIONAL FOR UTILIZING YOUR ABILITIES
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Excellent
15
50
Very good
27
Good
20
Poor
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 50% of the respondents are feeling excellent about opportunities in the organization for utilizing the abilities, 27% of the respondents are feeling very good about opportunities in the organization for utilizing the abilities, 20% of the respondents are feeling good about the opportunities in the organization for utilizing the abilities and 3% of the respondents are feeling poor about opportunities in the organization for utilizing the abilities.
FIGURE 13
Table 14
SATISFISFACTION TOWARDS WORKING CONDITION AND FACILITIES
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Highly satisfied
16
53
Satisfied
23
Moderately satisfied
17
Dissatisfied
TOTAL
30
100
Source: survey
Interpretation:
It is evident from the table that 53% of the workers are highly satisfied towards working condition and facilities, 23% of the workers are satisfied towards working condition and facilities, 17% of the workers are moderately satisfied towards working condition and facilities and 7% of the workers are highly dis-satisfied towards working condition and facilities.
FIGURE 14
Table 15
SATISFISFACTION TOWARDS THE TRAINING AND DEVELOPMENT PROGRAMME
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Fully
17
57
Substantially
20
Partially
13
Fairly
10
TOTAL
30
100
Source: survey
Interpretation:
It reveals from the table that 57% of the respondents say that they fully satisfied towards the training and development programme, 20% of the respondents say that they substantially satisfied towards the training and development programme, 13% of the respondents say that they partially satisfied towards the training and development programme, 10% of the respondents say that they fairly satisfied towards the training and development programme.
FIGURE 15
Table 16
SATISFISFACTION TOWARDS THE PROMOTIONAL POLICIES IN THE ORGANIZATION
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Fully
11
37
Substantially
30
Partially
20
Fairly
13
TOTAL
30
100
Source: survey
Interpretation:
It reveals from the table that 37% of the respondents say that they fully satisfied towards the promotion policies in the organization, 30% of the respondents say that they substantially satisfied towards the promotion policies in the organization, 20% of the respondents say that they partially satisfied towards the promotion policies in the
organization and 13% of the respondents say that they fairly satisfied towards the promotion policies in the organization.
FIGURE 16
Table 17
RESPONDENTS OPINION ABOUT THE LEVEL OF RESPONSIBILITIES IN THE ORGANIZATION
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Very High
10
33
33 High 10
Moderate
14
Not So
17
Not at all
TOTAL
30
100
Source: survey
Interpretation:
It is seen from the above table that 33% of the respondents feel very high opinion about the employees responsibilities in the organization, same 33% of the respondents feel a high opinion about the employees responsibilities in the organization, 14% of the respondents feel moderate whereas 17% of the respondents feel not so about the employees responsibilities in the organization, 3% of the respondents feels not at all the employees responsibilities in the organization.
FIGURE 17
Table 18
OPINION ABOUT GRIEVANCES SOLVED BY THE COMPANY
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Excellent
12
40
Very good
10
33
Good
13 Fair 4
Poor
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 40% of the respondents are feeling excellent about grievances solved by the company whereas 33% of the respondents are feeling very good, 7 % of the respondents are feeling good about grievances solved by the company and 13% of the respondents are feeling fair whereas 7% of the respondents are feeling poor about grievances solved by the company.
FIGURE 18
Table 19
OPINION TOWARDS THE POSITIVE ENCOURAGEMENT OF SUPERIORS
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Never
13
43
To Some Extent
17
Not Always
27
Always
13
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 43% of the employees feel never towards the positive encouragement of superiors, 17% of the employees feel to some extent towards the positive encouragement of superiors whereas 27% of the employees feel not always towards the positive encouragement of superiors and just 13% of the employees feel always towards the positive encouragement of superiors.
FIGURE 19
Table 20
OPINION TOWARDS THE APPRAISAL PROCESS IN ORGANIZATION
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Fully
11
36
Substantially
30
Partially
17
Fairly
17
TOTAL
30
100
Source: survey
Interpretation:
From the above table it is clear that nearly 36% of the respondents are fully satisfied towards the appraisal process in organization whereas 30% of the respondents are substantially satisfied towards the appraisal process in organization, 17% of the
respondents are partially satisfied and same 17% of the respondents are fairly satisfied towards the appraisal process in organization.
FIGURE 20
Table 21
RESPONDENTS OPINION TOWARDS TIME MANAGEMENT
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Always
16
54
23 Sometimes 7
Never
23
