Chapter 1 Introduction

Study on job satisfaction

CHAPTER 1EXECUTIVE SUMMARY, INTRODUCTION, THEORIES OF

JOB SATISFACTION, COMPANY PROFILE

EXECUTIVE SUMMARY


HINDUSTAN UNILEVER (P) LTD. Is situated in santhome, Chennai. About 600 employees are

working in this company. This research has been done to find out the satisfactory level of

employees in their respective jobs and factors influencing their satisfaction about the job. The

data was collected from direct feed back of the employees. About 30 employees were

introduced and the details of the experience, feeling about their job, motivation type,

promotion criteria, training system, working condition provided by the company, etc. were

analyzed and satisfaction level was established among various employees. The report gives the

details about job satisfaction of the HINDUSTAN UNILEVER (P) LTD. Suggestions are also added

with this report to overcome the problems to make the employees more satisfactory.


INTRODUCTION

Job satisfaction refers to person feelings of satisfaction on the job, which act as a motivation to work

and it is dynamic in nature. Everyone has an emotional reaction pertaining on their job. It can decline

more quickly than it develops because employees spend approximately one third of their life at work.

Their expectation is constantly changing regarding their job hierarchy round the clock through the year.

Good feelings can come from high performance, quality work, learning new skills, working as part of a

team assisting co-workers, demonstration personal growth and receiving compliments. All workers can

exploit at least 10 sources of satisfaction.

RATING SOURCES OF JOB SATISFACTION:

Productivity

Quality of work

Learning

Expressing Creativity

Professionalism

Recognition

Teamwork

Social Satisfaction

Personal Growth

Work Environment Rewards

Job satisfaction increases with age, mostly because of seniority. Education level can also contribute to

JOB SATISFACTION. Generally, higher the education, the more likely he or she will be dissatisfied with

the job, thinking he or she is qualified to do a better job.


MEANING OF JOB

Job is defined as any definite piece of works especially a trifling or temporary on nature.

It can be any under taking or employment with a view of profit. It can be task or bit of

work.

DEFINITION OF JOB

According to oxford dictionary, job is a regular paid position or post. It is a piece of work,

task or assignment. It is a responsibility or function of somebody towards something.

MEANING OF JOB SATISFACTION

Job satisfaction describes how content an individual is with his or her job. The

happier people are within their job, the more satisfied they are said to be. Job

satisfaction is not the same as motivation, although it is clearly linked. Job design aims

to enhance job satisfaction and performance; methods include job rotation, job

enlargement and job enrichment. Other influences on satisfaction include the

management style and culture, employee involvement, empowerment and autonomous

work groups. Job satisfaction is a very important attribute which is frequently measured

by organizations. The most common way of measurement is the use of rating scales

where employees report their reactions to their jobs. Questions relate to rate of pay,

work responsibilities, variety of tasks, promotional opportunities the work itself and co-

workers. Some questioners ask yes or no questions while others ask to rate satisfaction

on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely

satisfied").

Job satisfaction is the favorableness or unfavorableness with which employee

view their work. It expresses the amount of agreement between once expectations of

the job and rewards that the job provides to him. Job satisfaction is a part of life

satisfaction. Since a job is an important part of life, job satisfaction influences once

general life satisfaction arises from a complex set of circumstances in the same way

that motivation does job satisfaction is dynamic one. Job satisfaction is closely linked to


the psychological approach to motivation, is the job satisfaction. What are the characteristics of job, which gives the job satisfaction to the employees? These are the dependent variables of job satisfaction; some of them are listed down by Locke and others.

Job satisfaction, a worker's sense of achievement and success, is generally

perceived to be directly linked to productivity as well as to personal well being. Job

satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for

one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work.

The Harvard Professional Group (1998) sees job satisfaction as the keying radiant that

leads to recognition, income, promotion, and the achievement of other goals that lead to

a general feeling of fulfillment.

For better or worse, employees spend many of their waking hours at work. In

addition to working on assigned tasks, they typically interact with other persons

(supervisors, fellow employees), and are exposed to organizational policies and

practices. All these, in turn, influence employee feelings about their jobs and

organizations that employ them. These feelings are often called job attitudes. A variety

of attitudes relating to employment has been measured and studied.

Examples include-

(1)-job involvement (preoccupation with one’s work)

(2)-organizational commitment (loyalty to one’s employer)

(3)-job satisfaction.

Only satisfaction is discussed here because it has the longest history of both

theory and measurement. Managers are concerned about job satisfaction for two main

reasons. First, they often believe that job satisfaction influences such employee

behaviors as attendance and length of service. It is commonly assumed that positive

satisfaction leads to positive behaviors. Second, managers seek favorable satisfaction

in its own right. In this context, managements view employees as a group to satisfy,

much as they attempt to satisfy other groups such as customers, clients, and investors.


Positive job satisfaction provides evidence that management is doing all right by its

employees.

DEFINITIONS OF JOB SATISFACTION

Job satisfaction has been defined as a pleasurable emotional state

resulting from the appraisal of one’s job; an affective reaction to one’s job; and an

attitude towards one’s job. Weiss (2002) has argued that job satisfaction is an

attitude but points out that researchers should clearly distinguish the objects of

cognitive evaluation which are affecting (emotion), beliefs and behaviors. This

definition suggests that we form attitudes towards our jobs by taking into account our

feelings, our beliefs, and our behaviors.

"Job satisfaction is defined as "the extent to which people like

(satisfaction) or dislike (dissatisfaction) their jobs" (Spector, 1997, p. 2). This

definition suggests job satisfaction is a general or global affective reaction that

individuals hold about their job. While researchers and practitioners most often

measure global job satisfaction, there is also interest in measuring different "facets"

or "dimensions" of satisfaction. Examination of these facet conditions is often useful

for a more careful examination of employee satisfaction with critical job factors.

Traditional job satisfaction facets include: co-workers, pay, job conditions,

supervision, nature of the work and benefits." (Williams)

The job satisfaction of employee means the subjective sensational response to the

relevant objective factors of jobs. Within this research, the operational definition of

employee job satisfaction is based on the sum of variance between expected

satisfaction and actual satisfaction in the mind or job takers (MSQ) proposed by

Weisset al. (1967). We also refer to the measuring scales of job satisfaction

research respectively proposed by Feng (1997) and Chen (2002).


Job satisfaction: “a pleasurable or positive emotional state resulting from

the appraisal of one’s job or job experiences.” (Locke)

WHAT IS JOB SATISFACTION?

The most commonly accepted definition views job satisfaction as depending on an

evaluation the employee makes of the job and the environment surrounding the job.

This evaluation depends on two components:

(1)-what the employee actually experiences at work, what is.

(2)-what values are desires for rewards the employee brings to the work

place, what should be.

Satisfaction is high when what is corresponds to what should be. Dissatisfaction occurs

when the employee believes that these two components do not correspond.

FACTORS OF EMPLOYEES’ JOB SATISFACTION:

There are two main factors of employees’ job satisfaction and they are:

External satisfaction

Internal satisfaction

External satisfaction:

Workers show their own satisfaction extents on factors like pay, promotion, superiors’

admiration and affirmation and colleague interaction rising from tasks.

Internal satisfaction:

Workers show their own satisfaction extents on the values, responsibility sense, social

status, positions, autonomy and self-esteem triggered by tasks themselves.


HISTORY OF JOB SATISFACTION:

One of the biggest preludes to the study of job satisfaction was the Hawthorne

studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business School, sought to find the effects of various conditions (most notably

illumination) on workers’ productivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity (called the Hawthorne

Effect). It was later found that this increase resulted, not from the new conditions, but

from the knowledge of being observed. This finding provided strong evidence that

people work for purposes other than pay, which paved the way for researchers to

investigate other factors in job satisfaction. 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. The initial use of scientific

management by industries greatly increased productivity because workers were forced

to work at a faster pace. However, workers became exhausted and dissatisfied, thus

leaving researchers with new questions to answer regarding job satisfaction. It should

also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munster berg set

the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid

the foundation for job satisfaction theory. This theory explains that people seek to

satisfy five specific needs in life – physiological needs, safety needs, social needs, self-

esteem needs, and self-actualization. This model served as a good basis from which

early researchers could develop job satisfaction theories.

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Harvard_Business_School


IMPORTANT AMONG THEM ARE GIVEN BELOW:

1. Challenging Job: Job must have scope for application of skill, knowledge and

initiative. Above all it must be meaningful. Herzberg`s satisfiers and job characteristic

theory and relevant here.

2. Equitable Rewards: More than the rewards equity and fairness of reward is equally.

Equity theory of motivation is relevant.

3. Supportive Working Condition: Supporting working conditions are equally

important as the condition of work itself to improve job satisfaction. Persons are to

accept even a lower pay if the work place is near home an example. This is linked to the

absence of Herzberg`s dissatisfies.

4. Supportive colleagues /supervisors: This yet another aspect with satisfy an

employee. Web has referred earlier the role of good supervision. Herzberg`s absences

of dissatisfies, McCleliands affiliation need theory and social information processing

model etc. are relevant.

