A study on hr policies as a correlation to job satisfaction

A Study on Job Satisfaction as a Correlate of HRD Climate

Executive Summary Table of ContentsChapter NumberChapter NamePage Number

Chapter 1Introduction8

1.1About the Organization9

1.2About the topic10

Chapter 2Research Methodology23

2.1Objectives of the study24

2.2Scope of the study24

2.3Rationale of the study24

2.4Hypothesis of the study24

2.5Research Methodology25

2.5.1Type of Research25

2.5.2Research Design25

2.5.3Sources of Data Collection25

2.5.4Sample Design and Sample Size26

2.5.5Tool of Primary Data Collection26

2.5.6Data Analysis26

Chapter 3Findings and Analysis27

Chapter 4Limitations of the study56

Chapter 5Suggestions and Recommendations58

Chapter 6Conclusion60

Bibliography62

Annexure

Executive SummaryThe consequent changes in the organizational environment have forced organizations to look for better avenues of performance improvement, resulting in a changed perspective for Human Resource Development (HRD) activities in organizations. The emphasis now is more on an overall development, which means a more integrated approach towards HRD is needed. This has led to the introduction of organized activities designed to foster increased knowledge, skills, competencies and better behaviours. It is said that the factors of satisfaction are real contributors in the motivation of employees and, in turn, may contribute in reducing employee turnover. In this context, HRD aims at developing the motivation of the employees to the best extent possible, to make them contribute to the organizational goals. Since job satisfaction is a correlate of the organizational climate, a healthy climate is required for utilising and enhancing the employees competencies and skills. The present study is an attempt to explore the HRD climate level HDFC Bank at Rohini Branches in New Delhi.

This report shows that Job Satisfaction is an important correlate of HRD Climate. The employees exhibit high degree of job satisfaction when the HRD Climate is favourable for them. It discusses the view-points of employees regarding their job satisfaction at work. It tries to identify the concerns of the employees regarding their satisfaction level at work. It aims to suggest the management about the possible positive changes that can be introduced in the organization in order to take the job satisfaction level to a greater extent with reference to the HRD Climate.

The importance of Job Satisfaction cannot be denied by any organization as it is essential for its effective and smooth functioning. This study aims to understand the intensity of job satisfaction as a correlate of HRD Climate in the organization. Different levels and different departments have been taken under consideration. The impact of various practices has been tried to analyzed and thereafter, few recommendations have been provided in this regard. Efforts have been made to closely observe the practice, benefits, disadvantages and suggestions in terms of job satisfaction.

In the present study, the survey was conducted on the employees of two branches of HDFC Bank( Rohini, North-West Delhi). The sample size was 50, which consisted of employees at different levels of hierarchy. The sampling technique used was Convenience Sampling. The statistical tool was Correlation Method. The data has been represented in the form of percentages and pie-charts.

The study was conducted with an objective of understanding the relationship between HRD Climate in an organization and the job satisfaction that its employees derive from it.It has been tried to study that job satisfaction is a correlate of HRD Climate in an organization.

It has been found that Job Satisfaction is a correlate of HRD Climate in the HDFC Bank, where most of the employees find the HRD Climate of the organization favourable, as a result of which majority of the employees exhibit a great amount of job satisfaction. However, the employees at the bank were not very satisfied with their compensation and risk- taking attitude of the organization.

It has been suggested that the organization, in order to increase the job satisfaction of its employees to the highest level, should provide support and promote innovation facilities in the organization. Training and Development programs should be conducted in the organization at regular basis.

The organization has exhibited positive results in terms of job-satisfaction as a whole, which in turn proves that since the HRD Climate in the organization is favourable, the satisfaction of employees at work shows positive outcomes.

