ProjectReport Self Esteem

RESEARCH PROJECT ON

SELF-ESTEEM & JOB SATISFACTION AT NADRA


Table of Contents

Part I: Self Esteem-The Topic 4Self Esteem and its importance Self-Esteem Defined Importance of Self-EsteemSelf-Esteem, Concept to Practices Cultural Diversity and Self-Esteem Self Delusion-The fantasySelf-Esteem and Job Satisfaction Moderating effect of employee Self-Esteem on Job Satisfaction

Part II: The Research 13 Aims and Objectives Aims Objectives Research Background Introduction Problem Identification Research Scope Research Scope Research Methodology Introduction Formulation and Hypothesis Exploratory Research Sampling Data Collection Techniques Research Work Organization of Data

Part III: NADRA-The Organization 21 An overview of NADRA Introduction Organization Structure Chairman Message Concept of HRM at NADRA HRM department at NADRA HRM philosophy Role of HRM department

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Part IV: Facts-The Findings 30 Findings from the research Research Errors Measuring self-Esteem, Part A Measuring Job satisfaction, Part B

Part V: Finale-The Conclusions 37ConclusionsRecommendation and suggestions To the employers To the upcoming researchersLimitations & problems faced during research

References 45

Appendices 46 Research Proposal

Questionnaire Interview Queue Sheet

Responses and Filtered Responses

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Self-Esteem & Job Satisfaction" T h e M o u n t a i n o f S e l f - E s t e e m i s b u i l t o n t h e I s l e o f C o m p e t e n c i e s " - E m i l e C o u e

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Part I

—Self Esteem—The Topic

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Self-Esteem and its Importance

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Self-Esteem defined“Self-esteem is based on self-image, a mental 'picture' of yourself,

describing what sort of person you think you are. It helps you to make sense of your experience and evaluate it and to organize and control how you

behave.”

Self-esteem is a reflection of a person's overall evaluation or appraisal of his or her own worth. Self-esteem encompasses beliefs (for example, "I am competent" or "I am incompetent") and emotions such as triumph, despair, pride and shame. Self-esteem can apply specifically (for example, "I believe I am a good person, and feel proud of myself in general"). Self-esteem is based on feeling of pride in yourself. Your self-image is "reflexive" meaning that it is the cumulative effect of reactions from others that provides the basis of what kind of person you think you are - your self-image. It is also based on how well you cope with situations.

The influencersIf, over time, you are constantly treated as someone who is attractive and/or clever, you tend to come to think of yourself in those terms. If others behave as if they expect you to take decisions, exert authority and provide leadership, you will probably come to think of yourself as having 'leadership qualities'. If your opinion is repeatedly disregarded, you acquire the belief that your ideas are not worth very much. The effects of these reactions are much greater on young people, of course, because they do not have any experience of different reactions to set against the ones currently being experienced. It is why the influence of parents, teachers and upbringing generally are so important in what our enduring self-images become.

Ideal and Actual self-imageFor many people an important goal is to make their actual self-images closer to their ideal self-images. It is a valuable goal because it provides motivation for self-development activities. However, it is not helpful to overemphasize the ideal because this leads to our underestimating the actual - especially if we place too much weight on one characteristic that we think is especially desirable. For instance, trying to seem like the 'nice guy' makes it hard to use any power you may have, or to reprimand or to give unpopular orders firmly. So your self-image should be positive but not too rigidly defined.

In people who are comfortable with themselves, the ideal and the actual do not diverge too far. In one sense, good self-esteem is simply accepting ourselves as we are rather than demanding we be all we are capable of becoming. Self-esteem is not just words, or even actions, it is an attitude;

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one that says I have worth simply because I am a human being; simply because I breathe and I am alive.

Accepting ourselves It is about learning to value our basic package of who we are simply because we breathe. Self-esteem has nothing to do with achieving or producing or even becoming. Rather, it is that all-encompassing sensation of feeling acceptable, capable, and most of all lovable, simply because we are alive. It has everything to do with accepting ourselves and appreciating who we are. People with self-value accept themselves. They don't expect.

Importance of Self-EsteemIt is important that the significance of self-esteem not be lost in the confusion over what it means.

Nathaniel Branden, Ph.D., a well known psychotherapist, defined self-esteem several years ago as: “The disposition to experience oneself as being competent to cope with the basic challenges of life and of being worthy of happiness.”

NASE—National Association for Self-Esteem modified this to define self-esteem as: "The experience of being capable of meeting life's challenges and being worthy of happiness."

Christopher Mruk, Ph.D., a psychology professor at Bowling Green University, reports in his book gave a detailed description of Self-Esteem. This description of self-esteem has best withstood the test of time in terms of accuracy and comprehensiveness.

