A Summer Training Project Report

ON

ANALYSIS OF JOB SATISFACTION

MASTERS OF BUSINESS ADMINISTRATION Batch (2010-12) Under the guidance of:
Ms.Rachna Chaturvedi [Sr. Faculty ]

Submitted By
Rishabh Chaudhary MBA: III Sem ROLL NO:1018170078

Science & Technology Entrepreneurs Park

Harcourt Buttler Technology Institute Kanpur

DECLARATION
I Rishabh Chaudhary student of MBA from STEP-HBTI affiliated to Gautam Budh University, Lucknow, hereby declare that the dissertation report entitled as ANALYSIS OF JOB SATISFACTION . The information, facts and finding in this research report are based on my indigenous work and are original in nature. This information is used for academic purpose only. Any resemblance for existing work is purely coincidental.

Date: Place:

Rishabh Chaudhary

PREFACE
Deep sincerity and with immense Pleasure. I had completed my research work. In the one of the beest topic. Which gives me great Depth of knowledge on my Research subject. I had analyzed not only the Various strategies that are used in job satisfaction. I had be learned lot more. I worked upon the chosen HR topic related subject Job satisfaction My project Report involves all what I had learned observed. Analyzed these on the Basis of my best knowledge. It was not only my individual effort but to my supporting hands, also in the organization or branch office.

This project Report is the outlook of what I Analyzed and interpret ate which stat the Reader my effort and findings and other outcome in the sequential manner.

ACKNOWLEDGEMENT
At the turn of the century some waggish wizards at oxford to the William Shakespeare charge one shillings for word so they wired him a shilling and asked him to sent to his best words. He wired back one word of and it was THANKS. Whenever a happy journey reaches its climax, it is always a pleasure to look back at all the noble characters that had come in the way and made the expedition a fabulous one. I take this opportunity to thank one and all that sailed along with me to realize my dream come true. My special thanks to my research supervisor Ms. Rachna Chaturvedi (Sr. Facility) for her guidance and encouragement. Finally I thank the Almighty who is the sole controller of all the events for having provided me with the necessary knowledge and strength to successfully complete this research project report and reach up to this level in my life.

CONTENTS

DECLARATION2 PREFACE3 ACKNOWLEDGEMENT...4 INTRODUCTION

JOB SATISFACTION.7 CONCEPTOF JOB SATISFACTION9 BUILDINGOF JOB SATISFACTION...17 DETERMINATIONOF JOB SATISFACTION.22 JOB SATISFACTION IN EMPLOYEE PERFORMANCE..25 WHAT IS IMPACT OF JOB SATISFACTION34 REASON OF LOW JOB SATISFACTION. 36 THEORY OF JOB SATISFACTION.37 MOTIVATION,ATTITUDE&JOB SATISFACTION...47 RESEARCH METHODOLOGY49 DATA ANALYSIS.71 RECOMMENDATIONS80 CONCLUSION...81 LIMITATONS....86 SUGGESTION...87 BIBLIOGRAPHY.86

COMPAN Y PROFILE

Introduction

NIIT Limited was set up in 1981, to help the nascent IT industry overcome its human resource challenges. The company which pioneered the concept of computer training in the country, established the foundations of IT literacy in India. Seeing its corporate customers grapple with IT deployment issues, the company realized it needed to go beyond its training mandate and help companies pick the relevant technologies and assist in the implementation. Thus was born NIITs software operation -- a logical extension of its training endeavor. In 2004, the company demerged into NIIT Ltd and NIIT Technologies Ltd NIIT is a leading Global Talent Development Corporation, building skilled manpower pool for global industry requirements. It has today grown to be amongst worlds leading talent development companies offering learning solutions to Individuals, Enterprises and Institutions across 38 countries. NIITs training solutions in IT, Business Process Outsourcing, Banking, Finance & Insurance, Executive Management Education, and Communication & Professional Life Skills, touch 5 million learners every year. NIITs expertise in learning content development, training delivery and education process management make us the most preferred training destination worldwide. Research-based Innovation, a key driver at NIIT, has enabled us to develop programs and curricula that use cutting-edge instructional design methodologies and training delivery. NIITs industry-endorsed IT training programs for undergraduates, engineers, and IT professionals, provide a head start to a bright career in the global IT industry.

NIIT Imperia, Centre for Advanced Learning, brings Executive Management Education Programs from premier B-schools in India, for working professionals at their doorstep. NIIT Institute of Finance Banking & Insurance (IFBI), formed by NIIT with equity participation from ICICI Bank, offers programs for individuals and corporate in Banking, Financial Services and Insurance. NIIT Institute of Process Excellence Ltd., formed in joint venture with Genpact will address the increasing demand for skilled workers in the business & technology services industry by providing training programs in relevant areas. NIITs turnkey IT integration program for schools reaches out to 7700 Private and Government schools. To enable large number of out-of-school children belonging to underprivileged societies, join the ICT bandwagon, NIIT sets up Minimally Invasive Education kiosks under the innovative Hole-in-the-Wall education initiative. It has been conferred the coveted Digital Opportunity Award by the World Information Technology Services Alliance (WITSA) in 2008. NIITs Corporate Learning Solutions offers integrated learning solutions, including strategic consulting, learning design, content development, delivery, technology, assessment and learning management to Fortune 500 companies, Universities, Technology companies, Training corporations and Publishing houses. Element K delivers learning solutions for customers and partners through a tailored combination of catalog learning products, technology, and services. The offerings include: lab: hands-on labs, instructor-led courseware, comprehensive e-reference libraries, technical journals, and Knowledge Hub: hosted learning management platform. NIIT together with Element K is now the first and the best choice for comprehensive learning solutions, worldwide

10

History

year 1982 1983 1984 1986 1987 1988 1989

Achievements Set up education center in Mumbai, Delhi and Madras Set up education center in Bangalore Corporate training program introduced IT consultancy service started Soft product distribution started under Insoft brand Education center set up in Calcutta and Hyderabad First 9 franchise center launched in state capitals and large towns The birth of an NIIT-ian a branding for NIIT alumni Education center open in pune Renamed as NIIT Limited

1991 1992

First overseas office set up in US IBM award NIIT first CBT assignment GNIIT program with professional practice launched International revenue touch Rs 50 million

1993 1994

Achieve ISO 9001 for tick for Instructional software export NIIT become a listed company Bags Indian Government National export performance award for

11

1993-94 1995 Become Microsofts premium education and training partner Revenu cross 1 billion First overseas education center and net varsity (e-Learning portal) is 1996 1997 1998 1999 launched Awarded ISO 9001 for computer education Awarded Malaysias multimedia super corridor status. Market capitalization cross US$ 1 billion Bags order to train student in 371 Tamil Nadu government schools Achieved Microsofts best training partner in Asia status Revenue cross Rs 10 billion mark Software operation in 18 countries; Software revenue cross Rs 6 2000 billion Education center cross mark 2000 mark Launched windows 2000 training in 15 countries( 2 week ahead of product roll out) The only IT company from Asia among IDC Top 15 global IT 2001 training players NII conferred Microsofts best training company award 2001 Won the outsourcing contract of the year award Launched NIIT smart serve for business process management Acquire three company in US Achieves CMMi level 5 for soft ware business 2003 2004 NIIT brand among the Super brands and ranked among 25 Great place to work Global solution spun off NIIT technology Limited

2002

12

Industry indorsed GNIIT curriculum launched

JOB

SATISFACTION

13

The term job satisfaction was brought to lime light by Hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. I m satisfied with my job. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management, personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial & job status & priding group cohesiveness One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages.

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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 Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories

15

Concept of job satisfaction: "Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs 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." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. 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. 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 co-workers. Some questioners ask yes or no questions while others ask to rate

16

satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). Job satisfaction is in regard to one's feelings or state-of-mind 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.)

The sense of fulfillment and pride felt by people who enjoy their work and do it well. Various factors influence job satisfaction, and our understanding of the significance of these stems in part from Frederick Herzberg. He called elements such as remuneration, working relationships, status, and job security "hygiene factors" because they concern the context in which somebody works. Hygiene factors do not in themselves promote job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute to job satisfaction and include achievement, recognition, the work itself, responsibility, advancement, and growth. An absence of job satisfaction can lead to poor motivation, stress, absenteeism, and high labor turnover.

