REPORT ON JOB SATISFACTION

University of Development Alternative (UODA)

Subject name: Human Resource & Management,
Topic: Job Satisfaction.

Prepared for :
FERDOUSE ARA, Lecturer & Course Teacher, School of Business Studies, UODA.

Prepared by :
01. Md. Murad Hossain, ID-050745, BBA, 11th Batch, Group-A, UODA. 02. Md. Aminul Islam, ID-050731, BBA, 11th Batch, Group-A, UODA.

03.Md. Anisur Rahman, ID-050803, BBA, 11th Batch, Group-A, UODA.

Date of issue: April 2007. Date of Submission: May 2007.

05 May,2007,
FERDOUSE ARA,

Lecturer & Course Teacher, School of Business Studies, University of Development Alternative (UODA), Dhanmondi, Dhaka.

Subject: Application for Submission of Job Satisfaction on HRM.

Dear Madam, We delightfully want to say that we have completed our Report as per your instruction. We have become very happy for preparing this Report and now we want to submit our Report to you. We, therefore, hope that you would be kind ample to grant this Report and excuse for our mistake and oblige thereby. Sincerely yours, One of the Groups of 11th Batch, UODA.

Table of Contents:No. Particulars 01 Executive summary

02 03. 04. 05. 06. 07. 08. 09 Job satisfaction
-Putting Theory Into Practice

Page no.
05 06-08 09-15 16-19 20-24 24-25 26-28 29 30

Herzberg's theory
-Applying the theory

Diagram & Picture of job satisfaction Description with graphics

-Tracking Satisfaction

What Matters Most Importance of Life Satisfaction Conclusion Bibliography

Executive Summary

In executive summary, we have shown the over view that we have prepared for this report writing. Such as: What is job satisfaction? The considering factors of job satisfaction and on which it is dependable. If job satisfaction is available to employees, they get different motivation. If job satisfaction will not come to employees, it will effect on some negative side.

Job Satisfaction

Job satisfaction is in regard to one's feelings or state-ofmind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, eg, the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc. (To my knowledge, there is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance -- in fact, improved job satisfaction can sometimes decrease job performance. For example, you could let sometime sit around all day and do nothing. That may make them more satisfied with their "work" in the short run, but their performance certainly didn't improve.)

Job Satisfaction: Putting Theory Into Practice

Yes, it is possible for you and your employees to be happy on the job. The key is in how you handle two factors: motivation and 'hygiene.'

Employee satisfaction and retention have always been important issues for physicians. After all, high levels of absenteeism and staff turnover can affect your bottom line, as temps, recruitment and retraining take their toll. But few practices (in fact, few organizations) have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction.1 Family physicians who can create work environments that attract, motivate and retain hard-working individuals will be better positioned to succeed in a competitive health care environment that demands quality and cost-efficiency. What's more, physicians may even discover that by creating a positive workplace for their employees, they've increased their own job satisfaction as well.

Herzberg's theory
In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation theory, interviewed a group of employees to find out what made them satisfied and dissatisfied on the job. He asked the employees essentially two sets of questions: 1. Think of a time when you felt especially good about your job. Why did you feel that way? 2. Think of a time when you felt especially bad about your job. Why did you feel that way? From these interviews Herzberg went on to develop his theory that there are two dimensions to job satisfaction: motivation and "hygiene" (see "Two dimensions of employee satisfaction"). Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal relations and working conditions. They are issues related to the employee's environment. Motivators, on the other hand, create satisfaction by fulfilling individuals' needs for meaning and personal growth. They are issues such as achievement, recognition, the work itself, responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production.

Applying the theory

To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues. Although hygiene issues are not the source of satisfaction, these issues must be dealt with first to create an environment in which employee satisfaction and motivation are even possible. Company and administrative policies. An organization's policies can be a great source of frustration for employees if the policies are unclear or unnecessary or if not everyone is required to follow them. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all. Also, make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it (again, with staff input). You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh. Supervision. To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership

skills and the ability to treat all employees fairly. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out. Think of a time when you felt especially good about your job. Why did you feel that way? Salary. The old adage "you get what you pay for" tends to be true when it comes to staff members. Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local helpwanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area. In addition, make sure you have clear policies related to salaries, raises and bonuses. Interpersonal relations. Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over lunch, during breaks, between patients). This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice.

