JOB SATISFACTION

EXECUTIVE SUMMARY
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. A primary influence on job satisfaction is the application of Job design, which aims to enhance job satisfaction and performance using methods such as job rotation, job enlargement, job enrichment and job re-engineering. Other influences on satisfaction include management styles and culture, employee involvement, empowerment, and autonomous work position.

Job satisfaction is a very important attribute and is frequently measured by organizations. The most common technique for measurement is the use of rating scales where employees report their thoughts and reactions to their jobs. Questions can relate to rates of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself, and co-workers.

The current project has been undertaken with following objectives to find whether the employees are satisfied or not; check the degree of satisfaction of employees; find that they are satisfied with their job profile or not; and to find out if the employees are working with their full capabilities or not. To achieve the objective of the study data analysis has been done by the tools such as Chi-Square

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JOB SATISFACTION

CHAPTER-1 INTRODUCTION

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JOB SATISFACTION 1.1 JOB SATISFACTION Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. There are often two different levels of job satisfaction: 1. Affective job satisfaction 2. Cognitive job satisfaction. Affective job satisfaction is a person's emotional feeling toward the job as a whole. Cognitive job satisfaction is how satisfied a person feels concerning an aspect of his or her job, such as pay, hours, or benefits. It isn't always easy to measure job satisfaction, as the definition of satisfaction can be different for different people. Whether a person is satisfied with his or her job can impact their job performance. Some studies have shown, however, that some high performing employees didn't feel satisfied with their job at all. If an organization is concerned about job satisfaction of their employees, management may want to conduct surveys to determine the current level of job satisfaction experienced by employees and employees say would need to improve to increase their level of satisfaction. Because job satisfaction can vary for individuals, management may want to implement several different strategies in order to help the majority of employees within an organization feel satisfied with their place in the company. There have been studies that show when human resources implement a series of positive practices there is financial gain for the organizations, creating a belief that there is a link between flexible work environments and shareholder value.

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JOB SATISFACTION 1.2 FACTORS AFFECTING JOB SATISFACTION

Working Conditions Because employees spend so much time in their work environment each week, it's important for companies to try to optimize working conditions. Such things as providing spacious work areas rather than cramped ones, adequate lighting and comfortable work stations contribute to favorable work conditions. Providing productivity tools such as upgraded information technology to help employees accomplish tasks more efficiently contributes to job satisfaction as well. Opportunity for Advancement Employees are more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion. Companies often pay the cost of tuition for employees taking university courses, for example. During an employee's annual performance review, a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on a track to advancement within the organization. Workload and Stress Level Dealing with a workload that is far too heavy and deadlines that are impossible to reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of deadlines results in conflict between employees and supervisors and raises the stress level of the workplace. Many times, this environment is caused by ineffective management and poor planning. The office operates in a crisis mode because supervisors don't allow enough time for employees to perform their assigned tasks effectively or because staff levels are inadequate. Respect from Co-Workers Employees seek to be treated with respect by those they work with. A hostile work environment -- with rude or unpleasant coworkers -- is one that usually has lower job satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those responding said they had personally experienced a great amount of workplace incivility. Fifty percent also believe morale is poor where they work. Managers need to step in and mediate conflicts before they
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JOB SATISFACTION escalate into more serious problems requiring disciplinary action. Employees may need to be reminded what behaviors are considered inappropriate when interacting with coworkers. Relationship with Supervisors Effective managers know their employees need recognition and praise for their efforts and accomplishments. Employees also need to know their supervisor's door is always open for them to discuss any concerns they have that are affecting their ability to do their jobs effectively and impeding their satisfaction at the office. Financial Rewards Job satisfaction is impacted by an employee's views about the fairness of the company wage scale as well as the current compensation she may be receiving. Companies need to have a mechanism in place to evaluate employee performance and provide salary increases to top performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or vacations, also bring excitement and higher job satisfaction to the workplace.

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JOB SATISFACTION 1.3 OBJECTIVES OF THE STUDY The main objective of this study is: To study the factor influencing the job satisfaction. To study the association between job satisfaction and demographical variables (gender, age and work experience).

1.4 RESEARCH METHODOLOGY Data Collection for job satisfaction has been done through primary data collection technique. It is done by using a questionnaire and the sample population size of 50 has been taken. The data has been collected from people of age group above 18. They can be students, employed, businessmen etc. This survey helps us to level of satisfaction in various jobs.

1.5 HYPOTHESIS TESTING

Ho: There is no significant association between job satisfaction and gender of employees. H1: There is significant association between job satisfaction and gender of employees.

Ho: There is no significant association between job satisfaction and age of employees. H1: There is significant association between job satisfaction and age of employees.