The sense of fulfillment and pride felt by people who enjoy their work and do it well. Various factors influence job satisfaction, and our understanding of the significance of these stems in part from Frederick Herzberg. He called elements such as remuneration, working relationships, status, and job security "hygiene factors" because they concern the context in which somebody works. Hygiene factors do not in themselves promote job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute to job satisfaction and include achievement, recognition, the work itself, responsibility, advancement, and

17

growth. An absence of job satisfaction can lead to poor motivation, stress, absenteeism, and high labor turnover. The sense of fulfillment and pride felt by people who enjoy their work and do it well. Various factors influence job satisfaction, and our understanding of the significance of these stems in part from Frederick Herzberg. He called elements such as remuneration, working relationships, status, and job security "hygiene factors" because they concern the context in which somebody works. Hygiene factors do not in themselves promote job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute to job satisfaction and include achievement, recognition, the work itself, responsibility, advancement, and growth. An absence of job satisfaction can lead to poor motivation, stress, absenteeism, and high labor turnover. Job satisfaction refers to the general attitude of employees towards their jobs. Job satisfaction probably is the most widely studied variable in organization behaviour. When the attitude of an employee towards his or her job is positive,there exists job satisfaction. Dissatisfaction exist when the attitude is negative. According to Feldman and Arnold, job satisfaction is the amount of overall positive effect or feelings that individuals have towards their jobs. Job satisfaction often is a collection of attitudes about specific factors of the job. Employees can be satisfied with some elements of the job while simultaneously dissatisfied with others. For example, a lecturer may be dissatisfied with the management of the institution but may derive satisfaction while handling a course on organization behaivour in the class. Different types of satisfaction will lead to different intentions and behaviour. An employee might complain to the supervisor when dissatisfied with low pay but not with co-worker satisfaction. Job satisfaction is important for management as it has impact on turnover, productivity, absenteeism and other job related aspects.

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"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) Job satisfaction has been related to personnel turnover (Scott & Taylor, 1973), plans to terminate employment (Rosse & Hulin, 1985), and life satisfaction (Iris & Barrett, 1972). Additionally, job satisfaction has been correlated with positive behaviors toward others (Smith, Organ & Near, 1983) and physical health (Burke, 1970; Karasek, Gardell, & Lindell 1987). Job satisfaction has been noted to be important for people with disabilities (Quigley, 1968; Selzer, 1984). Job satisfaction is a worker's sense of achievement and success on the job. It is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment. Job satisfaction has been the subject of research at least since the Hawthorne studies of the 1920s (Roethlisberger & Dickson, 1939). Job satisfaction is defined as the "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (Locke, 1976 p. 1300). Churchill, Ford, & Walker (1974 p. 225) define job satisfaction for salespeople as "all characteristics of the job itself and the work

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environment which salesmen find rewarding, fulfilling, and satisfying, or frustrating and unsatisfying ." An individual's attitude about his or her job should have meaningful implications about how he or she does it. Many human-relations era researchers sought to establish job satisfaction as a driver of performance (e. g. McGregor, 1960). Brayfield & Crockett (1955), however, cited conflicting research results and questioned this view. Porter & Lawler (1968) espoused the contrary view that performance leads to job satisfaction. This has become the generally accepted view. Even so, the strength of the relationship appears to be very weak (Iaffaldo & Muchinsky, 1985). Greater job satisfaction has also been generally related to reduced intent to leave the organization (Brayfield & Crockett, 1955; Mowday, Koberg, & McArthur, 1984) and with reduced rates of absenteeism (Porter & Steers, 1973). In addition, job satisfaction has been shown to be strongly related to organizational commitment (Porter, Steers, & Mowday, 1974) and to organizational citizenship behaviors (Smith, Organ, & Near, 1983; Organ, 1988).

Creating Job Satisfaction: For many of us, the idea of having a job that is truly satisfying - the kind where work doesn't feel like work anymore - is pure fantasy. Sure, professional athletes, ski patrollers, and golf pros may have found a way of doing what they love and getting paid for it. But is there actually anyone out there who dreams of sitting at a desk and processing paper, or watching products fly by them on conveyor belts, or working to solve other people's problems?

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Career dreams are one thing; practical reality is often another. When they happily coincide, seize the opportunity and enjoy it! Luckily, when they do not, it's good to know that it is possible to get job satisfaction from a practical choice of career. Job satisfaction doesn't have to mean pursuing the ultra-glamorous or making money from your hobby. You can work at job satisfaction, and find it in the most unexpected places. The heart of job satisfaction is in your attitude and expectations; it's more about how you approach your job than the actual duties you perform. Whether you work on the farm, a production line, in the corner office or on the basketball court, the secret is to understand the key ingredients of your unique recipe for job satisfaction.

Definition of Job Satisfaction: Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below: Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. An effective reaction to ones job. Weiss Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely: Specific job factors Individual characteristics Group relationship outside the job Blum and Naylor

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Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general. Glimmer Job satisfaction is defined as any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job. Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences. Locke

Literature review of Job Satisfaction: Babakus, Cravens, Grant, Ingram, & LaForge, (1996), reviewed organizational variables related to job satisfaction. They concluded the salesperson's perception of fairness in the company's compensation program also affects the job satisfaction of salespeople. They postulated that the type of control system employed by management would influence job satisfaction, i.e., the greater the extent of compensation control or outcome control, the less job satisfaction experienced by sales representatives. Bagozzi (1978), using the Job-Related Tension Index developed by Kahn, Wolfe, Quinn, & Snoek (1964) to measure role stress, found job-related tension significantly and negatively related to performance, generalized self-esteem, and job satisfaction. Gupta and Beehr (1979) demonstrated a positive relationship between job stress and withdrawal behaviors, which they suggested was mediated by job dissatisfaction.

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These relationships illustrate the centrality of job satisfaction in a network including many of the most important constructs in organizational behavior and marketing. They will also serve as a validating network establishing nomological validity of the resulting job satisfaction scale. Herzberg (1966) found job dissatisfaction to result from hygienic factors. Hygienic factors, however, are inherently extrinsic to the work; they are measured as extrinsic job satisfaction. In fact, the complement of extrinsic job satisfaction provides a measure of job dissatisfaction--directly following Herzberg's theoretical development. He also found that job satisfaction derives from the work itself; those factors intrinsic to the job provide the true satisfactions from the work. Of course, the intrinsic factors (job satisfiers) and extrinsic factors (job dissatisfiers) are not totally independent. There are some factors which seem to influence both, e.g. pay, promotions, coworkers. The measure of job satisfaction developed in this study included measures of intrinsic and extrinsic job satisfaction.

Deci (1971, 1972) found that reward contingency may act to diminish intrinsic motivation; because the provision of incentives is necessarily extrinsic to the work itself, the relationship of each dimension to the other study variables may add to the understanding of the role incentives play. The basis for the improved two-dimensional job-satisfaction scale is the Job Dimension Scale (Schletzer, 1965) as modified by Lucas, Parasuraman, Davis, & Enis (1987). In their study, however, Lucas, et al., report marginally acceptable coefficient alphas of .612 for the intrinsic job satisfaction scale and .617 for the extrinsic job satisfaction scale. These scales, as all scales in this study, utilized a 7point rating (from strongly disagree to strongly agree) for each item.

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Building Job Satisfaction: Major specifics of what workers need in job satisfaction include self-esteem and identity. A significant portion of job satisfaction often comes just from the sheer fact of being employed. If work creates positive features about being employed, unemployment almost invariably lowers self-worth. Genuine job satisfaction comes from a feeling of security whereby one's performance is judged objectively by the quality of work performance rather than artificial criteria such as being related to highly placed executives or to relatives in the firm. Yet at the same time, monotonous jobs can almost shatter a worker's initiative and enthusiasm. Employees have definite needs that they feel are essential to activate as they spend their working hours and years expending their efforts on behalf of their employers.

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Once you have identified the blend of status, power, or intrinsic enjoyment that need to be present in your work for you to feel satisfied, you then need to work on some of our seven 'ingredients' for a satisfying job. These ingredients are:

Self-awareness Challenge Variety Positive attitude Knowing your options Balanced lifestyle A sense of purpose

Self-Awareness The first step in the search for job satisfaction is to know yourself. If you're to be happy and successful, you need to understand your strengths and weaknesses. This will help you identify what types of profession will allow you to build on those strengths, and minimize those weaknesses. A useful framework for conducting this type of analysis is a Personal SWOT analysis. It is difficult to feel satisfied with something you aren't very good at, so rather than spend time beating yourself up about it, take a long hard look at the things at which you excel, and try to find a position that uses some of those skills too. Another important component of self-awareness is to have a good understanding of your personality traits and your preferred style of working. A useful tool for this is Schein's Career Anchors, which helps you understand what you value and what motivates you in your career, (and also what you do not value, and what de-motivates you).