Chapter I - Introduction

Introduction 1.1About the organizationHDFC Bank Limitedis an Indianfinancial servicescompany based inMumbai, Maharashtra. It was incorporated in 1994.HDFC Bank is the fifth largest bank in India by assets. It is the largest bank in India bymarket capitalizationas of 24 February 2014. As on Jan 2 2014, the market cap value of HDFC was around USD 26.88B, as compared toCredit Suisse Groupwith USD 47.63B.The bank was promoted by theHousing Development Finance Corporation, a premier housing finance company (set up in 1977) of India. As of 31 March 2013, the bank had assets of INR 4.08trillion.For the fiscal year 2012-13, the bank has reported net profit of INR 69billion, up 31% from the previous fiscal year.[2]Its customer base stood at 28.7millioncustomers on 31 March 2013. HistoryHDFC Bank Limited was incorporated in August 1994. It was promoted byHousing Development Finance CorporationLimited (HDFC), India's largest housing finance company. It was among the first companies to receive an 'in principle' approval from theReserve Bank of India (RBI)to set up a bank in the private sector.The Bank started operations as ascheduledcommercial bank in January 1995 under the RBI's liberalization policies. On 26 February 2000, Times Bank Limited owned byThe Times Group(Bennett, Coleman & Co.) was merged with HDFC Bank Ltd. This was the first merger of two private banks in India. Shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times BankOn 23 May 2008, HDFC Bank acquiredCenturion Bank of Punjabtaking its total branches to more than 1,000. The amalgamated bank emerged with a base of about Rs. 1,22,000 crore and net advances of about Rs. 89,000 crore. The balance sheet size of the combined entity is more than Rs. 163,000 crore.Services:Wholesale banking services and Retail Banking servicesHDFC Bank provides a range of commercial and transactional banking services, including working capital finance, trade services, transactional services, cash management, etc. to large, small and mid-sized corporates and agriculture-based businesses in India. The bank is also a leading provider of these services to its corporate customers, mutual funds, stock exchange members and banks. Retail Banking Service: HDFC Bank was the first bank in India to launch an InternationalDebit Cardin association with VISA (Visa Electron). The bank also issues theMasterCardMaestro debit card. The Bank launched itscredit cardbusiness in late 2001. By the end of June 2013, it had a credit card base of 5.94 million.By March 2012, the bank had a total card base (debit and credit cards) of over 19.7 million.The Bank is also one of the leading players in the "merchant acquiring" business with over 240,000 point-of-sale (POS) terminals for debit / credit cards acceptance at merchant establishments.The Bank is positioned in various net based B2C opportunities including a wide range of Internet banking services for Fixed Deposits, Loans, Bill Payments, etc. TreasuryThe bank has three main product areas - Foreign Exchange and Derivatives, Local Currency Money Market & Debt Securities, and Equities. These services are provided through the bank's Treasury team. To comply with statutory reserve requirements, the bank is required to hold 25% of its deposits in government securities. The Treasury business is responsible for managing the returns and market risk on this investment portfolio. OperationsAs of 30 September 2013, HDFC Bank has 3,251 branches and 11,177 ATMs, in 2,022 cities in India, and all branches of the bank are linked on an online real-time basis.The Bank has overseas branch operations inBahrainandHong Kong. HDFC Bank has two subsidiaries:HDB Financial Services Limited(HDBFS): HDBFS is engaged in retail asset financing. It is a non-deposit taking non-bank finance company (NBFC). Apart from lending to individuals, the company grants loans to micro, small and medium business enterprises. It also runs call centers for collection services to the HDFC Banks retail loan products. HDFC Bank holds 97.4% shares in HDBFS. As of March 31, 2013, HDBFS has 230 branches in 184 cities. During the FY 2012-13, HDBFS had turnover of INR 9.6 billion and profit after tax of INR 1 billion.It has 6,404 employees as of 31 March 2013. HDFC Securities Limited(HSL): HSL is engaged in stock broking. As of March 31, 2013, HDBFS has 194 branches across 150 cities. HDFC Bank has 62.1% shareholding in HSL. During the FY 2012-13, HSL had turnover of INR 2.3 billion and profit after tax of INR 668 million.During the year, the Company received the Best e-Brokerage Award - 2012 in the Outlook Money Awards in the runner up category. 1.2 About the topicHuman Resource is undoubtedly the most challenging and dynamic capital in an organization. Human Resource is the contributor to the intellectual capital, social capital and emotional capital of an organization; there by being the most important instrument behind every success or failure. In an age of bottleneck competition, where the customer has many choices to make from available products and services, it is imperative to develop a competent and retainable manpower base. It becomes further indisputable, in an era where knowledge, information and competencies change fast and becomes obsolete at a faster rate. Therefore, human resource development is an indispensable responsibility of the management. Human Resource development in an organizational context, is a process by which the employees of an organization are helped in a continuous planned way to : a)acquire or sharpen capabilities required to perform various functions associated with their present or future roles;(b) develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and/or organizational development processes; and (c) develop an organizational culture in which supervisor-subordinate relationships, team work and collaboration among sub units are strong and contribute towards professional well-being ,motivation and pride of employees(T.V.Rao,1985).It is logical to assume that the relationship between the HRD, social capital and emotional capital and organizational productivity is highly integrated (K.Brooks and F.M.Nafukho,2006). Organizational Climate refers to the "perceptions that organizations members share regarding the fundamental elements of their organizations" (West et al., 1998).A developmental climate is necessary for effective HRD initiatives and implementation of HRD strategies. An organization that has a better HRD climate and processes is likely to be more effective that an organization which does not have.(T.V.Rao, 1992).HRD Climate constitutes of General Climate, HRD Mechanisms and OCTAPAC Culture. General climate highlights the extent to which the management of an organization has sincere intention, determined will and takes supportive actions for developing its manpower. HRD Mechanism constitutes subsystems like performance management, training and development, potential appraisal, career planning and development, reward management, quality of work life, self renewal mechanisms etc. The OCTAPAC culture underlines an organizational culture having elements like open and frank communication system, an environment of trust, opportunities to take decision and be innovative, a proactive attitude towards development by the employees and line mangers, an authentic approach towards developmental issues, and positive attitude for settling matters of dispute and grievances forthrightly with positive interaction. Research studies have shown that a conducive HRD Climate effects performance of the organization positively and enhances organizational commitment as well as job involvement and performance.HRD Climate affects individual performance in three ways a) by defining the stimuli that confronts the individual, b)by placing constraints on the individuals freedom of choice and c) by providing source of reward and punishment (B.Pattnayak, 1998).A congenial HRD Climate helps to boost employee morale and creates motivated