This concept of self-esteem is founded on the premise that it is strongly connected to a sense of competence and worthiness and the relationship between the two as one lives life. The worthiness component of self-esteem is often misunderstood as simply feeling good about oneself, when it actually is tied to whether or not a person lives up to certain fundamental human values, such as finding meanings that foster human growth and making commitments to them in a way that leads to a sense of integrity and satisfaction. A sense of competence is having the conviction that one is generally capable of producing desired results, having confidence in the efficacy of our mind and our ability to think, as well as to make appropriate choices and decisions. Worthiness might be considered the psychological aspect of self-esteem, while competence might be considered the behavioral or sociological aspect of self-esteem. Self-esteem stems from the experience of living consciously and might be viewed as a person’s overall judgment of

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himself or herself pertaining to self-competence and self-worth based on reality.

A close relationship has been documented between low self-esteem and such problems as violence, suicide, alcoholism, drug abuse, eating disorders, job dissatisfaction, and high rate of job turnover at individual level. However, it has been difficult to isolate it as a primary cause using traditional experimental research methods, for it is usually only one of several contributing factors. What needs to be stressed is that self-esteem is a critical component of any program aimed at self-improvement or any rehabilitation program, for it is one of the few solutions that offer hope to correcting these problems. Many prisons, for example, have now introduced self-esteem programs to reduce recidivism.

Self-Esteem, Concepts to practices

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Cultural diversity and Self-EsteemInterestingly, the link between self-esteem and satisfaction is particularly strong in Western cultures, perhaps because in many Western cultures self-assertiveness and self-efficacy open doors to participation in valued tasks. Western cultures tend to be individualistic: apparently individualists must think highly of themselves before they can be satisfied whereas in the collectivistic cultures positive feelings about one self do not appear to be critical to well-being. This suggests that what causes well-being depends at least to some degree on the individual's goals and values.

In some families and cultures the "growing up" process is essentially one of getting you to change, to control your impulses, and do what you 'ought' to do, not what you want to do, whenever the two conflict. The chosen means is usually negative reinforcement - punishment or criticism. The consequence tends to be low self-esteem and self-confidence.

Self Delusion – The fantasyOn the other hand, recent research has pointed to a different phenomenon - self-delusion. Most people believe they have far more control and more skills than they actually do have. For instance, the majority of drivers consider themselves more skilful than the average driver. According to a research (conducted in LUMS - Lahore university of management sciences), Over 95% of new university students believed they would successfully graduate; whereas the actual failure rate is about 25%. Most people believe they have far more control over their lives than is actually the case.

This self-delusion has been found to be healthy, resulting in more success, better health and longer life than those who are actually realistic! On the other hand, it can lead to rash experimentation.

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Self-Esteem and Job Satisfaction

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Moderating effect of employee Self-Esteem on Job SatisfactionInternationally, recent developments in the understanding of staff retention have arisen through revisiting the concept of equity which was first explored in the mid-1960. This concept is based on the proposition that employees inevitably compute ratios of inputs (e.g. job competence and level of education) and outputs (e.g. pay, recognition and job enrichment). Equity results if ratios are similar, whereas inequity occurs for dissimilar ratios. When inequity is in the form of an excess of inputs over outputs, the resulting perception of under-reward can lead to job dissatisfaction and high turnover.

Psychological research published during 1999 found that staff with low self-esteem is more likely to be more adversely affected by under-reward, which can in turn lead to a higher predisposition to turnover.

The practical implications of this finding are that enhancements to resources and practices within the workplace should be undertaken with the aim of developing the Self-Esteem of employees, that is, positively affecting the image and regard that staff maintain for themselves about their personal competence in the workplace. Certainly there are many alternative benefits that might arise from enhanced communication, providing challenge and growth in the job, and so on. However, if one's priority is to influence turnover then it is necessary to keep an eye on the ball.

Characteristics of firms that attract loyalty and therefore have better retention rates include:

The company is a true meritocracy. It shows caring and empathy for its employees and listens to them. It is exciting, but not restless or frantic. Future stars are identified early, and given the support they need to

build a permanent career, and also become the future of the company. Compensation is at least competitive.

Other insights from the meeting include encouraging people to think that they have a career, not just a job, with the company, and checking with employees each quarter to monitor their performance and expectations. Employees should be allowed to nominate other employees for recognition and perhaps a special award should be instituted for individuals who embody the values in the corporate mission statement.

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Part II

—The Research—

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Aims and Objectives

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Aims

The aims in carrying out the exercise of this research are as follows:

To study the Self-Esteem of workers in NADRA. To suggest the importance of individual’s Self-Esteem in workers, in

particular, so as to increase the employee job satisfaction while lowering the rate of employee turnover and saving the cost of hiring new personnel

To suggest the positive effect of individual’s Self-Esteem over Job-Satisfaction which ultimately lead to increased productivity.

Objectives

The objectives of this report are as under:

To find out the effects of Self-Esteem on job satisfaction

To determine if people with HIGH self esteem are more satisfied with their job than those with LOW Self-Esteem

Effects of self esteem among employees on overall productivity of the organization

To propose suggestions that help managers of production companies in increasing the level of Self-Esteem of their workforce so that ultimately it be can helpful in increased productivity.

