1.

INTRODUCTION

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 redient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

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Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

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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 Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"

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Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

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Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by Placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job
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satisfaction include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation? What did it look like?

What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present situation?

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Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their Imperfections and learn how to give and receive criticism constructively.

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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 helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stressmanagement techniques.

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Assuring Job Satisfaction

Assuring job satisfaction, over the long term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzbergs (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction

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COMPANY PROFILE
Kotak Mahindra old mutual life insurance ltd. Is a joint venture between kotak Mahindra banks Ltd.? And old mutual plc. At kotak life insurance, we aim to help customers to take financial Decisions at every stage in life by offering them a wide range of innovative life insurance Products, to make them financial independent.

Mr. Gorang shah is the managing director of kotak Mahindra old mutual life insurance limited.

Mr. Shah has been previously associated with Kotak Mahindra Pr mus since its inception i and has contributed towards its growth to become a Rs.2000 Cr plus business. Before comfing to Kotak Life Insurance, Gaurang Shah was Groii.Jp Head of Retail Assets for Kotak Mahindra Bank. The Retail Assets include commercial vehicles, personal loans, structured products, car loans and loans against shares.

Mr. Murlidhar is a Chief Financial Officer and Company Secretary of Kotak Life Insurance. Murliidhar is. an associate member of the Institute of Chartered

Accountants of India, an associate member of the Institute Of Company Secretaries of India, and graduate member of the Institute of Cost & Works Accountants of India. Mr. Murlidhar possesses over 20-year work experience and has earlier worked with National Dairy Development Board (NDDB), MIDS Switchgear Limited and Nicholas Piramal India Limited and Ion Exchange Ltd. Prior to Kotak Life Insurance; he held the position of VP-10

Finance at Gujarat Glass Ltd.

As Chief Financial Officer at Kotak Life Insurance, he oversees all aspects of Finance including Operations, Regulatory, Internal Control, Finance, Accounts and Treasury.

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KOTAK MAHINDRA GROUP

Established in 1984, the Kotak Mahindra Group has long been one of Indias most reputed organizations in the financial services domain. Kotak Mahindra Group is committed for providing high quality financial products, services and support to its customers; and is structured in different businesses like Banking, Life Insurance, Mutual Funds, Car Finance, Securities and Institutional equities. As on 31 st December 2006, the group stands at a net worth of around Rs. 3100 crore, employees around 9600 people in its various branches providing services at across 300 cities. The Group services around 2.2 million customer accounts.

OLD MUTUAL Plc.

Old Mutual, a company with 160 years experience in life insurance, is an international financial services group listed on the London Stock Exchange and included in the FTSE 100 list of companies, with assets under management worth $ 400 Billion as on 30th June, 2006. For customers, this joint venture translates into a company that combines international expertise with the understanding of the local market. The group has a substantial presence in the UK, US and South African markets. The company is also working in the field of asset management, banking and general insurance services in over 40countries. As on 31 December 2005, Old Mutual had more than 7 million life insurance policies, 3.6 million banking customers and over 5, 50,000 general insurance policies.

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OTHER GROUP COMPANIES OF KOTAK LIFE INSURANCE

KOTAK MAHINDRA BANK LTD KOTAK MAHINDRA CAPITAL COMPANY LTD INTERNATIONAL SUBSIDIARIES KOTAK MAHINDRA PRIME LTD KOTAK SECURITIES LTD KOTAK MAHINDRA ASSET MANAGEMENT COMPANY

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HISTORY OF KOTAK LIFE

KOTAK MAHINDRA Old Mutual Life Insurance is a joint venture between KOTAK MAHINDRA Bank Ltd., along with its affiliates; and Old Mutual plc.

Established in 1984, the KOTAK MAHINDRA Group has long been one of Indias most reputed organizations in the financial services domain. KOTAK MAHINDRA Group is committed for providing high quality financial products, services & support to its customers; and is structured in different business like Banking, Life Insurance, Mutual Funds, Car Finance, Securities, Institutional Equities and Investment banking. KOTAK MAHINDRA Finance Ltd. the flagship company of KOTAK MAHINDRA Group was converted into KOTAK MAHINDRA Bank Ltd. in March 2003, making it the first NBFC to be offered a banking license. As on 31 st December 2006, the group stands at a net worth of around Rs. 3100 crore, employing around 9600 people in its various business and has distribution network of branches, franchisees, representative offices in New York, London, Dubai and Mauritius. The group service around 2.2 million-customer accounts..

