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CHAPTER 1.

INTRODUCTION

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INTRODUCTION

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 in regards to one¶s feeling or state of mind regarding nature of their 

work. Job can be influenced by variety of factors like quality of one¶s relationship with

their supervisor, quality of physical environment in which they work, degree of fulfillment

in their work, etc.

Job satisfaction is one of the main important factors that have drawn attention of the

managers in the organizations as well as academicians. Various studies have been

conducted to find out the factors which determine job satisfaction and the way it

influences productivity in the organization. Though there is no conclusive evidence that

job satisfaction affects productivity directly because productivity depends on so many

variables, it is still a prime concern for the managers.

Job satisfaction is the mental feeling of favorableness which an individual has about his

job. According to DuBrains, ³Job satisfaction is the amount of pleasure or contentment

associated with a job. If you like your job intensely, you will experience high job

satisfaction. If you dislike your job intensely, you will experience job dissatisfaction.´

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 position. Job satisfaction is a very important attribute which is frequently measured

by organizations.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

person¶s attitude towards job.

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Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job - their evaluation may

rest largely upon one¶s success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends.

According to Pestonejee, Job satisfaction can be taken as a summation of employee¶s

feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management - supervisory treatment, participation, rewards and punishments, praises

and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, absenteeism and turnover.

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.

Job satisfaction is not synonyms with organizational morale, which the possessions of 

feeling have being accepted by and belonging to a group of employees through

adherence to common goals and confidence in desirability of these goals. Morale is the

by-product of the group, while job satisfaction is more an individual state of mind.

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Rolta India Ltd.

Founded in 1982, Rolta has from the very beginning understood, accepted and

implemented the basic tenet of transformation: ³change is the only constant´. Through

the in intelligent expansion of the expertise and knowledge acquired in one business,

Rolta has successfully launched new businesses. This is a Rolta specialty.

Stating with a handful of people, Rolta has grown to become a dominant force in its

markets and today has over 4000 professionals globally, owns more than 10 million sq.

ft. of facilities ready and/or under development worldwide has a market capital

exceeding Rs. 50,000 Million (US $ 1.25 Billion).

Rolta has continuously transformed ± from being a data processing centre in its infancy;

to providing onsite software services in its early years; to pioneering and leading the

CAD/CAM/GIS market in India; to being amongst the top players in providing

Geospatial and Engineering services globally; to dominating the Indian GIS, EDA and

Defense Geospatial markets; to acquiring specialized technologies strategic

companies/divisions; and to now becoming a strong player in the infrastructure,

government, Defense and Security markets by providing innovative solutions based on

Rolta¶s IPR.

Rolta is now addressing huge opportunities arising from the key modernization

programs of the Indian Armed Forces, Para-Military, Police Forces and Maritime

agencies.

Consolidated Revenue has grown by 28% from Rs.10.72 Billion to Rs. 13.73 Billion in

2009. Consolidated Profit Before Tax has grown by 24.1% from Rs. 2.68 Billion to Rs.

3.33 Billion in 2009; while consolidated Profit After Tax has grown 27.4% from Rs. 2.30

Billion to Rs. 2.94 Billion in 2009.

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Innovation, Insights, Impact and Reinventing the ³I´ in ³IT´

At Rolta, innovation is at the centre of everything it does. Rolta¶s unique ability in

providing innovative solutions that extract meaningful insights from information, resulting

in deep impact, has resulted in Rolta becoming a market leader in its carefully selected

business segments, in India and a major player worldwide.

In the Geospatial business, Rolta enjoys a market share of over 70% in India, for 

segments such as Infrastructure, Telecom, Electric, Airports, Urban Development, Town

Planning, and Environmental Protection. Rolta is also one of the major providers of 

Geospatial services in the world.

The company continuous to lead this market segment by being a thought leader and

providing very unique solutions, like ROLTA Geospatial Fusion. This distinctive solution

enables instantaneous fusion of various disparate Geospatial, non-spatial databases

and software application, for generating real time reports, resulting in implementation of 

exceptional decision support system for large organizations.

Rolta¶s Geospatial based µOperations¶, µIntelligence¶, and µLogistics¶ solutions have been

adopted as the standard by Indian Armed Forces, resulting in a dominant market share.