Working conditions. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your Even a nice chair can equipment and facilities up to make a world of date. Even a nice chair can difference to an make a world of difference to individual's psyche. an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discussed above. To do so would be asking for trouble in more than one way. First, your employees would be generally unhappy, and this would be apparent to your patients. Second, your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practice's success. So deal with hygiene issues first, then move on to the motivators: Work itself. Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients. Share stories of success about how an employee's actions made a real difference in the life of a patient, or in making

a process better. Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits. Of course employees may not find all their tasks interesting or rewarding, but you should show the employee how those tasks are essential to the overall processes that make the practice succeed. You may find certain tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction. Achievement. One premise inherent in Herzberg's theory is that most individuals sincerely want to do a good job. To help them, make sure you've placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing. Recognition. Individuals at all levels of the organization want to be recognized for their achievements on the job. Their successes don't have to be monumental before they deserve recognition, but your praise should be sincere. If you notice employees doing something well, take the time to acknowledge their good work immediately. Publicly thank them for handling a situation particularly well. Write them a kind note of praise. Or give them a bonus, if appropriate. You may even want to establish a formal recognition program, such as "employee of the month."

Responsibility. Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel they "own" the result. As individuals mature in their jobs, provide opportunities for added responsibility. Be careful, however, that you do not simply add more work. Instead, find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well. Advancement. Reward loyalty and performance with advancement. If you do not Employees will be have an open position to which more motivated to do to promote a valuable their jobs well if they employee, consider giving him have ownership of their or her a new title that reflects work. the level of work he or she has achieved. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to your practice and more fulfilled professionally.

Title: Positive and Negative Affect as Moderators of the Job Satisfaction-Job Attitudes Relationship.

Pagination or Media Count : 20

Abstract : B.R. Staw, in an article in Administrative Sciences, Quarterly, called for a dispositional approach to the study of job attitudes, arguing that deposition or affect may supersede the influences of the situation in the formulation of job satisfaction. In assessing that position, the present experiment measured positive and negative affect, job satisfaction, and several perceptions of the work context among 76 workers at the Armstrong Laboratory, Aircrew Training Research Division, Williams Air Force Base, Arizona. Results of correlation and regression analyses show that positive and negative affect accounted for significant variance in neither job satisfaction nor the situation variables. These affects added little unique variance (over situation measure) to the prediction of job satisfaction. however, further analyses show that both positive and negative affect moderated the relationships between job satisfaction and some of the situation variables. The data provide limited support for Staw's assertion that situation-focused organization development interventions, designed to promote job satisfaction may be prone to failure because they do not account for dispositional differences among employees. Descriptors : *JOB SATISFACTION, AIR FORCE TRAINING, ATTITUDES(PSYCHOLOGY), WORK STATIONS, PSYCHOLOGY, ARIZONA, ATTITUDES(PSYCHOLOGY), CORRELATION, DEPOSITION, FAILURE, FORMULATIONS, JOB

SATISFACTION, JOBS, MANAGEMENT, MEASUREMENT, PREDICTIONS, REGRESSION ANALYSIS, VARIABLES. Subject Categories : PERSONNEL MANAGEMENT AND LABOR RELATIONS Distribution Statement : APPROVED FOR PUBLIC RELEASE

Title: EJ314972 - Supervisors' Structuring and Consideration Behaviors and Workers' Job Satisfaction, Stress, and Health Problems.

