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Transcript of Arusha Gupta
Summer Training Project Report
Submitted in partial fulfillment of the
requirement for the award of
MASTER OF BUSINESS ADMINISTRATION (MBA)
In partial fulfillment of the degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)
At
PRANVEER SINGH INSTITUTE OF TECHNOLOGY (KANPUR)
GBTU
LUCKNOW
SUBMITED TO:- SUBMITED BY:-
Mrs. Pallavi Chaturvadi ARUSHA GUPTA
ROLLNO.1116470011
1
JOB SATISFACTION OF EMPLOYEES
AT
RELIANCE GENERAL INSURANCE
PREFACE
It is wonderful opportunity provided by PRANVEER SINGH INSTITUTE OF
TECHNOLOGY (GBTU,LUCKNOW) to interact with the industrial surface during the
academic session of Master of Business Administration (MBA).
I feel very enthusiastic about the compulsory activity provided by academic plot in the form of
PROJECT REPORT. This training has provided an opportunity to understand the theoretical
concept and to see that how these concepts are applicable in practical life. Working with
Reliance General InsuranceReliance General Insurance. was a nice opportunity given to me which made me
understanding the working in a company.
I am fortunate that in this interactive session I got the privileged of working in a company i.e..
Reliance General InsuranceReliance General Insurance
2
DECLARATION
I hereby declare that the project report entitled “ A STUDY Of JOB SATISFACTION OF EMPLOYEE” submitted for the Master of Business Administration is my original work and the Project Report has not formed the basis for the award of any degree,diploma,associated,or other similar title.
Date
Place Signature
3
ACKNOWLEDGEMENT
My immense faith in and gratitude to the helping hands continue to grow unabated. The wayMy immense faith in and gratitude to the helping hands continue to grow unabated. The way
they have borne with me is a reason strong enough to extend my heartfelt thanks with immensethey have borne with me is a reason strong enough to extend my heartfelt thanks with immense
regards to them.regards to them.
At first, I deeply express my gratitude to my (HOD) Ms.Neha Awasthi and my faculty
guide Mrs. Pallavi Chaturvedi for giving necessary instruction and guideance on how to
pursue this summer project. I really found your guidance extremely helpful at every step
to the research and in analyzing the various facts and figures.
I am gratified to I am gratified to Mr. Himojyoti Sengupta, HR Manager, Reliance General InsuranceMr. Himojyoti Sengupta, HR Manager, Reliance General Insurance , for, for
bearing confidence in my abilities and giving me an opportunity to pursue this project. Besides, Ibearing confidence in my abilities and giving me an opportunity to pursue this project. Besides, I
am entirely thankful to him for allowing me an access to their internal information sources, soam entirely thankful to him for allowing me an access to their internal information sources, so
that I can carry out the given responsibilities in the best possible way. This project would notthat I can carry out the given responsibilities in the best possible way. This project would not
have been possible without his cooperation. Further I would like to express my thanks to all thehave been possible without his cooperation. Further I would like to express my thanks to all the
employees who have responded so cooperatively towards my questionnaire.employees who have responded so cooperatively towards my questionnaire.
I have tried in to put in the best of my efforts to make the project quite comprehensive,I have tried in to put in the best of my efforts to make the project quite comprehensive,
illustrative and informative.illustrative and informative.
ARUSHA GUPTA ARUSHA GUPTA
4
TABLE OF CONTENTS
1. Executive summary……………………………………6-7
2. Objectives of research…………………………………8
3. Company Profile………………………………………10-21
4. Literature Review……………………………………..23-44
5. Methodology…………………………………………46-48
Research Design
Data Collection method
6. Analysis and Data Interpretation……………………50--67
7. Findings ……………………………………………69
8. Suggestion………………………………………… 71
9. Limitation…………………………………………..73
10. Conclusion………………………………………….75
11. Bibliography……………………………………….77-78
12. Annexure…………………………………………..80-83
5
EXECUTIVE SUMMARY
Project title Job satisfaction of employees
Duration 4th June to 19thJuly
Place Delhi
Company Reliance General Insurance
Institute Guide Mr.Vikram Katyal
Company Guide Mr. Himojyoti Sengupta
Major Objectives To assess the satisfaction level of
employees in Reliance General
Insurance.
To identify the employee
satisfaction towards the facilities.
To identify the factors which
influence the satisfaction level of
employee.
To identify the factors which
improves the satisfaction level of
employees.
Methodology The study has been conducted on the
basis of sample size of 50 employees.
Survey was undertaken through a set of
questionnaire.
Major Findings 1. Employees are not completely
6
satisfied with their job although
their salary is good enough.
2. They often feel overworked.
3. A harmonious relationship exists in
the organization between
employees and management
4. Employees are satisfied with the
present incentive plan of the
company
5. Most of the employees were
satisfied that they are secured
towards their job
Recommendation 1. There should be job rotation and
job enlargement which would
reduce the boredom level of
employees and would keep them
charge to learn and work more.
2. Flexible working hours should be
there and employee engagement
initiatives should be taken.
3. Training at frequent intervals for
creating and maintaining job
interest and satisfaction
.
4. The employees who are dissatisfied
should be motivated and their
grudges should be heard.
OBJECTIVES OF THE STUDY:-
7
To assess the satisfaction level of employees in Reliance General Insurance.
To identify the employee satisfaction towards the facilities.
To identify the factors which influence the satisfaction level of employee .
To identify the factors which improves the satisfaction level of employees
8
INTRODUCTION OF THE COMPANY:
9
MISSION:
1. Create value for all stakeholders
2. Grow through innovation
3. Lead in good governance practices
4. Use sustainability to drive product development and
5. enhance operational efficiencies
6. Ensure energy security of the nation
7. Foster rural prosperity
VISION:
Through sustainable measures, create value for the nation, enhance quality of life across the
entire socio-economic spectrum and help spearhead India as a global leader in the domains
where we operate.
VALUES:
Our growth and success are based on the ten core values of Care, Citizenship, Fairness, Honesty,
Integrity, Purposefulness, Respect, Responsibility, Safety and Trust.
10
The Reliance Group, founded by Dhirubhai H. Ambani, is India's largest private sector
enterprise, with businesses in the energy and materials value chain. Group's annual revenues are
in excess of $ 30 billion. The flagship company, Reliance Industries Limited, is a Fortune Global
500 company and is the largest private sector company in India.
Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global
leader in the materials and energy value chain businesses. It was in 1957 when he returned to
India after a stint with A.Besse & Co., Aden he started yarn trading business from a small
500sq.ft. office in Masjid Bunder, Mumbai. He set up his brand new mill in Naroda, Gujarat. In
1996 Reliance went on to become the biggest textile brand ‘Only Vimal’. In 1977 the Reliance
Textile Industries came with an IPO which was oversubscribed seven times.