Ho: There is no significant association between job satisfaction and work experience of employees. H1: There is significant association between job satisfaction and work experience of employees.

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JOB SATISFACTION

CHAPTER-2 LITERATURE REVIEW

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JOB SATISFACTION

2.1 LITERATURE REVIEW

Ms. Syeda Amtul Yafe (2011) defined job satisfaction as Employee job satisfaction is the fulfilment, gratification and enjoyment that come from work. Its not just the money or the fringe benefits, but the feelings employees receive from the work itself. Hospital is a highly labour intensive organization, where the satisfaction of employees is vital for achieving the organizational objectives, since there is high employee end customer interaction.

Dr.R.Anitha (2011) defined job satisfaction as Job satisfaction is a general attitude towards ones job, the difference between the amount of reward workers receive and the amount they believe they should receive. Employee is a back bone of every organization, without employee no work can be done. So employees satisfaction is very important. Employees will be more satisfied if they get what they expected, job satisfaction relates to inner feelings of worker Daljeet Singh Wadhwa (2011) saya that, job satisfy One of the most pressing problem facing organizations today is how to motivate employees to work more productively and to increase their feelings of satisfaction, involvement, and commitment M Sheik Mohame (2012), defines job satisfaction asJob satisfaction typically is defined as the extent to which individuals are satisfied with their jobs or how they feel about different aspects of their jobs1, 2. Variables that have been shown to positively affect job satisfaction include job level, tenure, and salary3; employee empowerment4; and skill variety and type of skills needed5.

Rizwan Saleem(2010) defines job satisfaction as There are many studies which explored the existing trend on job satisfaction and work motivation around the globe but there was scarcity of this work in the local environment. Copious researchers agreed on their finding that job satisfaction was dependent on work motivation. In past papers, every researcher has defined each variable and to some extends about the relationship of work motivation with job satisfaction.

Crank and Caldero (1991) take a different route, utilizing self-report surveys from officers in order to identify their principal sources of stress within medium-sized organizations (P. 339).

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JOB SATISFACTION

Singh Anita (2012) defined job satisfaction as one of the leading challenges in management has been implementing effective human development strategies to enhance organizational performance and accountability. As a result of the emphasis on performance, researchers in human resource management have stressed effective human resources strategies such as job satisfaction, team empowerment, participative management, and strategic planning.

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JOB SATISFACTION

CHAPTER 3 DATA PRESENTATION AND ANALYSIS

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JOB SATISFACTION

3.1 DATA ANALYSIS

The data after collection is to be processed and analyzed in accordance with the outline and down for the purpose at the time of developing research plan. Processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis. The term analysis refers to the computation of certain measures along with searching for pattern groups. Thus in the process of analysis, relationship or difference should be subjected to statistical tests of significance to determine with what validity data can be said to indicate any conclusions. The analysis of data in a general way involves a number of closely related operations, which are performed with the purpose of summarizing the collected data organizing them in such a manner that they answer the research question.

Data Interpretation: Age

age of respondent below 30 30-40 40-50 No. Of respondent 31 14 5

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JOB SATISFACTION

Age of respondends

below 30 30-40 40-50

Interpretation: There is no significant association between job satisfaction and age because of p value
(.853) values is Accepted and value comes out less than .5 i.e. level of significance.

Gender of Respondents: MALE 32 FEMALE 18

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JOB SATISFACTION

Gender

40 30 20 10 0 male female

Interpretation: There is significant association between job satisfaction and gender because of p value
(.312) values is Accepted and value comes out less than .5 i.e. level of significance.

Work experience
work experience 2 years and below 2-5 years 05-10 years 10-15 years 15-20 years 20 year and above no of employees 10 9 12 6 4 9

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JOB SATISFACTION

work experience
15 10 5 0 2 years and 2-5 years 05-10 years below

10-15 years

15-20 years

20 year and above

Interpretation: There is no significant association between job satisfaction and work experience because
of p value (.088) values is Accepted and value comes out less than .5 i.e. level of significance.

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JOB SATISFACTION

CHAPTER 4 CONCLUSION AND RECOMMENDATION

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JOB SATISFACTION

4.1 FINDINGS
The total number of respondents is 50. Males are more as compare to female. Males are more satisfied from their job as compare to males. Most of the respondents are below 30 years. Post graduates are more as compare to graduate and professional qualification. Most of the respondent having work experience 2-3 years.

4.2 LIMITATIONS This study is confined only to Delhi region metropolis and therefore cannot be representative of the
choices and preferences of connectors in smaller cities and semi-urban areas.