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that nearly 54% of the respondents are always satisfied towards time management, 23% of the respondents are sometimes satisfied towards the time management and same 23% of the respondents are never satisfied towards the time management.
FIGURE 21
Table 22
REASONS TO STAY AT YOUR JOB
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Interesting work
20
Benefits
27
Enjoy my coworkers
Challenging job assignments
Location is convenient
Good boss
Perks (cars, club membership, etc)
13
Feel appreciated for what I do
Career opportunities
13
No time to look for new job
10
100 TOTAL 30
Source: survey
Interpretation:
The above table shows that the reason to stay at job is interesting work by 20% of respondents, benefits by 27% of respondents, enjoy my coworkers by 7% of respondents, challenging job assignment by 7% of respondents, good boss by 3% of respondents, perks by 13% of respondents, career opportunities by 13% of respondents, no time to look for new job by 10% of respondents.
FIGURE 22
Table 23
PRIMARY REASONS FOR LEAVING THE PRESENT JOB
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Career advancement
20
Challenging and interesting work
13
Better managers/better managed place to work
Work / life balance
Low morale
Location / commute
Education and development opportunities
17
Unfair treatment
Job security
Salary
12
40
TOTAL
30
100
Source: survey
Interpretation:
The above table shows the reason to leave the present job is Career advancement by 20% 0f respondents, challenging and interesting work by 13% of respondents, work/life balance by 7% of respondents, education and development opportunities by 17% of respondents, unfair treatment by 3% of respondents and salary by 40% of respondents.
FIGURE 23
Table 24
OPINION OF RESPONDENTS TO REFER FRIENDS AND RELATIVES TO JOIN THIS ORGANIZATION
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE
Yes
23
77
No
23
TOTAL
30
100
Source: survey
Interpretation:
The above table reveals that 77% of respondents said yes to refer their friends and relatives to join this organization whereas 23% of the respondents said no to refer their friends and relatives to join this organization.
Study on job satisfaction FIGURE 24
Table 25
OVERALL SATISFACTION OF EMPLOYEE IN ORGANIZATION
RESPONDENTS OPINION
COMPOSITION
PERCENTAGE 33
Very high
10
High
11
37
Moderate
13
Not so
10
Not at all
TOTAL
30
100
Source: survey
Interpretation:
From the above table it is clearly shows that 33% of respondents are very high satisfied with the overall satisfaction of employee in organization, 37% of respondents are highly satisfied, 13% of the respondents are moderately satisfied, 10% of the respondents are not so satisfied and other 7% of respondents are not at all satisfied with the overall satisfaction of employee in organization.
FIGURE 25
CHAPTER 5
FINDINGS, SUGGESTION, CONCLUSION
FINDINGS
1. It is found that 53.3% of the respondents are in the age group of 25-35 years. 2. It is found that 63% of the respondents are male gender. 3. It is found that 44% of the respondents are postgraduate. 4. It is found that 46% of the respondents have between 0 5 years of experience. 5. It is found that 40% of the respondents salary is between Rs.11000-.Rs.20000. 6. It is found that 60% of the respondents are single.
7. It is found that 40% of the workers are highly satisfied with the job security
provided by the organization. 8. It is found that 86% of the workers are said good about the treatment of the superiors.
9. It is found that 60% of the workers are highly satisfied with the companys work culture. 10. It is found that 50% of the respondents are feeling excellent towards the fringe benefits. 11. It is found that 54% of the respondents are feeling excellent about organizational policies for your career development. 12. It is found that 60% of the respondents say that they have good level of communication of the superiors. 13. It is found that 50% of the respondents are feeling excellent about opportunities in the organization for utilizing the abilities. 14. It is found that 53% of the workers are highly satisfied towards working condition and facilities. 15. It is found that 57% of the respondents say that they fully satisfied towards the training and development programme. 16. It is found that 37% of the respondents say that they fully satisfied towards the promotion policies in the organization. 17. It is found that 33% of the respondents feel very high opinion about the employees responsibilities in the organization. 18. It is found that 40% of the respondents are feeling excellent about grievances solved by the company. 19. It is found that 43% of the employees feel never towards the positive encouragement of superiors. 20. It is found that 36% of the respondents are fully satisfied towards the appraisal process in organization.
21. It is found that 54% of the respondents are always satisfied towards time management. 22. It is found that the reason to stay at job in benefit by 27% of respondents. 23. It is found that the reason to leave the present job is salary by 40% of respondents. 24. It is found that 77% of respondents said yes to refer their friends and relatives to join this organization. 25. It is found that 37% of respondents are highly satisfied with the overall satisfaction of employee in organization.
RECOMMENDATIONS