and competent employees who are propelled by Organizational commitment and sensitivity towards organizational needs. The role of the HR department becomes pivotal in designing, developing and implementing effective policies, strategies and procedures of HRD mechanisms which help in creating positive perceptions in employees, thereby enhancing organizational commitment. Studies have positively linked ten dimensions of HRD climate, such as participation, succession planning, counselling , appraisal, training, organizational development, human resource information system, career planning, reward and welfare, job enrichment towards enhancing organizational commitment (Purang,2008).The various elements of a HRD Climate if exist to a good extent in an organization would definitely help in augmenting job satisfaction of employees(Solkhe and Choudhary,2011).It assists in creating a cordial and healthy relationship between various dyads, teams and inter-teams, supported by transparent communication. Research studies have proved that there exists a statistical co- relationship between specific elements in the organizational climate and four performance measures such as profitability, productivity, customer loyalty and employee retention (B.Pattnayak,2003).Organizational climate has been found to be a determiner of an organizations ability to sustain high performance. It provides levers to form an integrated people's strategy that shifts performance and the necessary tools that enable employees to do their jobs properly (Gonzalez, 1999). Studies linking climate and performance (Denison 1990; West et al., 1998; Burke and Litwin, 1992 and Kangis and Williams, 2000) claim that when employees perceive greater involvement in decision-making, information sharing and management support as favourable, it results in greater corporate effectiveness. Well motivated and committed work force, possessing high level of competency and experiencing optimum level of job satisfaction, having a fulfilling relationship with supervisors and subordinates, driven by organizational commitment could possibly perform their jobs better and deliver proper standardized service to the internal and external customers effectively and efficiently with minimization of errors and enhanced productivity.Job satisfaction is how content an individual is with his or her job, in other words whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. Scholars have noted that job satisfaction measures vary in the extent to which they measure feelings about the job affective job satisfaction or cognitions about the job cognitive job satisfaction. DefinitionJob satisfaction is an attitude that is simply how content an individual is with his or her job; whether he or she likes the job or not.It is assessed at both the global level (whether or not the individual is satisfied with the job overall), or at the facet level (whether or not the individual is satisfied with different aspects of the job).Spector lists 14 common facets: Appreciation, Communication, Co-workers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision). Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job. Affective job satisfaction is a subjective construct representing an emotional feeling individuals have about their job. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job. Cognitive job satisfaction can be uni-dimensional if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or theirquality 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.HistoryThe assessment of job satisfaction through employee anonymous surveys became commonplace in the 1930s. Although prior to that time there was the beginning of interest in employee attitudes, there were only a handful of studies published.Latham and Budworth note that Uhrbrock in 1934 was one of the first psychologists to use the newly developed attitude measurement techniques to assess factory worker attitudes. They also note that in 1935 Hoppock conducted a study that focused explicitly on job satisfaction that is affected by both the nature of the job and relationships with coworkers and supervisors.Models Affect theoryEdwin A. LockesRange 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/arent 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 doesnt 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 approachThe dispositional approach suggests that individuals vary in their tendency to be satisfied with their jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have similar levels of job satisfaction.A significant model that narrowed the scope of the dispositional approach was theCore Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997.Judge et al. argued that there are fourCore Self-evaluationsthat determine ones disposition towards job satisfaction:self-esteem, generalself-efficacy,locus of control, andneuroticism. This model states that higher levels of self-esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Possessing 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.Equity TheoryEquity Theory shows how a person views fairness in regard to social relationships such as with an employer. A person identifies the amount of input (things gained) from a relationship compared to the output (things given) to produce an input/output ratio. They then compare this ratio to the ratio of other people in deciding whether or not they have an equitable relationship.Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal. For example, consider two employees who work the same job and receive the same pay and benefits. If one individual gets a pay raise for doing the same work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of equity will be maintained. Other psychologists have extended the equity theory, suggesting three behavioral response patterns to situations of perceived equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types are benevolent, equity sensitive, and entitled. The level by each type affectsmotivation, job satisfaction, and job performance.Benevolent-Satisfied when they are under-rewarded compared with co-worker.Equity sensitive-Believe everyone should be fairly rewardedEntitled-People believe that everything they receive is their just dueDiscrepancy TheoryThe concept of discrepancy theory explains the ultimate source of anxiety and dejection. An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfil those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility.This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression.Two-factor theory (motivator-hygiene theory)Frederick Herzbergs 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 employees 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 (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.While 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 artefact.Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Job characteristics modelJob characteristic theoryHackman & 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, and performance). 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. Not everyone is equally affected by the MPS of a job. People who are high in growth need strength (the desire for autonomy, challenge and development of new sills on the job) are particularly affected by job characteristics. Ameta-analysisof studies that assess the framework of the model provides some support for the validity of the JCM.Influencing factorsEnvironmental factorsCommunication overload and underload : One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame.Individuals in an organization can experience communication over-load and communication underload which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them.According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction.Superior-subordinate communicationSuperior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p.156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional.Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p.156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace.Strategic employee recognitionA Watson Wyatt Worldwide study identified a positive outcome between a collegial and flexible work environment and an increase in shareholder value which suggests that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazines , Americas Best Companies to Work For also appear on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices.Employee recognition is not only about gifts and points. It's about changing thecorporate culturein order to meet goals and initiatives and most importantly to connect employees to the company's core values and beliefs. Strategic employee recognition is seen as the most important program not only to improve employee retention and motivation but also to positively influence the financial situation. The difference between the traditional approach (gifts and points) and strategic recognition is the ability to serve as a serious business influencer that can advance a companys strategic objectives in a measurable way. "The vast majority of companies want to be innovative, coming up with new products, business models and better ways of doing things. However, innovation is not so easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully manage an organization so that, over time, innovations will emerge.Individual factorsEmotions : Moodandemotionsat work are related to job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. Some research suggests moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work(or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction.The understanding of how emotion regulation relates to job satisfaction concerns two models:Emotional dissonance :Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.Social -interaction model :Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favourable responses to displays of pleasant emotions might positively affect job satisfaction.Genetics:It has been well documented that genetics influence a variety of individual differences.Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands.Personality: Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role ofnegative affectivityandpositive affectivity. Negative affectivity is related strongly to the personality trait ofneuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait ofextraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job. There are two personality factors related to job satisfaction,alienationandlocus of control. Employees who have an internal locus of control and feel less alienated are more likely to experience job satisfaction, job involvement and organizational commitment. A meta-analysis of 187 studies of job satisfaction concluded that high satisfaction was positively associated with internal locus of control. The study also showed characteristics like highmachiavellianism,narcissism,trait anger,Type Adimensions of achievement striving and impatience/irritability, are also related to job satisfaction.Psychological well-beingPsychological well-being(PWB) is defined as the overall effectiveness of an individuals psychological functioning as related to primary facets of ones life: work, family, community, etc.There are three defining characteristics of PWB. First, it is aphenomenologicalevent, meaning that people are happy when they subjectively believe themselves to be so. Second, well-being involves some emotional conditions. Particularly, psychologically well people are more prone to experience positive emotions and less prone to experience negative emotions. Third, well-being refers to one's life as a whole. It is a global evaluation.PWB is primarily measured using the eight-item Index of Psychological Well-Being developed by Berkman (IPWB). IPWB asks respondents to reply to a series a questions on how often they felt pleased about accomplishing something, bored, depressed or unhappy, etc.PWB in the workplace plays an important role in determining job satisfaction and has attracted much research attention in recent years.These studies have focused on the effects of PWB on job satisfaction as well asjob performance.One study noted that because job satisfaction is specific to ones job, the research that examined job satisfaction had not taken into account aspects of ones life external to the job. Prior studies had focused only on the work environment as the main determinant of job satisfaction. Ultimately, to better understand job satisfaction (and its close relative, job performance), it is important to take into account an individuals PWB. Research published in 2000 showed a significant correlation between PWB and job satisfaction (r = .35, p < .01). A follow-up study by the same authors in 2007 revealed similar results (r = .30, p < .01) In addition, these studies show that PWB is a better predictor of job performance than job satisfaction alone.MeasurementThe majority of job satisfaction measures are self-reports and based on multi-item scales. Several measures have been developed over the years, although they vary in terms of how carefully and distinctively they are conceptualized with respect to affective or cognitive job satisfaction. They also vary in terms of the extent and rigour of their psychometric validation.TheBrief Index of Affective Job Satisfaction(BIAJS) is a 4-item, overtly affective as opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job satisfaction measures in being comprehensively validated not just for internal consistency reliability, temporal stability, convergent and criterion-related validities, but also for cross-population invariance by nationality, job level, and job type. The reported internal consistency reliabilities range between .81 and .87. TheJob Descriptive Index(JDI),is a specifically cognitive job satisfaction measure. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, co-workers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, 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.Relationships and practical implications:Job satisfaction can be indicative of work behaviors such as organizational citizenship, and withdrawal behaviors such asabsenteeism,andturnover.Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as non-work satisfaction and core self-evaluations are taken into account.An important finding for organizations to note is that job satisfaction has a rather tenuouscorrelationto productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recentmeta-analysisfound surprisingly low correlations between job satisfaction and performance. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions.Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours. In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example, employeepersonalitymay even be more important than job satisfaction in regards to performance.AbsenteeismAbsenteeism :Numerous studies have been done to show the correlation of job satisfaction and absenteeism. For example, Goldberg and Waldman looked at absenteeism in two dimensions as total time lost (number of missed days) and the frequency of time lost. Self-reported data and records-based data were collected and compared. Following absenteeism measures were evaluated according to absenteeism predictors.Self-report time lostSelf- reported frequencyRecords- based time lostOnly three categories of predictors had a significant relationship ratio and were taken in account further .HealthWagesPosition levelThis research results revealed that absenteeism cannot be predicted by job satisfaction, although other studies have found significant relationship.Human Resource Development is a continuous process that helps an organization to develop competent, dynamic and growth oriented people. But the competence and dynamism can be created when the organization has a developmental climate. HRD is developed through HRD mechanism which enables HRD Climate development. A good developmental climate results organizational effectiveness and ultimate growth of the organization.