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HISTORY OF INSURANCE

Almost 4,500 years ago, in the ancient land of Babylonia, traders used to bear risk of the caravan trade by giving loans that had to be later repaid with interest when the goods arrived safely. In 2100 BC, the Code of Hammurabi granted legal status to the practice. That, perhaps, was how insurance made its beginning.

Life insurance had its origins in ancient Rome, where citizens formed burial clubs that would meet the funeral expenses of its members as well as help survivors by making some payments.

As European civilization progressed, its social institutions and welfare practices also got more and more refined. With the discovery of new lands, sea routes and the consequent growth in trade, medieval guilds took it upon themselves to protect their member traders from loss on account of fire, shipwrecks and the like.

Since most of the trade took place by sea, there was also the fear of pirates. So these guilds even offered ransom for members held captive by pirates. Burial expenses and support in times of sickness and poverty were other services offered. Essentially, all these revolved around the concept of insurance or risk coverage. That's how old these concepts are, really.

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In 1347, in Genoa, European maritime nations entered into the earliest known insurance contract and decided to accept marine insurance as a practice.

The first step...

Insurance as we know it today owes its existence to 17th century England. In fact, it began taking shape in 1688 at a rather interesting place called Lloyd's Coffee House in London, where merchants, ship-owners and underwriters met to discuss and transact business. By the end of the 18th century, Lloyd's had brewed enough business to become one of the first modern insurance companies.

Insurance and Myth...

Back to the 17th century. In 1693, astronomer Edmond Halley constructed the first mortality table to provide a link between the life insurance premium and the average life spans based on statistical laws of mortality and compound interest. In 1756, Joseph Dodson reworked the table, linking premium rate to age

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Enter companies... The first stock companies to get into the business of insurance were chartered in England in 1720. The year 1735 saw the birth of the first insurance company in the American colonies in Charleston, SC.

In 1759, the Presbyterian Synod of Philadelphia sponsored the first life insurance corporation in America for the benefit of ministers and their dependents.

However, it was after 1840 that life insurance really took off in a big way. The trigger: Reducing opposition from religious groups.

The growing years... The 19th century saw huge developments in the field of insurance, with newer products being devised to meet the growing needs of urbanization and industrialization. In 1835, the infamous New York fire drew people's attention to the need to provide for sudden and large losses. Two years later, Massachusetts became the first state to require companies by law to maintain such reserves. The great Chicago fire of 1871 further emphasized how fires can cause huge losses in densely populated modern cities. The practice of reinsurance, wherein the risks are spread among several companies, was devised specifically for such situations.

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In the 19th century, many societies were founded to insure the life and health of their members, while fraternal orders provided low-cost, members-only insurance.

Even today, such fraternal orders continue to provide insurance coverage to members as do most labor organizations. Many employers sponsor group insurance policies for their employees, providing not just life insurance, but sickness and accident benefits and oldage pensions. Employees contribute a certain percentage of the premium for these policies.

In India...

Insurance in India can be traced back to the Vedas. For instance, yogakshema, the name of Life Insurance Corporation of India's corporate headquarters, is derived from the Rig Veda. The term suggests that a form of "community insurance" was prevalent around 1000 BC and practiced by the Aryans.

Burial societies of the kind found in ancient Rome were formed in the Buddhist period to help families build houses, protect widows and children. Bombay Mutual Assurance Society, the first Indian life assurance society, was formed in 1870. Other companies like Oriental, Bharat and Empire of India were also set up in the 1870-90s.

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It was during the swadeshi movement in the early 20th century that insurance witnessed a big boom in India with several more companies being set up. As these companies grew, the government began to exercise control on them. The Insurance Act was passed in 1912, followed by a detailed and amended Insurance Act of 1938 that looked into investments, expenditure and management of these companies' funds.

By the mid-1950s, there were around 170 insurance companies and 80 provident fund societies in the country's life insurance scene. However, in the absence of regulatory systems, scams and irregularities were almost a way of life at most of these companies. As a result, the government decided nationalizes the life assurance business in India. The Life Insurance Corporation of India was set up in 1956 to take over around 250 life companies.

For years thereafter, insurance remained a monopoly of the public sector. It was only after seven years of deliberation and debate - after the RN Malhotra Committee report of 1994 became the first serious document calling for the re-opening up of the insurance sector to private players -- that the sector was finally opened up to private players in 2001. The Insurance Regulatory & Development Authority, an autonomous insurance regulator set up in 2000, has extensive powers to oversee the insurance business and regulate in a manner that will safeguard the interests of the insured.