The followings are the recommendations provided by researcher based on the findings of the study:
1. The company can improve the salary and the perks offered to the employees. 2. The company can improve the working condition and facilities. 3. The company can improve the training and development programme. 4. The company can improve the promotional policies in the organization. 5. The company can take more steps to solve the grievances.
6. Superiors can give more positive encouragement to their subordinates. 7. The company can improve the appraisal process in organization. 8. The company can improve the allowance provided to the employees.
CONCLUSION
In the study the area causing dissatisfaction has been identified and some suitable measures recommended, if following this content can be removed so as to enhance employees dissatisfaction.
As far as the researcher has studied, this is a general positive note about the employees job satisfaction on HINDUSTAN UNILEVER LIMITED.
These have great relevance to the society and the management, when a worker is fully satisfied the mental pressure becomes less and he will be contributing to the
organization and the nation. It also leads to a pleasant relationship with the family members.
CHAPTER 6
BIBLIOGRAPHY, QUESTIONAIRE
BIBLIOGRAPHY
BRIEF, ARTHUR P. (1998). Attitudes in and Around Organizations. Thousand Oaks, CA: Sage. CRANNY, C. J., SMITH, P. C., AND STONE, E. F. (1992). Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance. New York: Lexington Books. HERZBERG, FREDERICK. (1968). "One More Time: How Do You Motivate Employees?" Harvard Business Review 46 (January):53-62. HERZBERG, F., MAUSNER, B., PETERSON, R. O., AND CAPWELL, D. F. (1957). Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh. MASLOW, ABRAHAM. H. (1943). "A Theory of Human Motivation." Psychological Review 50:370-396. ASWATHAPPA K. Human Resource and personal management KOTHARI C.P., Research Methodology Method & Techniques. V.S.P.RAO, Human Resouces Management, 2004
WEBSITES: WWW.i-gate.com WWW.google.com
WWW.yahoo.com
QUESTIONNER
A STUDY ON EMPLOYEES JOB SATISFACTION IN AN ORGANISATION:
(A)
PERSONAL PROFILE
1) Name of the employee 2) Sex: a) male b) female
3) Education Qualification: a) Technical b) Graduate c) Post graduate d) Diploma e) Other specify_____________ 4) You belong to the age group of: a) Below 25 years b) 26-35years c) 36-44years D) 45-55years e) Above 55years 5) Your work experience (in years) a) Below 5years b) 6-10 years c) 11-15 years d) Above 15 years 6) How much is your gross salary per month? a) Rs.5000-10000 b) Rs. 11000- 15000 c) Rs. 16000 - 20000 d) Rs. Above 250000
Study on job satisfaction 7) Martial status: a) Married b) Unmarried
8) Your opinion about the job security provided by the organization. a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 9) Treatment by superiors. a) Good b) Fair c) Poor
10) Are you satisfied with the work culture in the company? a) Highly satisfied b) Dissatisfied c) Satisfied 11) What is the extent of your satisfaction toward the companys fringe benefits? a) Excellent b) Very good c) Good d) Fair e) Poor !2) Organizational policies for your career development a) Excellent b) Good c) Average d) Poor 13) Level of communication with the superior a) Good b) Better c) Best 14) Opportunities in the organizational for utilizing your abilities a) Excellent b) Very good c) Good d) Poor 15) Are you satisfied with the working condition and the facilities provided to you? a) Highly satisfied b) Satisfied c) Moderately satisfied d) Dissatisfied e) Highly dissatisfied 16 ) Are you satisfied with the training and development programme provided by the company? a) Fully b) Substantially c) Partially d) Fairly 17) Are you satisfied with promotional policies of your organization? a) Fully b) Substantially c) Partially d) Fairly
Study on job satisfaction 18) Are you satisfied with the level of your responsibilities of your job? a) Very high b) High c) Moderate d) not so e) not at all 19) Your satisfaction level as regards solving your grievances? a) Excellent b) Very good c) Good d) Fair e) Poor. 20) Are you positively encouraged by superiors in all areas of delivery? a) Never b) to some extent c) Not always d) Always 21) Is your appraisal process in tune with your expectations? a) Fully b) Substantially c) Partially d) Fairly 22) Regarding time management, do you receive sufficient time to deliver assignments, or do you have to put in extra hours? a) Always b) sometimes c) Never 23) What are the reasons you STAY at your present job? (Select all that apply)
Salary Interesting work Benefits
Good boss Perks (car, club membership, etc) Feel appreciated for what I do
Enjoy my coworkers Challenging job assignments Location is convenient
Education and development No time to look for new job Career opportunities
24) What are the primary reasons you would LEAVE your present employer for another? (Select all that apply)
Salary Career advancement Challenging and interesting work Better managers/better managed place to work Work/life balance
Low morale Location/commute Education and development opportunities Unfair treatment
Job security
25) Would you like to refer your friends and relatives to join this company? a) Yes b) No. 26) Overall how satisfied are you as an employee with the company? a) Very high b) High c) Moderate d) not so e) not at all