Reliance enjoys global leadership in its businesses, being the largest polyester yarn and
fibre producer in the world and among the top five to ten producers in the world in major
petrochemical products. Starting as a small textile company, Reliance has in its journey crossed
several milestones to become a Fortune 500 company in less than 3 decades.
Reliance Industries Limited operates world-class manufacturing facilities across the
country at Allahabad, Barabanki, Dahej, Dhenkanal, Hazira, Hoshiarpur, Jamnagar, Kurkumbh,
Nagothane, Nagpur, Naroda, Patalganga, Silvassa and Vadodara.
The company works under different business segments:
Exploration and Production
Petroleum Refining and Marketing
Petrochemicals
Textiles
Retail
Communication
RELIANCE CAPITAL:-
11
Reliance Capital is one of India’s leading and fastest growing private sector financial
services companies, and ranks among the top 3 private sector financial services and banking
companies, in terms of net worth. The company has interests in asset management and
mutual funds, Life and general insurance, private equity and proprietary investments, stock
broking and other activities in financial services.
1. Reliance Capital is a part of Reliance Anil Dhirubhai Ambani Group.
2. Reliance Capital is one of the India’s leading and fastest growing private sector
financial services companies and ranks among the top private sector financial
services and banking companies in terms of net worth.
3. Reliance Capital has interests in asset management and mutual fund, life and
general insurance, private equity and proprietary investments, stock broking and
other activities in financial services.
12
Reliance Capital
At Reliance Capital, we believe that you are the force behind the company. And with your
growth will come the drive that can take this company to higher and stronger levels. Creating a
huge wave of satisfaction, not only for our customers and us, but for your career as well.
Our DNA – What we display:-
1. Entrepreneurial Mindset
Building ownership for visionary growth and profitability.
2. Ownership & Commitment
Strongest together, committed to organization’s vision.
3. Speed & Execution
Speed in thought & action to enable state-of-the-art execution of ideas.
4. Integrity
The primary principle that guides our behavior in the organization.
5. Respect & Dignity
Cares for people and values human dignity.
6. Pride & Passion
Emotions that bond us and drive excellence.
RELIANCE COMMUNICATIONS LIMITED
The flagship company of the Reliance – ADA Group, Reliance
Communications Limited, is the realization of our founder’s dream of bringing about a
digital revolution that will provide every Indian with affordable means of communication
and a ready access to information. The company began operations in 1999 and has over
20 million subscribers today. It offers a complete range of integrated telecom services.
These include mobile and fixed line telephony; broadband, national and international
long distance services, data services and a wide range of value added services and
applications aimed at enhancing the productivity of enterprises and individuals.
13
RELIANCE ENERGY LIMITED
Reliance Energy Limited, incorporated in 1929, is a fully integrated
utility engaged in the generation, transmission and distribution of electricity. It
ranks among India’s top listed private companies on all major financial
parameters, including assets, sales, profits and market capitalization. It is
India’s foremost private sector utility with aggregate estimated revenues of Rs
9,500 crore (US$ 2.1 billion) and total assets of Rs10,700 crore (US$ 2.4
billion).Reliance Energy Limited distributes more than 21 billion units of
electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa,
across an area that spans 1,24,300 sq.kms. It generates 941 MW of electricity,
through its power stations located in Maharashtra, Andhra Pradesh, Kerala,
Karnataka and Goa. The company is currently pursuing several gas, coal,
wind and hydro-based power generation projects in Maharashtra, Uttar
Pradesh, Arunachal Pradesh and Uttaranchal with aggregate capacity of over
12,500 MW. These projects are at various stages of development. Reliance
Energy Limited is vigorously participating in emerging opportunities in the
areas of trading and transmission of power. It is also engaged in a portfolio of
services in the power sector in Engineering, Procurement and Construction
(EPC) through a network of regional offices in India.
RELIANCE HEALTH
In a country where healthcare is fast becoming a booming industry,
Reliance Health is a focused healthcare services company enabling the
provision of solution to Indians, at affordable prices. The company aims at
providing integrated health services that will compete with the best in the
world. It also plans to venture into diversified fields like Insurance
Administration, Health care Delivery and Integrated Health, Health
Informatics and Information Management and Consumer Health. Reliance
14
Health aims at revolutionizing healthcare in India by enabling a healthcare
environment that is both affordable and accessible through partnerships with
government and private businesses.
RELIANCE MEDIA & ENTERTAINMENT
As part of the Reliance - ADA Group, Reliance Entertainment is
spearheading the Group’s foray into the media and entertainment space.
Reliance Entertainment’s core focus is to build significant presence for
Reliance in the Entertainment eco-system: across content and distribution
platforms. The key content initiative are across Movies, Music, Sports,
Gaming, Internet & mobile portals, leading to direct opportunities in delivery
across the emerging digital distribution platforms: digital cinema, IPTV, DTH
and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in
2005, one of the largest entertainment companies in India, which has interests
in film processing, production, exhibition & digital cinema. Reliance
Entertainment has made an entry into the FM Radio business through Adlabs
Radio www.big927fm.com. Having won 45stations in the recent bidding,
BIG 92.7 FM is already India’s largest private FM radio network with 12
radio stations across the country as on 28th February 2007, with many more to
be launched in the coming months.
15
16
OFFICE STRUCTURE:-
17
CORPORATE OFFICE
ZONAL OFFICE (4)
REGIONAL OFFICE (14) SERVICE CENTRES (14)
AREA OFFICE
BRANCH OFFICE CENTER OFFICE
OPERATING OFFICE STRUCTURE:-
GEOGRAPHY/REGION:-
18
OFFICE MANAGER
SALES MANAGER RETAIL DIRECT
SALES MANAGER AGENCY
SALES MANAGER & CORPORATE &
BROKER RELATIONS
SALES MANAGER -TRAVEL
SALES MANAGER-BANCASSURANCE
SALES MANAGER- MOTOR
BRANCH SERVICE MANAGER
North Zone
Delhi
Punjab and Haryana
Rajasthan
UP & Uttaranchal
Zonal Office – North
North Service Center
East Zone
West Bengal & North East
Rest of East
Madhya Pradesh & Chhattisgarh
Zonal Office – East
East Service Center
West Zone
Mumbai
Rest of Maharashtra and Goa
Gujarat
West Service Center
Zonal Office – West
South Zone
Kerala
Karnataka
Andhra Pradesh
Tamil Nadu
Zonal Office – South
South Service Center
GRADE STRUCTURE:-
19
E12 Chief Executive Officer
E11 Executive Vice- President
E10 Senior Vice-President
E9 Vice President
E8 B Deputy Vice-President
E8 A Assistant Vice-President
E7 Chief Manager
E6 Senior Manager
E5 Manager
E4 Deputy Manager
E3 Assistant Manager
MT Management Trainee
E2 Senior Executive
E1 Executive
CODE OF ETHICS:-
20
1. Commitment to ethical & professional conduct is a MUST for sustained success of a
company in today's competitive business environment.