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FUTURE OF INSURANCE IN INDIA

As per a recent report Indian Insurance Industry Forecast (2007-2009) published by RNCOS, it has been found that Life insurance market in India will likely reach around Rs 1683 Billion by the year 2009. Changing consumer behavior, GDP growth rate, changing socio economic demography, and natural calamities occurring from time to time will remain the key contributors in this growth.

April 2007, current FYs first month, saw new businesses expand by 49%, whereas general insurance players witnessed 16% increase during the same month. Outstanding performance of SBI Life, ICICI Prudential, and LIC helped the Indian life insurance industry in mopping up almost Rs 2,892 crore in April this year, whereas it was Rs 1,996 crore in the same month last year. On the other hand, Reliance Life, ING Vysya, and Bajaj Allianz were amongst those insurers that came across a decline in their premium collection over the review period, as per the data compiled by Insurance Regulatory & Development Authority.

Selling almost 15, 89,684 policies during this April, LIC - the largest life insurer in Indiawitnessed 57% growth in its new premiums that reached to Rs 2,134 crore. LIC grabbed a market share of almost 71.56% during this April. Non-life or general insurance industry saw a growth of 16% during this month, and ICICI Lombard was the second largest player in this segment. Business Standard published this in news on 14 June 2007.

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Looking at the current scenario, it can be made out that the four established public-sector players namely, National Insurance, United India, Oriental Insurance, and New India Assurance, may have to face stiff competition from private players like Bajaj Allianz, Reliance General, and ICICI Lombard, as per Business Standard. According to RNCOS report Indian Insurance Industry Forecast (2007-2009), Performance of life insurance industry remained better in comparison to non life segment over the five year period spanning 2001-2005. Some qualitative factors, like the deregulation rate of insurance market, and implementation rate of technologies prevailing in the market, need to perform up to the industry expectations in order to improve the growth rate of Indian life insurance market.

This report provides an objective analysis of all aspects of Indian insurance industry. The issues addressed in this report include: prospective investment areas in Indian life insurance i n d u s t r y , market strategies adopted by key players in this segment, opportunities and challenges present in this industry, and so on.

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LIFE INSURANCE ADVANTAGES

Some of the life insurance advantages offered by different types of Life Insurance Policies are:

Life Insurance policies can help secure the future of children for college/educational purposes as the amount of life Insurance Policy increases on a minors or parents life.

Life Insurance provides the option to pass equal assets to the children who are not active in the Family business at the time the family business is passed on.

The growth of a cash-value policy is tax-deferred - you do not pay taxes on the cash value accumulation until you withdraw funds from the policy.

Life Insurance helps retain your Business from the loss of a key employee. Untimely death of a key employee can pose severe financial loss to the business

A lot of Insurance products presently provide good returns, which could be a beneficial way for saving necessary funds for retirement years.

Benefits are available immediately and may be used to help pay expenses such as final illness and funeral costs, eliminating the need to sell estate assets to cover these costs.

A carefully signed Life Insurance Policy with desired ownership and beneficiary arrangements helps secure you and your family in the long term.

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CORPORATE STRUCTURE

Managing Director (Mr.Gaurang Shah)

CFO &COO (Mr. G Murlidharan)

VPSales & Mgmt.Dev. t<1r. Arun Patil

Sales Head Mr. Pankaj Desai)

Marketing Head {Mr. Rahul Sinha)

HR&Admin (Mr. Sugatta Dutta

Appointed Actuary (1r.Bryce Johns)

CIO (Mr. Krishna Sanghvi)

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LITERATURE REVIEW The literature survey conducted here includes the academic books and website. the study being conducted was to evaluate the effectiveness of recruitment and selection policy in relation with increasing attrition problem. Gui L, Barriball KL, While AE. 2nd Military Medical University, School of Nursing, Shanghai, PR China.

Job satisfaction among nurses is of concern throughout the world but the satisfaction of nurse teachers has received less attention and no review of global research on the topic has been published. A comprehensive literature review (1976-2007) was undertaken from an international perspective (n=26 papers and 4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job satisfaction over time. Coverage over the last 30 years was selected to examine if the level and contributing factors to nurse teachers' job satisfaction have changed during a time which has seen considerable developments and reorganization of nurse education as well as the role of nurse teachers. The purpose of this Part I paper is to: (i) (ii) (iii) review the different measurements of job satisfaction, report the job satisfaction levels of nurse teachers and, Identify the components of job satisfaction of nurse teach

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This paper provides the foundation for the Part II paper which reviews the literature regarding the effects and related factors of nurse teachers' job satisfaction.

