Project Report Job Satisfaction
Project Report Job Satisfaction
════════════════════════════════════════════════
MURTI
BATCH : 2008-2009.
1
A
PROJECT REPORT ON
“JOB SATISFACTION”
FOR
PVT. LTD.
Submitted to
Submitted by
VIKAS SENGAR
2
DECLARATION
VIKAS SENGAR
MBA
3
PREFACE
VIKAS SENGAR
MBA
4
ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. Neeraj Singh, Department
Head of MBA (VNS Institute Of Management) Bhopal (M.P.) giving me
opportunity to work with Birla Ericsson Optical Ltd.
for my Summer Internship Program. I would also like to thanks Mr.
Narsingh Murti, (Personal and Administration Manager), Mr. I.M.
Sheikh (DGM), Mr. R.K. Lakhera (Personnel Officer), Mr. Vinay
Nigam (Asst. Personnel Manager) and Mr. Kamleshwar Pd. Dwivedi
(Computer & Data Operator) of Birla Ericsson Optical Ltd. At Rewa
(M.P.) for giving me an opportunity to work under his guidance .My
extended thanks to Mr. M.P. Singh, Placement cell Head (VNS Institute
Of Management, Bhopal) for his guidance during the course of my project
for his suggestions which has lead to a successful completion of my Summer
Internship Program. Last but not the least I would also like to acknowledge
contributions of various official websites and books named in the references
for helping me with the data collection and analysis which have provided me
with the relevant information for me to successfully complete my Project
Report.
VIKAS SENGAR
MBA
5
TABLE OF CONTENT
Sr. No. Content Page No.
1 EXECUTIVE SUMMARY 7-8
2 INTRODUCTION OF HRM 9-14
3 JOB SATISFACTION 15-40
4 OBJECTIVES OF STUDY 41-42
5 RESEARCH METHODOLOGY 43-46
6 COMPANY PROFILE 47-60
7 SCOPE OF JOB SATISFACTION 61-62
8 DATA ANALYSIS AND 63-84
INTERPRETATION
9 SUGGESTION AND 86-87
RECOMMENDATION
10 LIMITATION OF STUDY 88-88
11 BIBLIOGRAPHY 89-89
12 ANNEXURES 90-97
EXECUTIVE SUMMARY
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.
6
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.
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.
Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, 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.
7
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.
Definition –
Edwin Flippo defies HRM as “planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.”
8
Features of HRM or characteristics or nature
1. HRM involves management functions like planning, organizing,
directing and controlling
Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where
he recommends that government must take active interest in public and
private enterprise. He says that government must provide a proper procedure
for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin
Khilji who regulated the market and charged fixed prices and provided fixed
salaries to their people. This was done to fight inflation and provide a decent
standard of living
During the pre independence period of 1920 the trade union emerged. Many
authors who have given the history of HRM say that HRM started because of
trade union and the First World War.
9
awareness regarding workers rights and 1940’s to 1960’s saw the
introduction of new technology to help workers.
The 1960’s extended the scope of human resource beyond welfare.
Now it was a combination of welfare, industrial relation, administration
together it was called personnel management.
With the second 5 year plan, heavy industries started and professional
management became important. In the 70’s the focus was on efficiency of
labour wile in the 80’s the focus was on new technology, making it necessary
for new rules and regulations. In the 90’s the emphasis was on human values
and development of people and with liberalization and changing type of
working people became more and more important there by leading to HRM
which is an advancement of personnel management.
6. Performance appraisal :-
Once the employee has put in around 1 year of service,
performance appraisal is conducted that is the HR department checks
the performance of the employee. Based on these appraisal future
promotions, incentives, increments in salary are decided.
9. Industrial relations :-
Another important area of HRM is maintaining co-ordinal
relations with the union members. This will help the organization to
prevent strikes lockouts and ensure smooth working in the company.
4. Handicapped employees :-
This section of the population normally faces a lot of problems
on the job, very few organization have jobs and facilities specially
designed for handicapped workers. Therefore the challenge before the
HR manager lies in creating atmosphere suitable for such employees
and encouraging them to work better.