2. Our Code of Ethics is a compilation of various policies & guidelines to ensure we are
conducting our business with integrity and in compliance with applicable laws &
regulations.
3. There are certain policies detailed in our Code of Ethics which are enlisted below:
a. Conflicts of Interests
b. Payments and Gifting
c. Receipt of Gifts
d. Purchases through Suppliers and other service providers
e. Sponsorship, Donation and Political Contributions
f. Fair Market Practices
g. Financial and Accounting Integrity
h. External Communication
i. Work Ethics including prevention of workplace harassment/threatening
behavior
j. Insider Trading
21
LITERATURE REVIEW
22
1) A Meta Analysis of Relationship between Individual Job Satisfaction and
Job Performance:-
The co-relational literature concerning the relationships between individual Job satisfaction and
individual performance was analyzed, using the meta-analysis techniques of Hunter, Schmidt,
and Jackson (1982). Higher and more consistent correlations between overall Job satisfaction
and performance were indicated than those previously reported. Relationships between JDI
measures of Job satisfaction and performance were not as high or as consistent as those found
between overall Job satisfaction and performance.
2) The Job Satisfaction- Job Performance Relationship: A Qualitative and
Quantitative Review:-
A qualitative and quantitative review of the relationship between Job satisfaction and Job
performance is provided. The qualitative review is organized around 7 models that characterize
past research on the relationship between Job satisfaction and Job performance. Although some
models have received more support than have others, research has not provided conclusive
confirmation or discontinuation of any model, partly because of a lack of assimilation and
integration in the literature. Research devoted to testing these models waned following 2 meta-
analyses of the Job satisfaction–Job performance relationship. Because of limitations in these
prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on
312 samples with a combined N of 54,417. The mean true correlation between overall Job
satisfaction and Job performance was estimated to be .30. In light of these results and the
qualitative review, an agenda for future research on the satisfaction–performance relationship is
provided.
3) Comparing Job Satisfaction among Public- and Private-Sector Employees:-
Over the past several decades a number of empirical studies have demonstrated that Job
satisfaction levels vary widely in the American labor force. The effect of age, tenure, salary, JOB
type, JOB level, and work environment on an employee's Job satisfaction has been extensively
discussed. Studies have underscored the importance of identifying the determinants of employee
Job satisfaction by linking it to higher production and performance levels and to retention rates.
23
Renewed interest in increasing performance levels in government should interest public
administrators in identifying factors that foster worker satisfaction. However, little empirical
attention has been given to evaluating job satisfaction levels among public-sector employees.
And given that the reward system in the public sector systematically differs from that of the
private sector (in terms of pay, benefits, and psychic value), it seems likely that studies of
satisfaction levels among private-sector employees may not be applicable to public-sector
employees.
This paper utilizes analyses of the National Longitudinal Surveys of Youth (NLSY) to compare
Job satisfaction levels among public-and private-sector employees. The NLSY is a representative
sample of 12,686 men and women. Using this survey allows us to examine the actual work
experiences, personal characteristics, and Job satisfaction levels of a selected set of public and
private workers. If the factors that contribute to Job satisfaction differ for public-and private-
sector employees, as our results suggest they do, then such an analysis is long overdue.
4) Organizational culture and Job satisfaction:-
This empirical investigation examines the impact of organizational culture types on Job
satisfaction in a survey of marketing professionals in a cross-section of firms in the USA.
Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy,
hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate
that Job satisfaction levels varied across corporate cultural typology. Within the study conceptual
framework, Job satisfaction invoked an alignment of cultures on the vertical axis that represents
a continuum of organic processes (with an emphasis on flexibility and spontaneity) to
mechanistic processes (which emphasize control, stability, and order). Job satisfaction was
positively related to clan and adhocracy cultures, and negatively related to market and hierarchy
cultures.
.
5) The Spillover of Daily Job Satisfaction onto Employees' Family Lives: The
Facilitating Role of Work-Family Integration:
24
The longitudinal, multisource, multimethod study presented herein examines the role of
employees' work-family integration in the spillover of daily Job satisfaction onto daily marital
satisfaction and affective states experienced by employees at home. The spillover linkages are
modeled at the within-individual level, and results support the main effects of daily Job
satisfaction on daily marital satisfaction and affect at home, as well as the moderating effect of
work-family integration on the strength of the within-individual spillover effects on home affect.
That is, employees with highly integrated work and family roles exhibited stronger intra
individual spillover effects on positive and negative affect at home.
6) The relationship between pay and Job satisfaction:
Whereas the motivational aspects of pay are well-documented, the notion that high pay leads to
high levels of satisfaction is not without debate. The current study used meta-analysis to estimate
the population correlation between pay level and measures of pay and Job satisfaction.
Cumulating across 115 correlations from 92 independent samples, results suggested that pay
level was correlated .15 with Job satisfaction and .23 with pay satisfaction. Various moderators
of the relationship were investigated. Despite the popular theorizing, results suggest that pay
level is only marginally related to satisfaction.
7) Job Satisfaction and Co-worker Wages: Status or Signal?
We use matched employer–employee panel data to show that individual Job satisfaction is higher
when other workers in the same establishment are better-paid. This runs counter to substantial
existing evidence of income comparisons in subjective well-being. We argue that the difference
hinges on the nature of the reference group. Here we use co-workers. Their earnings not only
induce jealousy but also provide a signal about the worker's own future earnings. In our data, this
positive future earnings signal outweighs any negative status effect. This phenomenon is stronger
for men and in the private sector but weaker for those nearer retirements.
8) Job Satisfaction: Literature Review and Empirical Test of a Job Facet
Satisfactions Model:-
25
The broad objective of this study was to examine the nature and causes of Job satisfaction. This
was pursued through a literature review of the more popular theories and models pertaining to
Job satisfaction. Included in the review are summaries of Maslow's and Alderfer's need hierarchy
theories, achievement motivation theory, Herzberg's motivation-hygiene theory, expectancy
theory, Job characteristics theories, discrepancy theory, equity theory, and studies relating to the
clustering of facet satisfactions. The specific objective of this research was to test the efficacy of
a three cluster model of facet satisfactions. This was accomplished through a survey which was
completed by 267 Air Force officers attending Squadron Officer School and Air Command and
Staff College. Conclusions reached by the study were that for Air Force officers in the ranks of
captain and major:
1. Job satisfaction is higher for older officers who have more time in the service.
2. There is no evidence of a relationship between education level and Job satisfaction.
3. Non-rated officers are more satisfied with their Jobs than rated officers.
4. Work environment facet satisfactions are interpreted by employees to form three clusters: Job
properties, interaction features, and organization policy variables.