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By increasing your self-awareness, you can work towards the ideal blend of compensation, status, and intrinsic reward that suits you, and that you can realistically achieve. Knowing this will help you to set appropriate goals, and manage your own expectations. The greater the match between your preferences and the requirements of the job, the more potential for job satisfaction you have. The remaining six 'ingredients' determine how much of that potential you actually achieve. Challenge Some days you may deny it, but we all thrive on interesting challenges. Does this mean your job has to be the head of engineering at NASA? No, different things challenge different people at different times. You just need to figure out what you can do to make sure you don't allow yourself to go stale at work. Even if the job itself is not all that challenging, you can make it challenging. Some great ideas here include:

Set performance standards for yourself - aim to beat your previous record, or set up a friendly competition among co-workers.

Teach others your skills - nothing is more challenging, or rewarding, than passing your skills and knowledge on to others.

Ask for new responsibilities - these will give you opportunities to stretch yourself.

Start or take on a project that uses skills you would like to use, or want to improve.

Commit to professional development - take courses, read books or trade magazines and attend seminars. However you do it, keep your skills fresh and current.

Variety

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Closely related to the need for challenge is the need to minimize boredom. Boredom is a common culprit when it comes to job dissatisfaction. When your mind is bored you lack interest and enthusiasm and even a well-matched job becomes dissatisfying. Some common methods to alleviate boredom at work include:

Cross train and learn new skills. Ask to be moved to a new assignment or department requiring the same skills. Ask to work a different shift. Volunteer to take on new tasks. Get involved with committee work. Go on an extended leave, or take a sabbatical.

Positive Attitude Attitude plays a huge role in how you perceive your job and your life in general. If you are depressed, angry or frustrated, you're much less likely to be satisfied with anything. Making a change to a positive attitude is a complex process that requires a lot of work and a strong commitment. However, over time, you can turn your internal dialogues around and start to see most events in your life as positive and worthwhile. Here are some tips:

Stop negative thoughts from entering your brain. Reframe your thoughts to the positive. Put the events of the day in the correct context. Don't dwell on setbacks. Commit to viewing obstacles as challenges. Accept that mistakes are simply opportunities to learn. Become an optimist.

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To help you with your quest to become positive, MindTools has a useful article titled Rational Positive Thinking, which helps you to identify and change negative and unhappy thinking patterns Know Your Options When you feel trapped, you can start to get anxious. At first you wonder what else is out there for you. This progresses to the point where you become convinced that anything other than the job you're doing has got to be more satisfying. To combat this, continuously scan your environment for opportunities. When you feel you have options, you have more control. When you make a positive choice to stay with a job, that job has much more appeal than if you feel forced to stay because you feel you have no alternative.

Keep a list of your accomplishments. Update your resume on a regular basis. Keep up to date on employment trends. Research other jobs that interest you. Adopt an 'I'm keeping my options open' approach.

Maintain a Balanced Lifestyle You'll have heard many times that you need to keep your life and work in balance. When you focus too much on one at the expense of the other you risk putting your whole system in distress. When work takes over your life, it is easy to resent it and lose your sense of perspective: Suddenly everything about your life is clouded with negativity. The Life Career Rainbow and The Wheel of Life are two great tools to use when seeking to attain and maintain an appropriate work life balance.

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Find a Sense of Purpose Last, but certainly not least (for many people) is the need to find a sense of purpose in the things you do. Even if you have a boring job, it helps a lot if you can see the real benefit you're providing for people.Even the most mundane job usually has purpose if you dig deep enough. And if it doesn't, should you be wasting your life doing it?If you're struggling to see the value in what you do (or if you want to sharpen your image of it) see our article on mission statements and vision statements: Unleashing the Power of Purpose.

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Determinants of Job satisfaction: Job satisfaction is a multi-variable and indescribable concept. There are number of factors that influence job satisfaction of employees. These factors can be classified into two a) b) categories. Organizational Personal They and variables. are

a)

Organizational

determinants:

The organizational determinants of job satisfaction plays a very important role. The employees spend major part of their time in organization so there are number of organizational factors that determine job satisfaction of the employees. The job satisfaction in the organizations can be increased by organizing and managing the organizational factors. The organization determinants of job satisfaction are as follows:i) Wages: Wage can be described as the amount of reward that a worker expects from the job. Wages are an instrument of fulfilling the needs as every worker expects to get an appropriate reward. The wages are supposed to be fair, reasonable and equitable. A feeling of job satisfaction is felt by attaining fair and equitable rewards. ii) Nature of Work: The nature of work has significant impact on the job satisfaction. Job satisfaction is highly influenced by the nature of work. Employees are satisfied with job that involves intelligence, skills, abilities, challenges and scope for greater freedom. Job dissatisfaction arises with a feeling of boredom, poor variety of tasks, frustration and failures.

iii) Working Conditions: Employees are highly motivated with good working conditions as they provide a feeling of safety, comfort and motivation. On contrary,

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poor working conditions brings out a fear of bad health in employees.

iv) Job Content: Factors like recognition, responsibility, advancement, achievement etc can be referred to as job content. A job that involves variety of tasks and less monotonous results delivers greater job satisfaction. A job that involves poor content produces job dissatisfaction.

v) Organizational Level: The jobs that are at higher levels are viewed as prestigious, esteemed and opportunity for self-control. The employees that are working at higher level jobs express greater job satisfaction than the ones working at lower level jobs. vi) Opportunities for Promotion: Promotion can be reciprocated as a significant achievement in the life. It promises and delivers more pay, responsibility, authority, independence and status. So, the opportunities for promotion determine the degree of satisfaction to the employees.

vii) Work Group: There is a natural desire of human beings to interact with others and so existence of groups in organizations is a common observable fact. This characteristic results in formation of work groups at the work place. Isolated workers dislike their jobs. The work groups make use of a remarkable influence on the satisfaction of employees. The satisfaction of an individual is dependent on largely on the relationship with the group members, group dynamics, group cohesiveness and his own need for affiliation.

viii) Leadership Styles: The satisfaction level on the job can be determined by the leadership styles. Job satisfaction is greatly enhanced by democratic style of leadership. It is because democratic leaders promote friendship, respect and warmth relationships among the employees. On contrary, employees working under authoritarian and dictatorial leaders express low level of job satisfaction.

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b)

Personal

determinants:

The personal determinants also help a lot in maintaining the motivation and personal factors of the employees to work effectively and efficiently. Job satisfaction can be related to psychological factors and so numbers of personal factors determine the job satisfaction of the employees. They are as follows:-

i) Personality: The personality of an individual can be determined by observing his individual psychological conditions. The factors that determine the satisfaction of individuals and his psychological conditions is perception, attitudes and learning. ii) Age: Age can be described as a noteworthy determinant of job satisfaction. It is because younger age employees possessing higher energy levels are likely to be having more job satisfaction. In older age, the aspiration levels in employees increase. They feel completely dissatisfied in a state where they are unable to find their aspiration fulfilled,

iii) Education: Education plays a significant determinant of job satisfaction as it provides an opportunity for developing ones personality. Education develops and improvises individual wisdom and evaluation process. The highly educated employees can understand the situation and asses it positively as they possess persistence, rationality and thinking power.

iv) Gender Differences: The gender and race of the employees plays important determinants of Job satisfaction. Women, the fairer sex, are more likely to be satisfied than their male counterpart even if they are employed in small jobs. The job satisfaction can also be determined by other factors like learning, skill autonomy, job characteristics, unbiased attitude of management, social status etc. It is important for managers to consider all these factors in assessing the satisfaction of the employees and increasing their level of job satisfaction.

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Job Satisfaction and Employee Performance:

Job

Satisfaction

and

Productivity

Happy workers may not necessarily be productive workers. At the individual level, the evidence suggests the reverse to be more accurate that productivity is likely to lead to satisfaction If we move from the individuals level to that of the organization, there is renewed support for the original satisfaction performance relationship. When satisfaction and productivity data are gathered for the organization as a whole, rather than at the individual level, we find that the organizations with more satisfied employees tend to be more effective than organizations with fewer satisfied employees. It may well be that the reason we have not got strong support for the satisfaction causes productivity. Studies have focused on individuals rather than on the organization and at individual level measures of productivity do not take into consideration all the interactions and complexities in the work process. So although we might not be able to say that a happy worker is more productive, it might be true that happy organizations are more productive.

Job

Satisfaction

and

Performance

A study of the Indian situation confirmed the positive interrelationship between job satisfaction, job performance and job motivation.