To form the basis for further study and research in the subject area

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Research Background

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Introduction

Today’s workplace is different, diverse, and constantly changing. The typical employer-employee relationship of old has been turned upside down. Workers are living in a growing economy and have almost limitless job opportunities; at the same time, the workplace offers less incentive for things like employee loyalty, job-satisfaction and lifetime employment. This combination of factors has created an environment where the business needs its employees more than the employees need the business – particularly in the Manufacturing sector.

Problem Identification

It has been observed in recent years that retaining employees is becoming more difficult in companies, particularly the companies involved in production. It has been found that managers are unable to boost the Self-Esteem in their employees due to which individual’s job satisfaction level is not at optimum. This ultimately results in increased turnover rate. Thus, the core problem is found to be the lack of Self-Esteem and its awareness among the employees.

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Research Scope

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Research Scope

Since, the research work was such that first we had to determine whether or not the workers are aware of the term Self-Esteem and if they are, then we have to gauge it and then propose a strategy to increase it after examining the results.

Due to the above mentioned tasks I decided to collect Primary Data in order to gauge the level of Self-Esteem of the workers through questionnaires. To know the efforts done in this regard from the management side I did an interview with the Managers, Human Resource Department and Production Plant.

For the second part of MY research, since I did not have much time to experiment the possible solutions to the problem, I conducted Literature Survey in order to gather Secondary Data regarding ‘Self-Esteem at work place and its effect on job satisfaction at individual level’ and formulated my suggestions for effective policy with the help of secondary data. The information I gathered is field-tested by many senior management consultants.

At this point, I would like to acknowledge the blessings of internet which enabled us to access international research papers in the subject matter.

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Research Methodology

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IntroductionThe purpose here is to describe the implementation of the research approach, overall research design, the sampling procedure, the data collection and analysis procedure.

Formulation and HypothesisAs the research is exploratory, no formal hypothesis have been formed or tested in this study.

Exploratory Research

Maximum possible information and knowledge can be gathered through an exploratory research, this can be achieved by the use of;

Professional magazines, periodicals, Newspapers Personal Interviews and questionnaires Seminars, discussions, workshops

Sampling

Cost is one main factor which prohibits the study of entire population. Therefore a subset from the population must be used to make inferences about the same population.

Population: In this study the universe is limited to the staff on regular basis and the senior management personnel.

Sample: A sample is a subset or an incomplete set taken from a complete set of objects. Sample has to be representative of the population or universe it is drawn from.

Sample Size: A sample size of 17 respondents – 15 (regular) members of the operation team and 5 management personnel, including HR was considered to be appropriate.

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Sampling Technique: In this study non-probabilistic sampling was carried out which is termed as “Trade-off between cost & time and precision”. The “researcher cannot calculate the bias involved”. That is why statisticians usually avoid non-probabilistic sampling design.

Data Collection TechniquesTwo methods of data collection were used in this research, which are described below:

Primary DataIt relates to first hand information. In this study primary data was collected through personal interviews and questionnaires, (copy of the interview sheet and questionnaire can be found annexed in the appendices). The main purpose of the primary data was to gauge the level of Self-Esteem in the employees of team at NADRA.

Secondary DataIt relates to data gathered through some other source than the direct one. In this study secondary data was collected through Literature Survey done by reading various research papers and books available online. The main purpose of the secondary data was to propose valid and practical suggestions in order to increase the level of individual’s Self-Esteem at NADRA.

Research WorkThe interviews were conducted between November 10, 2010 and November 12, 2010 during evenings when the respondents had some relaxed time from their hectic official commitments. While the questionnaires were distributed via HR department on November 10, 2010 and were collected back after one week

Organization of Data Research design, sample design and field work were undertaken solely to obtain the data, which were later analyzed qualitatively so as to yield desired information to draw inferences, conclusions, recommendations and decisions.

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Part III

—NADRA— The Organization

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An Overview of NADRA

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Introduction

National Database and Registration Authority (NADRA) was established as National Database Organization (NDO), an attached department under the Ministry of Interior, Government of Pakistan in 1998. On 10 March, 2000, NDO & Directorate General of Registration (DGR) merged to form NADRA, an independent corporate body with requisite autonomy to operate independently and facilitate good governance. With the mandate of developing a system for re-registering 150 million citizens, NADRA launched the Multi-Biometric National Identity Card project developed in conformance with international security documentation issuance practices in the year 2000. The program replaced the paper based Personal Identity System of Pakistan that had been in use since 1971. To date over 96 Million citizens in Pakistan and abroad have utilized the system and its allied services to receive tamper resistant ISO standard Identification Documents.

NADRA is one of the leading System Integrators in the global identification sector and boasts extensive experience in designing, implementing and operating solutions for corporate and public sector clients. NADRA offers its clients a portfolio of customizable solutions for identification, e-governance and secure documents. NADRA has successfully implemented the Multi-Biometric National Identity Card & Multi-Biometric e-Passport solutions for Pakistan, Passport Issuing System for Kenya, Bangladesh High Security Driver’s License, and Civil Registration Management System for Sudan amongst other projects.