The solutions, based on Rolta IPR that covers the full spectrum of Earth Science

applications; have been deployed across the country and are being used by thousands

of users in active operations.

Building on its own technologies and those available from Rolta Thales Ltd., the

company has introduced comprehensive and uniquely integrated solutions for the

Homeland and Maritime Security markets, which enable various security agencies to

proactively address and mitigate security threats.

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In the Engineering Design Operations (EDOS) domain, Rolta enjoys a market share of 

over 85% in India for Engineering Design Automation and is one of the major service

providers worldwide.

The company now addresses the enterprise-wide end-to-end needs of the organization,

with its comprehensive range of solutions and services for large-scale ERP applications,

sophisticated Database requirements, Business Intelligence (BI) and Agile SOA

implementation that includes Enterprise Applications (EP), Business Process

Management (BPM) and Governance.

Rolta OneView� enables Owner-Operators throughout the process and power 

industries to view plant operations one fully connected ecosystem and provides

operational reliability excellence.

Rolta iPerspective� (patent filed in the US), and Rolta SOA Today� allow

Enterprises to quickly bring corporate strategy in line with business user need while

modernizing/upgrading their IT Systems.

Knowledge management in Rolta is driven by significant role of investments in

Research and Design (R&D) enabling the company to develop IPRs that uniquely

address the challenges of an ever-changing business environment.

Forbes Global has ranked Rolta amongst the ³Best 200 under a Billion´ for four times in

six years. Rolta has been including in the S&P Global Challengers List� 2008, by

Standard & Poor¶s. This List identifies 300 mid-size companies worldwide that have

shown the highest growth characteristics along dimensions encompassing intrinsic and

extrinsic growth.

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Human Resource Management in Rolta

People are at the heart of Rolta. Over the years, Rolta has evolved along with its

people, its core strength and the cornerstone of its success Rolta is managed by a

committed team of professionals consisting of domain experts, engineers, finance,

marketing and management professionals, most of who have remained and grown with

the company for over a decade. Roltaites take static information and transform it onto

dynamic insights. Insights that lead its customers to make insightful decisions. Insightful

decisions that deliver lasting impact.

This was validated recently by Dataquest ± IDC IT Best employer¶s Survey 2009, where

Rolta¶s Human Relations (HR) was recognized as the best in the industry and was

ranked 1st amongst a wide spectrum of IT companies in India.

Rolta was ranked 3rd Best Employer in Indian IT sector in overall ranking. This ranking

was based on a composite score for HR and Employee Satisfaction. The survey was

conducted in the form of personal interviews with over 2,900 employees from numerous

leading organizations. The survey also ranked Rolta amongst the Top 3 in parameters

such as Culture & Environment; Job Content / Growth Opportunity; training, salary &

Compensation; and Leadership & Colleagues.

In ranking Rolta, Dataquest ± IDC stated, ³As the company has been serving the high-

end of the value chain and s getting into unique business areas through recent

acquisitions, it is focusing on imparting knowledge on cutting edge technology and

sharing its business acumen with the new entrants´.

Rolta has the philosophy of promoting from within the workforce, supplemented by

specialists as needs arise. More that 75% of the 4500+ company¶s professionals are

equipped with relevant engineering, postgraduate or PhD degrees, necessary to deliver 

competent customer solutions, and over 25%of these professionals have more than 15

years of relevant experience.

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To continue to motivate highly-charged individuals, Rolta has instituted dynamic

performance incentives for higher productivity, and has in place an attractive Employee

stock Option Plan (ESOP) scheme.

The company possesses more than11,000 person-years of management experience

and more than 42,000 person-years of overall experience. According to the latest

report, Rolta¶s Human Recourses are valued at Rs. 136.44 Billion (details available

elsewhere in this report).

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Partnership with World Leaders

Acquisitions Joint Ventures

Rolta firmly believes that it will be able to achieve its goals by adopting a partnership-

driven approach that includes not only organic growth, but also strongly focuses on

acquisitions and joint ventures.

Rolta¶s leadership across various business segments is a result of its strong partnership

with world leaders and key acquisitions. This strategic approach has helped transform

the Company, enabling it to deliver stronger customer value and strengthening its

presence in a competitive marketplace.

Acquisitions:

  Orion Technology Inc.

