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Transcript of Rolta
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CHAPTER 1.
INTRODUCTION
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INTRODUCTION
Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job, the more satisfied they are said to be.Job satisfaction in regards to one¶s feeling or state of mind regarding nature of their
work. Job can be influenced by variety of factors like quality of one¶s relationship with
their supervisor, quality of physical environment in which they work, degree of fulfillment
in their work, etc.
Job satisfaction is one of the main important factors that have drawn attention of the
managers in the organizations as well as academicians. Various studies have been
conducted to find out the factors which determine job satisfaction and the way it
influences productivity in the organization. Though there is no conclusive evidence that
job satisfaction affects productivity directly because productivity depends on so many
variables, it is still a prime concern for the managers.
Job satisfaction is the mental feeling of favorableness which an individual has about his
job. According to DuBrains, ³Job satisfaction is the amount of pleasure or contentment
associated with a job. If you like your job intensely, you will experience high job
satisfaction. If you dislike your job intensely, you will experience job dissatisfaction.´
Job satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and autonomous
work position. Job satisfaction is a very important attribute which is frequently measured
by organizations.
Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person¶s attitude towards job.
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Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job - their evaluation may
rest largely upon one¶s success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.
According to Pestonejee, Job satisfaction can be taken as a summation of employee¶s
feelings in four important areas. These are:
1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,
opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management - supervisory treatment, participation, rewards and punishments, praises
and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, absenteeism and turnover.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality
and worker morale. Job satisfaction is also linked with a healthier work force and has
been found to be a good indicator of longevity.
Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through
adherence to common goals and confidence in desirability of these goals. Morale is the
by-product of the group, while job satisfaction is more an individual state of mind.
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Rolta India Ltd.
Founded in 1982, Rolta has from the very beginning understood, accepted and
implemented the basic tenet of transformation: ³change is the only constant´. Through
the in intelligent expansion of the expertise and knowledge acquired in one business,
Rolta has successfully launched new businesses. This is a Rolta specialty.
Stating with a handful of people, Rolta has grown to become a dominant force in its
markets and today has over 4000 professionals globally, owns more than 10 million sq.
ft. of facilities ready and/or under development worldwide has a market capital
exceeding Rs. 50,000 Million (US $ 1.25 Billion).
Rolta has continuously transformed ± from being a data processing centre in its infancy;
to providing onsite software services in its early years; to pioneering and leading the
CAD/CAM/GIS market in India; to being amongst the top players in providing
Geospatial and Engineering services globally; to dominating the Indian GIS, EDA and
Defense Geospatial markets; to acquiring specialized technologies strategic
companies/divisions; and to now becoming a strong player in the infrastructure,
government, Defense and Security markets by providing innovative solutions based on
Rolta¶s IPR.
Rolta is now addressing huge opportunities arising from the key modernization
programs of the Indian Armed Forces, Para-Military, Police Forces and Maritime
agencies.
Consolidated Revenue has grown by 28% from Rs.10.72 Billion to Rs. 13.73 Billion in
2009. Consolidated Profit Before Tax has grown by 24.1% from Rs. 2.68 Billion to Rs.
3.33 Billion in 2009; while consolidated Profit After Tax has grown 27.4% from Rs. 2.30
Billion to Rs. 2.94 Billion in 2009.
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Innovation, Insights, Impact and Reinventing the ³I´ in ³IT´
At Rolta, innovation is at the centre of everything it does. Rolta¶s unique ability in
providing innovative solutions that extract meaningful insights from information, resulting
in deep impact, has resulted in Rolta becoming a market leader in its carefully selected
business segments, in India and a major player worldwide.
In the Geospatial business, Rolta enjoys a market share of over 70% in India, for
segments such as Infrastructure, Telecom, Electric, Airports, Urban Development, Town
Planning, and Environmental Protection. Rolta is also one of the major providers of
Geospatial services in the world.
The company continuous to lead this market segment by being a thought leader and
providing very unique solutions, like ROLTA Geospatial Fusion. This distinctive solution
enables instantaneous fusion of various disparate Geospatial, non-spatial databases
and software application, for generating real time reports, resulting in implementation of
exceptional decision support system for large organizations.