5. The three clusters of facet satisfactions vary in importance to overall Job satisfaction with Job
properties being most important and organization policies being least important.
9) Happiness at Work:
Happiness in the form of pleasant moods and emotions, well-being, and positive attitudes has
been attracting increasing attention throughout psychology research. The interest in happiness
has also extended to workplace experiences. This paper reviews what is known about the
definition, causes and consequences of happiness at work, drawing also on insights from the
expanding positive psychology literature on happiness in general. Many discrete organizational
behavior constructs arguably belong to a larger family of happiness-related constructs, and share
some common causes and consequences. Happiness at work includes, but is far more than, Job
satisfaction. A comprehensive measure of individual-level happiness might include work
engagement, Job satisfaction, and affective organizational commitment. Aspects of happiness
have been (and should be) conceptualized and measured at multiple levels, including transient
26
experiences, stable person-level attitudes, and collective attitudes, and with respect to multiple
foci, such as discrete events, the Job , and the organization. At all levels, there is evidence that
happiness has important consequences for both individuals and organizations. Past research has
tended to underestimate the importance of happiness at work.
10) Organizational Culture and Job Satisfaction: An Empirical Study of R &
D Organization:
The study is conducted to examine the Organizational Culture theory and practices with
emphasis on the effectiveness of satisfaction and motivational dynamics in the areas of
employee's satisfaction and retention. The problem statement is based on whether it is only the
compensation package which has the worth of retention and employee satisfaction or it is the
overall organizational culture which has a pivotal role in retention and making employee satisfy.
In order to testify problem statement, the R & D organization Integrated Services (IS), was taken
as sample size. The employees were asked through questionnaires about the culture they
perceive, prefer and Job satisfaction at their workplace. The research study reveals that the
overwhelming majority of employees at IS value the Organizational Behavior and Cultural
variables such as "Organization as Result Oriented Place, Loyalty and Mutual Trust Factor, Risk
Initiation, Innovation and Development in Work Setup, Challenging Work Environment".
11) Job Performance and Job Satisfaction: An Integrated Survey
The empirical evidence from the econometrics of self-reported Job satisfaction and from
organizational psychology on Job performance confronts economic theory with some puzzling
results. Job performance is found to be positively correlated with Job satisfaction, whereas
effort is assumed to be a disutility in the theory. Economic incentives are not found to be the
main motivations of Job performance; in some cases, indeed, they are even counterproductive.
Interest in the Job is found to account better for Job satisfaction. This paper proposes an
integrated approach to these issues by (i) conducting an interdisciplinary critical survey, (ii)
proposing a simple economic framework within which to explain the puzzles. The key idea
behind this framework is that intrinsic motivations and self-esteem help explain both Job
27
satisfaction and Job performance. The employer can thus adopt other, more friendly actions,
besides using incentives and controls to enhance performance by employees.
12) Does Job Satisfaction Improve Health? New Evidence using Panel Data
and Objective Measures of Health:
This paper evaluates the relationship between Job satisfaction and measures of health using the
Swiss Household Panel (SHP) and cross-sectional data from the Survey on Health, Ageing and
Retirement in Europe (SHARE). Methodologically, it addresses two important design problems
frequently encountered in the literature: (a) Cross-sectional causality problems and (b)
Unobserved negative affectivity in self-report measures of health status.
In this study, however, using the SHP panel structure with Job satisfaction lagged
eliminates the simultaneity bias, while employing the objective health measures in the SHARE
dataset addresses the negative affectivity issue. For all datasets, a positive link is found between
Job satisfaction and self-report health measures: employees with higher Job satisfaction levels
are less depressed and feel less impeded in their daily activities. However, when objective
measures of physical health are used, no such positive link is observed. Rather, the only positive
relationship occurs between and intellectual abilities.
A) DEFINITIONS OF JOB SATISFACTION
28
Job satisfaction can simply be defined as the feelings people have
about their jobs. It has been specifically defined as a pleasurable (or unpleasurable) emotional
state resulting from the appraisal of one’s job, an affective reaction to one’s job, and an attitude
towards one’s job. These definitions suggest that job satisfaction takes into account feelings,
beliefs, and behaviors.
B) HISTORY
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business School, sought
to find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of
job satisfaction. Frederick Winslow Taylor’s 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 Taylor’s
work.
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.
29
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.
C) MODELS OF JOB SATISFACTION :-
1) 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.
2) Dispositional theory:-
Another well-known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of 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.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations 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 one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control,
30
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 one’s 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.
3) 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. 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.
4) 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 person’s 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.
5) 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
31
performing well, they will also feel dejection due to not being able to achieve their hopes and
aspirations. 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.
6) Two-factor theory (motivator-hygiene 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 (Hokinson, 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, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it
does not specify how motivating/hygiene factors are to be measured.
32
7) 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.
D) FACTORS THAT INFLUENCE JOB SATISFACTION:-
Environmental factors
a) Communication overload and communication under load:-
One of the most important aspects of an individual’s work in a modern organization concerns the
management of communication demands that he or she encounters on the job. 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.” 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.” Due to this process, “given an individual’s style of work and motivation to complete a
task, when more inputs exist than outputs, the individual perceives a condition of overload which
can be positively or negatively related to job satisfaction. In comparison, communication under
33
load can occur when messages or inputs are sent below the individual’s ability to process
them.” 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.
b) 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. 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.
c) Effective human resources practices lead to positive financial outcomes:-
A Watson Wyatt Worldwide study identified a positive outcome between a collegical and
flexible work environment and an increase in shareholder value. Suggesting that employee
satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top
100 of Fortune magazines, “America’s Best Companies to Work For” also appear on the Fortune
500. It is possible that successful workers enjoy working at successful companies, however, the
Watson Wyatt Worldwide Human Capital Index study claims that effective human resources
34
practices lead to positive financial outcomes more often than positive financial outcomes lead to
good practices.
Individual factors
a) Emotion:-
Mood and emotions form the affective element of job satisfaction. 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.