HRD Mechanisms/ Sub-systems

HRD Climate Variables

HRD Outcome & Effectiveness Variables

Figure: Linkages in HRD Mechanisms, HRD Climate and HRD outcomes

HRD Mechanisms/ Sub-Systems

In order to develop the capabilities of each employee in the organization and collaboration among the different units of the organization, HRD sub-systems or mechanisms are applied in every organization.

Figure : HRD Mechanisms/ Sub-systems

Some of the HRD mechanisms including performance appraisal, potential development, feedback and counseling, training and communication, O.D., Human Resource Information System etc. are practiced in organizations.

HRD Climate Development Variables

The HRD mechanisms facilitate in the development of HRD climate in the organization.

Figure :HRD Climate Variables

Rao has highlighted the development of OCTAPAC culture in the organization through the practice of HRD mechanisms. OCTAPAC culture means a culture being developed in the organization where there is an atmosphere of openness, confrontation, trust, autonomy, pro-activity, authenticity and collaboration.

The figure shows that HRD facilitates free expression of ideas, team building, freedom to act independently, initiative taking and problem-solving. They help in achieving the goals of the organization.

HRD Outcomes Variables

The existence of good HRD climate in an organization surely results in the growth of the organization in terms of Higher Productivity, Lesser Cost, more profit and better image. Besides it helps in developing more competent people, increasing job satisfaction, team work and respect for each other. It also helps in better utilization of Human Resources and better organizational health. Various HRD outcome variables in the organization have been shown in Figure-4. The framework indicates that organizational effectiveness to a great extent are affected by competent, committed, satisfied and dynamic people as they are likely to do better as compared to other organizations which do not have such people. Similarly an organization that has better HRD climate and processes is likely to be more effective than any other organization which doesnt have them. These HRD climate variables are generated largely by the use of HRD mechanisms or sub-systems by the organization.

Figure : HRD Outcome Variables

Chapter-II. Research Methodology

Research Methodology 2.1 Objectives of the study The study seeks the following objectives: To identify the degree of relationship between Job Satisfaction and HRD climate in the organization. To study the level of Job satisfaction among employees of the organization.. To suggest possible ways to increase employees job satisfaction. 2.2 Scope of the studyThe feedback survey on the Job Satisfaction as a correlate of HRD Climate has been conducted in the various branches of HDFC Bank in the Nort-West Delhi region( Sector 11 and Sector 9 of Rohini) The different levels of the organization have been attempted to cover in the study. 2.3 Rationale of the studyJob Satisfaction is an imperative part of every organization. Every organization aims to derive maximum job-satisfaction and benefits for its employees. This study has been designed in a way that it helps to understand the view-points of employees regarding the satisfaction that they achieve from their jobs and in what areas the management can incorporate positive changes. The study can be of great use to the management as it would help in the understanding of the views of employees towards the various practices in the organization. 2.4 Hypotheses of the study H0 = HRD Climate has no effect on Job Satisfaction H1= HRD Climate is positively related to Job Satisfaction

2.5 Methodology 2.5.1 Type of ResearchAs the name suggests, Quantitative Research is based on the measurement of quantity or amount. It is applicable to a phenomenon that can be expressed in terms of quantity. Quantitative research refers to the systematic empirical investigation of social phenomena via statistical, mathematical or numerical data or computational techniques. The objective of quantitative research is to develop and employmathematical models,theories and/orhypothesespertaining to phenomena. The process ofmeasurementis central to quantitative research because it provides the fundamental connection betweenempiricalobservationand mathematical expression of quantitative relationships. Qualitative research on the other hand, is concerned with qualitative phenomenon, i.e., phenomenon relating to or involving quality or kind. Qualitative researchis a method of inquiry employed in many different academic disciplines, traditionally in thesocial sciences, but also inmarket researchand further contexts.Qualitative researchers aim to gather an in-depth understanding ofhuman behaviorand the reasons that govern such behavior. The qualitative method investigates thewhyandhowofdecision making, not justwhat,where,when. Hence, smaller but focusedsamplesare more often used than large samples.The nature of research in this case is Quantitative Research.2.5.2 Research DesignThe Research Design is Analytical. as it is undertaken to primarily study the degree of job satisfaction within the organization amongst the employees and their view-points regarding the same. The data was quantified and analyzed in the form of percentage and pie charts . The quantitative technique used is Correlation.2.5.3 Sources of Data CollectionFor any statistical inquiry the collection of data is done through two sources :- Primary Sources and Secondary Sources Primary Sources: Primary data are those which are collected for the first time. Primary sources consist of questionnaires, interviews, schedules, observation etc. Primary data for the study has been collected through questionnaire.

Secondary Sources: Secondary data are those which are obtained from external and third party sources. These consist of organizations documents and reports or the internet. The secondary source used in the study is the internet and the various journals and books pertaining to the subject.

2.5.4 Sample Design and Sample SizeThe sample size taken was 50 and the technique used was Convenience Sampling, a Non Probability Sampling technique. The questionnaires were distributed personally to the employees at different levels in various departments of the organization.2.5.5 Tool of Primary Data CollectionThe primary tool of data collection is questionnaire. There are 15 questions in the questionnaire covering different aspects of the Job Satisfaction and 12 questions relating to the HRD Climate in the organization. They include multiple choice questions where the answers have been designed in the Likert Scale using a 5 point scale. The respondents are required to select one option for every question.