Rolta¶s Geospatial based µOperations¶, µIntelligence¶, and µLogistics¶ solutions have been
adopted as the standard by Indian Armed Forces, resulting in a dominant market share.
The solutions, based on Rolta IPR that covers the full spectrum of Earth Science
applications; have been deployed across the country and are being used by thousands
of users in active operations.
Building on its own technologies and those available from Rolta Thales Ltd., the
company has introduced comprehensive and uniquely integrated solutions for the
Homeland and Maritime Security markets, which enable various security agencies to
proactively address and mitigate security threats.
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In the Engineering Design Operations (EDOS) domain, Rolta enjoys a market share of
over 85% in India for Engineering Design Automation and is one of the major service
providers worldwide.
The company now addresses the enterprise-wide end-to-end needs of the organization,
with its comprehensive range of solutions and services for large-scale ERP applications,
sophisticated Database requirements, Business Intelligence (BI) and Agile SOA
implementation that includes Enterprise Applications (EP), Business Process
Management (BPM) and Governance.
Rolta OneView� enables Owner-Operators throughout the process and power
industries to view plant operations one fully connected ecosystem and provides
operational reliability excellence.
Rolta iPerspective� (patent filed in the US), and Rolta SOA Today� allow
Enterprises to quickly bring corporate strategy in line with business user need while
modernizing/upgrading their IT Systems.
Knowledge management in Rolta is driven by significant role of investments in
Research and Design (R&D) enabling the company to develop IPRs that uniquely
address the challenges of an ever-changing business environment.
Forbes Global has ranked Rolta amongst the ³Best 200 under a Billion´ for four times in
six years. Rolta has been including in the S&P Global Challengers List� 2008, by
Standard & Poor¶s. This List identifies 300 mid-size companies worldwide that have
shown the highest growth characteristics along dimensions encompassing intrinsic and
extrinsic growth.
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Human Resource Management in Rolta
People are at the heart of Rolta. Over the years, Rolta has evolved along with its
people, its core strength and the cornerstone of its success Rolta is managed by a
committed team of professionals consisting of domain experts, engineers, finance,
marketing and management professionals, most of who have remained and grown with
the company for over a decade. Roltaites take static information and transform it onto
dynamic insights. Insights that lead its customers to make insightful decisions. Insightful
decisions that deliver lasting impact.
This was validated recently by Dataquest ± IDC IT Best employer¶s Survey 2009, where
Rolta¶s Human Relations (HR) was recognized as the best in the industry and was
ranked 1st amongst a wide spectrum of IT companies in India.
Rolta was ranked 3rd Best Employer in Indian IT sector in overall ranking. This ranking
was based on a composite score for HR and Employee Satisfaction. The survey was
conducted in the form of personal interviews with over 2,900 employees from numerous
leading organizations. The survey also ranked Rolta amongst the Top 3 in parameters
such as Culture & Environment; Job Content / Growth Opportunity; training, salary &
Compensation; and Leadership & Colleagues.
In ranking Rolta, Dataquest ± IDC stated, ³As the company has been serving the high-
end of the value chain and s getting into unique business areas through recent
acquisitions, it is focusing on imparting knowledge on cutting edge technology and
sharing its business acumen with the new entrants´.
Rolta has the philosophy of promoting from within the workforce, supplemented by
specialists as needs arise. More that 75% of the 4500+ company¶s professionals are
equipped with relevant engineering, postgraduate or PhD degrees, necessary to deliver
competent customer solutions, and over 25%of these professionals have more than 15
years of relevant experience.
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To continue to motivate highly-charged individuals, Rolta has instituted dynamic
performance incentives for higher productivity, and has in place an attractive Employee
stock Option Plan (ESOP) scheme.
The company possesses more than11,000 person-years of management experience
and more than 42,000 person-years of overall experience. According to the latest
report, Rolta¶s Human Recourses are valued at Rs. 136.44 Billion (details available
elsewhere in this report).