Rolta acquired Orion Technology Inc., a Canadian software and integration company

specializing in Enterprise web-GIS solution. This acquisition enables Rolta to

distinctively position itself as a provider of spatial integration consulting, software,

and implementation services for global markets; for customers who have a growing

need for innovative, web-based, platform-neutral Geospatial solutions to efficiently

integrate their GIS resources to meet the information needs of their constituents.

Now Orion is known as Rolta Canada Ltd.

  TUSC

TUSC (The Oracle Experts), based in Chicago, USA, is an Oracle consulting and

managed services company providing integrated functional and technical solutions

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Rolta has launched Geospatial FusionTM, a unique solution that enables fusion of 

various disparate geospatial and non-spatial databases and software applications for 

generating real-time reports and immediate decision-making. The product was the result

of an innovative blending of the capabilities of  OnPointTM, iPerspectiveTM and other 

business intelligence tools from our bank of intellectual properties.

Joint Ventures:

  Shaw Rolta Limited (SWRL)

Shaw Rolta Limited, a joint venture with The  Shaw Group Inc. USA, provides

comprehensive engineering, procurement and construction management (EPCm)

services to the power, oil, gas and petrochemical sectors. Shaw Rolta Ltd. continues

to grow from strength to strength. Rolta is very well positioned to take advantage of 

opportunities opening in the Indian nuclear power sector, by leveraging the strengths

of SWRL and The Shaw Group Inc., a world leader in this field.

  Rolta Thales Limited (RTL) 

Rolta Thales Limited, a joint venture with Thales, France offers leading-edge

C4ISTAR information systems to the defense, homeland security and intelligence

sectors. This joint venture has enabled Rolta Thales Ltd. to provide state-of-the-art

C4ISTAR solutions. Combined with reward for Industrial Licenses for manufacturing

Defense equipment, Rolta is uniquely positioned to addressing critical multi-billion

dollar modernization programs of the Indian Armed Forces, like Battlefield

Management systems, Tactical Communications Systems and Digital Solider 

Systems.

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Quality Standards

To ensure the Rolta is able to stay at the cutting-edge of technology, the company has

set up state-of-the-art µCenters of Excellence¶ worldwide, equipped with infrastructure

and facilities that match global norms. These Centers provide the necessary

combination of infrastructure, domain expertise and specialized skills to develop unique

market oriented solutions. The company¶s world-class international accreditations

include: ISO 9001:2000, ISO/IEC 20000-1:2005 and ISO 27001:2005. The company

was assessed at Maturity Level 5 of the Capability Maturity Model Integrated CMMI SW 

Ver 1.1 in 2006. Rolta is now engaged in upgrading to Maturity Level 5 of Ver 1.2.

Rolta is listed on the National Stock Exchange (NSE) in the cash and F&O segments

and forms part of CNX IT, NIFTY Midcap 50 and CNX 500 indices. The company is also

listed on the Bombay Stock Exchange (BSE) 'A' group and forms part of the BSE

Midcap, BSE 200, BSE 500, BSE IT and BSE TECk indices. Rolta's GDRs are listed on

the Main Board of the London Stock Exchange and its FCCBs are listed on the

Singapore Stock Exchange. In April 2010, the company reported a compounded annual

growth rate (CAGR) of 17% over financial years 2009 ± 2011.

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Company Profile

Company¶s Name : Rolta

Country/Origin : India

Headquarters : Mumbai

Industry : IT Services 

Products : GIS / IT / Network Infrastructure Engineering

No. of Employees : 5,000 (Year 2009)

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REVIEW OF LITERATURE

³Job 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. ³ 

- Glimmer 

History / Origin of the Concept of Job Satisfaction :

  Taylorism / Scientific Management

Frederick Winslow Taylor¶s principles of scientific management also had a

significant impact on the study of job satisfaction. Taylor¶s book on Principles of 

Scientific Management (1911), argued that there was a single best way to perform

any given work task. This book contributed to a change in the industrial production

philosophies, causing a shift from skilled labor and piecework towards the more

modern 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 further set the tone for Taylor¶s work.

  Hawthorne Studies

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

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illumination) on workers¶ productivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity which is 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.

  Maslow¶s Hierarchy of Needs

Some argue that Maslow¶s 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 well-being, stress at work, control at work, home-work interface, and working

conditions.