Job satisfaction of an individual varies in accordance with the dynamic

environment and social requirements. Job satisfaction is a generalized attitude towards

the job based on evolution of different aspects of the job characteristic to be evaluated

together in a same way. The cluster of attitude questionnaire includes pay, working

conditions, supervisions, and interpersonal relations, on the job security. In effect, an

employee can assume to have a composite attitude about job as whole.

Job satisfaction is the contents to which a person is attached toward his job and

the activities associated with it. Job satisfaction is basically an individual matter. Job

satisfaction is the ultimate function of so many individual attitudes taken together. If it is

very complex, complicated and personal experience.

‘Locke’ gave comprehensive definition of job satisfaction as a pleasurable or

positive emotional state resulting the appraisal of once job or job experience.

There are three important dimensions of job satisfaction is an emotional

response to a job situation. As such it cannot be seen, it can only be inferred. Second,


job satisfaction is often determined by how well outcomes exceed expectations. For

example, if organizational participants but feel that they are working much harder than

other in the department, but are receiving fewer; they will probably have a negative

attitude toward the work, the boss and or coworkers. They will be dissatisfied or the

other hands if they feel, they are treated very well and being paid equally; they are likely

to a positive attitude towards the job.

CONCEPT OF JOB SATISFACTION

Job satisfaction is the end feeling of a person after performing a task. To the

extent that a person's job fulfills his dominant needs and is consistent with his

expectations and values, the job will be satisfying. The feel would be positive or

negative depending upon whether need is satisfied or not.

Job satisfaction is different from motivation and moral. Motivation refers to the

willingness to work. Satisfaction, on the other hand, implies a positive emotional state.

Morale implies a general attitude toward work and work environment. It is a group

phenomenon where as job satisfaction is an individual feeling. Job satisfaction may be

considered a dimension of morale and morale could also be a source of satisfaction.

Attitudes are pre-dis-positions that make the individual behave in a particular way. Job

satisfaction, on the contrary, is the end feeling which may influence subsequent

behavior. Thus, job satisfaction is an employee's general attitude toward his job.

IMPORTANCE OF EMPLOYEE JOB SATISFACTION

It is an established fact that job satisfaction usually leads to qualitative and

quantitative improvement in performance. Satisfaction in job includes motivation and

interest in work. When work becomes interesting, the worker gets pleasure, job of his

choice gives him tremendous psychological satisfaction.

Every individual has certain needs, aims and motives that he wants to fulfill.

Every worker strives hard to achieve maximum job satisfaction and even the

management should recognize the need for job satisfaction as it directly influences the

overall production.


The satisfaction which people experience in their job is in large part the

consequence of the extent to which the various aspects of their work situations tend to

be relevant to their job related value systems. Thus every individual has special abilities,

inherited capacities, interest and aspirations. Those jobs, which provide the worker, a

chance to fulfill his interest and aptitudes gives him satisfaction and motivates him for

efficient and qualitative performance.

IMPORTANCE TO WORKER AND ORGANIZATION:

Frequently, work underlies self-esteem and identity while unemployment lowers

self-worth and produces anxiety. At the same time, monotonous jobs can erode a

worker's initiative and enthusiasm and can lead to absenteeism and unnecessary

turnover. Job satisfaction and occupational success are major factors in personal

satisfaction, self-respect, self-esteem, and self-development. To the worker, job

satisfaction brings a pleasurable emotional state that often leads to a positive work

attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is

motivated and committed to high quality performance. Increased productivity the

quantity and quality of output per hour worked—seems to be a byproduct of improved

quality of working life. It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor consistent. However,

studies dating back to Herzberg's (1957) have shown at least low correlation between

high morale and high productivity, and it does seem logical that more satisfied workers

will tend to add more value to an organization. Unhappy employees, who are motivated

by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a

powerful motivator, it is also a temporary one, and as soon as the threat is lifted

performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction

in complaints and grievances, absenteeism, turnover, and termination; as well as

improved punctuality and worker morale. Job satisfaction is also linked to a more

healthy work force and has been found to be a good indicator of longevity. And although


only little correlation has been found between job satisfaction and productivity, Brown

(1996) notes that some employers have found that satisfying or delighting employees is

a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No

wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my

factories, and soon grass will grow on the factory floors. Take away my factories, but

leave my people, and soon we will have a new and better factory" (quoted in Brown,

1996, p. 123).

SATISFACTION FACETS:

Employees experience satisfaction with many different components or facets of

the work environment. Three in particular deserve mention:

(1)-organizational policies and practices (for example, compensation, promotions, and job security)

(2)-the people one works with, including supervisors and co-workers.

(3)-the work itself.

Bear in mind that satisfaction with any single facet may not be highly related to

satisfaction with any other facet.

Satisfaction with alternative job facets:

Employee

Facet A B

Co-workers High Low

Organizational policies Low High

Work itself Low Low


As a hypothetical example, the above figure shows employee A as satisfied with

fellow employees but satisfied with the work and HR policies. Such independence is

significant when management attempts to influence the satisfaction of its work force. To

be effective, policies aimed at improving satisfaction require correct identification of

those job characteristics that employees believe need improvement. This, in term,

requires that assessments of satisfaction measure each facet separately.

THEORIES OF JOB SATISFACTON

Several different theories exist concerning the dynamics of job satisfaction and its

general impact upon worker behavior.

MASLOW'S THEORY

The need hierarchy notion of Maslow’s (1954) when was outlined in detailed is

also relevant to the present topics. Jobs, which are able to satisfy more of the Maslow's

needs, would be jobs, which would result in greater satisfaction on the part of the

employees.

VROOM THEORY

Like Maslow's model room's theory (1964) discuss is also relevant here. In

Vroom's model, job satisfaction reflects valance of the job for this incumbent. Therefore

from propositions, it would follow that the strength of the force on a worker to remain on

his job is an increasing function of the valence of his job. Thus satisfaction should be

negatively related to turnover and absenteeism, which is seems to be whether or not

this valence should also lead to greater production while on the job is less clear,

however a point which again seems to be upheld by the highly ambiguous existing data.


STRODILL'S THEORY

As we have pointed out several times one of the major sources of frustration in job

satisfaction research is that therefore does not seems to be any clearly defined

relationship between degree of job satisfaction and quality and quantity of job

performance. Strodill's(1959) extremely concerned with this; decided that it was time to

stop trying to value satisfaction as a causer job performance. Instead he felt it is much

more appropriate to view the individual in terms of the context of the total organization.

Strodill's conclusions were that the 'output' of organization is group integration,

production and morale, further, satisfaction of individual expectation result in group

integration and cohesiveness but it is not necessarily related to satisfaction when the

condition leads to high morale and production are also those which lead to the

reinforcement of worker expectations.

DETERMINANTS OF JOB SATISFACTION:

The various factors influencing job satisfaction may be classified into two

categories:

1. Environment factors, and

2. Personal factors


ENVIRONMENTAL FACTORS

These factors relate to the work environment, main among which are as

follow:

JOB CONTENT

Hertzberg suggested that job contents in term of achievement, recognition,

advancement, responsibility and the work itself tend to provide satisfaction but their

absence does not cause dissatisfaction. Where the job is less repetitive and better paid,

more challenging and provides greater freedom of operation. Such jobs carry greater

variety in job content; job satisfaction tends to be higher.

Specialization increases repetitiveness leading to boredom and monotony. But

greater variety of task may not increase satisfaction unless the tasks from a unified,

integrated and meaningful whole.

OCCUPATIONAL LEVEL

The higher the level of the job in the organizational hierarchy the greater the

satisfaction of the individual. This because positions at higher levels are generally better

paid, more challenging and provides greater freedom of operation. Such jobs carry

greater prestige, self-control and need satisfaction. One study revealed that

professional people the most satisfied followed by salaried workers and factory workers

were the least satisfied with their jobs.


PAY AND PROMOTION

All other things being equal, higher pay and better opportunities for promotion

leads to higher job satisfaction.

WORK GROUP

Man is a social animal and likes to be associated with others interaction in the

work group help to satisfy social and psychological needs and therefore. Isolated

workers tend to be dissatisfied. Job satisfaction is generally high when an individual is

accepted by his peers and has a high need for affiliation.

SUPERVISION

Considerate supervision tends to improve hob satisfaction of workers. A considerate

supervisor takes personal interest in his subordinates and allows them to participate in

the decision making proves of high status and strongly directive leaders. Employee

satisfaction from supervisory behavior depends upon the influence which the supervisor

exercises on his own superior.

PERSONAL CHARACTERISTICS

Personal life exercises a significance influence on job satisfaction. The main

elements of personal life are given below:


AGESome research studies reveal a positive correlation between age and job

satisfaction. Workers in the advanced age group tent to be more satisfied probably

because they gave adjusted with their job conditions. However, there is a sharp decline

after a pointy perhaps because an individual aspires for better and more prestigious job

in the later years of his life.