2.5.6 Data Analysis

Correlation Method has been used to study the results. Correlation is a statistical measure that indicates the extent to which two or more variables fluctuate together. A positive correlation indicates the extent to which those variables increase or decrease in parallel; a negative correlation indicates the extent to which one variable increases as the other decreases.A simple statistical data tool, the percentage analysis method is used in the interpretation of data results. The data results are illustrated with the help of pie charts. Further analysis is done on the basis of theoretical interpretations and deductions of the results exhibited by the survey.

Chapter III. Findings and Analysis

Pie Chart Illustrations Interpretation of the Questionnaire regarding Job Satisfaction

Question 1) The goals and objectives of the organization are well known to me.

Likert Scale No.of respondentsPercentage

Strongly Agree714

Agree2346

Neutral1530

Disagree36

Strongly Disagree24

Analysis: The majority of the respondents agree that the goals and objectives of the organization are clear to them while some are unsure about the same. Only a few employees think that the goals are not clear to them.

Question 2) The expectations from my job are well- communicated to me.


Strongly Agree612

Agree2550

Neutral1020

Disagree48

Strongly Disagree510

Analysis: More than majority of the employees believe that they are well aware of their expectations in the organization. Very few are neutral about it and the rest disagree to it.

Question 3) My job is important for the organization and it makes a positive contribution to the organization.


Strongly Agree36

Agree2550

Neutral816

Disagree816


Analysis: Majority of the employees understand the importance of their job to the organization. Some of them are neutral towards the issue while the rest disagree to it.

Question 4) There is a strong sense of teamwork and cooperation amongst the employees.


Strongly Agree76

Agree2850

Neutral516

Disagree516


Analysis: Majority of the employees believe that the employees have a sense of team spirit and cooperation in the organization .Some of them are neutral towards the issue while the rest disagree to it.

Question 5 ) There is transparency and sense of mutual faith within the organization .


Strongly Agree918

Agree3060

Neutral36

Disagree510

Strongly Disagree36

Analysis: Majority of the employees believe that there is a sense of mutual faith in the organization. Some of them are neutral towards the issue while the rest disagree to it.

Question 6 ) I have a considerable amount of say in the decision-making process of the organization.


Strongly Agree24

Agree1530

Neutral1530

Disagree816


Analysis: Majority of the employees agree to the above statement as they enjoy the decision making right in the organziation. Some of them are neutral towards the issue while the rest disagree to it.

Question 7 ) Organization is fair and just at the occasion of job promotions and advancement. .


Strongly Agree1530

Agree1530

Neutral510

Disagree1020


Analysis: Majority of the employees agree to the above mentioned statement. Some of them are neutral towards the issue while the rest disagree to it.

Question 8 ) I receive due recognition and appreciation in my organization.


Strongly Agree1224

Agree1836

Neutral510

Disagree24


Analysis: Majority of the employees believe the above statement to be acceptable. Some of them are neutral towards the issue while the rest disagree to it.

Question 9 ) My compensation is justified as per my work.


Strongly Agree1020

Agree1224

Neutral1836

Disagree510


Analysis: Majority of the employees believe that their compensation is justified. Some of them are neutral towards the issue while the rest disagree to it.

Question 10 ) I receive a constant support from the management in all my endeavors.


Strongly Agree1530

Agree2448

Neutral48

Disagree48

Strongly Disagree36

Analysis: A large number of employees in the organization believe that they receive a great amount of support from their management. Very few of them are neutral towards the issue and a small portion disagree to it.

Question 11) My capabilities and talents are optimally utilized in my organization.


Strongly Agree1326

Agree1938

Neutral1020

Disagree510

Strongly Disagree36

Analysis: Majority of the employees agree to the given statement while some are neutral while the rest of them disagree to it.

Question 12) The working conditions are favorable in the organization.


Strongly Agree1428

Agree1530

Neutral510

Disagree612


Analysis: Majority of the employees believe that the employees agree to the statement .Very few of them are neutral towards the issue while the rest disagree to it.

Question 13 ) I receive a sense of accomplishment from my job..


Strongly Agree1020

Agree1428

Neutral2040

Disagree36

Strongly Disagree36

Analysis: Majority of the employees believe are neutral towards the issue and the most of them agree to it while the remaining disagree to the statement.

Question 14 ) I look forward to coming to my work place every day.


Strongly Agree1020

Agree1734

Neutral36

Disagree1122


Analysis: Most of the employees are satisfied with their work as they look forward to coming to their work place every day. Very few are neutral towards it and the rest disagree to it.

Question 15 ) I do not seek another job opportunity.


Strongly Agree918

Agree1122

Neutral1530

Disagree714


Analysis: Majority of the employees are satisfied with their jobs as they do not look for alternative job opportunities. Some of them are however, neutral about the issue.

Interpretation of the Questionnaire regarding HRD Climate Question 1) The employees of the organization are oriented towards following established rules and procedures and in the process help one another in achieving the goals.