National Database & Registration Authority (NADRA) has gained international recognition for its success in providing solutions for identification, e-governance and secure documents that deliver multi-pronged goals of mitigating identity theft, safe-guarding the interests of our clients, and facilitating the public. In-depth Research and Development efforts have enabled NADRA to become the trailblazer in the area of Software Integration, Data Warehousing, Network Infrastructure Development and Project Management.

NADRA proudly employs a highly skilled workforce of more than 11,000 technical and management personnel, who contribute to register more than 96 million citizens and print more than 95 million Computerized National Identity Cards. To achieve this gigantic landmark NADRA has developed 365 Multi-biometric Interactive Registration Centers and deployed 189 mobile vans to register citizens living in far-flung areas, with a motive to provide quality service and comfort.

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During this short span of time, NADRA has gained significant international recognition. ID World, organizers of the ID Card & Electronic Passport Forum have ranked NADRA as one of the World’s Top 50 Suppliers of e-Passport Technology for 04 years running

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Chairman Message

NADRA has been moving forward aggressively and made remarkable progress since it as founded in March 2000. NADRA has capitalized on solid growth opportunities thus improving its operational efficiency and expanding its presence.

The current economic order, the rapid rate of technological advancement, the information revolution, all has opened new series of challenges as well as opportunities. The ability to innovate and the capacity to adapt to latest technologies are going to be the forte in the new century.

We have set ourselves the dual objective to modernize and revolutionize the system of registration of Pakistani Nationals within and outside Pakistan and being recognized as the premier provider of technology solutions.

We continually explore, create and adopt new innovations to keep our solutions ahead of the curve. NADRA so far has matured tremendously by incorporating cutting-edge technologies, thus successfully completing National and International projects of great importance.

In leading this evolution toward a technological age, the people's desire for a prosperous society and a peaceful life is a key driving force, especially so in our country. NADRA seeks to become a leading impetus in achieving this aspiration and advance toward the new epoch of technology.

This is only just the beginning of what is already turning out to be an exciting and rewarding journey. NADRA so far has achieved extraordinary results and would like to recognize extraordinary effort, dedication and contribution made by our committed management and the staff in achieving the goals and success. Through on-going investments in our people, processes and technology NADRA remains committed to lead the way by providing sustainable and innovative technology solutions, thus ensuring quality deliverables to the citizens of Pakistan."

Ali Arshad HakeemChairman NADRA

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Concept of HRM at NADRA

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HRM department in NADRA

Human Resource Management (HRM) refers to the policies, practices and systems that influence employee’s behavior, attitudes and performance.

NADRA refers to HRM as involving “people practices”. There are several important HRM practices:

Determining human resource needs (HR planning) Attracting potential employees (recruiting) Choosing employees (selection) Teaching employees how to perform their job and preparing them for

the future (training and development) Rewarding employees (compensation) Evaluating their performance (performance management) Creating positive work environment (employee relations)

Effective HRM practices have been shown to relate to company performance by contributing to employee and customer satisfaction, innovation, productivity and development of a favorable reputation in the firm’s community.Many companies have human resource management department, but HRM is not just a functional responsibility! Managers participate in HRM practices on a daily basis.

HRM Philosophy

NADRA's Human Resource is a unique rainbow of variety in skills, competencies and geographical origin. A pool of immense talent and character from length and breadth of Pakistan provides NADRA with the competitive advantage over its competitors around the globe.

Human Resource Directorate at NADRA attempts to provide management support to its highly specialized and diverse workforce, which is a part of Pakistan’s largest IT based public sector organization, and geographically spread across the length and breadth of Pakistan.

Human Resource Directorate at NADRA, focusing its IT and public sector base, aims to provide an organizational framework to recruit, select, reward, train, develop and retain a diverse workforce, while ensuring an

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environment that optimizes and values productivity, efficiency and effectiveness.

Reach out to diverse group of workers across Pakistan, while recruiting to achieve fairness and diversity in an efficient manner.

Increase women participation in NADRA up to 20% to facilitate its 54% customer base.

Constitute and maintain a comprehensive market competitive reward system to ensure attraction and retention of qualified and experienced professionals.

Standardization of Directorate’s internal practices and procedures to improve its customer satisfaction level.

Enable employees to maximize their career potential by offering increased number of training and development opportunities from renowned trainers within the available resources.

Introduce in house training programs. Introduce a performance management process across NADRA to

ensure objectivity and fairness in performance evaluation and career progression.

Establish and maintain open communication with all level of employees.

We aim to create the environment of learning, culture of business excellence and belief in performance improvement.

Role of HRM department

Policy formulation Intimates and formulates new personal policy Prepares programs concerning recruitment, selection, training and

appraisal

Advising Advises all other departments in areas relating to the management of

employees Advises on industrial relations, collective bargaining and grievance

handling

Assistance and Service

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Renders secretarial and executive support services such as scrutinizing applications, conducting tests and interviews, orientation and training

Conducts personal research and maintains personal records

Monitoring and control Evaluates actual performance in the light of predetermined personnel

policies and procedures Continually reviews the work

Managing CareerA Career is a sequence of position occupied by a person during the course of a lifetime. Career Planning is important because the consequences of career success or failure and closely linked to an individual’s self-concept and identity, as well as with career and life satisfaction.