SEXOne study revealed that women are less satisfied than men due to fewer job

opportunities for females. But female workers may be more satisfied due to their lower

occupational aspirations.

EDUCATIONAL LEVELGenerally more educated employees tend to be less satisfied with their job

probably due to their higher hob aspirations. However, research does not yield

conclusive relationship between these two variables.

MARITAL STATUSThe general impression is that married employee and employees having more

dependents tend to be more dissatisfied due to their greater responsibilities. But such

employee may be more satisfied because they value their jobs more than unmarried

workers.

EXPERIENCEJob satisfaction tends to increase with increasing years of experience. But it may

decrease after twenty years of experience particularly among people who have not

realized their job expectations.


MODELS OF JOB SATISFACTION

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by

a discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesn’t value that

facet. To illustrate, if Employee 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.

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to

have tendencies toward a certain level of satisfaction, regardless of one’s job. This

approach became a notable explanation of job satisfaction in light of evidence that job

satisfaction tends to be stable over time and across careers and jobs. Research also

indicates that identical twins have similar levels of job satisfaction.

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/her 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 leads to higher job satisfaction.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory [citation

needed]. It is a very general theory that suggests that people have innate dispositions

that cause them to have tendencies toward a certain level of satisfaction, regardless of

one’s job. This approach became a notable explanation of job satisfaction in light of

evidence that job satisfaction tends to be stable over time and across careers and jobs.

Research also indicates that identical twins have similar levels of job satisfaction.

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/her 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 leads to higher job satisfaction [citation needed].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors – motivation and hygiene

factors, respectively. 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.


While Hertzberg's model has stimulated much research, researchers have been unable

to reliably empirically prove the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological artifact.

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 criticized in that it does not specify how motivating/hygiene

factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely

used as a framework to study how particular job characteristics impact on job outcomes,

including job satisfaction. The model states that there are five core jobs 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.

CREATING JOB SATISFACTION

So, how is job satisfaction created? What are the elements of a job that create

job satisfaction? Organizations can help to create job satisfaction by putting systems in

place that will ensure that workers are challenged and then rewarded for being

successful. Organizations that aspire to creating a work environment that enhances job

satisfaction need to incorporate the following:


Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker

opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job

satisfaction is that there are many factors that affect job satisfaction and that what

makes workers happy with their jobs varies from one worker to another and from day to

day. Apart from the factors mentioned above, job satisfaction is also influenced by the

employee's personal characteristics, the manager's personal characteristics and

management style, and the nature of the work itself. Managers who want to maintain a

high level of job satisfaction in the work force must try to understand the needs of each

member of the work force. For example, when creating work teams, managers can

enhance worker satisfaction by placing people with similar backgrounds, experiences,

or needs in the same workgroup. Also, managers can enhance job satisfaction by

carefully matching workers with the type of work.

Managers who are serious about the job satisfaction of workers can also take

other deliberate steps to create a stimulating work environment. One such step is job

enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and

challenge in the work itself. Job enrichment usually includes increased responsibility,

recognition, and opportunities for growth, learning, and achievement. Large companies


that have used job-enrichment programs to increase employee motivation and job

satisfaction include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity,

and a sense of purpose and meaning for the organization and its employees. Empirical

findings by Ting (1997) show that job characteristics such as pay, promotional

opportunity, task clarity and significance, and skills utilization, as well as organizational

characteristics such as commitment and relationship with supervisors and co-workers,

have significant effects on job satisfaction.

Of course, a worker who takes some responsibility for his or her job

satisfaction will probably find many more satisfying elements in the work environment.

Everett (1995) suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present

situation?

WORKERS' ROLES IN JOB SATISFACTION:

If job satisfaction is a worker benefit, surely the worker must be able to contribute

to his or her own satisfaction and well-being on the job. The following suggestions can

help a worker find personal job satisfaction:


Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and

other recognition.

Develop excellent communication skills. Employer’s value and reward excellent

reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks

more efficiently and effectively. This will relieve boredom and often gets one

noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased

responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to

work well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can

lead to satisfaction with the work itself. This helps to give meaning to one's

existence, thus playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-

management techniques.

ASSURING JOB SATISFACTION:

Assuring job satisfaction, over the long-term, requires careful planning and effort

both by management and by workers. Managers are encouraged to consider such

theories as Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors

that contribute to a stimulating, challenging, supportive, and rewarding work

environment is vital. Because of the relative prominence of pay in the reward system, it

is very important that salaries be tied to job responsibilities and that pay increases be

tied to performance rather than seniority.


So, in essence, job satisfaction is a product of the events and conditions that

people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting,

her pay is fair, her promotional opportunities are good, her supervisor is supportive, and

her coworkers are friendly, then a situational approach leads one to predict she is

satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job

outweigh the pains; there is some level of job satisfaction.

SURVEYING JOB SATISFACTION:

Before management can develop policies and practices to increase employee

satisfaction, or maintain existing levels if they are found to be acceptable, information

must be obtained from the organization’s work force. Management can informally

acquire some insights into satisfaction levels based on impressions obtained from

employees. Unfortunately, information gathered in this way may be misleading.

Employees understandably are often reluctant to tell supervisors negative things about

their hobs. Moreover, such information will almost certainly be obtained from a non

representative sample of all employees.

An accurate assessment of employee satisfaction ordinarily requires a more

formal procedure. Satisfaction surveys are often conducted to get systematic

information from employees. Such surveys are not as prevalent as assessments of

performance, but studies of organizational practice indicate they are conducted

frequently. The National Industrial Conference Board, for example, found that 71

percent of large organizations conducted employee attitude surveys. In more than 90

percent of these organizations, the P/HR function was responsible for the survey

process.


Satisfaction surveys can provide information on how employees feel about their

jobs and the organization. However, surveys are not completely neutral information-

gathering devices. Employee expectations may be raised simply because employees

are asked to participate in the survey process. Failure to follow up on the survey with

appropriate managerial action may result in lower employee satisfaction than existed

before. Thus, satisfaction surveys should not even be conducted unless management is

ready to make changes in policies and practices are called for by the survey’s results.

Assuming management is prepared to make changes; a satisfaction survey

involves:

Choice of a satisfaction measure,

Administration of the measure,

Analysis of results and feedback, followed by

Administrative action.

Each of these is discussed below.

SATISFACTION MEASURES:

Satisfaction is usually measured with paper-and-pencil questionnaires completed

by employees. Many early satisfaction questionnaires attempted to measure only

overall satisfaction. More recently, with the increased knowledge of satisfaction facets,

measures have been designed to assess satisfaction along a variety of dimensions. An

organization preparing for a survey is well advised to include measures of facets, as

well as overall satisfaction, because they provide somewhat different information for

managers.

There are several good reasons for using a satisfaction measure that has already

been developed rather than tailoring an instrument specifically for the organization in

which it is going to be used. First, satisfaction questionnaire construction is a difficult

and time-consuming activity.


The second reason is not quite so obvious and has to do with the nature of

satisfaction itself. Unlike the measurement of, say, length or weight, satisfaction has no

obvious zero point. It is very difficult, in the abstract, to say at what point satisfaction

becomes dissatisfaction, or vice versa. Moreover, it is difficult to identify a level of

satisfaction that is acceptable in some abstract fashion. As a consequence, it is highly

desirable to be able to compare current employee satisfaction levels with some

standard or norm.

One such norm can be obtained from one’s employees by assessing satisfaction

at more than one time. If the same measuring instrument is used each time, it is

possible to find out if satisfaction is increasing or decreasing over time. It is possible to

find out if satisfaction is increasing or decreasing over time. Another norm can be

obtained from satisfaction measure has been widely used and information on other

employees has been recorded and made available.

SATISFACTION SURVEY ADMINISTRATION:

Administration of a satisfaction survey must be planned and conducted carefully

because there are several biases that can influence the results. One problem occurs if

the sample of surveyed employees does not represent the total group to be considered.

For example, satisfaction varies systematically with age. Older employees are usually

more satisfied than younger employees. A sample that does not adequately represent

all age levels in the organization will thus provide am erroneous view. Management

often includes all employees in the survey to overcome this type of bias.

A more subtle bias, having to do with the accuracy of the responses provided by

the employees survey, can also occur. First bias is likely if employees are not motivated

to answer the questionnaire seriously. To overcome this problem, management should

have a specific purpose for conduction the survey and communicate that purpose in the

survey instructions. To illustrate, a large national marketing organization found that

sales people were more likely to feel that satisfaction surveys were desirable if they

believed management acted on the results. Such a finding again suggests that


management should not conduct a satisfaction survey without making a specific

commitment to follow up on the results.

A second source of bias occurs when employees are afraid to give honest

responses. They may believe their responses will somehow be used against them. If,

for example, employees think a supervisor is unsatisfactory, reporting such information

may lead to supervisory retaliation.

Overcoming these potential employee biases requires careful planning and

administration. The integrity of the survey may be enhanced if it is administered and

analyzed by an outside group such as university researchers. In any event, anonymity

should e assured and strictly enforced.