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Partnership with World Leaders
Acquisitions Joint Ventures
Rolta firmly believes that it will be able to achieve its goals by adopting a partnership-
driven approach that includes not only organic growth, but also strongly focuses on
acquisitions and joint ventures.
Rolta¶s leadership across various business segments is a result of its strong partnership
with world leaders and key acquisitions. This strategic approach has helped transform
the Company, enabling it to deliver stronger customer value and strengthening its
presence in a competitive marketplace.
Acquisitions:
Orion Technology Inc.
Rolta acquired Orion Technology Inc., a Canadian software and integration company
specializing in Enterprise web-GIS solution. This acquisition enables Rolta to
distinctively position itself as a provider of spatial integration consulting, software,
and implementation services for global markets; for customers who have a growing
need for innovative, web-based, platform-neutral Geospatial solutions to efficiently
integrate their GIS resources to meet the information needs of their constituents.
Now Orion is known as Rolta Canada Ltd.
TUSC
TUSC (The Oracle Experts), based in Chicago, USA, is an Oracle consulting and
managed services company providing integrated functional and technical solutions
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Rolta has launched Geospatial FusionTM, a unique solution that enables fusion of
various disparate geospatial and non-spatial databases and software applications for
generating real-time reports and immediate decision-making. The product was the result
of an innovative blending of the capabilities of OnPointTM, iPerspectiveTM and other
business intelligence tools from our bank of intellectual properties.
Joint Ventures:
Shaw Rolta Limited (SWRL)
Shaw Rolta Limited, a joint venture with The Shaw Group Inc. USA, provides
comprehensive engineering, procurement and construction management (EPCm)
services to the power, oil, gas and petrochemical sectors. Shaw Rolta Ltd. continues
to grow from strength to strength. Rolta is very well positioned to take advantage of
opportunities opening in the Indian nuclear power sector, by leveraging the strengths
of SWRL and The Shaw Group Inc., a world leader in this field.
Rolta Thales Limited (RTL)
Rolta Thales Limited, a joint venture with Thales, France offers leading-edge
C4ISTAR information systems to the defense, homeland security and intelligence
sectors. This joint venture has enabled Rolta Thales Ltd. to provide state-of-the-art
C4ISTAR solutions. Combined with reward for Industrial Licenses for manufacturing
Defense equipment, Rolta is uniquely positioned to addressing critical multi-billion
dollar modernization programs of the Indian Armed Forces, like Battlefield
Management systems, Tactical Communications Systems and Digital Solider
Systems.
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Quality Standards
To ensure the Rolta is able to stay at the cutting-edge of technology, the company has
set up state-of-the-art µCenters of Excellence¶ worldwide, equipped with infrastructure
and facilities that match global norms. These Centers provide the necessary
combination of infrastructure, domain expertise and specialized skills to develop unique
market oriented solutions. The company¶s world-class international accreditations
include: ISO 9001:2000, ISO/IEC 20000-1:2005 and ISO 27001:2005. The company
was assessed at Maturity Level 5 of the Capability Maturity Model Integrated CMMI SW
Ver 1.1 in 2006. Rolta is now engaged in upgrading to Maturity Level 5 of Ver 1.2.
Rolta is listed on the National Stock Exchange (NSE) in the cash and F&O segments
and forms part of CNX IT, NIFTY Midcap 50 and CNX 500 indices. The company is also
listed on the Bombay Stock Exchange (BSE) 'A' group and forms part of the BSE
Midcap, BSE 200, BSE 500, BSE IT and BSE TECk indices. Rolta's GDRs are listed on
the Main Board of the London Stock Exchange and its FCCBs are listed on the
Singapore Stock Exchange. In April 2010, the company reported a compounded annual
growth rate (CAGR) of 17% over financial years 2009 ± 2011.