Abstract: Focused on the relationship between supervisors' structuring (task orientation) and consideration (relationship orientation) behaviors and job satisfation, stress, and health problems of 78 rehabilitation workers. Higher job satisfaction and lower stress were related to high supervisor consideration. More health problems were reported when supervisors had high-structure, lowconsideration levels. (BH)

Job SatisfactionPart 1
By Vicki Bell, Web Content Manager January 16, 2003 Unless you are among the privileged few-who appear to be becoming fewer by the minute as investment accounts are shrinking in value, savings are being wiped out, and credit card debt is mounting -- you'll spend many hours working for a living. How do you feel about your job and why? Editors Note: This is part I in a series about job satisfaction. Please read: Part II and Part III In the December 2002 issue of thefabricator.com newsletter, we asked readers to rate their job satisfaction for the year on a scale of 1 (very dissatisfied) to 5 (very satisfied). By all accounts, 2002 was a most difficult year. The job market was and continues to be tight in many areas as companies scaled back to weather the economic downturn. Employers enacted wage freezes and, in some cases, wage cuts. Bonuses, employee development, and other perks were reduced or eliminated. As many workers

suddenly found themselves without jobs, many others found themselves working harder and longer for less compensation and potentially less job satisfaction. How did these conditions affect job satisfaction among thefabricator.com's readers? Thirty-three percent of the respondents to our survey question rated their overall job satisfaction for 2002 as 5 - very satisfied. Thirty-three percent selected 4, satisfied; 10 percent, 3, neither satisfied nor dissatisfied; 10 percent, 2, dissatisfied; and 14 percent, 1, very dissatisfied. Dissatisfaction's Effects Surprisingly, research shows that job satisfaction has minimal effect on job performance, absenteeism, and turnover. An unhappy employee can continue to be productive and decide to stay with a company for any number of reasons - particularly in an era of massive job cuts. The most serious side effects of job dissatisfaction are stress-induced risks to the employee's emotional and physical well-being- which may in fact lead to poor performance-and the spread of negativism to other employees. These factors alone are reasons enough to pay attention to job satisfaction. The most serious side effects of job dissatisfaction are stress-induced risks to the employee's

emotional and physical well-being and the spread of negativism to other employees.

Tracking Satisfaction
Tracking job satisfaction is an elusive endeavor. Workers experience different levels of satisfaction throughout each workday. And job satisfaction is subjective. Just as siblings born to and raised by the same parents can look on their upbringings as being totally different, workers who hold identical jobs in the same company, receive the same compensation, and report to the same management can have very different levels of job satisfaction. These differences are due in part to the individual worker's personality and perspective and to a multitude of personal factors that are not directly related to, but can have an overwhelming influence on, job satisfaction. Thefabricator.com's readers were asked to reflect on 2002 as a whole and rate their job satisfaction. They also were encouraged to state the reasons for their ratings. The reasons cited offer clues about some of the factors that influence job satisfaction. From the Very Satisfied "I thought I would participate in your survey, because I feel that I am in a distinct minority, as I am very satisfied [5] with my current position. I have been in the tube fabricating business for almost 27 years and

am fortunate enough to work for individuals who appreciate and respect the knowledge I have of our industry. I hope that I'm wrong about me being in the minority, but my personal experience and observations indicate otherwise. I look forward to seeing the results of your survey." Bob S. "Job satisfaction is a 5. It's satisfying, challenging, always changing, and rewarding." Ben K. "The number is 5. I am very satisfied. I get to do a lot of very interesting and challenging things. I have the prestigious title of manufacturing engineer, production control manager, and project leader for a new ERP system implementation. Yes, it can be very overwhelming, but still very satisfying when all comes together and works for those few minutes each day!" Dan C. "I'd say it was a 5! All the important tasks were accomplished - on-time and in a superior fashion. Our health was excellent and the family enjoyed the year immensely." Hank M.

From the Very Dissatisfied

"I am very dissatisfied, and the lack of pay increases and year-end bonuses isn't why. I have 40 years of experience and education, and I have been forced to

work under a young (half my age) 'hotshot' who is all smoke and mirrors. My work load has increased tremendously just correcting the things he has tried to do. I gave up suggesting better methods and am now looking forward to retirement, something I thought I would never do. I now do consulting and problem solving for several small mom and pop operations on the side, which gives me much satisfaction." Bob C.