ANALYSES AND FEEDBACK:

Analysis of satisfaction survey information typically involves two issues. Usually

management wants to know how satisfaction varies among different groups of

employees. This is often accomplished by calculating the average satisfaction on each

facet measured for groups in different parts of the organization (such as departments),

different job levels, and perhaps employees with different characteristics- such as age,

sex, and time with the organization. Choice of appropriate groups partly depends on

managerial estimates about where differences in satisfaction might exist. Average

satisfaction among different groups can then be compared. Comparisons can also be

made with employees working in other organizations if a standardized measure with

such information is used. About the only constraint is to ensure that the number of

employees in any group does not become so small that the responses become

unreliable or that individual responses can be identified.

In some cases, the organization may also want to see if satisfaction is related to

other behaviors, such as employee attendance or length of service. For example,

satisfaction levels across departments could be compared to turnover levels across

departments.


If the results of the survey are going to be beneficial, they must be communicated

to the managers responsible for the changes suggested. The P/HR department is likely

to be involved in providing such feedback. In communicating to managers, it is

appropriate to focus on the positive steps that can be taken for future improvement,

rather than to concentrate on the problems that caused difficulties in the past. For this

reason, it is often wise to start the feedback with top management who will be

responsible for establishing policy on the actions taken to improve employment

conditions. Starting with top management serves the additional purpose of showing

others in the organization that the survey results will be taken seriously.

There are also good reasons to give feedback to the employees who participated

in the survey. Feedback will likely have a positive impact pm employee attitudes toward

the survey process. A large data processing firm, for example, found that employees

who received feedback (compared to those who did not) were most likely to (1) believe

management was doing something about the survey results and (2) are satisfied with

the feedback procedure. Incidentally, this organization also found that the most

favorable employee responses occurred when the feedback was provided to small

groups rather than in written form or in plant wide meetings. Obtaining employee

suggestions for improving employment conditions is another reason to provide

employees with survey feedback.

ADMINISTRATIVE ACTION:

The specific actions that management takes following a satisfaction survey, or

course, depend on the results. There are, however, several general possibilities to keep

in mind.

First, the adequacy of present policy guidelines can be obtained be studying

current issues and their impact as revealed by the survey. In addition, new

organizations often do not have a well-developed policy manual and typically feel that

they can do without it. The attitude survey can indicate whether the organization has


matured to the point that some statement of policy might allow for more autonomous

action by the managers in the field or by different parts of the organization.

Second, handling supervisory problems is one of the most important aspects of

work and yet one of the most difficult. The attitude survey can provide feedback on how

the workers view the present cadre of supervisors. Only turnover and absenteeism give

clearer evidence of supervisory problems than that provided by the satisfaction survey.

MEASURING JOB SATISFACTION:

There are many methods for measuring job satisfaction. By far, the most

common method for collecting data regarding job satisfaction is the Likert scale (named

after Rensis Likert). Other less common methods of for gauging job satisfaction include:

Yes/No questions, True/False questions, point systems, checklists, and forced choice

answers. This data is typically collected using an Enterprise Feedback Management

(EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a

specific questionnaire of job satisfaction that has been widely used. It measures one’s

satisfaction in five facets: pay, promotions and promotion opportunities, coworkers,

supervision, and the work itself. The scale is simple, participants answer either yes, no,

or can’t decide (indicated by ‘?’) in response to whether given statements accurately

describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on

individual facets and not enough on work satisfaction in general.

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.

JOB SATISFACTION AND EMOTIONS:

Mood and emotions while working are the raw materials which cumulate to form

the affective element of job satisfaction. (Weiss and Cropanzano, 1996). 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. There is some evidence in

the literature that state 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

regulation and emotion labor are also related to job satisfaction. Emotion work (or

emotion management) refers to various efforts to manage emotional states and

displays. Emotion regulation 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 labor emphasized its harmful effects on

workers, studies of workers in a variety of occupations suggest that the consequences

of emotional labor 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:


1. Emotional dissonance. Emotional dissonance is a state of discrepancy between

public displays of emotions and an internal experience 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.

2. 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 favorable responses to displays of pleasant emotions might

positively affect job satisfaction.

Performance of emotional labor that produces desired outcomes could increase

job satisfaction.

RELATIONSHIPS AND PRACTICAL IMPLICATIONS:

Job Satisfaction can be an important indicator of how employees feel about their jobs

and a predictor of work behaviors such as organizational citizenship, absenteeism, and

turnover. 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 nonworking satisfaction and

core self-evaluations are taken into account.

An important finding for organizations to note is that job satisfaction has a rather

tenuous correlation to 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 recent meta-analysis found an average uncorrected

correlation between job satisfaction and productivity to be r=.18; the average true

correlation, corrected for research artifacts and unreliability, was r=.30. 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 (ρ=.52) than for jobs of low to moderate

complexity (ρ=.29). In short, the relationship of satisfaction to productivity is not

necessarily straightforward and can be influenced by a number of other work-related

constructs, and the notion that "a happy worker is a productive worker" should not be

the foundation of organizational decision-making. With regard to job performance,

employee personality may be more important than job satisfaction. The link between job

satisfaction and performance is thought to be a spurious relationship; instead, both

satisfaction and performance is the result of personality.

CONCLUSIONS AND FUTURE DIRECTIONS:

The field of industrial/organizational psychology has a long, rich, and, at times

controversial history related to the study and understanding of employee attitudes and

job 404 • HUMAN RESOURCE MANAGEMENT, winter 2004 satisfaction. Some of this

research is very specific and aimed primarily at other researchers, while other

publications provide practical guidance on understanding, measuring, and improving

employee attitudes (e.g., Edwards & Fisher, 2004; Kraut, 1996). One likely future

direction of employee attitude research will be to better understand the interplay

between the person and the situation and the various internal and external factors that

influence employee attitudes. In particular, a better understanding of the role of emotion,

as well as broader environmental impacts, is needed and has been largely overlooked

in past research. In addition, ongoing research will provide more in-depth understanding

of the effects of employee attitudes and job satisfaction on organizational measures,

such as customer satisfaction and financial measures. Greater insights on the

relationship between employee attitudes and business performance will assist HR

professionals as they strive to enhance the essential people side of the business in a

highly competitive, global arena.


CHAPTER 2 REVIEWS OF LITERATURE


REVIEW OF LITERATURE

A study on relationship among leadership, organizational

culture, the operation of learning organization and employees’ job satisfaction

Su-Chao Chang

National Cheng Kung University, Tainan, Taiwan, ROC, and

Ming-Shing Lee

Graduate Institute of Business Administration,

National Cheng Kung University, Taiwan, ROC

ABSTRACT

Purpose – The main purpose of this paper is to investigate the relationship among leadership,

organizational culture, the operation of learning organization and employees’ job satisfaction.

Design/methodology/approach – A quantitative research design was employed. A total of

1,000 questionnaires were mailed out and received 134 valid replies.

Findings – The research results indicate that the various operation extents of learning

organization have significant difference under the dimensions of leadership, organizational

culture and the operation of learning organization. Both leadership and organizational culture

can positively and significantly affect the operation of learning organization. In addition, the

operation of learning organizations has a significantly positive effect on employees’ job

satisfaction.

Research limitations/implications – Although this research is adopted with questionnaire

investigation and concise questions to the best of one’s ability it is still not known whether the

respondents can substantially understand the original contextual meaning of the questionnaire

to show the results with a true reflection.


Practical implications – The paper shows that, with the increasing number of knowledge

workers in Taiwan, it is impossible for business administrators to satisfy employees’ demands

by means of conventional leadership. Instead, they are required to enhance their own skills in

transformational leadership and, through setting a good example to employees, encouraging

innovation and learning activities, developing employees’ potentials, giving education and

training activities, etc, more money incentives, this is necessary to keep people with excellent

talents.

Originality/value – The paper adopts the experimental methodology to observe the learning

achievement within the business organizations in Taiwan. Also, an attempt is made to make

business organizations aware of the effect of organization learning activities in Taiwan and the

job satisfaction of employee.

Keywords Leadership, Organizational culture, Learning organizations, Job satisfaction,

Taiwan

Paper type Research paper


Job satisfaction of employee

Review by:

Su-Chao Chang

National Cheng Kung University, Tainan, Taiwan, ROC, and

Ming-Shing Lee

Graduate Institute of Business Administration,

National Cheng Kung University, Taiwan, ROC

Author: Hoppock (1935) indicates that job satisfaction means the mental, physical and

environmental satisfaction of employee and the extent of job satisfaction can be known by

inquiring employees about the job satisfaction extents. The academic definitions of job

satisfaction can be divided into three types. Namely:

(1) Integral definition: This definition emphasizes workers’ job attitude toward environment

with focal attention on the mental change for individual job satisfaction of employee (Locke,

1976; Fogarty, 1994; Robbins, 1996).

(2) Differential definition: It emphasizes job satisfaction and the difference between the

actually deserved reward and the expected reward from employees; the larger difference means

the lower satisfaction (Smith et al., 1969; Hodson, 1991).