Some research suggests moods are related to overall job satisfaction. Positive and negative
emotions were also found to be significantly related to overall job satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion 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
35
favorable responses to displays of pleasant emotions might positively affect job
satisfaction.
b) Genetics:-
It has been well documented that genetics influence a variety of individual differences. Some
research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction
like challenge or achievement (as opposed to extrinsic, environmental factors like working
conditions). One experiment used sets of monozygotic twins, reared apart, to test for the
existence of genetic influence on job satisfaction. While the results indicate the majority of the
variance in job satisfaction was due to environmental factors (70%), genetic influence is still a
minor factor. Genetic heritability was also suggested for several of the job characteristics
measured in the experiment, such as complexity level, motor skill requirements, and physical
demands.
c) Personality:-
Some research suggests an association between personality and job satisfaction. Specifically, this
research describes the role of negative affectivity and positive affectivity. Negative affectivity is
related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are
more prone to experience less job satisfaction. Positive affectivity is related strongly to the
personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied
in most dimensions of their life, including their job. Differences in affectivity likely impact how
individuals will perceive objective job circumstances like pay and working conditions, thus
affecting their satisfaction in that job.
E) IMPORTANCE OF JOB SATISFACTION :-
To Worker And Organization
36
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 100 percent
of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and
also as soon as the threat is lifted performance will decline. Job satisfaction benefits the
organization includes reduction in complaints and grievances, absenteeism, turnover, and
termination; as well as improved punctuality and worker morale. Job satisfaction is also linked
with a healthier work force and has been found to be a good indicator of longevity. Although
only little correlation has been found between job satisfaction and productivity, Brown (1996)
notes that some employers have found that satisfying or delighting employees is a prerequisite to
satisfying or delighting customers, thus protecting the “bottom line”.
F) EMPLOYEES ROLE IN JOB SATISFACTION :-
37
If job satisfaction is a employee benefit, surely the employee 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:-
1. 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.
2. Develop excellent communication skills. Employer’s value and reward excellent reading,
listening, writing, and speaking skills.
3. Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.
4. 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.
5. Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
6. Accept the diversity in people. Accept people with their differences and
their imperfections and learn how to give and receive criticism constructively.
7. 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.
8. Learn to de-stress. Plan to avoid out by developing healthy stress-management
techniques.
G) EFFECTS OF LOW JOB SATISFACTION :-
38
i. Job Stress:-When employees are not happy with their jobs, they are much more likely to experience and
report stress on the job. Workers who are satisfied or happy at work are much less likely to
report feeling stressed out by their job. This is basic human nature -- if you are not doing
something you enjoy, chances are you are going to feel dissatisfied and even little things will
make you feel stressed out and unhappy.
ii. Poor Overall Morale:-
When one employee is miserable doing their job, all of the other employees they come into
contact with are going to be affected by their attitude. If they see someone who is so obviously
miserable, it will begin to color how they view their own jobs. Negative attitudes can spread
through a workplace like wildfire and, if they are not improved, the overall morale of the
employees will take a sharp decline.
iii. Lack of Productivity:-
Low job satisfaction, coupled with low employee morale equals a lack of
productivity in the workplace. Again, we have basic human nature at work. When someone is
unhappy, they don't focus well and they don't pay attention to their tasks. They find hundreds of
other things to do that do make them happy, all the while ignoring the job they should be doing.
When one member of a team displays low productivity, it is only natural for other members of
the team to feel dissatisfied as a result, and their productivity will begin to decline as well. It is a
vicious cycle that is all too common.
iv. High Employee Turnover Rates:-
Low job satisfaction also creates high turnover rates with employees. Sooner or
later, the employee is going to quit so that they can find a job they actually enjoy doing. Many
industries such as food service suffer from high turnover rates and the inability to retain qualified
workers. It is up to small business owners and managers to find a way to increase job
satisfaction, particularly in difficult industries in which the jobs are tough and the pay is low.
v. High absenteeism:-
39
Absenteeism means it is a habitual pattern of absence from duty or obligation. If
there will be low job satisfaction among the employees the rate of absenteeism will definitely
increase and it also affects on productivity of organization.
vi. Training cost increase:-
Due to lack of job satisfaction the Human resource manager has to recruit new
employees. Due to which the training expenditure will increases
H) TECHNIQUES OF MEASUREMENT OF JOB SATISFACTION :-
Job satisfaction is a qualitative aspect and cannot be understood in strict
quantitative terms. It is an intangible and psychological concept. It was concluded that job
satisfaction should be measured through survey of employees’ attitudes. In most of the
organizations, there is a practice of conducting surveys of employee’s intentions in a regular
manner. The commonly applied techniques employed to measure job satisfaction are discussed
below:-
i) Rating Scales:-
Rating scales are the commonly adopted method that is used for the measuring job
satisfaction. It comprises of certain statements describing the attitude of the employees with
respect to the job, organization and personal factors. For each declaration or statement, the
employee is invited to express his opinion on a scale consisting of different expressions.
ii) Personal Interviews:-
Conducting personal interviews has also proved important method of measuring job
satisfaction of the employees. The experts conduct these personal interviews where employees
express their opinions on job satisfaction. The responses delivered through these interviews are
analyzed to find their level of job satisfaction. It is believed that this method is likely to have
personal biased views of the interviewer also.
40
iii) Tendencies:-
The employees are asked to express their tendency or inclination on several aspects
and this reveals their satisfaction or dissatisfaction.
iv) Critical Incidents:-
Herzberg made developed approach to measure job satisfaction. In this particular
method, the employees were asked to describe incidents on their job when they were particularly
satisfied or dissatisfied. These set of incidents were then analyzed to determine their positive and
negative attitudes.
v) Schedule rest periods:-
Extensive research on the impact of rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
a) They counteract physical fatigue.
b) They provide variety and relieve monotony.
c) They are something to look forward to- getting a break gives a sense of
achievement.
d) They provide opportunities for social contacts.
vi) Job enlargement:-
Job enlargement is a generic term that broadly means adding more and different tasks
to a specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job enlargement.
This also presumably adds interest to the work and reduces monotony and boredom.
41
I) FACTORS OF JOB SATISFACTION:-
a) Working Conditions:-
Because employees spend so much time in their work environment each week,
it's important for companies to try to optimize working conditions. Such things as providing
spacious work areas rather than cramped ones, adequate lighting and comfortable work stations
contribute to favorable work conditions. Providing productivity tools such as upgraded
information technology to help employees accomplish tasks more efficiently contributes to job
satisfaction as well.
b) Opportunity for Advancement:-
Employees are more satisfied with their current job if they see a path available to
move up the ranks in the company and be given more responsibility and along with it higher
compensation. Many companies encourage employees to acquire more advanced skills that will
lead to the chance of promotion. Companies often pay the cost of tuition for employees taking
university courses, for example. During an employee's annual performance review, a supervisor
should map out a path showing her what she needs to accomplish and what new skills she needs
to develop in order to be on a track to advancement within the organization.
c) Workload and Stress Level:-
Dealing with a workload that is far too heavy and deadlines that are impossible to
reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of
deadlines results in conflict between employees and supervisors and raises the stress level of the
workplace. Many times, this environment is caused by ineffective management and poor
planning. The office operates in a crisis mode because supervisors don't allow enough time for
employees to perform their assigned tasks effectively or because staff levels are inadequate.
d) Respect from Co-Workers:-
Employees seek to be treated with respect by those they work with. A hostile work
environment -- with rude or unpleasant coworkers -- is one that usually has lower job
satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those
responding said they had personally experienced a great amount of workplace incivility. Fifty
42
percent also believe morale is poor where they work. Managers need to step in and mediate
conflicts before they escalate into more serious problems requiring disciplinary action.