Significance/importance/need of HRM
1. Objective :-
HRM helps a company to achieve its objective from time to
time by creating a positive attitude among workers. Reducing wastage
and making maximum use of resources etc.
not only in the company in which they are currently working but
also in other companies which the employees may join in the future.
13
Effective HR practices teach individuals team work and
adjustment. The individuals are now very comfortable while working
in team thus team work improves.
14
DEFINITIONS OF JOB SATISFACTION
15
Weiss
Job satisfaction is general attitude, which is the result of many specific
attitudes in three areas namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Blum and Naylor
16
The term job satisfaction was brought to lime light by hoppock (1935). He
revived 35 studies on job satisfaction conducted prior to 1933 and observes
that Job satisfaction is combination of psychological, physiological and
environmental circumstances. That causes a person to say. “I m satisfied with
my job”. Such a description indicate the variety of variables that influence
the satisfaction of the individual but tell us nothing about the nature of Job
satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953)
considers Job satisfaction as dependent upon job content, identification with
the co., financial & job status & priding group cohesiveness
One of the biggest preludes to the study of job satisfaction was the
Hawthorne study. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various
conditions (most notably illumination) on workers’ productivity.
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.
17
Scientific management (aka Taylorism) also had a significant impact on the
study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles
of Scientific Management, argued that there was a single best way to perform
any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.
It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and
Hugo Munsterberg set the tone for Taylor’s work.
18
Job satisfaction can partially mediate the relationship of personality
variables and deviant work behavior.
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, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.
21
Hoppock, the earliest investigator in this field, in 1935 suggested that there
are six major components of job satisfaction. These are as under:
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job
satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not
necessary a part of the work. Hours are included this factor because it is
22
primarily a function of organization, affecting the individuals comfort and
convenience in much the same way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory
remuneration for work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of
betterment of economic position, organizational status or professional
experience.
6. Security
It is defined to include that feature of job situation, which leads to
assurance for continued employment, either within the same company or
within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function
of organizational administration and policy. It also involves the
relationship of employee with all company superiors above level of
immediate supervision.
23
company line of authority, suggestion system, etc, are used in literature to
represent this factor.
10.Benefits
It includes those special phases of company policy, which attempts to
prepare the worker for emergencies, illness, old age, also. Company
allowances for holidays, leaves and vacations are included within this
factor.
Reasons why employees may not be completely satisfied with their jobs:
1. HIGH ABSENTEEISM
J
High B
o
b
s
a
t
i
s
f
a
c
t low
A
i
n
low High
2.HIGH TURNOVER
25
In human resource refers to characteristics of a given company or industry
relative to the rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that
company have shorter tenure than those of other companies.
There are no. of factors that influence job satisfaction. For example, one
recent study even found that if college students majors coinsided with their
job , this relationship will predicted subsequent job satisfaction. However,
the main influences can be summerised along with the dimentions identified
above.
26
Pay
Wages and salaries are recognised to be a significant, but complex,
multidimentional factor in job satisfaction. Money not only helps people
attain their basic needs butevel need satisfaction. Employees often see pay as
a reflection of how managemnet view their conrtibution to the organization.
Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits
they prefer within a total package, called a flexible benefit plan, there is a
significant increase in both benefit satisfaction and overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. This is because of promotion take number of different forms.
However, the two concepts are interrelated in that job satisfaction can
contribute to morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the
28
individual’s attitude towards the situation. The factors that determine
whether individual is adequately satisfied with the job differs from those that
determine whether he or she is motivated. the level of job satisfaction is
largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of
reward and their dependence on performance. The result of high job
satisfaction is increased commitment to the organization, which may or may
not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While
organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by the
organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs,
supervisors, and the factors related to the job will probably be loyal and
devoted. People will work harder and derive satisfaction if they are given the
freedom to make their own decisions.
There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given
below:
Skill
Experience
Training Perceived personal
Efforts job inputs
Age Fig.no. 1 Curve
Seniority showing Perceived
Education amount that
Co loyalty should be
Past received (a)
performance
30
Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received
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
31
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.