(3) Reference structure theory: It emphasizes the fact that the objective characteristics of

organizations or jobs are the important factors to influence employees’ working attitude and

behaviors but the subjective sensibility and explanation of working employees about these

objective characteristics; the said sensibility and explanation are also affected by self reference

structures of individual employee (Morse, 1953; Homans, 1961).


Satisfaction, Work Values, and

Sex Differences in Taiwan's Organizations

CHAU-KIU CHEUNG

Department of Applied Social Studies

City University of Hong Kong

STEVEN A. SCHERLING

Department of International Business

Chinese University of Hong Kong

ABSTRACT-

This study of 927 employees in Taiwan is an attempt to explain job satisfaction and sex

differences with reference to work values. Initially, the results confirmed that both job

satisfaction and work values consisted of 4 common dimensions pertaining to the task, team,

reward, and status. Subsequent analyses showed that male employees had higher rank and

higher task, team, and status satisfaction than did female employees. The sex difference was

not attributable to differences in work values. Placing higher values on the task and team

dimensions and a lower value on the reward dimension seemed to lead to greater job

satisfaction.


THEORY AND RESEARCH ON JOB SATISFACTION and work values have

been focused on cases in the Western world and have not addressed issues in

other societies and ethnic groups ( Tuch & Martin, 1991). More research is necessary to

elucidate relationships among gender, job level, work values, and job satisfaction in non-

Western societies such as Taiwan because of the paucity of published studies of gender and

work among Chinese people (Chia, Allred, &

Jerzak, 1997; Hui & Tan, 1996). Such research is of interest because the socio-

cultural context of Taiwan is sharply different from that of Western countries and

therefore furnishes a crucial test for sex differences in dimensions of job satisfaction and work

values, with regard to task (intrinsic reward), team (social reward), reward (tangible reward), and

status (promotion) dimensions, and job level, which appear to be important factors of job

satisfaction identified by studies in the West.

Job Satisfaction and Intent to Leave

CHAN M. HELLMAN

Tulsa Community College

ABSTRACT .

In this study, meta-analytic procedures were applied to determine the generalizability of the

relationship between job satisfaction and intent to leave. The results were consistent with the

hypotheses: The relationship between job satisfaction and intent to leave was significantly

different from zero and consistently negative. Furthermore, across levels of job satisfaction,

employees from a large U.S. federal agency were less likely than employees within the private

sector to leave the organization. Subsequent analyses on the federal agency studies showed

that career stage indicators (age and tenure) moderated the relationship between job

satisfaction and intent to leave.


THE VOLUNTARY TURNOVER of desirable employees is generally considered detrimental to

the organization, both in replacement costs and work disruption. In an effort to promote clarity,

theorists have sought to explain factors that predict turnover. Fishbein and his colleagues

(Fishbein, 1967; Fishbein & Ajzen,1975) argued that behavioral intention is the primary

antecedent to actual behavior. A review of studies conducted primarily in the United States

indicated that Intent to leave an organization has gained much empirical and theoretical support

as an important predictor of actual turnover (Kraut, 1975; Mobley, Horner, & Hollingsworth,

1978; Prestholdt, Lane, & Mathews, 1987; Steel & Ovalle, 1984; Tett & Meyer, 1993).Steel and

Ovalle (1984), using meta-analytic methods, compared the relationships of job satisfaction,

organizational commitment, and turnover intentions with actual turnover.

Life and Job Satisfaction:

A Two-Wave Panel Study

DUNCAN CRAMER

Department of Social Sciences

Loughborough University

ABSTRACT –

A time-related relationship between job and life satisfaction over 13 months was examined in

299 professional employees of a British engineering company, using cross-lagged panel

correlation and latent variable LISREL analysis. Although the cross-lagged correlations were

significantly positive, the difference between them was not significant, implying a spurious or

reciprocal relationship between the two variables. The cross-lagged path coefficients in the

LISREL models were not significantly positive, suggesting that the relationship between these

two variables was spurious and due to error variance. Test-retest coefficients for both variables

were moderately positive, showing that the relative ranking of individuals on these variables was

fairly stable.


Job Satisfaction Differences Between Military and Ex-Military

Personnel: The Role of Demographic and Organizational Variables

FIONA ALPASS

Department of Nursing and Midwifery

Massey University

Palmerston North, New Zealand

Nigel Long, Kerry Chamberlain, and Carol MacDonald

Department of Psychology

Massey University

Palmerston North, New Zealand

This study examines differences in job satisfaction between military and ex-military Personnel

and examines the contribution of demographic, dispositional, and organizational variables to

those differences. Analysis of data from 571 current New Zealand Army personnel and 171 ex-

Army personnel found that Army personnel rated significantly lower than the latter on overall job

satisfaction and on 7 of 15 job satisfaction facets. For both groups, high leader support, low job

conflict and pressure, and high challenge, autonomy, and job importance were related to high

levels of job satisfaction. For Army personnel, low levels of negative affect (a propensity to have

a negative outlook on life in general), shorter tenure, and low centralization and formalization

also contributed to higher levels of job satisfaction. For ex-Army personnel, income contributed

to higher levels of job satisfaction. There were a number of significant differences, however,

between Army and ex-Army groups on job satisfaction predictors. These results suggest that

differences in job satisfaction between the two groups may be due to (a) different variables that

contribute to job.


Satisfaction Of Accomplishment

Book Review by HONNASIRI

Author: SUNIL NORONHA

A high point of possible achievement- is there one or can we reach as high as we choose to?

We can always aim for and reach higher if we have what it takes. The higher we want to reach,

the greater the price is to pay. If we don’t, that accomplishment-though it will be credited to us-

would only cripple us preventing us from enjoying it. The whole effort then becomes nullified

(with the pain it causes) making it a pointless achievement because at the end of it we are too

weakened to actually sit back and enjoy it.

We seem to have the perception that by limiting ourselves, saying that we’ve done enough, we

don’t allow ourselves to reach our heights. We tell ourselves that there’s never enough to be

done and that we have done that and whatever else is there to do beyond that is a matter of

pride.

Why is it that we try to achieve anything at all in the first place? We’ve all got a desire to achieve

something, maybe that is our purpose. An achievement that we value satisfies us, it puts our

souls at peace. When you do accomplish such a feat, if you allow yourself to enjoy it after, you’ll

find yourself not wanting more because the urge of your soul to achieve it has been satisfied. If

the achievement is not something you value, you’ll look for that achievement which you value in

other achievements till you find it. We hide this search for satisfaction of accomplishment with

our efforts to achieve better and better, more and more, higher and higher which are of no avail.

Instead of wasting our time and energy this way, we should figure out what we really want and

then let that put our souls at peace by first achieving it and then allowing ourselves to enjoy it.

Till that peace keeps our souls at rest, there is no need to achieve anything more. We can relax

in that satisfaction that that accomplishment gives us until we run out of it again.

Let us learn to enjoy a job well done. The result of a job done voluntarily is satisfaction of the

soul because of the joy and happiness that it brings to the soul. It has its own sacrifice and

suffering but they are enjoyable because we know what they will result in.

“If you want to love what you do, do only what you love to. It disallows inadequacy”

http://www.shvoong.com/tags/satisfaction/

http://www.shvoong.com/tags/peace/

http://www.shvoong.com/tags/souls/

http://www.shvoong.com/tags/value/

http://www.shvoong.com/tags/achieve/

http://www.shvoong.com/tags/higher/

http://www.shvoong.com/tags/reach/


Satisfaction and Employee Turnover

Book Summary by: AcaDemon

Published: November 12, 2006

When employees identify with organizational goals, they are less likely to leave the organization

to work for another. This paper explains that, in order for firms to survive in a global economy,

they need to design effective human resource management (HRM) practices that encourage the

retention of high-performing employees, particularly among skilled employees. It shows how

past research has linked various human resource management practices to employee turnover.

This paper assesses which HRM practices have the greatest impact on employee satisfaction

and have the potential to reduce employee turnover.

Workers in Internal EAP Settings

Book Summary by: AcaDemon

Published: November 12, 2006

This study attempts to determine the relationship between work autonomy and job satisfaction

of EAP social workers in internal employee assistance program settings by looking at a number

of work related factors. To begin with, the paper considers the extent of the relationship, if any,

between work autonomy and job satisfaction among social workers. It then looks at the nature

of job satisfaction from a social Worker's perspective as well as how employee assistance

programs can assist social work managers in improving social worker job satisfaction.

http://www.shvoong.com/tags/worker/

http://www.shvoong.com/tags/assistance/

http://www.shvoong.com/tags/workers/

http://www.shvoong.com/tags/social/


http://www.shvoong.com/tags/autonomy/

http://www.shvoong.com/tags/study/

http://www.shvoong.com/tags/turnover/

http://www.shvoong.com/tags/employee/

http://www.shvoong.com/tags/retention/

http://www.shvoong.com/tags/management/

http://www.shvoong.com/tags/resource/

http://www.shvoong.com/tags/human/

http://www.shvoong.com/tags/paper/


Managers Can Create Satisfied Employees

Book Review by: Adnan

Author: Anonymous

Published: February 15, 2006

MANAGERS CAN CREATE SATISFIED EMPLOYEES: A review of the evidence has identified

four factors conducive to high levels of employee job satisfaction; mentally challenging work,

equitable rewards, supportive working conditions, and supportive colleagues. Importantly, each

of these factors is controllable by management.