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 Job

Satisfaction

and

Accident

Research bears witness to the fact that satisfied workers are less likely to face accidents as compared to dissatisfied ones. It was concluded that accidents are closely linked to job satisfaction of workers and organizations with a low accident toll are likely to have a satisfied workforce. Another study reveals that highly satisfied workers have a higher efficiency rating as well. Being well adjusted on the job, the satisfied worker is sure to perform better. In other words, a worker with better job satisfaction tend to be better adjusted on the job, in his home and in social and emotional areas. On the other hand discontentment with working life is likely to affect the workers job adjustment and also in social, emotional and domestic life

Job

Satisfaction

and

Absenteeism

Results of a study showed that the rate of absenteeism increased down the ladder of hierarchy, with managers having the lowest absence rate, technical workers having the highest absence rate and supervisors occupying the intermediate position. Managers were the most satisfied employees with their jobs, followed by the supervisors, and technical staff. Absenteeism was positively correlated to job satisfaction and to the feeling of insecurity. Also, absenteeism was negatively correlated with achievement motivation. A satisfied worker has a positive attitude towards his work and will try to avoid being absent from work. This does not mean that workers who are highly satisfied with their jobs would almost never be absent. However, absenteeism would be less among those who are satisfied than those who are dissatisfied with their jobs. Different research studies have also noticed the relationship between job satisfaction and absenteeism on the basis of gender and white or blue collared workers. The finding showed a significant relationship with respect to both males

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and females and also among both white collared and blue collared workers. However, the relationship is slightly affected by the marital status of working women who sometimes remain absent or attend work late due to unavoidable domestic engagements.

Workers Role 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 rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed. Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively.

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See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques. Promoting Job Satisfaction: Job satisfaction does not come automatically to business organizations. In a broad sense, the job satisfaction program needs to exist and should have activities carefully designed to achieve the intended job satisfaction goals. It must be an action program. And it should be carefully monitored to ensure that changes are periodically made as needed. Most large organizations now include human resource departments within their management structure. At one time human resource departments were limited to handling the acquisition of new workers. Today, however, many human resource programs take the worthwhile initiative of helping to develop complete programs of personnel practices, such as conducting research on current wage structures. Most human resource departments learn about employees through interviews, administration of insurance policies, study of legislation that deals with workers, and participation in decisions that affect employees' jobs. These activities must be carefully designed to concentrate in a positive manner on job satisfaction so that employees feel that all the personnel activity is for their benefit. A primary reason for the emergence of labor unions during the early 1920s was to develop safety measures for working conditions and equipment. Throughout the years labor unions appear to have played an uncertain role in achieving job satisfaction. In some cases, employees join labor unions primarily because they are the only organizations that bring health insurance benefits and increased legal benefits.

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Sometimes union members get better vacation and retirement benefits than do nonunion members.

Steps in Achieving Job Satisfaction:

What are the elements of jobs that increase job satisfaction? Organizations can help to increase job satisfaction by putting systems in place that will ensure that workers are being rewarded for being successful. Arthur P. Brief wrote: "If a person's work is interesting, the pay is fair, the promotional opportunities, and the supervisor is supportive, and the coworkers are friendly, then employees will be satisfied" (1999). The following list of suggestions may contribute to job satisfaction:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the workers to put their "signature" on the finished product

Opportunities to use one's talents and to be creative Opportunities to take responsibilities and direct one's own work A stable, secure work environment that includes job security and continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members

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Flexible benefits, such as child-care and exercise facilities Up-to-date technology Quality health insurance

If the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction.

Importance of Job Satisfaction: For the organization, high levels of job satisfaction of its workers strongly suggest a workforce that is motivated and committed to high-quality performance. Increased productivityquantity and quality of output per hour workedwould seem to be almost an automatic by-product of improved quality of workmanship. It is important to note, however, that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. Studies dating back to Frederick Herzberg's (1957) have shown surprisingly only a low correlation between high morale and high productivity. But this is contrary to easily formed logic that satisfied workers tend to add more value to an organization. Unhappy employees, motivated by fear of job loss, will give 100 percent of their effort for a while, but not for very long. Though fear is a powerful motivator, it is also a temporary one. As soon the threat is lifted, the performance declines. 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 also appears to be linked to a healthier workforce and has been found to be quite a good indicator of longevity. Although only low correlation has been found between job satisfaction and

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productivity, 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 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). Job satisfaction and occupational success can result not only in job satisfaction but also in complete personal satisfaction. The importance of job satisfaction lies not in its relationship with performance but with its stabilizing effects (reducing tardiness, absenteeism, and turnover) and through its

effects on cohesion (increasing organizational citizenship behaviors and organizational commitment). Job satisfaction appears to mediate the effects of in-role performance, role conflict, and job-induced tension on intent to leave and extra-role performance. Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker is a productive worker. organizational, citizenship,

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 It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longer with the organization.

Importance to Worker and Organization: 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 can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line.

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Influences on Job Satisfaction: There are no. of factors that influence job satisfaction. For example, one recent study even found that if college students majors coinsided with their job , this relationship will predicted subsequent job satisfaction. However, the main influences can be summerised along with the dimentions identified above. The work itself The concept of work itself is a major source of satisfaction. For example, research related to the job charactoristics approach to job design, shows that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the most important ingridents of a satisfying job uncovered by survey include intersting and challenging work, work that is not boring, and the job that provides status. Pay Wages and salaries are recognised to be a significant, but complex, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution to the organization. Fringe benefits are also important. If the employees are allowed some flexibility in choosing the type of benefits they prefer within a total package, called a flexible benefit plan, there is a significant increase in both benefit satisfaction and overall job satisfaction. Promotions

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Promotional opportunities are seem to be have avarying effect on job satisfaction. This is because of promotion take number of different forms.

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

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7. Opportunity to advance 8. No arbitrary action- a voice a matters affecting him 9. Satisfactory working conditions 10. Competence leadership- bosses whom he can admire and respect as persons and as bosses. However, the two concepts are interrelated in that job satisfaction can contribute to morale and morale can contribute to job satisfaction. It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive to perform, where as satisfaction reflects the individuals attitude towards the situation. The factors that determine whether individual is adequately satisfied with the job differs from those that determine whether he or she is motivated. the level of job satisfaction is largely determined by the comfits offered by the environment and the situation . Motivation, on the other hand is largely determine by value of reward and their dependence on performance. The result of high job satisfaction is increased commitment to the organization, which may or may not result in better performance. A wide range of factors affects an individuals level of satisfaction. While organizational rewards can and do have an impact, job satisfaction is primarily determine by factors that are usually not directly controlled by the organization. a high level of job satisfaction lead to organizational commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the organization. For example, employee who like their jobs, supervisors, and the factors related to the job will probably be loyal and devoted. People will work harder and derive satisfaction if they are given the freedom to make their own decisions.

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Reasons of Low Job Satisfaction: Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of loosing their job.

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THEORY OF JOB SATISFACTION

1. Affect Theory: Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

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2. Dispositional Theory: Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general 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

46

own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

3. Herzberg Two Factor Theory: The two-factor theory (also known as Herzberg's motivation-hygiene theory) states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. It was developed by Frederick Herzberg, a psychologist, who theorized that job satisfaction and job dissatisfaction act independently of each other. The two-factor, or motivation-hygiene theory, developed from data collected by Herzberg from interviews with a large number of engineers and accountants in the Pittsburgh area. From analyzing these interviews, he found that job characteristics related to what an individual does that is, to the nature of the work he performs apparently have the capacity to gratify such needs as achievement, competency, status, personal worth, and self-realization, thus making him happy and satisfied. However, the absence of such gratifying job characteristics does not appear to lead to unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company policies, supervision, technical problems, salary, interpersonal relations on the job, and working conditions. Thus, if management wishes to increase satisfaction on the job, it should be concerned with the nature of the work itself the opportunities it presents for gaining status, assuming responsibility, and for achieving self-realization. If, on the other hand, management wishes to reduce dissatisfaction, then it must focus on the job environment policies, procedures, supervision, and working conditions. If management is equally concerned with both (as is usually the case), then managers must give attention to both sets of job factors.

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Here is the description of this interview analysis: Briefly, we asked our respondents to describe periods in their lives when they were exceedingly happy and unhappy with their jobs. Each respondent gave as many "sequences of events" as he could that met certain criteriaincluding a marked change in feeling, a beginning and an end, and contained some substantive description other than feelings and interpretations The proposed hypothesis appears verified. The factors on the right that led to satisfaction (achievement, intrinsic interest in the work, responsibility, and advancement) are mostly unipolar; that is, they contribute very little to job dissatisfaction. Conversely, the dis-satisfiers (company policy and administrative practices, supervision, interpersonal relationships, working conditions, and salary) contribute very little to job satisfaction Two-factor theory distinguishes between:

Motivators (e.g., challenging work, recognition, responsibility) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth, and

Hygiene factors (e.g. status, job security, salary and fringe benefits) that do not give positive satisfaction, though dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary.

Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation. Frederick Herzberg interviewed 203 American accountants & engineers, chosen because of their professions growing importance in the business world. The subjects

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were asked to relate times when they felt exceptionally good or bad about their present job or any previous job, and to provide reasons, and a description of the sequence of events giving rise to that positive or negative feeling. The research showed that responses tended to be consistent, revealing two different sets of factors affecting motivation at work. One set of factors if absent or weak caused dissatisfaction. These related to the job environment / the context in which the job was performed and thus extrinsic to the job itself, e.g. the quality of supervision, or level of pay. Herzberg labeled these as the Hygiene or Maintenance Factors. The second set of factors if present lead to feelings of satisfaction. These relate to the job itself, for example its complexity, or importance, which Herzberg named the Motivators or Growth Factors.

Herzberg argues that both factors are equally important, but that good hygiene will only lead to average performance, preventing dissatisfaction, but not, by itself, creating a positive attitude or motivation to work. To motivate the employee management must enrich the content of the actual work they ask them to do. For example, building into tasks set a greater level of responsibility, and the opportunity to

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learn new skills. In advocating making work more interesting, and improving the quality of the work experience for the individual, Herzberg coined the phrase 'Quality of Working Life'. The table below lists the common hygiene factors and motivators identified within organisations.

Herzberg's Two-factor Theory Hygiene Factors Salary, Job Working Level and Supervision, Company Policy and Administration, Interpersonal Relations Herzberg and Money Security, Conditions, Quality of

Motivators

Nature Sense of Recognition,

of

Work,

Achievement,

Responsibility, Personal Advancement Growth and

It is often wrongly assumed that Herzberg did not value money, in the sense that he did not consider it a motivator. This is misleading, as Herzberg argues that the absence of good hygiene factors including money, will lead to dissatisfaction and thus potentially block any attempt to motivate the worker. Herzberg prefers us to think of money as a force which will move an individual to perform a task, but not generate any internal desire to do the task well. In fact to get an individual to perform the task again, he argues, we will need to offer more money.

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Although the original studies have been repeated with different types of workers, and results have proved consistent with the original research, Herzberg's theory has been criticised. Critics point out that a single factor may be a satisfier for one person, but cause job dissatisfaction for another. For example increased responsibility may be welcomed by some, whilst dreaded by others. Whatever the criticisms, Herzberg has drawn our attention to the importance of job design in order to bring about job enrichment, emphasised in the phrase 'Quality of Working Life'.

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

1. Meaningfulness of work: that labour has meaning to you, something that you
can relate to, and does not occur just as a set of movements to be repeated. This is fundamental to intrinsic motivation, i.e. that work is motivating in an of itself (as opposed to motivating only as a means to an end)

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2. Responsibility: that you have been given the opportunity to be a success or

failure at your job because sufficient freedom of action has given you. This would include the ability to make changes and incorporate the learning you gain whilst doing the job.

3. Knowledge of outcomes: This is important for two reasons. Firstly to provide

the person knowledge on how successful their work has been, which in turn enables them to learn from mistakes. The second is to connect them emotionally to the customer of their outputs, thus giving further purpose to the work (e.g. I may only work on a production line, but I know that the food rations I produce are used to help people in disaster areas, saving many lives)

In turn, each of these critical states are derived from certain characteristics of the job:

1. Meaningfulness: derived from:

o

Skill variety: using an appropriate variety of your skills: too many might be overwhelming, too few, boring

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Task Identity: being able to identify with the work at hand as more whole and complete, and hence enabling more pride to be taken in the outcome of that work (e.g. if you just add one nut to one bolt in the same spot every time a washing machine goes past it is much less motivating than being the person responsible for the drum attachment and associated work area (even as part of a group)

Task Significance: being able to identify the task as contributing to something wider, to society or a group over and beyond the self. For example, the theory suggests that I will be more motivated if I am contributing to the whole firms bonus this year, looking after someone or making something that will benefit someone else. Conversely I will be less motivated if I am only making a faceless owner wealthier, or am making some pointless item (e.g. corporate give-away gifts)

2. Responsibility is derived from autonomy, as without being given freedom of

self-decision, then it is not possible for me to succeed (only for the person who told me what to do).

3. Feedback is the crucial element that creates knowledge of outcomes. This can
be anything from production figures through to customer satisfaction scores. The point is that the feedback offers information that once you know, you can use to do things differently if you wish. Knowing these critical job characteristics, the theory goes, it is then possible to derive the key components of the design of a job: 1. Varying work to enable skill variety 2. Assigning work to groups to increase the wholeness of the product produced and give a group to enhance significance 3. Delegate tasks to their lowest possible level to create autonomy and hence responsibility

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4. Connect people to the outcomes of their work and the customers that receive
them so as to provide feedback for learning

CORE DIMENSION

PSYCHOLOGICAL STATES

OUTCOMES

SKILL VARIETY TASK IDENTITY TASK SIGNIFICANCE

MEANINGFU LNESS OF WORK

HIGH INTRINSIC MOTIVATION HIGH JOB PERFORMAN CE

AUTONOMY

RESPONSIBI LITY FOR OUTCOMES

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FEEDBACK KNOWLEDG E OF RESULTS

HIGH JOB SATISFACTIO N

LOW

*JOB CHARACTERISTIC MODEL*

Motivation, Attitude and job Satisfaction

Motivation, implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities and skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the which may be totally unrelated to productivity. Similarly, in the literature the terms job attitude and hob satisfaction are used interchangeably. However, a closer analysis may reveal that perhaps they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across situations. Thy are precursors to behaviors and determine its intensity and direction. Job satisfaction, on the other hand, is an end-state of feeling which may influence subsequent behavior In this respect job attitudes and job satisfaction may have something in common. But of we freeze behaviors, attitude would initiate it while job satisfaction would result from it. Morale and Job Satisfaction More than two and a half decades ago, Seashore(1954) came o the conclusion that there is no definition of morale. It is a condition which exists in a context where people are.

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a. b. c. d. e. f.

motivated towards high productivity, want to remain with organization. act effectively in crisis. Accept necessary changes without resentment or resistance. Actually promote the interest of the organization, and Are satisfied with their job.

According to this description of morale, job satisfaction is an important dimension of morale and not morale itself. Morale is a general attitude of the worker and relates to group while hob satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is distributive one. In other words, job satisfaction refers to a general attitude towards work by an individual worker. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals .Most definition of morale in literature indicate that subordination of personal objectives to the larger goals of the group/organisation is an of the group/organisation is an important element of a definition of morale. In job satisfaction no such condition is attached. A given individual may be satisfied with a variety of factors, like salary, coworkers. His own contribution etc. In fact, morale itself could also be a source of satisfaction to an individual.

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Research methodology

Research problem What is its impact on distributors and sales turnover? How efficiency improves by effective work-out by job satisfaction on given parameters? To measure relationship between job satisfaction and feedback by superiors?

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SAMPLING DESIGN:A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. Sample design is determined before the data are collected. AREA OF SAMPLE:These area covered up in this studies were: Gomti Nagar Indra Nagar Mahanagar Sampling Unit: A decision has to be taken concerning a sampling unit before

selecting sample. Sampling unit may be a geographical one such as state, district, village, etc., or a construction unit such as house, flat, etc., or it may be a social unit such as family, club, school, etc., or it may be an individual. The researcher will have to decide one or more of such units that he has to select for his study. Sampling unit were taken from different areas of Lucknow Such as following: Gomti Nagar Indra Nagar Aalambagh Aishbagh

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Selection of units under study:Sampling Units were individual i.e. Businessman, Service class and Others like Professional, Students. Sources list (Sampling frame) Excutives: 35 Nonexecutives: 30 Others: 25 Sample size: 100

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SAMPLING PROCEDURE
On the representation basis, the sample may be probability sampling or it may be nonprobability sampling. Probability sampling: Probability sampling is also known as Random sampling or Chance sampling. Under this sampling design, every item of the universe has an equal chance of inclusion in the sample. (i.e., once an item is selected for the sample, it cannot appear in the sample again. Non Probability sampling: Non probability sampling is also known by different names such as deliberate sample, purposive sampling and judgment sampling. In this type of sampling, items remain supreme. Non-Probabilistic Sampling procedure is adopted for the Project

Research design Nature of study:-the study undertaken is descriptive in nature , which tends to use data based on interaction with the customers /distributor to sell product of SAL Ltd. Branch Office , Delhi. In this study survey method is adopted because of several reasons.