DISPOSITIONAL THEORY
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 (the value one places on his self) and general self-efficacy (the belief
in one’s own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction
32
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE
THEORY)
33
Hackman & Oldham proposed the Job Characteristics Model, which is
widely used as a framework to study how particular job characteristics
impact on job outcomes, including job satisfaction.
The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three
critical psychological states (experienced meaningfulness, experienced
responsibility for outcomes, and knowledge of the actual results), in turn
influencing work outcomes (job satisfaction, absenteeism, work motivation,
etc.).
The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely
a job is to affect an employee's attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides
some support for the validity of the JCM.
35
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
RATING SCALE
It is one of the most common methods of measuring job satisfaction. The
popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management
personnel and revolves around the problems and challenges faced by
managers.
CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described
incidents on job when they were particularly satisfied or dissatisfied. Then
the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
36
PERSONAL INTERVIEWS
ACTION TENDENCIES
JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply
the organizing of the work so as to relate the contents of the job to the
capacity, actual and potential, of workers. Job enlargement is oblivious
forerunner of the concept and philosophy of job design. Stephan offers three
basic assumptions behind the concept of job enlargement.
38
to a job, the process is called horizontal job enlargement. This also
presumably adds interest to the work and reduces monotony and boredom.
JOB ROTATION
CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he
wishes will lend variety to his work. Further if workers are permitted to
change their pace that would give them a sense of accomplishment.
40
OBJECTIVES OF
STUDY
• To find that employees are working with their full capabilities or not.
42
Research
Methodology
RESEARCH METHODOLOGY
4.1 INTRODUCTION
Thus formulation of the problem is the first and foremost step in the research
process followed by the collection, recording, tabulation and analysis and
drawing the conclusions. The problem formulation starts with defining the
problem or number of problems in the functional area. To detect the
functional area and locate the exact problem is most important part of any
research as the whole research is based on the problem.
Sampling universe
All the employees are the sampling universe for the research.
Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that it
is much less costly, quicker and analysis will become easier. Sample size
taken was 100 employees.
The task of data collection begins after the research problem has been
defined and research design chalked out. While deciding the method of data
collection to be used for the study, the researcher should keep in mind two
types of data viz. Primary and secondary data.
Primary Data: -
45
The primary data are those, which are collected afresh and for the first
time and thus happen to be original in character. The primary data were
collected through well-designed and structured questionnaires based on the
objectives.
Secondary Data:
The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data
required of the research was collected through various newspapers, and
Internet etc.
The study was thoughtful for knowing the existing job satisfaction
level of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study,
the study was restricted to B.E.O.L., Rewa only.
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions
46
COMPANY PROFILE
BEOL has installed capacity of above more than 53,000 cable Kms.
per annum to produce complete range of optical fibre cables including
ribbon type optic fibre cable made to design and construction
conforming to national and international standards. BEOL has the
capability to produce speciality fibre optic cables for use in medical
equipment, computers and local area networks, cable TV network or
any other type as per customized specification.
Quality policy
Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO - 14001:2004
certified company under the M.P. Birla Group of Industries entered into the field of
optical communication, by way of manufacturing optical fibre cables, in technical and
financial collaboration with Ericsson Cables AB, Sweden (now known as Ericsson
Network Technologies AB, Sweden).
Ericsson is a leading name in telecommunications for the last 110 years, with activities
48
ranging from turnkey telecom networks to Cellular Mobile Telephone Systems and
Business Communications. M/s Ericsson Cables AB are the pioneers in S-Z stranding and
Ribbon Cable technologies for Optical Fibre Cables.
BEOL has installed capacity of above more than 53,000 cable Kms. per annum to produce
complete range of optical fibre cables including ribbon type optic fibre cable made to
design and construction conforming to national and international standards. BEOL has the
capability to produce speciality fibre optic cables for use in medical equipment, computers
and local area networks, cable TV network or any other type as per customized
specification.
BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled
copper telephone cables complying to national and international standards ranging from 5
pair to 2400 Pair and also has capability to produce switchboard cables for switching
equipment.
BEOL has fully computerized system for process monitoring and quality control to ensure
consistency and reliability of its entire product range. All production activities are carried
out as per approved quality assurance plan. BEOL, therefore, provides the best possible
solutions with latest state of the art technology.
BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for sale
of hi-tech overhead fibre optic cables, specially OPGW and associated accessories which
find applications with electric power utilities etc.
ENVIRONMENTAL POLICY
49
Make all efforts for continual improvement in the
Environmental performance
We shall conserve the resources and minimize the
Environmental impact of our operations on Air, Water, and Land
By :
PERSONNEL DEPARTMENT
50
Brig. H I S Arora (President)
Mr. I.M. SHEIKH (DGM)
Marketing
New Delhi
Mr. Sandeep Chawla Sr. Vice President (Marketing)
Mr. Roby Sood General Manager (Marketing)
Mumbai
Mr. R. Sridharan Sr.Vice President (Marketing)
Mr. Devesh R. Dakwale General Manager (Sales)
Rewa
Mr. R.K. Shahi General Manager(sales)
Kolkata
Mr. Dipankar Chaterjee Manager(Marketing)
Technical (Rewa)
52
Mr. Raghu Nair Sr. Vice President (Works)
Core strength
Birla Ericsson Optical Limited (BEOL), has been a major player in
the telecom industry and proven core strengths like –
Certification detail
COMPETITORS OF COMPANY
STERLITE INDUSTRIES
Telecommunication has become the buzzword today the entry of
private sectors into the basic services sector compiled with the government’s
increased allocation of resources and access to leasing/deferred credit is
expected to further accelerate the telecommunication drive in the country.
54
UNIFLEX CABLES
UNIFLEX cables limited are an existing profit making company
manufacturing a variety of power cables, which are sold mainly to
government org.
PRODUCT PROFILE
PRODUCT OF B.E.O.L.-
fiber cables.
Optical Jelly filled cables (PIJFTC)
Fiber Ribbon Cable (FRC).
the loose tube containing fibers. The strength members are embedded
this layer of polythene to provide the required pulling strength.
57
QUALITY FEATURES-
Quality Features are assured through systematically structured quality
planning and its execution covering every stage of operation starting
from Purchase and up to Packing and Dispatch. People at work are
adequately trained and given elbow space to implement quality
infusion and quality check at every stage
58
All the latest equipments and gadgets, required to observe, test,
evaluate and check every feature of Optical Fibre are imported from
world's best manufacturer and installed at our Test Centers.
CERTIFICATE OF APPROVALS
59
ENVIRONMENT MANAGEMENT
SYSTEM to IS/ISO:14001-2004
Registration/Approval with
BSNL Engineers India Ltd.
The scope of the study is very vital. Not only the Human Resource
department can use the facts and figures of the study but also the marketing
and sales department can take benefits from the findings of the study.
60
Scope for the sales department
The sales department can have fairly good idea about their employees,tat
they are satisfied or not.
The marketing department can use the figures indicating that they are putting
their efforts to plan their marketing strategies to achieve their targets or not.
Some customers have the complaints or facing problems regarding the job.
So the personnel department can use the information to make efforts to avoid
such complaints.
Sample Size :-
Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.
The questionnaire was filled in the office and vital information was collected
which was then subjects to:-
61
Data collection was also done with the help of personal observation.
After completion of survey the data was analysed and conclusion was
drawn.
At the end all information was compiled to complete the project
report.
62
DATA ANALYSIS
AND
INTERPRETATION
63
I have been passed up at least once for
a promotion in the past few years.
0% 20%
50%
30%
This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.
64
65
I spend parts of my day daydreaming
about a better job.
10% 0%
15%
15% 60%
This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.
66
I find much of my job repetitive and
boring.
10% 5% 0%
10%
75%
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
67
I am mentally and/or physically
exhausted at the end of a day at work.
10% 5% 0%
85%
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
68
I feel that my job has little impact on the
success of the company.
20% 0%
50%
30%
This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
69
I have an increasingly bad attitude
toward my job, boss, and employer
20% 0% 20%
60%
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 20% are neither agree nor
disagree,60% are disagree and rest 20% of employees are strongly disagree.
70
I am no longer given the resources I
need to successfully do my job.