SOME OTHER IMPORTANT REVIEWS ARE AS FOLLOWS:

Venzelest (1951) sociometric rating of inter-personnel desirability and satisfaction questionnaire

response was obtained on the group of carpenters. A factor, analysis of the data available

yielded two factors named general satisfaction and favorable attitude towards company worker

popularity and correlated or attitude towards income showed little correlation with other

variables probably due to the inflexibility or pay rate on these jobs.

Konungo (1952) suggested that investigation of organizational phenomenon such as

productivities satisfaction and involvement of workers in their requirement of some theoretical or

rational formulation.

Strong (1955) found a positive and significant vocational interests and satisfaction. But the

relationship was not varying high. Most probably because measurement of interest kinds to

concern itself with defining satisfaction is rent in jobs itself. Where as all jobs do not possess

such sources of stimulation nor is everyone motivated to find more as and in itself.

http://www.shvoong.com/tags/supportive/


http://www.shvoong.com/tags/employees/


Strangers (1958) in a study, significant difference in job satisfaction were obtained between

workers in a communist union, in a non communist union and are a controlled group. The

interpretation of data that persons keenly dissatisfied with their jobs which develop aggressive

tensions and are attracted to doctrines and group, which after cutlets for aggression.

Butler (1959) conducted a questionnaire and interview study of 27 factory foremen factors

studied included their votes as supervisors or subordinates security pay and protects the useful

of the concept of “Job satisfaction” in a study is questioned. The active personal sense of being

fully response for a defined work over a strong motivating force with most foremen.

Hop Pock (1960) job satisfaction scored 23 employed adult was followed up there appears to a

positive relationship between job satisfaction and age. The adults who changed job showed the

greatest increases in the job satisfaction.

Grahm (1966) through proper supervisory and organizational practices, much can be done to

motivate can individual towards greater productivity while allowing him to fulfill his psychological

needs.

Rother (1968) analyzed the attitude of various employees towards job and company date from

two independent studies of job satisfaction is analyzed in terms of herberg’s two factor theory.

Nasain (1973) investigations revealed that the drilling of not while accomplishment and lack of

consistency in management policies where the contributing factors in their satisfaction.

Rajappa (1978) has high listed the importance of working environment in the analysis of work

motivation satisfaction.

Sharma (1983) has also emphasized the importance of organizational climate in employee work

motivation and job satisfaction.


CHAPTER 3NEED FOR THE STUDY, SCOPE OF THE STUDY, OBJECTIVES

OF THE STUDY, RESEARCH METHODOLOGY


NEED FOR THE STUDY

It is important for the organization to know the feelings of its employee towards

their job so as to supervise them well in tone with the organizational objectives. It is also

important to motivate the employees towards the organizational objectives.

To find out the feeling of the employees towards their job.

To develop possible solution to keep the employees satisfied in their job.

To find out whether or not the employees are provided with sufficient pay and

better working condition.

To find out the level of source of job satisfaction in the organization.

To keep the employee satisfied in their job.


SCOPE OF THE STUDY

The study was conducted for the employee of Hindustan Unilever Limited of all

levels to find out the level of employee satisfaction. It may not apply to other similar

organizational tools and strategies differ from one another. Introducing with various

department backed by the questionnaires was the main source of qualitative data.

Primary data was collected by issuing questionnaires to the employees and information

was also collected by personally interacting with the employees. The study covers the

tools to indicate the level of satisfaction from their job they do.

To identify the employee level of satisfied on their job.

This study is helpful to the organization for conduction further research.

It is helpful to identify the employee’s level of satisfaction towards safety and

welfare measures.

This study will be helpful to the organization for identifying the area of job

satisfaction for the employee.

This study helps to take managerial decision as and when necessary by the

organization.


OBJECTIVE OF THE STUDY

Primary Objectives:

To study employee job satisfaction in HINDUSTAN UNILEVER LTD

Secondary objectives:

To know the satisfaction level of employee regarding their salary in various

department.

To find out whether the employee are satisfied with the company’s promotion

policy department.

To analyze the relationship between employee and the superiors.

To know whether the employee are satisfied with their welfare facilities provided

by the organization.

To find out the level of satisfaction regarding training and development program

conducted by the organization.

To collect the opinion from the employee regarding working conditions, climate

and opportunity for involvement of working the organization.


RESEARCH METHODOLOGY

The study on job satisfaction of the employees in Hindustan Unilever Limited. The

research was done whether the employees were satisfied with their job in their

organization.

INTRODUCTION TO RESEARCH METHODOLOGY:

According to Emory C. William “Research means any organized inquiry designed

and carried out to provide information for solving a problem”. Research is a scientific

method that will yield us pertinent results. It would be difficult to comprehend the nature

and content of research without an appreciation of scientific method.

CHARACTERISTICS OF A RESEARCH:

Research is a systematic and critical investigation into a phenomenon.

It is not a mere compilation, but purposive investigation; it aims at describing, interpreting and explaining a phenomenon.

It adopts scientific method.

Research is directed towards findings answers to pertinent questions and solutions to problems.


FIELD OF STUDY:

The researcher has conducted the study among the employees of the various

departments of HINDUSTAN UNILEVER LTD at South Canal Road, Santhome in

Chennai.

SOURCE OF DATA:

Primary Data

The primary data will be collected by using questionnaire and personal

interviews.

Secondary Data:

The Secondary data used when an investigator was the data, which has already

collected by others. The secondary data is obtained through official record and register

of the organization.

Research Design:

The study is carries out by using descriptive research. The descriptive research

is concerned with describing the characteristics of a particular individual as of a group.

Pilot study:

Pilot survey was conducted among a few from various designations to know

about the validity and reliability of the questionnaire. After analyzing and taking into

consideration the suggestions received from the external guide draft questionnaire was

prepared. The pilot survey also enabled the researcher to visualize the time it would

take to administer the questionnaire.


Universe:

The present research study includes all the employees of various department of

HINDUSTAN UNILEVER LTD - total strength 600.

Sampling:

A sample of 30 employees out of 600 drawn from various departments was

selected for study by random sampling design. Under this sample design, every item of

the universe has an equal chance of inclusion is the sample.

Data collection:

The questionnaire was personally handed over to various departments

requesting them to get the questionnaire filled up duly by the employees of the

respective departments and dispatch the same back to the researcher.

The researcher assured them that this study is purely for academic purpose and

the details will be kept confidential.


Tools of data collection:

The questionnaire was prepared to study the employee retention among the

employees HINDUSTAN UNILEVER LIMITED.The questionnaire was prepared on the

following dimensions.

1. Personal data such as qualification, age, sex, salary, experience, grade.

2. Feeling about the job.

3. Relationship with subordinates.

4. Satisfaction with salary.

5. Satisfaction with company’s work culture.

6. Satisfaction Towards The Fringe Benefits

7. Job security.

8. Treatment by superior

9. Policies for Your Career Development

10. Overall job satisfaction.

STATISTICAL DATA ANALYSIS:

The data collected were carefully analyzed and processed. The above mentioned

scores were allotted to the responses in such a way that a response in such a way that

a response indicative of the most favorable attitude is given the highest score and that

with the most unfavorable attitude is given the lowest score.

The statistical tools applied by the researcher for the analysis of data are

percentage table, pie-chart, bar graphs, and histograms to draw meaningful inferences.


LIMITATION OF THE STUDY:

Some of the employees are having fear to fill up the questionnaire. So, all the

data cannot be correct.

Job satisfaction is wide area. In that the researcher, cannot cover all the area.

There may be error due to the bias of the employees.

The sample size at the study was limited to 30, not in entire employees of the

employees.

The time duration for collecting data was too short.

Some of the employees did not respond and return back the questioners issued

to them.

Busy working schedule of the employees.

Particular time slot was given by the management to meet the employees, which

was inconvenient for the researcher.


CHAPTER 4DATA ANALYSIS AND INTERPRETATION


Table1

AGE GROUP OF RESPONDENTS

RESPONDENTS AGE COMPOSITION PERCENTAGE

Below -25years 8 26.6

26-35 years 16 53.3

36-45 years 3 10

46-55years 2 6.6

Above 55 years 1 3.3

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clear that 26.6% of the respondents are in the age

group of Below-25 years, 53.3% of the respondents are in the age group of 25-35 years,

10% of the respondents are in the age group of 36-45 years, 6.6% of the respondents

are in the age group of 46-55 years and 3.3% of the respondents are in the age group

of Above 55 years.