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Determinants of Job Satisfaction

Individual Nature of Job Situational

Factors Variables

While analyzing various determinants of job satisfaction, we have to keep in mind that:

all individuals do not derive the same degree of satisfaction though they perform the

same job in the same environment and at the same time. Therefore, it appears that

besides the nature of job and job environment, there are individual variables which

affect the affect the job satisfaction. Thus, all those factors which provide a fit among

individual variables, nature of job, and situatuional variables determine the degree of job

satisfaction.

Individual Factors

Individuals have certain expectations from their jobs. If these expectations are met from

the jobs, they feel satisfied. These expectations are based are based on an individual¶s

level of education, age and other factors.

y Level of Education

Level of education of an individual is a factor which determines the degree of job

satisfaction. For example, several studies have found negative correlation between

level of education and job satisfaction.

y Age

Individuals experience different degree of job satisfaction at different ages of their 

life. Job satisfaction is high at the initial stage, and finally dips to a lower degree.

y Other Factors

Besides the above two factors, there are other individual factors which affect job

satisfaction. If an individual does not have a favorable family and social life, he may

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not feel happy at workplace. Similarly, other personal problems associated with him

may affect his level of job satisfaction.

Nature of Job

Nature of job determines job satisfaction which is in form of occupation level and job

content.

y Occupation Level

Higher levels of job provide more satisfaction compared to lower levels. This

happens because high level jobs carry prestige and status in the society which itself 

becomes a source of satisfaction for job holders.y Job Content

Job content refers to intrinsic value of the job which depends on the requirement of 

skill for performing it, and the degree of responsibility and growth it offers. A higher 

content of these factors provides higher satisfaction.

Situational Factors

Situational variables- related to job satisfaction lie in organizational context ± formal and

informal. Formal satisfaction is created by management and informal organization

emerges out of the interaction of individuals in the organization.

y  Working conditions

Conditions of workplace and associated facilities for performing the job determine

job satisfaction. These work in two ways. First, these provide means for job

performance. Second, provisions of these conditions effect the individual¶sperception about the organization. If these factors are favorable, individuals

experience higher level of job satisfaction.

y Supervision

The type of supervision affects job satisfaction as in each type of supervision, the

degree of importance attached to individuals vary. In employee oriented-

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supervision, there is more concern for people which is perceived favorably by them

and provides them more satisfaction. In job-oriented supervision, there is more

emphasis on performance of the job and people become secondary. This situation

decreases job satisfaction.

y Equitable rewards

The type of linkage that is provided between job performance and rewards

determine the degree of satisfaction. If the reward is perceived to be based on the

job performance and equitable, it offers high satisfaction. If the reward is perceived

to be based on considerations other than job performance, it affects job satisfaction

adversely.

y Opportunity for promotion

It is true that individuals seek satisfaction in their jobs in the context of job nature

and work environment but they also attach importance to the opportunities of 

promotion that these jobs offer. If the present job offers opportunity of promotion in

future, it provides more satisfaction. If the opportunity of such promotion is lacking,

it reduces satisfaction.

y  Work group

Individuals work in a group either created formally or they develop on their own to

seek emotional satisfaction at workplace. To the extent, such groups are cohesive,the degree of satisfaction is high. I the group is not cohesive, job satisfaction is low.

In a cohesive group, people derive satisfaction out of their interpersonal interaction

and workplace becomes satisfying leading to job satisfaction.

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Models of Job Satisfaction

y  Affect Theory

Edwin A. Locke¶s 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/aren¶t 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 doesn¶t 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.

y  Dispositional Theory

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

(2007). It is a very general theory that suggests that people have innate dispositions

that cause them to have tendencies towards a certain level of satisfaction,

regardless of one¶s 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.

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y  Core Self - Evaluations Model

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 one¶s disposition

towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem i.e., the value one

places on his/her self and general self-efficacy i.e., the belief in one¶s own

competence lead to higher work satisfaction. Having an internal locus of control i.e.,

believing one has control over her\his own life, as opposed to outside forces having

control leads to higher job satisfaction.F

inally, lower levels of neuroticism lead tohigher job satisfaction.

y  Two-Factor Theory

Frederick Herzberg¶s 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 employee¶s 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.

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 workingenvironment such as pay, company policies, supervisory practices, and other 

working conditions.