1. Prasad L.M. Human resource management pp219-purpose and importance of Recruitment & selection cannot be ignored as by this org.

2. Bhattacharyya Kumar Deepak, Human resource management Excel Books pp166.-what is basically recruitment, its introduction, how to carry out recruitment.. 3. Dwivedi R.S. Managing Human Resource, Personnel Management (Indian enterprises, Galgotia publishing company, New delhi,1st edition, pp96-97 -what is a recruitment policy .what factors should be include while formulating.

4. Rao V.S.P, Human Resource Management, Excel books,1st edition,pp151. Importance of tests while selecting the candidates for the job, as these tests help the interviewer to better judge the candidate his competency for the particular jobs. 5. Bernardin John H, Human Resource Management, Tata Mc Graw Hill publishing company ltd., New Delhi, pp 160-163.the effectiveness of selection method depends upon the reliability of the data, validity of the purpose & utility of the methods.

6. Gulati Ambika, Training and Management, vol3, aug07, pp18-19, Importance of recruitment function in an organization.

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1.2. NEED OF THE STUDY

We need to understand what our employees value, and find ways to match that need with an appropriate work environment (this can be done through selection, placement, and job design). Is Murray an extravert with a high need for interpersonal stimulation and warm, personal interaction? If so, the discrepancy between the social environment he expects at work and the one he perceives will be very important in driving his sense of satisfaction. If this need or value is matched with a work environment allowing lots of interaction, Murray is likely to be satisfied.

1. We need to assess the accuracy of perceptions. The perceptual biases noted in Chapter four or even incomplete information may lead to inaccurate perceptions that could undermine satisfaction.

2. We need to work to ensure that employee expectations are realistic. One of the reasons that realistic job previews (RJPs) can be effective is that they help guard against unrealistic job expectations. If an employee accepts a position with unrealistic expectations about the conditions in which he or she will be working, subsequent dissatisfaction is imminent.

Here is a listing of ways to promote job satisfaction:

Recruit Match

& select employees whose values fit those of the organization

people to jobs that fit their interests employee involvement

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Enhance

 Enrich Treat Align

jobs, make jobs fun

people fairly (pay, benefits, promotion) interests of the company with those of employees an adequate flow of information to employees

Provide Build

trust (your chapter on team development and the reading on investing in

social capital elaborate on ways to build trust).

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1.3. Scope of the Study

The scope of the study is very vital. Not only the Human Resource department can use the facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study.

Scope for the sales department The sales department can have fairly good idea about their employees, that they are satisfied or not. Scope for the marketing department The marketing department can use the figures indicating that they are putting their efforts to plan their marketing strategies to achieve their targets or not. Scope for personnel department Some customers have the complaints or facing problems regarding the job. So the personnel department can use the information to make efforts to avoid such complaints.

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1.4. OBJECTIVES OF THE STUDY

To find that whether the employees are satisfied or not. To analyze the companys working environment. To check the Degree of satisfaction of employees. To find that they are satisfied with their job profile or not. To find that employees are working with their full capabilities or not.

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2. RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method.

Meaning of Research Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data.
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The design is such studies must be rigid and not flexible and most focus attention on the following.

Research Design can be categorized as:

TYPES OF RESEARCH DESIGN

EXPLORATOR Y RESEARCH DESIGN

DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN

EXPERIMENT AL RESEARCH DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new relationship. Research design is flexible enough to provide opportunity for considering different aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management.

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DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can be collected from various sources. I have collected the data from two sources which are given below:

1. Primary Data Personal Investigation Observation Method Information from correspondents Information from superiors of the organization

2. Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines etc. Unpublished Sources such as Company Internal reports prepare by them given to their analyst & trainees for investigation. Websites like KOTAKS official site, some other sites are also searched to find data.

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Sample Size:Questionnaire is filled by 20 employees of Kotak life Insurance, Kaithal.

The questionnaire was filled in the office and vital information was collected which was then subjects to:-

A pilot survey was conducted before finalizing the questionnaire.

Data collection was also done with the help of personal observation.