Table 2

GENDER OF THE RESPONDENTS

GENDER COMPOSITION PERCENTAGE

MALE 19 63

FEMALE 11 37

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clear that 63% of respondents belong to male gender where

as 37% belongs to female gender.


FIGURE 2

32%

18%

50%

GENDER

MALE

FEMALE

TOTAL


Table 3

RESPONDENTS EDUCATIONAL QUALIFICATION

QUALIFICATION COMPOSITION PERCENTAGE

TECHNICAL 4 13

GRADUATE 12 40

POSTGRADUATE 13 44

DIPLOMA NIL 0

OTHERS 1 3

TOTAL 30 100

Source: survey

Interpretation:

From the above table educational qualification it is clear that 13% of the respondents

are technical, 40% of the respondents are graduate, 44% of the respondents are

postgraduate, 3% of the respondents are others and there are no diplomas.


FIGURE 3

QUALI

FICATI

ON

TECHN

ICAL

GRAD

UATE

POSTG

RADU

ATE DIPLOM

A

OTHER

S

TOTAL

0

20

40

60

80

100

Series10 4

12 130 1

30

013

40 44

0 3

100QUALIFICATION

Series1Series2

NO. OF RESPONDENTS

PERCEN

TAGE


Table 4

RESPONDENTS WORK EXPERIENCE

RESPONDENTS EXPERIENCE

COMPOSITION PERCENTAGE

0-5years 14 46

6-10years 12 40

11-15years 3 10

Above 15years 1 4

TOTAL 30 100

Source: survey

Interpretation:

It is inferred from the table-4 that 46% of the respondents have between 0 – 5 years of

experience, 40% of the respondents have between 6-10 years of experience, 10% of

the respondents have between 11-15 years of experience and 4% of the respondents

have above 15 years of experience.


FIGURE 4


Table 5

RESPONDENTS GROSS SALARY

SALARY COMPOSITION PERCENTAGE

RS.5000-RS10,000 1 3

RS.11000-RS20,000 12 40

RS.21000-RS25,000 8 27

Above RS.25,000 9 30

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clear that 3% of the respondent’s salary is between Rs.5000-

Rs.10000, 40% of the respondent’s salary is between Rs.11000-.20000, 27% of the

respondent’s salary is between Rs.21000-Rs.25000 and 30% of the respondent’s salary

is above Rs.25000.


FIGURE 5

ATTITUDE

RS.5000-RS10,000

RS.11000-RS20,000

RS.21000-RS25,000

Above RS.25,000

TOTAL

0 20 40 60 80 100 120

GROSS SALARY

PERCENTAGERESPONDENTS OPINION


Table 6

MARITAL STATUS OF THE RESPONDENTS

MARITAL STATUS COMPOSITION PERCENTAGE

MARRIED 12 40

SINGLE 18 60

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clear that 40% of the respondents are married whereas 60%

of the respondents are single.


FIGURE 6

20%

30%

50%

20%

30%

50%

MATRIAL STATUS

PERCENTAGE

40

60

100


Table 7

OPINION OF JOB SECURITY BY RESPONDENTS

RESPONDENT’S OPINION


Highly Satisfied 12 40

Satisfied 10 34

Neutral 7 23

Dissatisfied 1 3

Highly Dissatisfied NIL 0

TOTAL 30 100

Source: survey

Interpretation:

It is evident from the table that 40% of the workers are highly satisfied with the job

security provided by the organization, 34% of the workers are satisfied with the job

security provided, 23% of the workers are neutral with the job security provided, 3% of

the workers are dissatisfied with the job security provided, and it is found that there is no

workers highly dissatisfied with the security provide by the organization.


FIGURE 7

COMPOS...

Highly Sati...

Satisfied

Neutral

Dissatisfied

Highly Dissa

... TOTAL

0

10

20

30

40

50

60

70

80

90

100

Series1Series2

JOB SECURITY

S...

RESPONDENTS OPINION

PERC

ENTA

GE


Table 8

TREATMENTS BY THE SUPERIORS



Good 26 86

Fair 2 7

Poor 2 7

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that nearly 86% of the respondents are said good about the

treatment of the superiors, 7% of the respondents are said fair about the treatments of

the superiors and same 7% of the respondents are said poor about the treatment of the

superiors.


FIGURE 8

COMPOSITION Good Fair Poor TOTAL0

20

40

60

80

100

120

26

2 2

30

86

7 7

100

TREATMENT BY SUPERIOR

Series2Series1

RESPONDENTS OPINION

PERCEN

TAGE


Table 9

RESPONDENCES SATISFACTION WITH COMPANY’S WORK CULTURE



Highly Satisfied18

60

Satisfied 11 37

Dissatisfied 1 3

TOTAL 30 100

Source: survey

Interpretation:

It is evident from the above table that 60% of the respondents are highly satisfied with

the company’s work culture, 37% of the respondents are satisfied with the company’s

work culture and 3% of the respondents are dissatisfied with the company’s work

culture.


FIGURE 9

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

#REF!

00.10.20.30.40.50.60.70.80.9

1

0 0 0 0

COMPANY'S WORK CULTURE

#REF!

RESPONDENTS OPINION

PERC

ENTA

GE


Table 10

EXTENT OF SATISFACTION TOWARDS THE FRINGE BENEFITS



Excellent 15 50

Very good 6 20

Good 8 27

Fair NIL 0

Poor 1 3

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that nearly 50% of the respondents are feeling excellent

towards the fringe benefits, 20% of the respondents are feels very good towards the

fringe benefits, 27% of the respondents are feels good towards the fringe benefits, no

respondents feels fair towards the fringe benefits and 3% of the respondents feel poor

towards the fringe benefits.


FIGURE 10

COMPOSITION

Excellent

Very good

Good

Fair

Poor

TOTAL

0 10 20 30 40 50 60 70 80 90 1000

15

6

8

0

1

30

0

50

20

27

0

3

100

FRINGE BENEFITS

Series2Series1

PERCENTAGE

RESP

ONDE

NTS O

PINIO

N


Table 11

ORGANIZATIONAL POLICIES FOR YOUR CAREER DEVELOPMENT



Excellent 16 54

Good 10 33

Fair 3 10

Poor 1 3

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that nearly 54% of the respondents are feeling excellent about

organizational policies for your career development, 33% of the respondents are feeling

good about organizational policies for your career development, 10% of the

respondents are feel fair about organizational policies for your career development and

3% of the respondents are feeling poor about organizational policies for your career

development.


FIGURE 11

54

33

103

100

DEVELOPMENT CAREER

COMPOSITION

Excellent

Good

Fair

Poor

TOTAL


Table 12

LEVEL OF COMMUNICATION WITH THE SUPERIOR



Good 18 60

Better 10 33

Best 2 7

TOTAL 30 100

Source: survey

Interpretation:

It is evident from the above table that 60% of the respondents say that they have good

level of communication of the superiors, 33% of the respondents says that they have

better level of communication of the superiors and 7% of the respondents say that they

have best level of communication of the superiors.


FIGURE 12

COMPOSITION Good Better Best TOTAL0

102030405060708090

100

Series10

1810

2

30

0

60

33

7

100COMMUNICATION LEVEL

Series1Series2

RESPONDENTS OPINION

PERCEN

TAGE


Table 13

OPPORTUNITIES IN THE ORGANIZATIONAL FOR UTILIZING YOUR ABILITIES



Excellent 15 50

Very good 8 27

Good 6 20

Poor 1 3

TOTAL 30 100

Source: survey

Interpretation:


opportunities in the organization for utilizing the abilities, 27% of the respondents are

feeling very good about opportunities in the organization for utilizing the abilities, 20% of

the respondents are feeling good about the opportunities in the organization for utilizing

the abilities and 3% of the respondents are feeling poor about opportunities in the

organization for utilizing the abilities.


FIGURE 13

COMPOSITION Excellent Very good Good Poor TOTAL0

10

20

30

40

50

60

70

80

90

100

0

158 6

1

30

0

50

2720

100OPPORTUNITY IN ORGANISATION

Series1Series2

RESPONDENTS OPINION

PERCEN

TAGE


Table 14

SATISFISFACTION TOWARDS WORKING CONDITION AND FACILITIES



Highly satisfied 16 53

Satisfied 7 23

Moderately satisfied 5 17

Dissatisfied 2 7

TOTAL 30 100

Source: survey

Interpretation:

It is evident from the table that 53% of the workers are highly satisfied towards working

condition and facilities, 23% of the workers are satisfied towards working condition and

facilities, 17% of the workers are moderately satisfied towards working condition and

facilities and 7% of the workers are highly dis-satisfied towards working condition and

facilities.


FIGURE 14

0

2

4

6

8

10

12

WORKING CONDITION AND FACILITIES

Series2Series1

RESPONDENTS OPINION

PERCEN

TAGE


Table 15

SATISFISFACTION TOWARDS THE TRAINING AND DEVELOPMENT PROGRAMME



Fully 17 57

Substantially 6 20

Partially 4 13

Fairly 3 10

TOTAL 30 100

Source: survey

Interpretation:

It reveals from the table that 57% of the respondents say that they fully satisfied towards

the training and development programme, 20% of the respondents say that they

substantially satisfied towards the training and development programme, 13% of the

respondents say that they partially satisfied towards the training and development

programme, 10% of the respondents say that they fairly satisfied towards the training

and development programme.