Strongly Agree510

Agree816

Neutral2652

Disagree510


Analysis: More than majority of the employees are neutral about the statement. Some of the employees agree to the view while the rest disagree to it.

Question 2) The employees in the organization exhibit friendly and pleasant behavior with colleagues as well as with their subordinates/ seniors.


Strongly Agree1326

Agree2550

Neutral510

Disagree510

Strongly Disagree24

Analysis: More than majority of the employees believe that the working atmosphere in the organization is friendly and warm. Very few are neutral about it and the rest disagree to it.

Question 3) The supervision in the organization is effective as the supervisors check for mistakes and help the subordinates to improve their skills.


Strongly Agree510

Agree1734

Neutral612

Disagree1024


Analysis: More than majority of the employees agree to it . Very few are neutral about it and the rest disagree to it.

Question 4) Problems are well managed in the organization with the help of seniors, colleagues , experts , subordiantes and also through self-help.


Strongly Agree1224

Agree1632

Neutral816

Disagree36


Analysis: More than majority of the employees agree to the given statement while half of them disagree to it. Very few are neutral about it.

Question 5) Mistakes made by the employees are tactfully prevented and corrected.


Strongly Agree510

Agree1122

Neutral1632

Disagree816


Analysis: : More than majority of the employees are neutral towards the issue. While the majority portion after that agrees to it. The remaining employees disagree to it.

Question 6) The atmosphere of management is highly conducive for effective conflict management.


Strongly Agree510

Agree36

Neutral2346

Disagree1224


Analysis: More than majority of the employees are neutral towards the issue. While the majority after that disagree to it.. Very few employees agree to it.

Question 7) The communication system is effective in the organization by means of informal and formal communication.


Strongly Agree1122

Agree2152

Neutral510

Disagree816


Analysis: More than majority of the employees have a positive view-point in this regard. Very few are neutral towards it and the rest disagree to it.

Question 8) The decision making process is fair in the organization with balanced amount of powers given to the top management and other employees.


Strongly Agree510

Agree1224

Neutral1938

Disagree1224

Strongly Disagree24

Analysis: More than majority of the employees are neutral about the issue Almost equal number of employees agree and disagree to it.

Question 9) The degree of trust is very high amongst the members of the organization


Strongly Agree816

Agree1224

Neutral1530

Disagree6 12


Analysis: More than majority of the employees believe that the trust factor is high in the organization. Very few are neutral about it and the rest disagree to it.

Question 10) Reward management is fairly done on the basis of a person's ability , performance, knowledge, loyalty and attitude.


Strongly Agree1122

Agree1734

Neutral1530

Disagree36

Strongly Disagree48

Analysis: More than majority of the employees believe that the reward management policy of the organization is fair. Very few are neutral about it and the rest disagree to it.

Question 11) The risk taking ability of the supervisors and subordinates in the organization is commendable .


Strongly Agree24

Agree48

Neutral2142

Disagree1530


Analysis: More than majority of the employees are neutral in this regard .Many of the employees are not in support of this view. Very few employees agree to it

Question 12) The organization is highly innovative in its approach and encourages its employees to facilitate it.


Strongly Agree48

Agree1020

Neutral1938

Disagree714


Analysis: More than majority of the employees are neutral towards the issue. Very few agree to it and the rest disagree to it.

Major FindingsThe following were the major findings of the study: The majority of the employees find the environment of the organization conducive for growth, job satisfaction and advancement. A major portion of the organization believes that the environment is friendly and healthy. The employees strongly believe that there is a strong amount of trust and transparency in the organization in terms of its policies and practices. Many employees believe that they have a constant support from the management and they have a considerable amount of say in the affairs of the organization. However, employees also have a view that the risk taking capabilities of the organization is weak and the management does not support innovation. Relationship of HRD climate with Job SatisfactionVariablesCorrelation coefficient

HRD Climate & Job Satisfaction0.764731

Analysis: Correlation between HRD climate and Job SatisfactionCorrelation coefficient for HRD Climate and Job Satisfaction was found to be 0.764731 which implies that there is a positive correlation between the two variables. The value is significant at 0.0002 level . The high positive correlation between the two variables shows that job satisfaction increases with better HRD Climate in an organization.Hypotheses Interpretation : Since correlation coefficient for HRD Climate and Job Satisfaction is highly significant, we accept the alternate hypothesis about the relationship between these two variables.

Chapter-IV Limitations of the Study

Limitations The statistical study covered only 50 respondents from few departments of the organization. Large size of the organization and non-availability of some employees led to difficulty in data collection. Reluctance of employees in disclosing information is another limitation that was faced during the study. Time constraint has been another major issue due to which a large number of employees could not be covered in the study.

Chapter V -Suggestions and Recommendations

Suggestions and RecommendationsThe following suggestions can be given to strengthen the development of human resources in the organizations

HRD System should be introduced in the organizations as an integrated system as the various HRD sub-systems are interlinked and it has a strong relation with job satisfaction .

The organizations should pay more attention on the competency development of the employees and their working conditions.

Periodic reviews should be made to analyze the changes taking place in the organization and to take corrective measures.