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Company Profile
Company¶s Name : Rolta
Country/Origin : India
Headquarters : Mumbai
Industry : IT Services
Products : GIS / IT / Network Infrastructure Engineering
No. of Employees : 5,000 (Year 2009)
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REVIEW OF LITERATURE
³Job satisfaction is defined, as it is result of various attitudes the person hold towards
the job, towards the related factors and towards the life in general. ³
- Glimmer
History / Origin of the Concept of Job Satisfaction :
Taylorism / Scientific Management
Frederick Winslow Taylor¶s principles of scientific management also had a
significant impact on the study of job satisfaction. Taylor¶s book on Principles of
Scientific Management (1911), argued that there was a single best way to perform
any given work task. This book contributed to a change in the industrial production
philosophies, causing a shift from skilled labor and piecework towards the more
modern assembly lines and hourly wages. The initial use of scientific management
by industries greatly increased productivity because workers were forced to work at
a faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg further set the tone for Taylor¶s work.
Hawthorne Studies
One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard
Business School, sought to find the effects of various conditions (most notably
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illumination) on workers¶ productivity. These studies ultimately showed that novel
changes in work conditions temporarily increase productivity which is called the
Hawthorne Effect. It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction.
Maslow¶s Hierarchy of Needs
Some argue that Maslow¶s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life ± physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life. Job
satisfaction can be understood in terms of its relationships with other key factors, such
as general well-being, stress at work, control at work, home-work interface, and working
conditions.
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Determinants of Job Satisfaction
Individual Nature of Job Situational
Factors Variables
While analyzing various determinants of job satisfaction, we have to keep in mind that:
all individuals do not derive the same degree of satisfaction though they perform the
same job in the same environment and at the same time. Therefore, it appears that
besides the nature of job and job environment, there are individual variables which
affect the affect the job satisfaction. Thus, all those factors which provide a fit among
individual variables, nature of job, and situatuional variables determine the degree of job
satisfaction.
Individual Factors
Individuals have certain expectations from their jobs. If these expectations are met from
the jobs, they feel satisfied. These expectations are based are based on an individual¶s
level of education, age and other factors.
y Level of Education
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between
level of education and job satisfaction.
y Age
Individuals experience different degree of job satisfaction at different ages of their
life. Job satisfaction is high at the initial stage, and finally dips to a lower degree.
y Other Factors
Besides the above two factors, there are other individual factors which affect job
satisfaction. If an individual does not have a favorable family and social life, he may
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not feel happy at workplace. Similarly, other personal problems associated with him
may affect his level of job satisfaction.
Nature of Job
Nature of job determines job satisfaction which is in form of occupation level and job
content.
y Occupation Level
Higher levels of job provide more satisfaction compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself
becomes a source of satisfaction for job holders.y Job Content
Job content refers to intrinsic value of the job which depends on the requirement of
skill for performing it, and the degree of responsibility and growth it offers. A higher
content of these factors provides higher satisfaction.
Situational Factors
Situational variables- related to job satisfaction lie in organizational context ± formal and
informal. Formal satisfaction is created by management and informal organization
emerges out of the interaction of individuals in the organization.
y Working conditions
Conditions of workplace and associated facilities for performing the job determine
job satisfaction. These work in two ways. First, these provide means for job
performance. Second, provisions of these conditions effect the individual¶sperception about the organization. If these factors are favorable, individuals
experience higher level of job satisfaction.
y Supervision
The type of supervision affects job satisfaction as in each type of supervision, the
degree of importance attached to individuals vary. In employee oriented-
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supervision, there is more concern for people which is perceived favorably by them
and provides them more satisfaction. In job-oriented supervision, there is more
emphasis on performance of the job and people become secondary. This situation
decreases job satisfaction.
y Equitable rewards
The type of linkage that is provided between job performance and rewards
determine the degree of satisfaction. If the reward is perceived to be based on the
job performance and equitable, it offers high satisfaction. If the reward is perceived
to be based on considerations other than job performance, it affects job satisfaction
adversely.
y Opportunity for promotion
It is true that individuals seek satisfaction in their jobs in the context of job nature
and work environment but they also attach importance to the opportunities of
promotion that these jobs offer. If the present job offers opportunity of promotion in
future, it provides more satisfaction. If the opportunity of such promotion is lacking,
it reduces satisfaction.
y Work group
Individuals work in a group either created formally or they develop on their own to
seek emotional satisfaction at workplace. To the extent, such groups are cohesive,the degree of satisfaction is high. I the group is not cohesive, job satisfaction is low.