Age group of below 30 has been chosen arbitrarily and not based on any statistical tools.
Responses to questionnaires are subject to individual biases and to that extent accuracy of some of the findings could be affected. Sample size (50) is not large enough to eliminate the possible sampling errors.

4.3CONCLUSION

Since the employees of an organization are not just the people working for money to satisfy their wants but in todays time they are the human capital since the organizations need to invest a subsequent amount of their funds on the overall training and development of such human capital so as to derive the maximum potential from them for the achievement of organizational goals effectively and efficiently.
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JOB SATISFACTION For this purpose the organizations need to focus on motivating their employees through providing them with a just and equitable compensation and an efficient and reliable reward and recognition system.

Employees must be provided monetary as well as non monetary rewards to motivate them for their job and prove them more satisfaction towards their job.

In this project it is concluded that Males are more satisfied then Female respondent and dissatisfaction is basically arises because of they are not motivated towards their job.

4.4 RECOMMENDATION

Employees should be provided with more new, innovative and challenging jobs by their organizations to remove boredom among the employees and reduce labour turnover and absenteeism and the concept of talent management should be adopted by the organizations.

Training & development programs should be conducted to develop the overall personality of the employees to help them survive efficiently and with confidence in this highly competitive world.

There should be transparency in Compensation and Benefit Plans, i.e, the compensation given to the employees should be just and equitable and should not support any kind of biasness from the employer towards its employees.

Proper Performance appraisal techniques should be followed periodically to help the employees realise their strengths and weaknesses. And, also they should be motivated positively to make them do their work willingly and not forcefully.

Employees should be provided with effective leadership and guidance by the organisations to help them work effectively and efficiently to increase the overall productivity of an organisation.

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JOB SATISFACTION In case if the employees are unhappy with the type of working conditions and job hours provided to them, employer needs to definitely show his concern over this area and take necessary steps to satisfy his employees from all aspects since these employees are the human capital of an organisation. Employees should be provided with timely promotions to satisfy their self-esteem needs and also with the job rotation to remove monotony and boredom from their job and to make them learn some different and new aspects of job.

Since employees are most often resistant to changes brought to them by the organisation, they need to be first of all made aware about the benefits they are going to ripe in future from those changes along with the organisation.

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JOB SATISFACTION REFERENCES C.R Kothari (1990), Research Methodology, Second revised edition, New Age international (P) Limited, Publishers, New Delhi Dawis, R.V.and Lofquist, L.H. (1984), A Psychological theory of Work Adjustment. Minneapolis: University of Minnesota Press Agho A., Mueller C. and Price J., Determinants of employee job satisfaction: An empirical test of a causal model, Human Relations, 46, 1007-1027 (1993) Deshpande, Satish P., and Damodar Y. Golhar (1994). HRM practices in Large and Small Manufacturing Firms: A Comparative Study. Journal of Small Business Management, April 1994, p.49-56 Herzberg, F., Mausner, B., Peterson, R., and Capwell, D. F. Job attitudes: Review of research and opinion. Pittsburgh: Psychological Services of Pittsburgh, 9157. Porwal N, Sharma S, Job satisfaction and emotional stability, Indian Psychological Review, Vol 28, pp1-4, 1985. Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p.174

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JOB SATISFACTION

Appendix 1 I Ankita Sharma, MBA student from Gitarattan International Business School (IP University), seek your cooperation in connection with the project work. The fundamental aim of this study is to understand JOB SATISFACTION. Your frank and sincere reply will help me understand the topic in detail and provide true results of the study. Individual anonymity is completely guaranteed. Thank you very much for spending your precious time and cooperation.

1. Name:___________________________________________________ 2. Gender: Male Female

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JOB SATISFACTION 3. Age: Below 30 years 30-40 Post Graduate Others Specify Single 40-50

4. Qualification: Graduate Professional Qualification 5. Marital Status: Others 6. Position/Designation :( Specify) 7. How long have you been in this position: < 1 year 3-4 years 8. Work Experience: 2 years and below 10-15 years 2-5 years 15-20 years 1-2 years 4-5 years Married