Part IV

—Facts—The Findings

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Findings from the Research

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Research ErrorsCriteria Number PercentageSample 15 100%Respondents 15 100%No-Response Error 0 0%

Measuring Self Esteem—Part AThis part of the questionnaire was developed in order to measure the Self-Esteem at individual level. This questionnaire was considered as Part A. It was referenced from the course book (originally developed by A.H. Eagly). However the provided twenty questions were cut down to ten, just to avoid respondent’s hesitation and the chance of questions being overlapped.

Questions1. How often do you have the feeling that there is nothing that you can do

well?2. When you talk in front of a group of people of your own age, how often

do you feel worried or afraid?3. How often are you troubled with shyness?4. How often do you feel inferior to most people you know?5. How often do you worry about whether other people like to be with you?6. How often do you feel that you have handled yourself well at a social

gathering?7. How often do you feel that you are a successful person?8. How often do you feel sure of yourself when among strangers?9. In general, how often do you feel confident about your abilities?10. When you talk in front of a group of people of your own age, how

often are you pleased with your performance?

Scoring CriteriaThe scoring was be done by simply adding the numbers provided in front of each question. The scoring criteria was such that, higher the score the higher will be the Self-Esteem. For the first five questions the scoring will be simple, but for the last five questions the criteria was inverted i.e. a 5 becomes 1, and a 4 becomes 2.

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ScoresThe scoring of all the respondents can be viewed in tabular form as follows. For the questions, please refer the appendices.

Part A - Self EsteemRespondent Max Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Score Per.

1 50 2 3 1 1 1 3 2 3 4 1 21 42%2 50 1 1 2 2 2 1 3 4 1 2 19 38%3 50 1 2 1 2 1 1 1 2 1 3 15 30%4 50 3 3 2 2 4 2 4 1 3 4 28 56%5 50 2 1 3 1 2 1 1 2 2 1 16 32%6 50 2 2 1 2 3 1 4 1 1 1 18 36%7 50 3 1 1 3 3 2 3 2 1 1 20 40%8 50 2 2 2 4 4 1 1 3 1 1 21 42%9 50 4 4 4 3 3 2 2 3 1 1 27 54%10 50 3 2 1 2 3 1 2 2 3 3 22 44%11 50 1 2 1 1 3 3 1 1 1 1 15 30%12 50 4 2 4 2 4 4 2 3 2 2 29 58%13 50 3 3 3 2 4 2 2 3 2 2 26 52%14 50 1 2 1 2 1 1 1 3 1 2 15 30%15 50 2 1 2 1 1 1 2 1 1 1 13 26%

Filtered ResponsesThe responses were filtered by creating five different categories i.e. below 30%, 30-50%, 50-60%, 60-70%, and above 70%.

Criteria Respondents PercentageBelow 30% 1 7%30 to 50% 10 67%50 to 60% 4 27%60 to 70% 0 0%Above 70% 0 0%

15 100%

Final FilterThe filtered responses then sub-merged in to three broad categories i.e. High Self-Esteem, Average Self-Esteem, and Low Self-Esteem. To do so, the first two categories and the last two categories in the filtered responses were merged together.Criteria Respondents. Percentage.

High SE 0 0%

Average SE 4 27%

Low SE 11 73%

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15 100%

ExplanationHigh Self-Esteem workforce is eventually found to be none. The main reasons of such ambiguous are found to be:1- Most of the workforce is unaware of the ‘concept of self’.2- Low motivational effort at the management’s side.3- Underestimation of the concept of Self-Esteem from the management.4- The HRM policy dictates about the three perspectives of career

management i.e. Individual focusing on themselves, Organization focusing on individual, and Organization focusing on their own maintenance and growth. Although the third part is being fulfilled by the management but there is a lack of physical efforts seen for the first and second components.

5- The upbringing of the civilians of a third world country is such that, there is less or no effort either at the guardians or at the teachers end to create and develop the concept of self in young minds. These two are the key players in the upbringing of an immature personality to a mature one.

Measuring Job Satisfaction—Part BThis part of the questionnaire was developed in order to gauge the level of job satisfaction at individual level. Measuring job satisfaction is not possible in a non-stipulated environment, because there are many variables and factors have influence over it. Not all the variables can be accessed and manipulated at the same time and at one study setting. However, to take a brief idea about the job satisfaction a non-tested questionnaire was developed in which only few aspects are covered, while considering others as constant.

This questionnaire was considered as Part B. It was developed through brainstorming of the group members. However the course book was used as a reference which provided me the key influencers acting over job satisfaction. These influencers include wok conditions, pay scale, co-workers, job placement, personal development, job enrichment opportunities etc.

Questions1. Does your job involve any kind of decision making? 2. Do you think that your job is critical for the overall production process? 3. Do you consider yourself a responsible production worker? 4. Do you think that your job is a routine work? 5. Do you think that your job is a challenging one?

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6. Do you think that the type of job assigned to you helped you in developing yourself?