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Limitations of Frederick Herzberg¶s Two Factor Theory:- 

1. While Herzberg's model has stimulated much research, researchers have been

unable to reliably empirically prove the model, with Hackman & Oldham 

suggesting that Herzberg's original formulation of the model may have been a

methodological artifact.

2. Furthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors.

3. Finally, the model has been criticized in that it does not specify how

motivating/hygiene factors are to be measured.

y  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 which are skill variety, task identity, task significance, autonomy, and

feedback that impact three critical psychological states which are experienced

meaningfulness, experienced responsibility for outcomes, and knowledge of the

actual results, in turn influencing work outcomes i.e. 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 assesses the framework of the model.

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Measuring Job Satisfaction

Methods for measuring job satisfaction:-

o  Likert scale (named after Rensis Likert)

o Yes/No questions

o True/False questions

o Point systems

o Checklists

o  Forced choice answers.

This data is typically collected using an Enterprise Feedback Management (EFM)

system.

Types of Questionnaires to measure Job Satisfaction:-

y The Job Descriptive Index (JDI),

The Job Descriptive Index created by Smith, Kendall, & Hulin (1969), is a specific

questionnaire of job satisfaction that has been widely used. It measures one¶s

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 can¶t decide which is indicated by µ?¶, in response to whether given

statements accurately describe one¶s job.

y The Job in General Index

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.

y The Minnesota Satisfaction Questionnaire (MSQ)

The MSQ measures job satisfaction in 20 facets with one item for each facet and

has a long form with 100 questions with five items from each facet.

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y The Job Satisfaction Survey (JSS)

The JSS is a 36 item questionnaire that measures nine facets of job satisfaction.

y The Faces Scale

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.

Importance of Job Satisfaction

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational, citizenship, absenteeism and

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 tosatisfied 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, ³A happy worker is a

productive worker.´

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.

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Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an

individual¶s physical and mental health, productivity, absenteeism, and turnover.

1) Physical and Mental Health

The degree of job satisfaction affects an individual¶s physical and mental health.

Since job satisfaction is a type of mental feeling, its favorableness or 

unfavorableness affects the individual psychology which ultimately affects his

physical health. Since a job is an important part of life, job satisfaction influences

general life satisfaction. The result is that there is a spillover effect which occurs in

both directions between job and life satisfaction.

2) Productivity

There exists cause-effect relationship between job satisfaction and productivity, i.e.,

a happy worker is a productive worker , which is true in most cases. When job

satisfaction increases, productivity increases; when job satisfaction decreases,

productivity decreases. The basic logic behind this is that a happy worker will put

more efforts for job performance. However, a satisfied worker may not necessarily

lead to increased productivity but a dissatisfied worker leads to lower productivity.

3) Absenteeism

Absenteeism refers to the frequency of absence of a job holder from the workplace

either unexcused absence due to some avoidable reasons or long absence due to

some unavoidable reasons. It is the former type of absence which is a matter of 

concern. This absence is due to lack of satisfaction from the job which produces a

µlack of will to work¶ and alienates a worker from work as far as possible. Thus,

job satisfaction is related to absenteeism.

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4) Employee Turnover 

Turnover of employees is the rate at which employees leave the organization within

a given period of time. When an individual feels dissatisfied in the organization, he

tries to overcome this through various ways of defense mechanisms. If he is not

able to do so, he opts to leave the organization. Thus, in general case, employee

turnover is related to job satisfaction. However, employee satisfaction is not the

only cause of employee turnover, the other cause being opportunity elsewhere.

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 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 loss of job, will not give 100percent 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

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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 ³bottom line´. 

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, employer¶s 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 responsibilitiesand 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.

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Accept the diversity in people. Accept people with their differences and their 

imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead

to satisfaction with the work itself. This help to give meaning to one¶s existence, thusplaying a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management

techniques.

Factors of Job Satisfaction

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six

major components of job satisfaction. These are as under :

o The way the individual reacts to unpleasant situations.

o The facility with which he adjusts himself with other persons.

o The relative status in the social and economic group which he identifies himself.

o The nature of work in relation to abilities, interest and preparation of worker.

o Security

o Loyalty

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. Job insecurity.