Advantages of survey method. (i) (ii) Survey is conducted in case of descriptive research studies. Survey type research studies usually have larger samples because the percentage of responses generally happens to be low, as low as 20 to 30 %, especially in mailed questionnaire studies. Thus, the survey method gathers

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data from a relatively large number of cases at a particular time it is essentially cross- sectional. (iii) Survey are concerned with describing, recording, analyzing and interpreting conditions that either exits or exited, The researcher does not manipulate the variable or arrange for events to happen Survey are only concerned wit condition or relationships that exits, opinion that are held , processes that are going on, effects that evident or trends that are developing. They are primarily concerned with the present but at times do consider past events and influences as they relate to current conditions. Thus in survey, variables that exist or have already occurred are selected and observed. (iv) (v) (vi) Survey is usually appropriate in case of social and behavioral sciences. Survey is an example of field research. Survey may either be census or sample survey. They may also be classified as social survey, economic survey or public surveys. The method of data collection happens to be either observation, or interview or questionnaire or some projective technique. (vii) Possible relationships between the data and the unknown in the universe can be studied through survey.

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RESEARCH TECHNIQUE
By observation: Through personal interview By questionnaires: In that study mailing of questionnaires is used for getting the entire knowledge or appropriate result of job satisfaction level an employee. DATA SOURCES The research requires primary as well as secondary type of data.

Primary Data Sources:- These data are Secondary

collected from individuals who are using

the product , walk in clients & talking to them through phone. Data Sources:-These data sources are company records, websites,

affix study books and articles from newspaper and journals.

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MEASURMENT OF JOB SATISFACTION

Because of some of the problems indicated above measurement of job satisfaction has come to acquire the same fate as the measurement of intelligence. Since there is no agreement on a specific definition, generally questionnaires are developed to measure satisfaction with various aspects of work and the resultant behaviors or score is called job satisfaction. Todays as intelligence in defined as what is measured by intelligence test job satisfaction can also be defined as what is measured by job satisfaction questionnaire. Most studies of job satisfaction have been concerned with operational rather than defining it. According to Locke (1969) such an approach describes that a certain relationship works but tells nothing as to why it works. This seems to be the case with job satisfaction. Researchers have been found to be more interested in choosing the unit of measurement from the several available but little by way of a definition of job satisfaction has been attempted. One would assume the acceptance of a definition of job satisfaction as a precursor for the choice of the unit of measurement.

However, despite these numerous attempts in the past, various others will be made in future to measure hob satisfaction. Perhaps, the earliest of all the known scales of measuring job satisfaction is that by Hoppock (1935) . He developed essentially four items each one with seven alternative responses .If a person chooses the least satisfied of the seven alternatives he gets a score of 100, and 700 if he chooses most satisfied. Alternative for each item. Other alternatives represent a 100-point additional to the previous ``alternative for all four items his total score is 400. Similarly if he chooses second alternative in all four items he gets a score of 800, and so on. The maximum total possible is 2800 provided all four seventh alternatives are chosen. But Hoppock takes the average of the four item(range 100-700) for developing the satisfaction index. Although in its original

65

form, job satisfaction index by Hoppock is generally not used now but its variations can be spotted in the literature. Hoppocks index is perhaps, the only direct measure of job satisfaction, others (and there are quite a lot) have indexed job satisfaction in terms of the responses to a variety of questions which deal with factors that are directly or indirectly connected with jobs. These responses are usually measured on a variety of scales ranging from simple yesno to 7-point or 5-point agree-disagree type of scales. In Indian context one of the first few satisfaction measures developed by researchers in the S-D inventory by Pestonjee (1973). The S.D. inventory consist of 80 m interrogatory type of statement in Hindi, English Gujarati. The items lead to yes-no type of responses in each of the following four areas. These areas an representative items under each one of the areas are given below 1. Job nature of work, hours of wok, fellow workers, opportunities on

the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, machines and tools etc. Do you think that the work you are doing is interesting? Do you think that your work is hard and difficult? Management Supervisory leave policy favor participation, reward and punishment, praise and blame, leave policy favoritism etc. Do you think that promotions to employees are given impartially? Are the employees dismissed from the job on simple and trivial matters. Social Relations, Neighbors, friends and associates, attitudes towards people in community, participation in social activities caste\barriers etc. Do you get upset for a long time when criticized by somebody? Are you frequently worried due to illness of your family members?

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Personal Adjustment. Emotionalism, health home and living conditions, finances, relations with family members etc.

Do you often feel that you are alone in this wide world? Are you troubled by the feelings of caste and creed in society?

These areas include both on the job and off the job factors, The statisfactical treatment of the individual items and the test as a whole showed significant discriminatory potential. Another attempt to measure job satisfaction has been through need satisfaction. Porter (1961) developed a questionnaire consisting of 13 items classified into Maslow type need hierarchy system. Each items of the scale measures not only the existing degree of need fulfillment but also the expected levels of fulfillment and its importance to the respondents. Items are answered on three 7-point scales one each for expected, existing and importance. The anchor points of scales are labeled as maximum and minimum. The discrepancy between expected and existing is taken as an indicator of job satisfaction. The higher the discrepancy the lower is the job satisfaction. One of the useful component of job satisfaction in Porters questionnaire is the degree of importance attached to the various aspects of job leading to job satisfaction. Some aspects may be necessary for the successful completion of the job without having much importance for the person such as tools, interdependence of task, C0-workersm rules and regulations and supervision. Etc. On the other hand, there may be other aspects of the job that may not only lead to successful completion of the job carry some value to the person (e.g. authority, freedom, challenge, participation etc. ) . People may vary on the degree of importance that attach to these aspects of the job. The representative sample of the variety of methods used to measure job satisfaction reflects the complexity of the construct job satisfaction. Some of these methods measure the overall job satisfaction while others look at satisfaction with specific aspects of work. Since satisfaction with one facet of the job may be difficult to isolate because of the complex ways. Correlated with other facets of the on, an overall

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measure of satisfaction may provide more reliable data. This is further supported in a study definitions based on 23 facets of job satisfaction did not yield empirically comparable measures of satisfaction. Some correlated better with the overall rating of the job satisfaction than others. Perhaps, a more reliable way to measure job satisfaction could be to use a more direct approach tapping overall satisfaction. The following three statements may serve the purpose. 1. 2. 3. I am satisfied with my job. I love to come to my job everyday. All things being equal. I will choose my present job again .

The way in which respondents could answer these statement could vary depending on the design of the study. They could be answered by simple yes-no or a point scale of agreement disagreement. In a cross cultural study on the relationship of personal characteristics (age, sex, marital status, number of dependents years of education, years of works experience, and annual income) and satisfaction. Saiyadain (1985) administered these statements to 620 Nigerian and 778 Indian employees. They were asked to respond to these statements on a 6-point scale ranging from strongly agree to strongly disagree. The coefficient values for the two samples as well as the total sample are given an

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69

TABLE

Statement

Overall

Indian Sample

Nigerian Sample 0.241 0.463 0.502

Between 1 & 2 Between 1 & 3 0.581 Between 2 & 3 0.461

0.519 0.567 0.254

0.375

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WHAT SATISFIES INDIAN EMPLOYEES

In his study on American employees, Hoppock (1935) identified six factors that contribution to job satisfaction among them. These are as follows: The way individual reacts to unpleasant situations. The facility with which he adjusts himself to other persons. his relative status in the social and economic group with which he identifies himself. The nature of the work in relation to the abilities, interest and preparation of the worker. Security. Loyalty.

Note that these factors reflect not the specific job related contents but a more general class of factors relating to job satisfaction. Most Indian studies on job satisfaction, on the other hand, have concerned them-salves with the specific aspects of work. These studies n managers-supervisors or workers have essentially used one of the following three mythologies of data collection.

1.

A variety of factors are provided to the respondents and they are asked to tank

order them in terms of their contribution to their job satisfaction. These factors have been identified either on the basis of published research or individual experiences. Very little or no attempt has been made to identify a list of factors that may be unique to a specific industry or sample of study.