7. Do you think that your pay is according to your job? 8. Do you think that there is another job placement within the company for

which you are suitable? 9. Are you not satisfied with the working conditions that are provided

around you? 10. Do you feel uncomfortable with your colleagues or the other

production workers around you? Responses

Part B - Job Satisfaction

Q1 No. Per. Q2 No. Per.Strongly Agreed 1 7% Strongly Agreed 3 20%Agreed 2 13% Agreed 2 13%Neutral 4 27% Neutral 8 53%Disagreed 1 7% Disagreed 1 7%Strongly Disagreed 7 47% Strongly Disagreed 1 7%

15 100% 15 100%


15 100% 15 100%


15 100% 15 100%


15 100% 15 100%

Q9 No. Per. Q10 No. Per.Strongly Agreed 2 13% Strongly Agreed 4 27%Agreed 5 33% Agreed 3 20%Neutral 4 27% Neutral 6 40%Disagreed 2 13% Disagreed 1 7%

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Strongly Disagreed 2 13% Strongly Disagreed 1 7%15 100% 15 100%

Explanation

From the above data we can manipulate the job satisfaction of employee. As self esteem is directly co related with the job satisfaction and productivity, we can say that self esteem is the byproduct of both. High self esteem or low self esteem has its direct impact on satisfaction.

From the data gathered through the questionnaire about job satisfaction it is clearly reveal that employee with low self esteem has lack of interest in the job. From my research it is concluded that:

People of NADRA think any kind of decision making is not given to themEmployee thought neutral about job importance, their job characterized by careful evaluation and judgment

They consider themselves a responsible worker.

They think about their job is a routine job.

Which is not a challenging one, but on the other way some of 33% think neutral.

Employee perceived their job is a developing one that Grow, progress, unfold, or evolve through a process of evolution, natural growth, differentiation, or a conducive environment.

Only the 7% employees are satisfied with the pay and the remaining think pay is not according to their job.

There will be another job placement within the company for which they are suitable according to some employee.

All employees are not satisfied with the working conditions of NADRA.

They feel uncomfortable while working there.

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Part V

—Finale—The Conclusions

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Conclusions

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Businesses have searched widely for the competitive advantage, the best equipment, the most powerful computer, or the latest business technique. These devices provide only temporary solutions. The true competitive advantage is motivated, self-esteemed and professional people proudly working together, contributing vitality and energy toward the goals of the enterprise.

A worker with strong belief in self will be more satisfied with his job and as a result contribute vitality and energy to the organization, infusing the organization with tremendous productivity and a competitive edge – all the while providing a valuable service or product for the business and its customers. Organizations that decide to become proactive in transforming their work environments into employee-friendly places will likely sail toward a rewarding future. For those who refuse to change, thinking their organizations are too sound to run aground, disaster may not be far off.

Thus, we can conclude that the workforce with high level of Self-Esteem and strong self-image are more satisfied with their jobs and in turn are more productive. People need to grow, they need to remain competitive. So, managers – especially those who are managing production workers should change their traditional bossy attitudes and try to recognize the importance of individual’s belief, helping them to raise their Self-Esteem, promoting them to in a way that they feel satisfied with the job assigned to them.

Psychological research published during 1999 found that staff with low self-esteem is more likely to be more adversely affected by under-reward, which can in turn lead to a higher predisposition to turnover. Here this point is worth mentioning that the low Self-Esteem leads to job dissatisfaction which in turn may lead to employee turnover. It is not correct to establish a direct relationship between Self-Esteem and job satisfaction, but it acts as one of the contributing factor.

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Recommendations and Suggestions

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To the EmployersI would like to provide following suggestions to the employers or managers of companies:

Explain the “big picture” for the company and how this influences their employment and growth

Provide feedback on the employee’s performance. Be specific; mention a particular situation or activity

Make sure they understand the company’s expectations Involve the employee in the decision-making process whenever possible Listen to their ideas and suggestions Give them room to do the job without unnecessary restrictions Pay for employees to attend workshops and seminars Offer on-site classes where employees can learn new skills or improve

upon old ones Make them realize that they are significant for the organization Challenge them with lots of responsibility Assign them a coach or mentor to help them in developing their carrier Help them in developing their self-image Make them realize that their job is not just a routine work

Increasing Self-Esteem in workersA work environment that attracts, keeps, and motivates its workforce is one that gives workers a sense of pride and purpose in what they do. The most successful businesses are those that provide motivating environments. Managers have the sole responsibility for creating this work environment. It is up to them to provide the leadership and set the tone for the rest of the organization. Managers can improve their leadership position and help individuals in building the self image by following the five-step PRIDE model

P — Provide a positive working environmentR — Recognize, reinforce, and reward everyone’s effortsI — Involve everyoneD — Develop skills and potentialE — Evaluate for continuous improvement

In short, we would like to say that try to create a work environment where people enjoy what they do, feel like they have a purpose, and feel they are reaching their potential. It requires more time, more skills, and managers who care about people. It requires true leadership.

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To the Upcoming Researchers

As a matter of fact that there was not enough time to touch every aspect of this research hence there is a room for the forthcoming researchers to identify and resolve other areas of related study. Therefore, We would like to deliver a message to the forthcoming researchers of this field in the words of Sir Henry George.