After completion of survey the data was analysed and conclusion was drawn.

At the end all information was compiled to complete the project report.

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2.1. LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which I face in collection of information are discussed below:-

1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen which is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many consumers were unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is quite a small area to judge job satisfaction level.

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3. Descriptive work on subtopics of study

Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), 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
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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 of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo 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.

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general wellbeing, stress at work, control at work, home-work interface, and working conditions

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Models of job satisfaction

Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee 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.

Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory

Template:JacksonApril 2007. It is a very general theory that suggests that people have
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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 Selfevaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997. Judge et al. argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

Opponent Process Theory

According to opponent process theory, emotional events, such as criticisms or rewards, elicits two sets of processes. Primary processes give way to emotions that are steady with the event in question. Events that seem negative in manner will give rise to the feelings of stress or anxiety. Events that are positive give rise to the feeling of content or relaxation. The other process is the opponent process, which induces feelings that contradict the feelings in the primary processes. Events that are negative give rise to feelings of relaxation while events that are positive give rise to feelings of anxiety.

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A variety of explanations have been suggested to explain the uniformity of mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will more likely fail in doing so. The opponent process theory was formulated to explain these patterns of observations.

Equity Theory
Equity Theory shows how a person views fairness in regard to social relationships. During a social exchange, a person identifies the amount of input gained from a relationship compared to the output, as well as how much effort another persons puts forth. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same benefits. If one individual gets a pay raise for doing the same or less work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities , then the feeling of inequality is reduced.

Discrepancy theory
The concept of self-discrepancy theory explains the ultimate source of anxiety and dejection.An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations.

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According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.

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

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.

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Factors that influence job satisfaction

Environmental factors
Communication Overload and Communication Under load One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job (Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them (Farace, Monge, & Russel, 1997). According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction.

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Superior-Subordinate Communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace.

Emotions
Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall job satisfaction.
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Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models:

1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2. Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. performance of emotional labor that produces desired outcomes could increase job satisfaction.

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Measuring job satisfaction

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

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.

The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general.

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

Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r = 0.18; the average true correlation, corrected for research artifacts and unreliability, was r = 0.30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher ( = 0.52) than for jobs of low to moderate complexity ( = 0.29). Job Satisfaction also have high relationship with intention to quit. It is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an organization (Kim et al., 1996). Recent research has also shown that Intention to Quit can have effect like poor performance orientation, organizational deviance, and poor organizational citizenship behaviours. In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other
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work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance are the result of personality

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4. Data Analysis & Interpretation

I have been passed up at least once for a promotion in the past few years.

0%

20%

50% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point , 20% of employees are agree on the point, 30% are neither agree nor disagree,50% are disagree and rest 0% of employees are strongly disagree.

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I spend parts of my day daydreaming about a better job.

10% 15%

0%

15%

60%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 60% of employees are strongly agree about the point , 15% of employees are agree on the point, 15% are neither agree nor disagree,10% are disagree and rest 0% of employees are strongly disagree.

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I find much of my job repetitive and boring.

10% 10%

5 % 0%

75%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 75% of employees are strongly agree about the point , 10% of employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and rest 0% of employees are strongly disagree.

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I am mentally and/or physically exhausted at the end of a day at work.

10%

5 % 0%

85%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 85% of employees are strongly agree about the point , 10% of employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I feel that my job has little impact on the success of the company.

20%

0%

50% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 50% of employees are strongly agree about the point , 30% of employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I have an increasingly bad attitude toward my job, boss, and employer

20%

0%

20%

60%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point , 0% of employees are agree on the point, 20% are neither agree nor disagree,60% are disagree and rest 20% of employees are strongly disagree.

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I am no longer given the resources I need to successfully do my job.

0%

10%

30% 60%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 10% of employees are strongly agree about the point , 30% of employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I am not being used to my full capabilities.

0% 40% 40%

20%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point , 40% of employees are agree on the point, 20% are neither agree nor disagree,40% are disagree and rest 0% of employees are strongly disagree.

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I have received no better than "fair" evaluations recently.

25%

0% 40%

35%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 40% of employees are strongly agree about the point , 35% of employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I feel as though my boss and employer have let me down.

0% 35%

10%

55%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point , 0% of employees are agree on the point, 10% are neither agree nor disagree,55% are disagree and rest 35% of employees are strongly disagree.

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I often feel overworked and overwhelmed.