So What Matters Most?

According to Tom Terez, speaker, workshop leader, workplace consultant, and author of 22 Keys to Creating a Meaningful Workplace, the following criteria are most important in determining job satisfaction:

Acknowledgment Balance Challenge Dialogue Direction Equality Fit Flexibility Informality Invention

Oneness Ownership Personal Development Purpose Relationship Building Relevance Respect Self-identity Service Support Validation Worth

Terez stated, "Each of us has a set of factors that, for us, is what we need to have a meaningful work experience. It's much like the set of keys we carry with us at all times. For one person, the top three keys might be a deep sense of purpose, an open field to be inventive, and opportunities to build relationships. Another person's top three keys might include ownership, abundant challenges, and a good fit in the organization."

Importance of Life Satisfaction

In her book Dare to Change Your Job and Your Life, author Carole Kancier, PhD., suggests that job satisfaction is linked to satisfaction in other parts of life. She presents a list of introspective questions designed to help you determine your life satisfaction, a quality that directly impacts your job satisfaction. Are you: 1. Usually happy? 2. Anticipating a bright future 3. Rarely upset over trivial disappointments? 4. Rarely bored? 5. Usually in agreement with your partner? 6. Able to communicate with your partner? 7. Involved in a warm relationship with friends? 8. Happily involved in work? 9. Enjoying getting out of bed on workdays? 10. Able to attain your career goals by being in your current position? 11. 12. 13. 14. 15. 16. Participating in enjoyable leisure activities? Having enough time and money for leisure? Able to accept criticism? Proud of your accomplishments? Peaceful within? Deriving meaning and purpose in life?

17.

Healthy and energetic?

18. Maintaining good exercise, nutrition, relaxation, and sleep habits? 19. 20. Earning sufficient income for your needs? Without financial concerns?

According to Kancier, the more yes responses you give, the more satisfied you are. You're well-adjusted, confident, and satisfied with your job and relationships. Seven or fewer yes answers suggest you're dissatisfied.

Job satisfaction and importance of work aspects related to predominant values and reactivity.

Zalewska AM.

University of Lodz, Poland. zalewska@krysia.uni.lodz.pl The aim of the study is to answer whether 2 predominant values--achievement or social relations--and reactivity influence (a) the importance of work aspects, (b) satisfaction with them and overall job satisfaction, (c) connections between overall job satisfaction and satisfaction with work aspects. Bank employees were investigated with the Strelau

Temperament Inventory-Revised by Strelau, Angleitner, Bantelman, and Ruch (1990, reactivity), Orientation to Work Values Inventory by Seifert and Bergmann (1983, values), and Work Description Inventory by Neuberger and Allerbeck (1978; importance and satisfaction with work aspects, overall job satisfaction). Predominant values, reactivity, and their interaction influence the importance of work aspects. The values affect overall job satisfaction and satisfaction with Conditions. Reactivity does not affect overall job satisfaction, but it strongly influences the structure of satisfaction with work aspects, and low-reactives compared to high-reactives are more satisfied with 4 out of the 7 considered aspects. Among the high-reactives, connections between overall job satisfaction and satisfaction with work aspects depend on their predominant values. It was concluded that reactivity can modify regulative functions of personal values towards overall job satisfaction: The values have a rather declarative character for low-reactives, but meeting aspirations connected.

Conclusion

From the above discussion we can say that Job satisfaction is a important thing in an organization and it play an vital role for developing the organization

In final we all can say that it was a great pleasure to having an idea about the Job Satisfaction. It not only helped us to increase our theoretical knowledge but also helped us to gain some practical Knowledge. We hope that it will help us in our near future personnel and professional life.

Bibliography

1. By browsing World Wide Web. 2. Human Resource and Personal Management, - K ASWATHAPPA. 4. By leaflet. 5. Lecture Sheet, - Ferdusara Tuli. Lecturer of UODA.