“Although, every bit of the progress and advancement makes sharper the contest between the house of have and the house of want, even then progress is not real and cannot be permanent.”

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Limitations and Problems faced during

Research

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The nature of the topic was such that it needed sufficient time to be completed. Therefore, one of the many factors that hindered the practice of this research was time, which was the most important and pivotal among all other factors that caused problems during the research and hence limited the scope of the research. Despite of these known difficulties and problems, we chose to work for it because

“The best way out of a difficulty is through it.”

It is due to the factor of time that we have limited our research only to the Self-Esteem of production workers employed by the company. Moreover, many other important aspects related to this research remained untouched but still this work has provided a platform to the upcoming researchers to take a start from.

Although the sample size was too small to generalize the results over the whole population but the responses given by the respondents to each question were very much similar. Therefore the results of this research could be generalized over the whole population and hence this research work could be considered a success, as the main goal has been achieved. Nevertheless, still the chances of having biases in this research cannot be neglected since the sampling technique was non-probabilistic convenient sampling.

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References

1. Stephan P. Robbins, (2000), Organizational Behavior, Ninth

Edition: Prentice Hall.

2. Fred Luthans, (2002), Organizational Behavior, 9th Edition:

McGraw-Hill Education

3. Bruce, Anne, and Pepitone, James S. (1999), self esteem in

Employees. New York: McGraw-Hill.

4. Daft, Richard L. (1997), Management, 4th ed. Orlando, Fl.:

Harcourt Brace.

5. A.H. Eagly. (1998), Toward a Psychology of Being, 3d Ed. New

York: Wiley.

6. McCoy, Thomas J. (1992), job satisfaction: Maximizing Employee

Performance. New York: AMACOM, a division of American

Management Association.

7. Petri, Herbert L. (1996), Self esteem: Theory, Research, and

Applications, 4th ed. Pacific Grove, CA: Brooks/Cole.

8. Quick, Thomas L. (1985), The Manager's Desk Book, New York:

Wiley.

9. Dean Mcfarlin , “self esteem in employees is not a one-time deal” in Dayton Business Journal, (2007, September 26)

10. “productivity” by Imran Naseem - 19/10/2005

11. www.wikipedia.org

12. www.nadra.gov.pk

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http://www.wikipedia.org/

http://www.bizjournals.com/search/results.html?Ntt=%22Dean%20Mcfarlin%22&Ntk=All&Ntx=mode%20matchallpartial


Appendices

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Proposal for Final Report

Topic: Self-Esteem & Job Satisfaction

About the TopicSelf-esteem is a reflection of a person's overall evaluation or appraisal of his or her own worth. Self-esteem encompasses beliefs (for example, "I am competent" or "I am incompetent") and emotions such as triumph, despair, pride and shame. Self-esteem can apply specifically (for example, "I believe I am a good person, and feel proud of myself in general").Self-esteem is based on feeling of pride in yourself. To the some extent your self-image, a mental 'picture' of yourself, describing what sort of person you think you are.

It helps you to make sense of your experience and evaluate it and to organize and control how you behave. Your self-image is "reflexive" meaning that it is the cumulative effect of reactions from others that provides the basis of what kind of person you think you are. It is also based on how well you cope with situations.

Psychological researchers have found that:

Staff with low Self-Esteem is more likely to be more adversely affected by Job dissatisfaction, which can in turn lead to a higher predisposition to Turnover

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RESEARCH PROPOSAL

http://www.futurevisions.org/S-E_coping.htm


Research Objectives1. To find out the effects of Self-Esteem on job satisfaction?

2. To determine if people with HIGH self esteem are more satisfied with their job than those with LOW Self-Esteem?

3. Effects of self esteem among employees on overall productivity of the organization?

Research ScopeI will carry out this research through qualitative and quantitative means. For this purpose I have selected a government organization named NADRA . It is basically a chemical manufacturing company, which supplies raw material to its customer. It is an innovative company with a competitive advantage in terms of cost leadership.

It enjoys a good reputation with its customers and is largely through of as synonymous with quality. In 1998 it added to its strength by the takeover of HOECHST Company adding to its economies through synergies.

Research methodologiesCost is one main factor which prohibits the study of entire population. Therefore a subset from the population will be used to make inferences about the same population.

A sample size of 20 respondents – 15 (regular) members of the production team and 5 management personnel is considered to be appropriate. The number of total employees in the production department being 50 (Amongst those 50 employees, 30 workers are involved in production, and rest of the 20 employees includes management team and other staff.) The Sampling Technique which I will use is non-probability convenience sampling.

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Data Collection Techniques:Two methods of data collection will be used in this research and are described below:

Primary Data is related to first hand information. In this study primary data will be collected through personal interviews from management which includes 15 questions and a questionnaire having almost 20 questions with employee. This questionnaire is based on rating scale that is LIKERT scale. The main purpose of the primary data is to gauge the level of Self-Esteem in the employees at NADRA and then its Effects on overall organizational productivity.