Employees may need to be reminded what behaviors are considered inappropriate when
interacting with coworkers.
e) Relationship with Supervisors:-
Effective managers know their employees need recognition and praise for their
efforts and accomplishments. Employees also need to know their supervisor's door is always
open for them to discuss any concerns they have that are affecting their ability to do their jobs
effectively and impeding their satisfaction at the office.
f) Financial Rewards:-
Job satisfaction is impacted by an employee's views about the fairness of the
company wage scale as well as the current compensation she may be receiving. Companies need
to have a mechanism in place to evaluate employee performance and provide salary increases to
top performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or
vacations, also bring excitement and higher job satisfaction to the workplace.
J) REASONS FOR JOB DISSATISFACTION :-
Many employees feel dissatisfied with their jobs at one point or another. Some employees leave
their jobs for better opportunities, while others choose to stay. Employees with low job
satisfaction can negatively affect a company because they typically lack motivation, perform
poorly and possess negative attitudes. These symptoms can directly affect a company’s bottom
line. Managers should understand the reasons employees are unhappy at work. Understanding
the causes can help managers find the right solutions.
a) Underpaid:-
One of the primary reasons for job dissatisfaction results from companies
underpaying workers. Peter Cohan of Daily Finance said in an article that the Economic Policy
institute reported that workers’ income is lagging behind inflation as of 2011. This means that
employees must stretch their dollar further to buy higher-priced goods and services. Not only
43
must employees deal with stagnant wages but also high costs for health insurance. The stress of
paying bills with limited income causes many workers to feel dissatisfied with their jobs.
b) Limited Career Growth and Advancement:-
A lack of career growth and advancement is another reason why workers are
dissatisfied at their jobs. Employees who feel stuck in their job position are less motivated to
maintain high productivity than those who do not. Workers feel valued when employers include
them in their long-term plans and show their appreciation through promotions. Employees who
move up in an organization and receive just compensation to reflect their title and responsibility
changes usually commit themselves to the company for the long term.
c) Lack of Interest:-
A lack of interest in the work is another reason why employees are unhappy.
Most employees want to perform job duties that are engaging and challenging. Monotonous
work causes an employee to experience boredom. Bored and unchallenged employees experience
little incentive to concern themselves with workplace productivity. According to Lise M. Saari
and Timothy Judge from the University of Tennessee, Martin, the nature of employees' work
accounts for the most situational influence in workplace satisfaction.
d) Poor Management:-
The management team plays an important role within an organization. Managers
are responsible for motivating employees, planning, organizing and controlling within the
organization. A key reason employees perform poorly in the workplace is poor management.
Managers with poor leadership skills tend to offer little feedback on employees’ performances.
Micromanaging and dictating to employees instead of motivating them can cause a decrease in
employee productivity. Some organizations possess highly political cultures that tend to
discourage workers from believing the roles they fill are important to the organization.
44
45
RESEARCH METHODOLOGY
Research Methodology:-
Research methodology is the systematic way to solve the research problem.
It gives an idea about various steps adopted by the researcher in a systematic manner with an
objective to determine various manners.
Research Design:-
A research design is considered as the framework or plan for a study that
guides as well as helps the data collection and analysis of data. The research design may be
exploratory, descriptive and experimental for the present study. The descriptive research design
is adopted for this project.
Methodology used for the data collection:-
The methods can be broadly classified as given below:-
PRIMARY DATA COLLECTION:-
To prepare the job satisfaction of the employees, I conducted the survey
through questionnaires for getting the information regarding the job satisfaction and other
aspects of carrying out the job satisfaction. Overall, the methods which were carried to collect
data were:
1. Observation: - In this method the individual performing the job are observed and relevant
points are noted. This method is helpful in making the observation about how much an employee
enjoys his/her work.
2. Individual interview method: - The interview of employees is a source of information and it
helps to obtain effective information in structured form. Steps involved in doing personal
interview were:
a) Selecting the people who would be able to answer the required questions by taking out
time from their busy schedule
46
b) Perform personal interview
c) Note down the answers
SECONDARY DATA COLLECTION
The data was also collected through:
1. Internet
2. Inputs from the seniors and training guide
3. Articles on relevant topic
Sample size
The study sample constitutes 100 respondents constituting in the research area.
Sampling Area
The study is conducted in employees of Reliance General Insurance.
Sampling Design
The researcher has used probability sampling in which simple random sampling is used.
Collection of Data
Most of the data collected by the researcher is primary data through personal interview, where
the researcher and the respondent operate face to face.
Research Instrument
The researcher has used a structured questionnaire as a research instrument tool which consists
of open ended questions, multiple choice and dichotomous questions in order to get data. Thus,
Questionnaire is the data collection instrument used in the study. All the questions in the
questionnaire are organized in such a way that elicit all the relevant information that is needed
for the study
Statistical Tools
The statistical tools used for analyzing the data collected are bar diagrams.
47
LIMITATIONS OF THE RESEARCH:-
a) Less time for study
b) Some of the employees were unwilling to fill the questionnaires.
c) Information was to be kept confidential.
d) The answers given by the respondents have to be believed and have to be taken for
granted as truly reflecting their perception.
48
49
Q1) How satisfied you are working with the company?
respondent percentage
Highly satisfied 14 28%
satisfied 24 48%
neutral 12 24%
dissatisfied 0 0
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
14
24
12
0 0
no. of respondents
Interpretation:-
The researcher found that about 48% respondents were satisfied, 28% were highly satisfied and 24% were neutral with the working of the company.
50
Q2) Are you satisfied with the opportunities for growth and advancement in job?
respondent percentage
Highly satisfied 9 18%
satisfied 27 54%
neutral 12 24%
dissatisfied 2 4
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
9
27
12
20
no. of respondents
Interpretation:-
51
The researcher found that about 18% respondents were highly satisfied, 54% were satisfied,24% respondents were neutral and 4% were dissatisfied about the opportunities for growth and advancement in job.