In a cohesive group, people derive satisfaction out of their interpersonal interaction
and workplace becomes satisfying leading to job satisfaction.
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Models of Job Satisfaction
y Affect Theory
Edwin A. Locke¶s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job.
Further, the theory states that how much one values a given facet of work (e.g. the
degree of autonomy in a position) moderates how satisfied /dissatisfied one
becomes when expectations are/aren¶t met. When a person values a particular
facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to
one who doesn¶t value that facet. To illustrate, if Employee A values autonomy in
the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and less
satisfied in a position with little or no autonomy compared to Employee B. This
theory also states that too much of a particular facet will produce stronger feelings
of dissatisfaction the more a worker values that facet.
y Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory by Jackson
(2007). It is a very general theory that suggests that people have innate dispositions
that cause them to have tendencies towards a certain level of satisfaction,
regardless of one¶s job. This approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over time and
across careers and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.
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y Core Self - Evaluations Model
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge
argued that there are four Core Self-evaluations that determine one¶s disposition
towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem i.e., the value one
places on his/her self and general self-efficacy i.e., the belief in one¶s own
competence lead to higher work satisfaction. Having an internal locus of control i.e.,
believing one has control over her\his own life, as opposed to outside forces having
control leads to higher job satisfaction.F
inally, lower levels of neuroticism lead tohigher job satisfaction.
y Two-Factor Theory
Frederick Herzberg¶s Two factor theory (also known as Motivator Hygiene
Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors ±
motivation and hygiene factors, respectively. An employee¶s motivation to work is
continually related to job satisfaction of a subordinate. Motivation can be seen as an
inner force that drives individuals to attain personal and organizational goals.
Motivating factors are those aspects of the job that make people want to perform,
and provide people with satisfaction, for example achievement in work, recognition,
promotion opportunities. These motivating factors are considered to be intrinsic to
the job, or the work carried out. Hygiene factors include aspects of the workingenvironment such as pay, company policies, supervisory practices, and other
working conditions.
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Limitations of Frederick Herzberg¶s Two Factor Theory:-
1. While Herzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Herzberg's original formulation of the model may have been a
methodological artifact.
2. Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors.
3. Finally, the model has been criticized in that it does not specify how
motivating/hygiene factors are to be measured.
y Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used
as a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model states that there are five core job
characteristics which are skill variety, task identity, task significance, autonomy, and
feedback that impact three critical psychological states which are experienced
meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results, in turn influencing work outcomes i.e. job satisfaction, absenteeism,
work motivation, etc. The five core job characteristics can be combined to form a
Motivating Potential Score (MPS) for a job, which can be used as an index of how
likely a job is to affect an employee's attitudes and behaviors. A meta-analysis of
studies assesses the framework of the model.
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Measuring Job Satisfaction
Methods for measuring job satisfaction:-
o Likert scale (named after Rensis Likert)
o Yes/No questions
o True/False questions
o Point systems
o Checklists
o Forced choice answers.
This data is typically collected using an Enterprise Feedback Management (EFM)
system.
Types of Questionnaires to measure Job Satisfaction:-
y The Job Descriptive Index (JDI),
The Job Descriptive Index created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one¶s
satisfaction in five facets: pay, promotions and promotion opportunities,
coworkers, supervision, and the work itself. The scale is simple, participants answer
either yes, no, or can¶t decide which is indicated by µ?¶, in response to whether given
statements accurately describe one¶s job.
y The Job in General Index
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on
individual facets and not enough on work satisfaction in general.
y The Minnesota Satisfaction Questionnaire (MSQ)
The MSQ measures job satisfaction in 20 facets with one item for each facet and
has a long form with 100 questions with five items from each facet.