0% 35% 45%

20%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 45% of employees are strongly agree about the point, 20% of employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I am frequently stressed out at work.

0%

20%

50%

15% 15%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point, 20% of employees are agree on the point, 15% are neither agree nor disagree,15% are disagree and rest 50% of employees are strongly disagree.

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I live for weekends and days away from the job.

0%

10%

30% 60%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point, 0% of employees are agree on the point, 10% are neither agree nor disagree,30% are disagree and rest 60% of employees are strongly disagree.

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I find myself negatively comparing my situation to my peers.

20%

0%

15%

25% 40%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point, 15% of employees are agree on the point, 25% are neither agree nor disagree,40% are disagree and rest 20% of employees are strongly disagree.

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I feel my bad days at work outweigh the good ones.

0% 45%

25%

30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 25% of employees are strongly agree about the point, 30% of employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and rest 0% of employees are strongly disagree.

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I often experience a sensation of time standing still when I am at work.

20%

0%

15%

35% 30%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 15% of employees are strongly agree about the point, 35% of employees are agree on the point, 30% are neither agree nor disagree,20% are disagree and rest 0% of employees are strongly disagree.

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I have been told that I am becoming a more cynical person.

Strongly Agree 0% 35% 25% Neither Agree nor Disagree Disagree 30% Strongly Disagree 10%

Agree

This graph shows that 10% of employees are strongly agree about the point, 25% of employees are agree on the point, 30% are neither agree nor disagree,35% are disagree and rest 0% of employees are strongly disagree.

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I feel as though my employer has broken promises about my future with the organization.

0% 40%

10% 25%

25%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 0% of employees are strongly agree about the point, 10% of employees are agree on the point, 25% are neither agree nor disagree,25% are disagree and rest 40% of employees are strongly disagree.

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I have lost sight of my career goals and aspirations.

15%

0%

15%

25% 45%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 15% of employees are strongly agree about the point, 25% of employees are agree on the point, 45% are neither agree nor disagree,15% are disagree and rest 0% of employees are strongly disagree.

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I no longer feel valued for my work.

10% 20%

25%

20%

25%

Strongly Agree Neither Agree nor Disagree Strongly Disagree

Agree Disagree

This graph shows that 25% of employees are strongly agree about the point, 25% of employees are agree on the point, 20% are neither agree nor disagree,20% are disagree and rest 10% of employees are strongly disagree.

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5. CONCLUSION&SUGGESTIONS

To increase the job satisfaction level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session.

Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserve it.

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Findings

Employees are not completely satisfied with their job although their salary is good enough.

Employees are not getting value to their work.

Most of employees think that they are not on their actual path. Most of the employees think that the organizations havent fulfilled their promises, what they do in beginning especially regarding Promotion.

There is negatively comparison between peers especially regarding targets. They often feel overworked.

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6. BIBLIOGRAPHY

BOOKS

1. Kothari C.R., Research Methodology, New Delhi; New Age International Publication, second edition.

2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill Publication Company Ltd. Page no. 81-136,171,179,267,284.

3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth edition.

4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication Company Ltd.

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www.irda.org/insurance/benefits-kotak,-ind

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e. www.ibef.org/industry/insurance-trend/in

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7. ANNEXURE QUESTIONNAIRE NAME: . DESIGNATION: . COMPANY: . 1. I have been passed up at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 2. I spend parts of my day daydreaming about a better job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 3. I find much of my job repetitive and boring. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

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4. I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 5. I feel that my job has little impact on the success of the company. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 6. I have an increasingly bad attitude toward my job, boss, and employer . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 7. I am no longer given the resources I need to successfully do my job. Strongly Agree Agree Neither Agree nor Disagree

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Disagree Strongly Disagree 8. I am not being used to my full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 9. I have received no better than "fair" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 10. I feel as though my boss and employer have let me down. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 11. I often feel overworked and overwhelmed. Strongly Agree Agree

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Neither Agree nor Disagree Disagree Strongly Disagree

12. I am frequently stressed out at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 13. I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 14. I find myself negatively comparing my situation to my peers. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 15. I feel my bad days at work outweigh the good ones.

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Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

16. I often experience a sensation of time standing still when I am at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 17. I have been told that I am becoming a more cynical person. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 18. I feel as though my employer has broken promises about my future with the organization. Strongly Agree Agree Neither Agree nor Disagree Disagree

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Strongly Disagree 19. I have lost sight of my career goals and aspirations. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree 20. I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

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