Q3) How satisfied you are with the working environment of the company?
respondents percentage
Highly satisfied
7 14%
satisfied 30 60%
neutral 10 20%
dissatisfied 3 6%
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
35
7
30
10
30
no. of respondents
Interpretation:-
52
The researcher found that about 60% respondents were satisfied, 14% were highly satisfied,20% respondents were neutral and 6 % were dissatisfied about the working environment of the company.
Q4 ) How satisfied you are with the job security at the company?
respondents percentage
Highly satisfied 10 20%
satisfied 24 48%
neutral 14 28%
dissatisfied 2 4%
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
10
24
14
20
no. of respondents
Interpretation:-
The researcher found that about 48% respondents were satisfied, 20% were highly satisfied,28% were neutral and 4 % were dissatisfied about the job security at the company.
53
Q5)Do you find job related autonomy in the company?
respondents percentage
Highly satisfied 17 14%
satisfied 20 40%
neutral 11 22%
dissatisfied 2 4%
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
17
20
11
20
no. of respondents
Interpretation:-
54
The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied , 20% respondents were neutral and 6% respondents were dissatisfied regarding their amount of recognition for their work.
Q6) How satisfied you are with :-
Highly satisfied
satisfied neutral dissatisfied Highly dissatisfied
total
benefits 6 24 18 2 0 50
Promotion process
6 19 25 0 0 50
Vacation time 2 24 22 2 0 50
technology 6 23 18 3 0 50
Communication process
8 18 24 0 0 50
A)
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
6
24
18
20
benefits
no. of respondents
Interpretation:-
55
The researcher found that about 12% respondents were highly satisfied, 48% respondents were satisfied , 36% respondents were neutral and 4% respondents were dissatisfied regarding the benefits given by the company..
B)
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
6
19
25
0 0
promotion process
no. of respondents
Interpretation:-
The researcher found that about 12% respondents were highly satisfied, 38% respondents were satisfied , 50% respondents were neutral regarding the promotion process.
C)
56
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
2
2422
20
Vacation time
no. of respondents
Interpretation:-
The researcher found that about 4% respondents were highly satisfied, 48% respondents were satisfied, 44% respondents were neutral and 4% respondents were dissatisfied regarding their vacation time.
D)
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
6
23
18
30
technology
no. of respondents
57
Interpretation:-
The researcher found that about 12% respondents were highly satisfied, 46% respondents were satisfied, 36% respondents were neutral and 6% respondents were dissatisfied about the tools and technology used in the company.
E)
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
8
18
24
0 0
communication process
no. of respondents
Interpretation:-
The researcher found that about 16% respondents were highly satisfied, 36% respondents were satisfied, 48% respondents were neutral about the communication process of the company.
Q7) Does the company clearly conveys its mission to its employees?
respondents percentage
Highly satisfied
13 38%
58
satisfied 18 36%
neutral 19 26%
dissatisfied 0 0%
Highly dissatisfied
0 0
total 50 100%
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
2
4
6
8
10
12
14
16
18
20
no. of respondents
Interpretation:-
The researcher found that about 38% respondents were highly satisfied, 36% respondents were satisfied , 26% respondents were neutral regarding the convey of mission to employees.
Q8) Do you receive right amount of recognition for your work?
respondents percentage
Highly satisfied 7 14%
59
satisfied 30 60%
neutral 10 20%
dissatisfied 3 6%
Highly dissatisfied
0 0
total 50 100%
highly satisfied satisfied neutral dissatisfied highly dissatisfied0
5
10
15
20
25
30
35
7
30
10
3
0
no.of respondents
Interpretation:-
The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied , 20% respondents were neutral and 6% respondents were dissatisfied regarding their amount of recognition for their work.
Q9) Do you have opportunities at work to learn and grow?
Highly satisfied 8 16%
satisfied 24 48%
60
neutral 15 30%
dissatisfied 3 6%
Highly dissatisfied 0 0
total 50 100%
Highly
satisfi
ed
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
8
24
15
30
no. of respondents
Interpretation:-
The researcher found that about 16% respondents were highly satisfied, 48% respondents were satisfied , 30% respondents were neutral and 6% respondents were dissatisfied regarding their opportunities to learn and grow.
Q10) Is your compensation fair for the work that you do?
respondents percentage
Highly satisfied
6 12%
satisfied 24 48%
61
neutral 12 24%
dissatisfied 3 6%
Highly dissatisfied
5 10%
total 50 100%
Highly
satisfi
ed
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
6
24
12
35
no. of respondents
Interpretation:-
The researcher found that about 12% respondents were highly satisfied, 48% respondents were satisfied, 24% respondents were neutral and 6% respondents were dissatisfied about the fair compensation.
Q11) Are you able to maintain good balance between your work life and personal life?
respondents percentage
Highly satisfied
2 14%
satisfied 9 60%
62
neutral 17 20%
dissatisfied 20 6%
Highly dissatisfied
2 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
2
9
17
20
2
no. of respondents
Interpretation:-
The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied, 20% respondents were neutral and 6% respondents were dissatisfied regarding their balance between work life and family life.
Q12) Does your views and participation are valued?
respondents percentage
Highly satisfied
3 6%
63
satisfied 28 36%
neutral 16 32%
dissatisfied 3 6%
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
3
28
16
30
no. of respondents
Interpretation:-
The researcher found that about 6% respondents were highly satisfied, 36% respondents were satisfied, 32% respondents were neutral and 6% respondents were dissatisfied regarding their valuation of views and participation.
Q13) Are you optimistic about your future with this organization?
respondents percentage
Highly satisfied
5 10%
64
satisfied 22 44%
neutral 18 36%
dissatisfied 5 10%
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
5
22
18
5
0
no. of respondents
Interpretation:-
The researcher found that about 10% respondents were highly satisfied,44% respondents were satisfied ,36% respondents were neutral and 10% respondents were dissatisfied about their future with this organization.
Q14) Do you receive regular feedbacks on your job performance?
respondents percentage
65
Highly satisfied
17 24%
satisfied 18 36%
neutral 12 24%
dissatisfied 3 6%
Highly dissatisfied
0 0
total 50 100%
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0
2
4
6
8
10
12
14
16
18
20
1718
12
3
0
no. of respondents
Interpretation:-
The researcher found that about 24% respondents were highly satisfied,36% respondents were satisfied ,24% respondents were neutral and 6% respondents were dissatisfied about regular feedback on their job performance.
Q16) Are you satisfy with your job?
respondents percentage
Highly satisfied
6 12%
66
satisfied 30 60%
neutral 14 28%
dissatisfied 0 0
Highly dissatisfied
0 0
total 50 100%
High
ly sati
sfied
Satisfi
ed
Neutra
l
Dissati
sfied
Highly
dissati
sfied
0
5
10
15
20
25
30
35
6
30
14
0 0
no. of respondents
Interpretation:-
The researcher found that about 12% respondents were highly satisfied,60% respondents were satisfied .28% respondents were neutral about their job satisfaction.