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2. Some other have used critical incidents methodology in the fashion in which it was used by Herzberg (1959) and have tried to identify the factors contributing to The way individual reacts to unpleasant situations. Alternatively, some the rank order system as in I above the respondents have been provided the list of six motivators (achievement, recognition, responsibility, work itself, advancement, and growth) and ten hygienic factors ( supervision, company policy and administration, working conditions, interpersonal relationship with superior, peer and subordinate, status, salary job security and factors in personal life) and have been asked to indicate those most important to them. 3. Yet another set of studies, particularly dealing with managers and supervisors have used Porters (1961) need satisfaction questionnaire. Here the respondents have been asked to indicate the existing satisfaction of need as well as the ideal satisfaction that they would like to have, Needs with minimal discrepancies between actual and ideal have been identified as contributing most to job satisfaction. Although quite a number of studies on what satisfies Indian employees have been conducted, the results of a representative sample of these studies separately for mangers/supervisors and the workers are presented.

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MANAGERS/SUPERVISORS
The results of representative sample of 15 studies on managers/supervisors from different organizations are summarized in Table. In this table only the top five factors contributing to job satisfaction have been indicated. On the question of what satisfies Indian managers/supervisors, the following conclusions can be drawn on the basis of data presented in Table. 1. A variety of job ranking factors have been identified by managers/supervisors, Except for two-factors in domestic life and adequate money all of them relate to job content category. So it is either achievement, responsibility, recognition, feeling of worth, or relationship with co-workers that seem to satisfy Indian managers/supervisors most. 2. A total of 17 factors have been mentioned. If we count the frequency distribution

of all the factors mentioned in Table the following rank order emerges.

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Factors

Rank

Responsibility Work itself Recognition Achievement Relationship with boss Promotion Use ability Home life Job security Growth Relationship with coworkers Working conditions Money/Salary Organization Authority Cooperation Autonomy

1 2 3.5 3.5 5 8.5 8.5 8.5 8.5 8-5 8.5 12.5 12.5 15.5 15.5 15.5 15.5

Responsibility ranks as the top most factor contributing to the job satisfaction of Indian managers/supervisors. This is followed by work itself. Surprisingly the next rank is shared by two content factors- achievement and recognition. The funeral trend of what

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satisfies Indian managers/supervisors seem to highlight the, motivators or content factors as situated by Herzberg and other (1957).

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WORKERS
The results of a representative sample of 14 studies dealing with different samples of Indian workers from different organizations are summarized in Table. Top five factors that have been found to contribute to the satisfaction of Indian workers are indicated in the table. The following general conclusions can be drawn on the basis of results presented in Table. There are total of 17 factors that have been pointed out as the top five factors in these 14 studies.

1. The most important factors on job satisfaction of Indian workers is money. Twelve out of 14 studies found workers reporting earnings as the most significant variable contributing to their satisfaction. In fact wherever earning is not mentioned as the most important factor it has been pointed out as the second most important factor.

2. Like managerial/supervisory group, the frequency of all the factors identified by workers in Table. Were tabulated. The ranks of these frequencies, are presented below. Factors Salary/wages Job security Advancement Fringe benefits Relationship with boss Work itself Relationship with coworkers Working conditions 4 5 6 7 8 Rank 1 2 3

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Responsibility Personal life Training facility Recognition Achievement Independence Facility for suggestion Health Company policy

10 10 10 14.5 14.5 14.5 14.5 14.5 14.5

Undoubtedly the economic factors play a significant role in job satisfaction of Indian workers. This is followed by job security. What is important to note is that most of the content factors share the bottom most rank in the list. It we compare the listing of the factors that satisfy Indian managers/supervisors and workers, we find that the factors that satisfy workers most are not the same for managers/supervisors. In case of workers it is the hygienic factors while in case of managers/supervisors it is the motivators that contributes to their satisfaction.

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JOB

SATISFACTION

AND

PERSONAL

CHARACTERISTICS
When a person comes to work, he brings with him his total personality, his attitudes, like and dislikes, his personal characteristics he derives from his work. As work is one of the necessary aspects of the total life experience of an individual, it becomes important to examine how his personal characteristics influence his job satisfaction. Personal characteristics here refer to such bio-social variables as age, marital status, education, length of service, and income, etc. In the West, a number of studies have been carried out on the relationship between job satisfaction and personal characteristics (e.g. Herzberg et. Al. 1957; Ronan 1970). In India, such studies have mostly concerned themselves with the workers population. Most Indian studies have used & correlative design where the degree of association between such variables as age, education, experience etc and job satisfaction have been calculated. The other set of studies are those where groups have been identified to be low and high on satisfaction and then a backward analysis has been done to see if these groups vary on such variables as age, education and experience etc.

Following conclusion can be drawn on job satisfaction and various personal characteristics for managerial personnel. 1.Job satisfaction increases with increases with increasing age. 2. Job satisfaction decreases with increasing number of dependents. 3. Job satisfaction decreases with increasing year of education. 4. Job satisfaction increases with increasing year of experience. However, it may also tend to decrease after 20years of experience.

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

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JOB SATISFACTION AND ORGANISATIONAL OBJECTIVES

Much of job satisfaction research has centered around the correlative studies examining the association of personality or job factors with job studies examining the association of personality or job factors with job satisfaction. In the these studies the respondents have evaluated their understanding of how satisfied/dissatisfied they felt with various aspects of jobs and whether this had anything to do with such age, of jobs and whether this had anything to do with such factors as age, sex, years of experience income etc. In the other set of studies, the respondents have been divided into groups based on their biographic variables and the effect of such variables has been studies on satisfaction/dissatisfaction. Alternatively, based on satisfaction score they have been divided into groups of high, low and moderate, and backward analysis is done to see how they differ on biographic or other job variables. Not much is known about how the overall goals of the organization contribute to the degree of satisfaction/dissatisfaction. A study of relationship between satisfaction and organizational objectives may throw light on a variety of issues that otherwise may help organization to develop organizational level plans to induce greater satisfaction, help the employees to develop an identity with the organization or just improve their commitment to work and loyalty to the organization. Unfortunately not many studies are conducted on this issue on Indian respondents. However, there is one study that seems to deal directly with this issue. Khandwalla and Jain (1984) designed a research to study how goals of organizations affect the satisfaction level of the managers. In this study the unit of analysis was organization as a whole and not the individual responses of the respondents. Data were collected on 47 Indian organizations. The following 12 operating goals were measured on a 5 point scale of importance to top management. 1. Higher profitability

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2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

Performance stabilization Higher sales growth rate Growth in market share Better public image Greater customer loyalty Better relationship with government. More professionalized management. Higher employee morale Higher operating efficiency Greater supervisory and managerial skills. Increased meeting of national priorities

Managers also filed out a satisfaction questionnaire consisting of following 14 job factors. These were rate on a 4 point scale of significance to raters. 1. Sense of challenge and worthwhile accomplishment 2. Opportunity for personal growth and development. 3. Opportunity for talking initiative. 4. Superiors appreciation for good work 5. Decision making authority 6. Opportunity for promotion 7. Job freedom

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8. Opportunity to influence superiors decisions 9. Social prestige of organization 10. Considerate and helpful boss 11. Congenial colleagues 12. Opportunity to serve society 13. Job security 14. Pay allowances and other perquisites Using organization as a unit of analysis the results revealed that higher profitability , higher growth rate in sales and performance stability were rated as the three most important top management goals while sense of challenge opportunity for taking initiative, and job security were rated as the three most important satisfaction factors by 47 organisations. The values of coefficient of correlation between 12 objectives and 14 satisfaction factors are given in Table. .

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DATA ANALYSIS
EMPLOYEES WISE
>=90 <90> = 80 <80> = 70 <70> = 60 <60> = 50 77 291 494 170 63

EMPLOYEES WISE
600 No. of Employes 500 400 300 200 100 0 >=90 <90> = 80 <80> = 70 <70> = 60 <60> = 50 Performance of Employees 77 291 170 63 494

Data Interpretation: 77 workers are leading with greater then 90% performance 291 workers are leading with greater then 80% smaller & equal 90% performance. 494 workers are leading with greater then 70% smaller & equal 80% performance. 170 workers are leading with greater then 60% smaller & equal 70% performance. 63 workers are leading with greater then 50% smaller & equal 60% performance. This graph exhibits performance of total employees.

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CATEGORY WISE

>=90 SKILLED 24

<90> = 80 91 101 99

<80> = 70 105 112 199

<70> = 60 16 136 59

<60> = 50 7 29 37

SEMI SKILLED 26 UNSKILLED 27

CATEGORY WISED
NO . O F EMPLO YEES 250 200 150 100 50 0 >=90 <90> = 80 <80> = 70 <70> = 60 <60> = 50 PERFORMANCE OF EMPLOYEES SKILLED SEMI SKILLED UNSKILLED
24 26 27 91 101 99 199 105112 16 136 59 7

29 37

Data Interpretation: 24 skilled workers are leading with greater then 90% performance. 26 Semi skilled workers are leading with greater then 90% performance. 27 Un-skilled workers are leading with greater then 90% performance. Same as other as shown as graph. This graph exhibits performance of skilled, unskilled & semi-skilled.