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y The Job Satisfaction Survey (JSS)
The JSS is a 36 item questionnaire that measures nine facets of job satisfaction.
y The Faces Scale
The Faces Scale of job satisfaction, one of the first scales used widely, measured
overall job satisfaction with just one item which participants respond to by choosing
a face.
Importance of Job Satisfaction
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, absenteeism and
turnover.
Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends
to be satisfied with their jobs and the people who are satisfied their jobs tends tosatisfied with their life.
This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, ³A happy worker is a
productive worker.´
It gives clear evidence that dissatisfied employees skip work more often and more
like to resign and satisfied worker likely to work longer with the organization.
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Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual¶s physical and mental health, productivity, absenteeism, and turnover.
1) Physical and Mental Health
The degree of job satisfaction affects an individual¶s physical and mental health.
Since job satisfaction is a type of mental feeling, its favorableness or
unfavorableness affects the individual psychology which ultimately affects his
physical health. Since a job is an important part of life, job satisfaction influences
general life satisfaction. The result is that there is a spillover effect which occurs in
both directions between job and life satisfaction.
2) Productivity
There exists cause-effect relationship between job satisfaction and productivity, i.e.,
a happy worker is a productive worker , which is true in most cases. When job
satisfaction increases, productivity increases; when job satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, a satisfied worker may not necessarily
lead to increased productivity but a dissatisfied worker leads to lower productivity.
3) Absenteeism
Absenteeism refers to the frequency of absence of a job holder from the workplace
either unexcused absence due to some avoidable reasons or long absence due to
some unavoidable reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job which produces a
µlack of will to work¶ and alienates a worker from work as far as possible. Thus,
job satisfaction is related to absenteeism.
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4) Employee Turnover
Turnover of employees is the rate at which employees leave the organization within
a given period of time. When an individual feels dissatisfied in the organization, he
tries to overcome this through various ways of defense mechanisms. If he is not
able to do so, he opts to leave the organization. Thus, in general case, employee
turnover is related to job satisfaction. However, employee satisfaction is not the
only cause of employee turnover, the other cause being opportunity elsewhere.
Importance to Worker and Organization
Job satisfaction and occupational success are major factors in personal satisfaction,
self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that can often leads to a positive work attitude. A satisfied
worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is
motivated and committed to high quality performance. Increased productivity- the
quantity and quality of output per hour worked- seems to be a byproduct of improved
quality of working life. It is important to note that the literature on the relationship
between job satisfaction and productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg¶s (1957) have shown at least low
correlation between high morale and high productivity and it does seem logical that
more satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality
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and worker morale. Job satisfaction is also linked with a healthier work force and has
been found to be a good indicator of longevity.
Although only little correlation has been found between job satisfaction and
productivity, Brown (1996) notes that some employers have found that satisfying or
delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the ³bottom line´.
Workers Role in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well being on the job. The following suggestions can help a
worker find personal job satisfaction:-
Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
Develop excellent communication skills, employer¶s value and rewards excellent
reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks
more efficiently and effectively, this will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased responsibilitiesand rewards.
Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.
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Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead
to satisfaction with the work itself. This help to give meaning to one¶s existence, thusplaying a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress management
techniques.
Factors of Job Satisfaction
Hoppock, the earliest investigator in this field, in 1935 suggested that there are six
major components of job satisfaction. These are as under :
o The way the individual reacts to unpleasant situations.
o The facility with which he adjusts himself with other persons.
o The relative status in the social and economic group which he identifies himself.
o The nature of work in relation to abilities, interest and preparation of worker.
o Security
o Loyalty
Reasons of Low Job Satisfaction
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Job insecurity.
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RESEARCH DESIGN
Definition
³A research design is a specification of methods and procedures for acquiring the
information needed. It is the overall operational pattern or framework of the project that
stipulates what information is to be collected from which sources by what procedures´
Green & Tull
Meaning
A research design is more or less more or less a blueprint of research. It can be
compared with the plan of a house, which lays down the method and procedure for thecollection of requisite information and its measurement and analysis with a view to
arriving at certain meaningful conclusions at the end of the proposed study.