67
FINDINGS
68
1. Employees are not completely satisfied with their job although their salary
is good enough.
2. They often feel overworked.
3. A harmonious relationship exists in the organization between employees
and management
4. Employees are satisfied with the present incentive plan of the company
5. Most of the employees were satisfied that they are secured towards their
job
6. Mixture of responses were there on the basis of satisfaction level towards
salary
7. Most of the employees were not able to make a balance between their
work life and personal life .
8. Most of the employees were committed to their work.
9. Job related autonomy was found in the organization.
10.Company clearly conveys its mission to employees so that there would be
smooth functioning in the organization.
69
1. There should be job rotation and job enlargement which would reduce the
boredom level of employees and would keep them charge to learn and work
more.
70
2. Flexible working hours should be there and employee engagement initiatives
should be taken.
3. Training at frequent intervals for creating and maintaining job interest and
satisfaction
4. 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.
5. The employees who are dissatisfied should be motivated and their grudges should
be heard.
6. Company should look after the employee concern and provide appropriate
training to every new joinee to make him familiar with the working environment.
7. Company should give promotion to those employees who deserve it.
8. Promotion policies should be more improved and clear so that employee would
me more motivated.
9. More Employees Benefit schemes should be regulated so employees can get more
advantages.
10. Channels & level of communications should be improved for proper flow of
information.
.
71
72
However I tried 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 50 employees have been chosen which is a small number, to represent
whole of the population.
4. Unwillingness of respondents:
While col lect ion of the data many consumers were unwilling to fill the
questionnaire. Respondents were having a feeling of wastage of time for them.
5. Manipulative Answers:
The data given by the respondents may be manipulated as they had a fear of the
information being disclosed to the management.
6. Hiding of true information:
There may be certain discrepancies in the findings due to respondents’ tendency
to hide the true information.
The study was restricted to Reliance General Insurance only and
other being the time as constraint.
73
CONCLUSION
74
It was good learning session for me during my tenure with RELIANCE GENERAL
INSURANCE. It is a well organized company. While doing the project, I learnt a lot about
various general insurance verticles functioning . This study was conducted on job satisfaction
among Reliance General Insurance employees. Job satisfaction is a very big concept as it
includes various factors associated with job satisfaction of employees.
Satisfaction varies from employee to employee. Employees are given equal salaries then
also some employees are satisfied with it and some are not. So at end I would like to say , that
organization should try to take every possible step to enhance job satisfaction among employees
because if employees are satisfied then customers associated with it will also be satisfied
75
BIBLIOGRAPHY
76
1) The Academy of Management Review © 1984 Academy of Management vol. 9, No. 4 (Oct.,
1984), pp. 712-721.
2) Judge, Timothy A.; Thoresen, Carl J.; Bono, Joyce E.; Patton, Gregory K.Psychological
Bulletin, Vol 127(3), May 2001, 376-407
3) Victor S. DeSantis, S. L. (1996). Comparing Job Satisfaction among Public- and Private-
Sector Employees. The American Review of Public Administration , 327-343
4)Lund, D. B. ((2003)). Organizational culture and job satisfaction. Journal of Business &
Industrial Marketing , 219 - 236.
5)Remus Ilies, K. S. (February 2009). The Spillover of Daily Job Satisfaction onto Employees'
Family Lives: The Facilitating Role of Work-Family Integration. The Academy of Management
Journal ARCHIVE , 87-102.
6)Timothy A. Judgea, R. F. (October 2010). The relationship between pay and jobsatisfaction.
Journal of Vocational Behavior , 77 (2), 157–167.
7)Andrew E. Clark, N. K.-N. (March 2009). Job Satisfaction and Co-worker Wages: Status or
Signal? The Economic Journal , 119 (536), 430-447.
77
8)AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF
ENGINEERINGTalbot, Terry Ray;. (1979). Job Satisfaction: Literature Review and
Empirical Test of a Job Facet Satisfactions Model. 184.
9) Fisher, C. (2010). happiness at work. International journal of management reviews , 12 (4),
384-412.
10) Jahanzeb Shah ;Shaheed Zulfikar Ali Bhutto Institute of Science and Technology
(SZABIST). (2007). Organizational Culture and Job Satisfaction: An Empirical Study of R & D
Organization. social science research network , 14.
11 )University of Cassino - Department of Economic Sciences Maurizio Pugno . (2009). Job
Performance and Job Satisfaction: An Integrated Survey. University of Trento, Dept. of
Economics Discussion Paper No. 4 , 66.
12) Justina A. V. Fischer ,Alfonso Sousa-Poza ;Organization for Economic Co-Operation and
Development (OECD) ; Stockholm School of Economics ; University of Hohenheim ,University
of Hohenheim - Institute of Household and Consumer Economics ; Institute for the. (2006). Does
Job Satisfaction Improve Health? University of St. Gallen FAA Discussion Paper No. DP-110 ,
35.
78
79
ANNEXURE
Dear respondent,
I am student of Lovely Professional University. I am conducting a survey for the project on the “Job satisfaction of employees at Reliance General Insurance”. So I request you to please fill the questionnaire below. Any information provided by you will strictly be used for academic purpose. I assure you that the privacy of your data will be maintained.
Name: ……………… Gender: ……………….....
Designation: ……………………………………………..
Service Period…………………………………………...
Q1) Overall, how satisfied are you working for The Company?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q2) Are you satisfied with the opportunities for Growth and Advancement in Job?
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q3) how satisfied you are with the working environment of the company?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q4) How satisfied you are with the job security at the company?
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q5) Do you find job related autonomy in the company?
80
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q5) How satisfied you are with :
Highly satisfied
Satisfied Neutral Dissatisfied
Highly dissatisfied
a)benefits offered by the company
b)process used to determine promotion
c)vacation time you receive
d)tools and resources provided to do the job
e)communication process prevailing in the company
Q8) Does the company clearly conveys its mission to its employees?
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q9) Do you receive right amount of recognition for your work?
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q10) Do you have opportunities at work to learn and grow?
a) Highly satisfied c ) Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
81
Q11) Is your compensation fair for the work that you do?
a) Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q12) Are you able to maintain a good balance between your work life and family life?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q13) Does your views and participation are valued?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q14) Are you optimistic about your future with this organization?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q15) Do you receive regular feedbacks on your job performance?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
Q16) Are you satisfy with your job?
a)Highly satisfied c )Neutral d )Dissatisfied
b) Satisfied e) Highly Dissatisfied
82
Q17) Kindly suggest the factors that influence job satisfaction level(areas for improvement):-………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
THANK YOU
83