Efforts should be undertaken to investigate the effectiveness of various HRD practices so that job satisfaction can be increased to the maximum level.

HRIS should be strengthened to keep up to date information of each employee and to enable the management to use them for employee development and growth.

The other suggestions may include:Support from the management for innovation and creativity : The management should provide employees with the required facilities to allow innovation in the organization in terms of customers and products. The management should be supportive in its approach. The management should follow the practice of support and promote .At the time of recruitment also, the management should prefer people with high creativity and innovative ideas.Training and Development Programs: The management of the organization should conduct training and development programs for development, promotion and sustainability of creativity and innovation.Reconsideration of compensation: Management should try to look deeper into issues relating to employees compensation.

Chapter.VI Conclusion

Conclusion

The importance of Job Satisfaction cannot be ignored by any organization. It is clear that job satisfaction is an important correlate of HRD climate in an organization so both are closely related to each other. Satisfied employees not only increase the productivity of the organization but also are huge assets for the organization. Job satisfaction of employees benefits the organization in maximizing its output and at the same time helps its employees in optimizing their skills and knowledge which eventually benefit their career development. Job satisfaction as a correlate of HRD Climate helps in enhancing the operational productivity and enables a proper and smooth functioning of the organization. A due importance is given to its employees as far as their job satisfaction is concerned keeping in mind that the career development and individuals aspirations are integrated with the organizational needs. The employees of the organization have a positive attitude towards their job and believe that the HRD Climate of the organization is favourable for them. The HR practices have been able to satisfy the employees to a great extent but positive changes are always welcomed.

A positive correlation has been found in the organization between job satisfaction and its HRD Climate. Various suggestions have been given in the form of training programs, recruitment, motivation, support and promotion of innovation activities. These steps may help the organization enhance its job satisfaction within the employees and would take it to a greater height.

Bibliography

BibliographyBooks

Chapman, E. (2004). Achieving Job Satisfaction, Crisp Publications. Viva BooksPrivate Ltd. New Delhi

Gupta, S.C. (2011). Fundamentals of Statistics, Himalaya Publishing House, Mumbai

Krishnaveni, R., (2009). Human Resource Development A Researchers Perspective, Excel Books

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Rao, T. V., (2008). Future of HRD, Macmillan Publishers, Chennai, ISBN: 1403-90988-1

Rao, T. V., (1990). HRD Missionary, Oxford and IBH Publishing Co. Pvt. Ltd., New Delhi.

Sachar, Arun., Organisational Climate And Managerial Effectiveness, Himalaya Publishing House, New Delhi, First edition: 2010

Journals Ahmed, I, Nawaz, M, Iqbal, N, Ali, I, Shaukat, Z, & Usman, A . Effects of Motivational Factors on Employees Job Satisfaction a Case Study of University of the Punjab, Pakistan. International Journal of Business & Management.( Volume 5 , No.3,2010)

Arvey, R. D., Carter, G. W., & Buerkley, D. K. (1991). Job satisfaction: Dispositional and situational influences International Review of Industrial and Organizational Psychology( Volume 2, 359383).

Dr. V. K. Jain , An Overview of Human Resource Development Programmes in Indian Industries ,IOSR Journal of Business and Management (Volume 16, Issue 3. Ver. IV (Feb. 2014)

Rishi Raj Balwaria , Study of Job Satisfaction of Teacher Educators Associated With Professional Variable ,International Education E-Journal, {Quarterly}, ISSN 2277-2456, (Volume-II, Issue-IV,Oct-Nov-Dec 2013)

Srinibash Dash , J. Mohapatra & Lipika Lipi Bhuyan, A Correlation of HRD Cliamte with Job satisfaction of employees: An Emperical Investigation on MCL, Burla, Sambalpur, Odisha, International Journal of Research in Business Management (IJRBM) (Volume 1, Issue 2, July 2013, pg 11-26)

Singh, Anita., Demographic Profiles as Determinant of job Satisfaction in Indian Insurance Sector, Journal of Management and public Policy, Vol 1, No. 2 June 2010,

Solkhe,Ajay & Chaudhary, Nirmal (2011), HRD Climate and Job Satisfaction: An Empirical Investigation, International Journal of computing and Business Research (Volume 2 Issue 2, May 2011)

Solkhe Ajay& Chaudhary, Nirmala HRD Climate and Organizational Performance with Focus on Job Satisfaction as a Correlate: An Exploratory Analysis: , Technia Journal of Management Studies (Volume 5, No.1,April 2010-September 2010)

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www.iosrjournals.org

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www.zenithresearch.org.in

ANNEXURES

AnnexuresNo. OF RESPONDENTSSCORE ON JOB SATISFACTIONSCORE ON HRD CLIMATE

16459

25747

35855

45845

56344

65355

76842

85449

96345

106143

115742

125949

135744

146040

156044

165341

175941

185942

195539

205142

215345

225939

235537

245540

255837

265437

275331

285437

295435

305432

314337

325433

334335

345434

355237

365131

374230

384829

394232

404825

413724

423728

433723

444028

453325

463427

473326

482928

493226

504526

1

Documents

A study on hr policies as a correlation to job satisfaction