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RESEARCH DESIGN

Definition

³A research design is a specification of methods and procedures for acquiring the

information needed. It is the overall operational pattern or framework of the project that

stipulates what information is to be collected from which sources by what procedures´ 

Green & Tull

Meaning

A research design is more or less more or less a blueprint of research. It can be

compared with the plan of a house, which lays down the method and procedure for thecollection of requisite information and its measurement and analysis with a view to

arriving at certain meaningful conclusions at the end of the proposed study.

Types of Research Designs:

At the outset maybe noted that there are several ways of studying and tackling a

problem. Different types of research designs have emerged on account of the different

perspectives from which a research study can be viewed. Different types of research

designs are listed as follows:-

Exploratory Research

An exploratory study is generally based on the secondary data that are readily

available. It does not have a formal and rigid design as the researcher may have to

change his focus or direction, depending on the availability of new ideas and

relationships among the variables. An exploratory research is in the nature of a

preliminary investigation wherein the researcher himself is not sufficiently

knowledgeable and is, therefore, unable to frame detailed questions.

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Descriptive Studies

Descriptive studies are taken conducted in circumstances when the researcher is

interested in knowing the characteristics of certain groups, or when s/he is interested

in knowing the proportion of people in a given population who have behaved in aparticular manner, making projections of a certain thing; or determining the

relationship between two or more variables. The objective of such a study is to

answerer the ³who, what, when, where and how ́ of the subject under investigation.

Causal Designs

As the name implies, causal design investigates the cause and effect relationship

between two or more variables. The design of causal research is based on

reasoning along well tested lines. We use inductive logic for confirming or rejecting

hypothesis with the help of further evidence.

Criteria of a Research Design

The main criterion of a research design is that it must answer the research questions.To do this, it is necessary that proper hypotheses be formulated otherwise there may be

a lack of congruence between the research questions and hypotheses.

The second criterion relates to control of independent variables ± both the

independent variables of the study as also extraneous independent variables. In order 

to achieve this, it is necessary to follow the random procedure of selection wherever 

possible. The research design will be good to the extent that randomization is followed.

It must be used wherever it can be. This will ensure confidence in the results as there

will be adequate control over the independent variables.Wherever it is not possible to

follow this criterion of randomization, the intrinsic weakness of the research design must

be recognized.

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The third criterion is generalisability. To what extent can we generalise the results of 

the study? It is an extremely difficult question to answer. This criterion does indicate that

generalisability is a desirable feature of good research for one would certainly like to

apply the results to other situations. This is truer in the case of applied research.

Methods of Data Collection and Sampling:

Primary Data

Secondary Data

PRIMARY DATA:

Data which are collected at first hand either by the researcher or by someone else

especially for the purpose of the study is known as primary data. Methods of collecting

primary data are observation, questionnaires, interviews and surveys.

SECONDARY DATA

Any data which has been collected / gathered earlier for some other purpose are

secondary data. Thus, primary data collected by one person may become the

secondary data for another. Sources of secondary data are, print media, commercials,

advertisements, newspapers, journals etc.

RESEARCH METHODOLOGY:

In the following research the objectives of the study have been met with the help of bothprimary as well as secondary data. Therefore, the research is more descriptive in nature

rather than exploratory, since the research mainly focuses on the level of job

satisfaction in the employees. Also, an attempt has been made to fulfill all the three

criterions of a research design.

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RESEARCH METHODOLOGY

Research : Descriptive and Exploratory 

Data : Primary and Secondary 

Research Instrument : Questionnaires,Websites and Journals 

Sampling Unit : Employees working in Rolta India Ltd. 

( Udyog Vihar, Phase 1, Gurgaon, Haryana)

Sampling Size : Employees : 20 

Managers : 2

Sampling Procedure : Non Probability

Sampling Method : Personal interviews were conducted with the help of  

questionnaires

Duration : EightWeeks

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Data Analysis and Interpretation according to Secondary Data

Competitors in the Market

The performance of Rolta was compared to the performance of its competitors. Thebasis of comparison was all those factors which reinforce or lead to job satisfaction.

The comparison is given in form of the graphs presented below :-

0 20 40 60 80 100

L & T Infotech

Infinite

Rolta India

TCS

Best Employers

Best Employers

0 20 40 60 80

Rolta India

L & T Infotech

TCS

Infinite

Indexed Attrition Score 2010

Indexed Attrition Score

2010

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 0 1 2 3 4 5

Category 1

Category 2

Category 3

Category 4

Series 1

Series 1