Secondary Data will be collected through Literature Survey done by reading various research papers and books available online.

Expected Findings To study the Self-Esteem of workers

To suggest the positive effect of individual’s Self-Esteem over Job-Satisfaction

To propose suggestions that help managers in increasing the level of Self-Esteem of their workforce so that it can help in increasing the productivity

To form the basis for further study and research in the subject area

EstimationsMy research will take approximately three month to be completed, keeping the other external factors (strikes, shutdowns etc.) constant.

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Dear Respondent, I am the student of IBA, conducting an organizational research about employees’ Self-Esteem and its effect on Job Satisfaction. So, in this regard you are required to fill up the following questionnaire. Please be honest while filling the questionnaire. Your cooperation will highly be appreciated.

Regards

Name: Designation:

Part A — Self EsteemInstructions:Circle the number which best describes you, in front of each question with respect to the following ranking scale.

1- Very often2- Fairly often3- Sometimes4- Once in a great while5- Practically never

1. How often do you have the feeling that there is nothing that you can do well? 1 2 3

4 5

2. When you talk in front of a group of people of your own age, how often do you feel worried or afraid? 1 2 3

4 5

3. How often are you troubled with shyness? 1 2 34 5

4. How often do you feel inferior to most people you know? 1 2 3

4 5

5. How often do you worry about whether other people like to be with you? 1 2 3

4 5

6. How often do you feel that you have handled yourself well at a social gathering? 1 2 3

4 5

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7. How often do you feel that you are a successful person? 1 2 3

4 5

8. How often do you feel sure of yourself when among strangers? 1 2 3

4 5

9. In general, how often do you feel confident about your abilities? 1 2 3

4 5

10. When you talk in front of a group of people of your own age, how often are you pleased with your performance? 1 2 3

4 5

Part B — Job Satisfaction

Instructions:Circle the number which best describes your job, in front of each question with respect to the following ranking scale.

1- Strongly Agreed2- Agreed3- Neutral4- Disagreed5- Strongly Disagreed

11.Do your job involve any kind of decision making? 1 2 3

4 5

12.Do you think that your job is critical for the overall production process? 1 2 3

4 5

13.

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Do you consider yourself a responsible production worker? 1 2 3

4 5

14.Do you think that your job is a routine work? 1 2 3

4 5

15.Do you think that your job is a challenging one? 1 2 3

4 5

16.Do you think that the type of job assigned to you helped you in developing yourself? 1 2 3

4 5

17. Do you think that your pay is according to your job? 1 2 3

4 5

18.Do you think that there is another job placement within the company for which you are suitable? 1 2 3

4 5

19. \Are you not satisfied with the working conditions that are provided around you? 1 2 3

4 5

20. Do you feel uncomfortable with your colleagues or the other production workers around you? 1 2 3

4 5

Thank you, for Filling up this Questionnaire.It was really difficult to conduct this survey without your cooperation.

Comments:

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Interview Queue Sheet

1. What kind of role do you think; the Human Resource Management Department is responsible to play?

2. What policies does your human resource department define?

3. Do your management belief that the concept of Self-Esteem is vital for the mental development of employee?

4. Do you think that Self-Esteem is one of the variables which have an effect over job satisfaction?

5. Do you believe that employee job satisfaction leads to greater productivity?

6. Are you agreed with the fact that employee dissatisfaction towards job leads to Neglecting job or even high level of employee turnover?

7. What efforts you have done so far to acknowledge the employee or help them in acknowledging themselves?

8. What efforts you have done so far to develop a motivated workforce?

9. Do you think that you are successful in providing a reasonably good work environment to the workers?

10. Do you think that your recruitment department fulfills the phrase “square pegs in square holes” very well?

11. Do you think that workers have enough opportunities of job enrichment as well as the job enlargement?

12. Do you think that Self-Esteem cannot be developed in a mature mind and it can only be developed during an individual’s upbringing stage?

13. Do you think that your management has been successful in using the existing diverse workforce for the betterment of individual?

14. Does your management has a policy of involving (at some extent) workforce in the decision making process?

15. Do you think high self esteem of employees create a problem of self-obsession and prestige issues?

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Responses

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Filtered Responses

Criteria Respondents Percentage

Below 30% 1 7%

30 to 50% 10 67%

50 to 60% 4 27%

60 to 70% 0 0%

Above 70% 0 0%

15 100%

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0%

10%

20%

30%

40%

50%

60%

70%

Self-Esteem

Re

sp

on

de

nts

Per. 7% 67% 27% 0% 0%

Below 30%

30 to 50%

50 to 60%

60 to 70%

Above 70%


Final Filter

Criteria Respondents. Percentage.

High SE 0 0%

Average SE 4 27%

Low SE 11 73%

15 100%

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High SE0%

Avg SE27%

Low SE73%

High SE

Avg SE

Low SE


Part B - Job Satisfaction


15 100% 15 100%


15 100% 15 100%


15 100% 15 100%


15 100% 15 100%


15 100% 15 100%

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Filtered Responses

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ProjectReport Self Esteem

Documents

Transcript of ProjectReport Self Esteem