Study Finds Factors Driving Job Satisfaction at Major FMCG Company

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Study Finds Factors Driving Job Satisfaction at Major FMCG Company

Uploaded by

Copyright:

Available Formats

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

MEANING OF JOB SATISFACTION

Study on job satisfaction

Study on job satisfaction

Job satisfaction has been defined as a pleasurable emotional state

"Job satisfaction is defined as "the extent to which people like

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Co-workers Organizational policies Work itself

High Low Low

Low High Low

THEORIES OF JOB SATISFACTON

Study on job satisfaction

Study on job satisfaction

DETERMINANTS OF JOB SATISFACTION:

1. Environment factors, and 2. Personal factors

Study on job satisfaction

PAY AND PROMOTION

Study on job satisfaction

accepted by his peers and has a high need for affiliation.

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

WORKERS' ROLES IN JOB SATISFACTION:

Study on job satisfaction

Study on job satisfaction

SURVEYING JOB SATISFACTION:

Study on job satisfaction

Each of these is discussed below.

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between

2. Social interaction model. Taking the social interaction perspective, workers

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Study on job satisfaction

Keywords Leadership, Organizational culture, Learning organizations, Job satisfaction, Taiwan

Paper type Research paper

Study on job satisfaction

Job satisfaction of employee

Satisfaction, Work Values, and

Study on job satisfaction

Sex Differences in Taiwan's Organizations

STEVEN A. SCHERLING Department of International Business Chinese University of Hong Kong

Job Satisfaction and Intent to Leave

Life and Job Satisfaction: A Two-Wave Panel Study

Book Review by HONNASIRI

Study on job satisfaction Author: SUNIL NORONHA

Satisfaction and Employee Turnover

Book Summary by: AcaDemon