0% 10%
30%
60%
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.
71
I am not being used to my full
capabilities.
0%
40% 40%
20%
This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.
72
I have received no better than "fair"
evaluations recently.
25% 0%
40%
35%
This graph shows that 40% of employees are strongly agree about the point ,
35% of employees are agree on the point, 25% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
73
I feel as though my boss and employer
have let me down.
0% 10%
35%
55%
This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 10% are neither agree nor
disagree,55% are disagree and rest 35% of employees are strongly disagree.
74
I often feel overworked and
overwhelmed.
0%
35%
45%
20%
This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
75
I am frequently stressed out at work.
0% 20%
50% 15%
15%
This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor
disagree,15% are disagree and rest 50% of employees are strongly disagree.
76
I live for weekends and days away
from the job.
0% 10%
30%
60%
This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor
disagree,30% are disagree and rest 60% of employees are strongly disagree.
77
I find myself negatively comparing my
situation to my peers.
20% 0% 15%
25%
40%
This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor
disagree,40% are disagree and rest 20% of employees are strongly disagree.
78
I fe e l m y b a d d a y s a t w o rk o u tw e ig h th e g o o d
ones.
0% 2 5%
45%
30%
S t ro n g ly A g re e A gre e
N e ith e r A g ree n o r D is a gDreisea g re e
S t ro n g ly D is a g ree
This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.
79
I o fte n e x p e rie n c e a s e n s a tio n o f tim e s ta n d in g
s till w h e n I a m a t w o rk .
20% 0% 15%
35%
30%
S t ro n g ly A g re e A g re e
N e ith e r A g re e n o r D is a Dg re
is ea g re e
S t ro n g ly D is a g re e
This graph shows that 15% of employees are strongly agree about the point,
35% of employees are agree on the point, 30% are neither agree nor
disagree,20% are disagree and rest 0% of employees are strongly disagree.
80
I h a v e b e e n to ld th a t I a m b e c o m in g a m o re
c y n ic a l p e rs o n .
S tro n g ly A g re e
0% 10% A g re e
35%
25%
N e ith e r A g re e n o r
D is a g re e
D is a g re e
30%
S tro n g ly D is a g re e
This graph shows that 10% of employees are strongly agree about the point,
25% of employees are agree on the point, 30% are neither agree nor
disagree,35% are disagree and rest 0% of employees are strongly disagree.
81
I fe e l a s th o u g h m y e m p lo y e r h a s b ro k e n
p ro m is e s a b o u t m y fu tu re w ith th e o rg a n iz a tio n .
0% 10%
40% 25%
25%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDg is
reaeg re e
S t ro n g ly D is a g re e
This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.
82
I h ave lo st sig h t o f m y career g o als an d
asp iratio n s.
15% 0% 15%
25%
45%
This graph shows that 15% of employees are strongly agree about the point,
25% of employees are agree on the point, 45% are neither agree nor
disagree,15% are disagree and rest 0% of employees are strongly disagree.
83
I n o lo n g e r fe e l v a lu e d fo r m y w o rk .
10% 25%
20%
20% 25%
S t ro n g ly A g re e A g re e
N e it h e r A g re e n o r D is aDgisreaeg re e
S t ro n g ly D is a g re e
This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.
84
Findings
85
SUGGESTION
AND
RECOMMENDATION
86
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.
87
LIMITATIONS OF STUDY
1. Short time period: The time period for carrying out the research was
5. Small area for research: The area for study was Kaithal, which is
88
BIBLIOGRAPHY
Books: -
Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com
89
ANNEXURE
90
QuestionnaireS for JOB
SATISFACTION
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
91
4. I am mentally and/or physically exhausted at the end of a day at work.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
5. I feel that my job has little impact on the success of the company.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
92
8. I am not being used to my full capabilities.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
93
12. I am frequently stressed out at work.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
13. I live for weekends and days away from the job.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
94
16. I often experience a sensation of time standing still when I am at work.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
95
20. I no longer feel valued for my work.
• Strongly Agree
• Agree
• Neither Agree nor Disagree
• Disagree
• Strongly Disagree
96
f
97