Types of Research Designs:
At the outset maybe noted that there are several ways of studying and tackling a
problem. Different types of research designs have emerged on account of the different
perspectives from which a research study can be viewed. Different types of research
designs are listed as follows:-
Exploratory Research
An exploratory study is generally based on the secondary data that are readily
available. It does not have a formal and rigid design as the researcher may have to
change his focus or direction, depending on the availability of new ideas and
relationships among the variables. An exploratory research is in the nature of a
preliminary investigation wherein the researcher himself is not sufficiently
knowledgeable and is, therefore, unable to frame detailed questions.
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Descriptive Studies
Descriptive studies are taken conducted in circumstances when the researcher is
interested in knowing the characteristics of certain groups, or when s/he is interested
in knowing the proportion of people in a given population who have behaved in aparticular manner, making projections of a certain thing; or determining the
relationship between two or more variables. The objective of such a study is to
answerer the ³who, what, when, where and how ́ of the subject under investigation.
Causal Designs
As the name implies, causal design investigates the cause and effect relationship
between two or more variables. The design of causal research is based on
reasoning along well tested lines. We use inductive logic for confirming or rejecting
hypothesis with the help of further evidence.
Criteria of a Research Design
The main criterion of a research design is that it must answer the research questions.To do this, it is necessary that proper hypotheses be formulated otherwise there may be
a lack of congruence between the research questions and hypotheses.
The second criterion relates to control of independent variables ± both the
independent variables of the study as also extraneous independent variables. In order
to achieve this, it is necessary to follow the random procedure of selection wherever
possible. The research design will be good to the extent that randomization is followed.
It must be used wherever it can be. This will ensure confidence in the results as there
will be adequate control over the independent variables.Wherever it is not possible to
follow this criterion of randomization, the intrinsic weakness of the research design must
be recognized.
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The third criterion is generalisability. To what extent can we generalise the results of
the study? It is an extremely difficult question to answer. This criterion does indicate that
generalisability is a desirable feature of good research for one would certainly like to
apply the results to other situations. This is truer in the case of applied research.
Methods of Data Collection and Sampling:
Primary Data
Secondary Data
PRIMARY DATA:
Data which are collected at first hand either by the researcher or by someone else
especially for the purpose of the study is known as primary data. Methods of collecting
primary data are observation, questionnaires, interviews and surveys.
SECONDARY DATA
Any data which has been collected / gathered earlier for some other purpose are
secondary data. Thus, primary data collected by one person may become the
secondary data for another. Sources of secondary data are, print media, commercials,
advertisements, newspapers, journals etc.
RESEARCH METHODOLOGY:
In the following research the objectives of the study have been met with the help of bothprimary as well as secondary data. Therefore, the research is more descriptive in nature
rather than exploratory, since the research mainly focuses on the level of job
satisfaction in the employees. Also, an attempt has been made to fulfill all the three
criterions of a research design.
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RESEARCH METHODOLOGY
Research : Descriptive and Exploratory
Data : Primary and Secondary
Research Instrument : Questionnaires,Websites and Journals
Sampling Unit : Employees working in Rolta India Ltd.
( Udyog Vihar, Phase 1, Gurgaon, Haryana)
Sampling Size : Employees : 20
Managers : 2
Sampling Procedure : Non Probability
Sampling Method : Personal interviews were conducted with the help of
questionnaires
Duration : EightWeeks
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Data Analysis and Interpretation according to Secondary Data
Competitors in the Market
The performance of Rolta was compared to the performance of its competitors. Thebasis of comparison was all those factors which reinforce or lead to job satisfaction.
The comparison is given in form of the graphs presented below :-
0 20 40 60 80 100
L & T Infotech
Infinite
Rolta India
TCS
Best Employers
Best Employers
0 20 40 60 80
Rolta India
L & T Infotech
TCS
Infinite
Indexed Attrition Score 2010
Indexed Attrition Score
2010
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0 1 2 3 4 5
Category 1
Category 2
Category 3
Category 4
Series 1
Series 1