2-3 years 5 years and above

5-10 years Above 20 years

Instructions: Kindly read the items carefully and Tick in the appropriate box. Please do not omit any item. Kindly tick in the appropriate Box. Strongly agree (1); Agree (2); Undecided (3); Disagree (4); Strongly disagree (5) 1 1. 2. 3. 4. 5. 6. 7. 8. I am often bored with my job I feel fairly well satisfied with my present job Most days I am enthusiastic about my work I find real enjoyment in my work I am satisfied from the recognition I get for good work I am satisfied from the chances of promotion I am satisfied with the amount of variety in my job I arrive at the office on time and do not leave early
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JOB SATISFACTION 9. 10. 11. 12. The work I do is interesting I am condiment of my abilities to succeed at my work I do not blame others. I take responsibility for my part in mistakes I have a coach/ mentor who keeps me alert & motivated to my work 13. 14. 15. I except more accuracy in my own work as my employees I regularly think/worry about work issues when I am at home I participate in training to improve my own skills and competencies 16. 17. 18. 19. This organization has a great deal of personal meaning for me I enjoy discussing my organization with people outside it I feel emotionally attached to this organization I do not think I could become as attached to another organization as I am to this one 20. 21. 22. I feel like part of the family at my organization I really feel as if this organizations problems are my own I would be very happy to spend rest of my career with this organization 23. My life would be disrupted if I decided I wanted to leave my organization now 24. It would be hard for me to leave my organization right now, even if I wanted to 25. 26. I feel a strong sense of belonging to my Organization I am afraid of what might happen if I quit my job without having another one lined up 27. 28. It would be costly for me to leave my organization now Right now staying with my organization is a matter of necessity as much as desire 29. 30. I feel that I have few option to consider leaving this organization I believe that a person must always be loyal to his/her organization

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JOB SATISFACTION 31. I think that people these days move from organization to organization too often 32. One of the serious consequences of leaving this organization would be scarcity of available alternatives 33. 34. Jumping from organization to organization seems unethical to me I believe that loyalty is important and therefore I feel a strong sense of moral obligation 35. If I got another offer for a better job elsewhere I would not feel it was right to leave my organization 36. I was taught to believe in the value of remaining loyal to one organization 37. Things were better in the days when people stayed with one organization for most of their careers 38. I think that wanting to be a company man or company women is sensible

Appendix 2

CROSSTABS /TABLES=Job_Satisfaction BY Gender /FORMAT=AVALUE TABLES /STATISTICS=CHISQ /CELLS=COUNT /COUNT ROUND CELL.

Crosstabs Case Processing Summary

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JOB SATISFACTION Cases Valid N Job_Satisfaction Gender * 50 Percent 100.0% Missing N 0 Percent 0.0% Total N 50 Percent 100.0%

Job_Satisfaction * Gender Crosstabulation Count Gender male Satisfied Job_Satisfactio n Total Not Satisfied 9 35 6 15 15 50 26 Female 9 35 Total

Chi-Square Tests Value 1.020a .454 .993 df Asymp. Sig. Exact Sig. (2- Exact (2-sided) Pearson Chi-Square Continuity Correctionb Likelihood Ratio Fisher's Exact Test Linear-by-Linear Association N of Valid Cases 1.000 50 1 .317 1 1 1 .312 .501 .319 .333 .248 sided) (1-sided) Sig.

a. 1 cells (25.0%) have expected count less than 5. The minimum expected count is 4.50. b. Computed only for a 2x2 table
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JOB SATISFACTION

CROSSTABS /TABLES=Job_Satisfaction BY Age /FORMAT=AVALUE TABLES /STATISTICS=CHISQ /CELLS=COUNT /COUNT ROUND CELL.

Case Processing Summary Cases Valid N Job_Satisfaction Age * 50 Percent 100.0% Missing N 0 Percent 0.0% Total N 50 Percent 100.0%

Job_Satisfaction * Age Crosstabulation Count Age Below 30 Satisfied Job_Satisfactio n Total Not Satisfied 9 32 5 14 1 4 15 50 23 9 3 35 30-40 40-50 Total

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JOB SATISFACTION Chi-Square Tests Value .319a .314 .037 50 df Asymp. Sig. (2-sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 2 2 1 .853 .855 .848

a. 3 cells (50.0%) have expected count less than 5. The minimum expected count is 1.20.

CROSSTABS /TABLES=Job_Satisfaction BY Work_Experience /FORMAT=AVALUE TABLES /STATISTICS=CHISQ /CELLS=COUNT /COUNT ROUND CELL.

Case Processing Summary Cases Valid N Job_Satisfaction Work_Experience * 50 Percent 100.0% Missing N 0 Percent 0.0% Total N 50 Percent 100.0%

Job_Satisfaction * Work_Experience Crosstabulation Count

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JOB SATISFACTION Work_Experience less than 1 1-2 year Satisfied Job_Satisfacti on Total Not Satisfied 4 10 2 9 3 13 2 6 3 3 1 9 15 50 6 years 7 2-3 years 10 3-4 years 4 4-5 years 0 8 35 >5years Total

Chi-Square Tests Value 9.593a 10.129 .128 50 df Asymp. (2-sided) Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 5 5 1 .088 .072 .721 Sig.

a. 8 cells (66.7%) have expected count less than 5. The minimum expected count is .90.

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