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0% 0%

Social Security

20% Highly Satisfied Satisfied Below Satisfied Cannot Say 80%

Figure 2

DATA INTERPRETATION:

80% workers are highly satisfied with their Social security process. 20% workers are satisfied with their Social security process.

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Selection Process Selection Process

0% 20% 0% Highly Satisfied Not Satisfied Below Satisfied Cannot Say 80%

Figure 4

DATA INTERPRETATION:

80% workers are highly satisfied with their selection procedure. 20% workers are Not satisfied with their selection procedure due to a degree of partiality.

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Motivation

Level

in

Employee

Motivation Level in Employee

10% 20% 60% 10% Monetary Non-monetary Reward Cannot say

Figure 5

DATA INTERPRETATION:

60% workers consider that they get high satisfaction from monitories issues. 10% workers consider that they get high satisfaction from non-monitories issues. 20% workers consider that they get high satisfaction from rewards issues. 10% workers don't want say anything because they don't feel motivation degree due to these instrument.

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Attitude & Behaviors of Management

Attitude & Behaviour of Management

0% 40%

20% Very good Good Average Cannot say 40%

Figure 6

DATA INTERPRETATION:

20% workers considered very good attitude & behaviour of management. 40% workers considered good attitude & behaviour of management. 40% workers considered average attitude & behaviour of management.

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Medical help provide to the Employee

Medical Facility provided to the Employee

10% 10% 30% Highly Satisfied Satisfied Not Satisfied Cannot say 50%

Figure 7

DATA INTERPRETATION:

30% workers are highly satisfied with their medical facilities. 50% workers are satisfied with their medical facilities. 10% workers are not satisfied with their medical facilities. 10% workers are don't want to say about medical facility due to lacking of awareness.

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Training facility

Training facility

5% 5% 10% Highly Satisfied Satisfied Not Satisfied Cannot say 80%

Figure 8

DATA INTERPRETATION:

80% workers are highly satisfied with their training procedure. 10% workers are satisfied with their training procedure. 5% workers are not satisfied with their training procedure. 5% workers are cant say with their training procedure.

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Different Cultural Activities in the Organizations taken by management through employees satisfactory level
Different Cultural Activities in the Organizations taken by management through employees satisfactory level 20%

50%

Very True TRUE Cant Say

30%

Figure 10

DATA INTERPRETATION: 80% participate in cultural activities conducted by management. 20% workers don't want to say anything due to lacking of awareness about cultural activities.

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RECOMMENDATIONS

The following recommendations are made on the bases of study conducted in Delhi The study shows that the employees want feedback as to how they are doing. The Performance Appraisal System hence should be capable enough to give them that feedback. The employees should always be aware of the standard and the job content expected out of them. Job satisfaction tools (that has been used in graphical presentation) should be selected carefully after taking in to consideration the requirement of the study. The manager should try silence, use open ended questions to understand the feelings of the sub ordinates. Financial reward and promotional opportunities should be provided. Ethics for working conditions and working hours should be practical. To avoid boredom and motivate to workers effective cultural programs and vocational tours should be organized. The employee should we aware from the social cultural activities & recruitment policies. They should provide education & loan facilities to sweeper & securities men. They should improve their training process they should provide fund facility for the purpose of retirement. They should take consent from the workers about monitory policy. They should improve attitude & behaviour towards employees. They should appoint Grievance Settlement Authority in reference of employees and employers.

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CONCLUSION
The present study is concerned mainly with the role of satisfaction, which an individual drives from job in increasing his productivity. The question as to why man work is considered rather irrelevant as man has been working in every society through out the ages. Whatever may be the reason for working, men have continued to work. The urge to work seems, to be deep rooted in most men, and work is viewed much more, than a means of seeking economic gratifications. In can be said that work forms an essential part of human activity. Work occupies so much of mans life span, that the satisfaction or dissatisfaction from it can affect the individual considerably in all walks of life. Besides this, a mans job satisfied so many of his needs, which it becomes extremely important to enquire about the factors that are associated with satisfaction or dissatisfaction with the job. The impact of work on men cannot be denied. It operates as a great stabilizing, integrating and ego satisfying, central influence in the pattern of each person life. If a job fails to satisfy these needs of an individual, it is problematic whether man can find adequate substitutes to provide a sense of significance and achievement, purpose and justification for his life. The role that work plays in the life of many may easily be seen when one is unemployed. Not merely because it means loss of money, but also because of loss of status in the society and he finds it difficult to save his face. As an individuals work means so much to him and since its impact on the individual is considerable, social scientists, the world over started focusing their attention on the problem of satisfaction or dissatisfaction with work. Different workers in the field have dealt with the problem of satisfaction or dissatisfaction with work in different manner. The earliest researches on job satisfaction were primarily production oriented rather than employee oriented. The

93

idea was to isolate those factors on the job, which were generally considered desirable by the employees. This approach to the study of work and the accompanying satisfaction or dissatisfaction with it was termed as the incentive approach with it literature on vocational motivation. The incentive approach was considered insufficient to explain the phenomenon of job satisfaction. Similarly, the human relations approach to the study of job satisfaction was also considered inadequate to explain the phenomenon. The two-factor theory, proposed by Herzberg to explain the phenomenon of job satisfaction has received considerable attention in the literature on vocational motivation recently. His motivation and maintenance factors approach to the study of job satisfaction is a novel one. However, research findings explanation of job satisfaction rather than confirm it. Certain psychologists proposed a rather useful approach to the study of job satisfaction. They advocated that there is very little difference between general adjustment and occupational adjustment. Some thinkers suggest employee cantered approach to job satisfaction. The argument is that it created a feeling of confidence among the employees and motivates them to do their best for the organization.In view of such contradictory evidence, it was decided to utilize a comprehensive approach to explain the phenomenon of job satisfaction; the present study has utilized the concept of human needs as the basic analytical tool. The theory of human needs states that man has several needs to satisfy. Some of these needs have been called primary and others as secondary needs. It states that whenever any of these (or all of these) needs are activated, they create a sort of dissonance in the individual, who is thus motivated to task such action as may be necessary to reduce this tension. Analyzing the job situation in the context of the need theory, it is apparent that when an individual comes to work, he brings with him certain needs. He is constantly seeking the gratification of his needs on the job situation. He expects to satisfy these

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needs on the jobs and in return work to achieve organizational goals. In this process of seeking adjustment with the various physical, social and psychological aspects of the work environment, if the individual feels he is able to satisfy those needs which are of significant importance to him, he is likely to be positively oriented towards his job. The phenomenon of satisfaction with work, however, can only be understood in its totally. An individual in an organized whole and his behaviour has to be understood in its totality. Not only does he seek satisfaction of his needs on the job, but outside it as well. It is necessary to satisfy his needs, both, at work situation and outside it. The satisfaction or dissatisfaction of these needs leads to the development of certain attitudes of life and work.

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LIMITATONS

In few cases, the respondent had refused to give the information. Confidentiality of certain information at the unit level also major limitation of this study. Contacting managers of the organization was time consuming exercise The study covers only the permanent employees of the organization who have completed their on e year service hence the study is just based on a limited number of people. To get information from managers was very tough task. To conveyance employees to revel information was also very tough task.

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SUGGESTION
1) Employees should be encouraged to commit themselves to create a dedicated workforce for banking institution. 2) To encourage Competitive culture seniority based promotion policy should be abolished. 3) For a competent employee Time Span to be prompted to the next rank should be verified. 4) To maintain satisfied and dedicated work force performance based compensation package should be introduced. 5) Besides financial motivation, other ways to be found to motivate employees. 6) Trade unions are meant for employees and organisational betterment. So, if any negative elements are there, it should be removed to offer better customer services. 7) Frequent transfers leads someone to furnish with day to day work only. Transfer policy should be verified for overall development of banking industry. 8) Greatest concern has been seen for recoveries against social banking. Government and management should introduce policies to recover loans offered under Government's scheme. 9) While farming bank's policy besides external factors, management should consider workforce's opinion.

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BIBLIOGRAPHY
Rakesh K. Chopra: Management of Human Resources N.D. Kapoor & Tripathi: Personnel Management S.P. Jain: Industrial & Labour Laws N.D. Kapoor: Industrial & Labour Laws C.B. Mamoria: Personnel Management C.B. Gupta: Personnel Management

Websites www.ministryofIabour.com www.google.com

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