FIGURE 15

0

0

0

0

0

0

0

0

0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1

TRAINING AND DEVELOPMENT

#REF!#REF!

PERCENTAGE


Table 16

SATISFISFACTION TOWARDS THE PROMOTIONAL POLICIES IN THE ORGANIZATION



Fully 11 37

Substantially 9 30

Partially 6 20

Fairly 4 13

TOTAL 30 100

Source: survey

Interpretation:

It reveals from the table that 37% of the respondents say that they fully satisfied towards

the promotion policies in the organization, 30% of the respondents say that they

substantially satisfied towards the promotion policies in the organization, 20% of the

respondents say that they partially satisfied towards the promotion policies in the

organization and 13% of the respondents say that they fairly satisfied towards the

promotion policies in the organization.


FIGURE 16

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0

0.2

0.4

0.6

0.8

1

#REF!

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PROMOTIONAL POLICIES

#REF!#REF!


PERCEN

TAGE


Table 17

RESPONDENTS OPINION ABOUT THE LEVEL OF RESPONSIBILITIES IN THE ORGANIZATION



Very High 10 33

High 10 33

Moderate 4 14

Not So 5 17

Not at all 1 3

TOTAL 30 100

Source: survey

Interpretation:

It is seen from the above table that 33% of the respondents feel very high opinion about

the employee’s responsibilities in the organization, same 33% of the respondents feel a

high opinion about the employee’s responsibilities in the organization, 14% of the

respondents feel moderate whereas 17% of the respondents feel not so about the

employee’s responsibilities in the organization, 3% of the respondents feels not at all

the employee’s responsibilities in the organization.


FIGURE 17

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

LEVEL OF RESPONSIBILITY

#REF!#REF!


PERCEN

TAGE


Table 18

OPINION ABOUT GRIEVANCES SOLVED BY THE COMPANY



Excellent 12 40

Very good 10 33

Good 2 7

Fair 4 13

Poor 2 7

TOTAL 30 100

Source: survey

Interpretation:


grievances solved by the company whereas 33% of the respondents are feeling very

good, 7 % of the respondents are feeling good about grievances solved by the company

and 13% of the respondents are feeling fair whereas 7% of the respondents are feeling

poor about grievances solved by the company.


FIGURE 18

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

OPINION ABOUT GRIEVANCE

RESPONDENTS OPINION

PERC

ENTA

GE


Table 19

OPINION TOWARDS THE POSITIVE ENCOURAGEMENT OF SUPERIORS



Never 13 43

To Some Extent 5 17

Not Always 8 27

Always 4 13

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that nearly 43% of the employees feel never towards the

positive encouragement of superiors, 17% of the employees feel to some extent

towards the positive encouragement of superiors whereas 27% of the employees feel

not always towards the positive encouragement of superiors and just 13% of the

employees feel always towards the positive encouragement of superiors.


FIGURE 19

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 00

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0.9

1

0 0 0 0 00 0 0 0 0

POSITIVE ENCOURGEMENT OF SUPERIORS

#REF!#REF!

PERC

ENTA

GE


Table 20

OPINION TOWARDS THE APPRAISAL PROCESS IN ORGANIZATION



Fully 11 36

Substantially 9 30

Partially 5 17

Fairly 5 17

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clear that nearly 36% of the respondents are fully satisfied

towards the appraisal process in organization whereas 30% of the respondents are

substantially satisfied towards the appraisal process in organization, 17% of the

respondents are partially satisfied and same 17% of the respondents are fairly satisfied

towards the appraisal process in organization.


FIGURE 20


Fully

Substantially Partially Fairl

yTOTAL

0102030405060708090

100

3630

17 17

100

11 9 5 5

30

APPRAISAL PROCESS

NO.OF RESPONDENTSPERCENTAGE


Table 21

RESPONDENTS OPINION TOWARDS TIME MANAGEMENT



Always 16 54

Sometimes 7 23

Never 7 23

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that nearly 54% of the respondents are always satisfied

towards time management, 23% of the respondents are sometimes satisfied towards

the time management and same 23% of the respondents are never satisfied towards

the time management.


FIGURE 21

16

7

7

30

TIME MANAGEMENT

RESPONDENT’S OPINIONAlwaysSometimesNeverTOTAL


Table 22

REASONS TO STAY AT YOUR JOB



Interesting work 6 20

Benefits 8 27

Enjoy my coworkers 2 7

Challenging job assignments

27

Location is convenient 0 0

Good boss 1 3

Perks (cars, club membership, etc)

413

Feel appreciated for what I do

00

Career opportunities 4 13

No time to look for new job

3 10

TOTAL 30 100

Source: survey


Interpretation:

The above table shows that the reason to stay at job is interesting work by 20% of

respondents, benefits by 27% of respondents, enjoy my coworkers by 7% of

respondents, challenging job assignment by 7% of respondents, good boss by 3% of

respondents, perks by 13% of respondents, career opportunities by 13% of

respondents, no time to look for new job by 10% of respondents.


FIGURE 22

RESPONDENT’S OPINIONInteresting work

Benefits

Enjoy my coworkers

Challenging job assignments

Location is convenient

Good boss

Perks (cars, club membership, etc)

Feel appreciated for what I do

Career opportunities


TOTAL

0 10 20 30 40 50 60 70 80 90 100

REASON TO STAY AT JOB



Table 23

PRIMARY REASONS FOR LEAVING THE PRESENT JOB

RESPONDENT’S OPINION COMPOSITION PERCENTAGE

Career advancement 6 20

Challenging and interesting work 4 13

Better managers/better managed place to work

00

Work / life balance 2 7

Low morale 0 0

Location / commute 0 0

Education and development opportunities 5 17

Unfair treatment 1 3

Job security 0 0

Salary 12 40

TOTAL 30 100

Source: survey


Interpretation:

The above table shows the reason to leave the present job is Career advancement by

20% 0f respondents, challenging and interesting work by 13% of respondents, work/life

balance by 7% of respondents, education and development opportunities by 17% of

respondents, unfair treatment by 3% of respondents and salary by 40% of respondents.


FIGURE 23

RESPONDENT’S OPINIONCareer advancement

Challenging and interesting work

Better managers/better managed place to work

Work / life balance

Low morale

Location / commute

Education and development opportunities

Unfair treatment

Job security

Salary

TOTAL

0 20 40 60 80 100

REASON FOR LEAVING JOB



Table 24

OPINION OF RESPONDENTS TO REFER FRIENDS AND RELATIVES TO JOIN THIS ORGANIZATION



Yes 23 77

No 7 23

TOTAL 30 100

Source: survey

Interpretation:

The above table reveals that 77% of respondents said yes to refer their friends and

relatives to join this organization whereas 23% of the respondents said no to refer their

friends and relatives to join this organization.


FIGURE 24

23

7

30

OPINION TO REFER FRIENDS AND RELATIVES

RESPONDENT’S OPINIONYesNoTOTAL


Table 25

OVERALL SATISFACTION OF EMPLOYEE IN ORGANIZATION



Very high 10 33

High 11 37

Moderate 4 13

Not so 3 10

Not at all 2 7

TOTAL 30 100

Source: survey

Interpretation:

From the above table it is clearly shows that 33% of respondents are very high satisfied

with the overall satisfaction of employee in organization, 37% of respondents are highly

satisfied, 13% of the respondents are moderately satisfied, 10% of the respondents are

not so satisfied and other 7% of respondents are not at all satisfied with the overall

satisfaction of employee in organization.


FIGURE 25

ATTITUDE

RS.5000-RS10,000

RS.11000-RS20,000

RS.21000-RS25,000

Above RS.25,000 TOTAL

0

20

40

60

80

100

120

OVERALL SATISFACTION OF EMPLOYEE

RESPONDENTS OPINIONPERCENTAGE


CHAPTER 5FINDINGS, SUGGESTION, CONCLUSION


FINDINGS

1. It is found that 53.3% of the respondents are in the age group of 25-35 years.

2. It is found that 63% of the respondents are male gender.

3. It is found that 44% of the respondents are postgraduate.

4. It is found that 46% of the respondents have between 0 – 5 years of experience.

5. It is found that 40% of the respondent’s salary is between Rs.11000-.Rs.20000.

6. It is found that 60% of the respondents are single.

7. It is found that 40% of the workers are highly satisfied with the job security

provided by the organization.

8. It is found that 86% of the workers are said good about the treatment of the

superiors.

9. It is found that 60% of the workers are highly satisfied with the company’s work

culture.

10. It is found that 50% of the respondents are feeling excellent towards the fringe

benefits.

11. It is found that 54% of the respondents are feeling excellent about organizational

policies for your career development.

12. It is found that 60% of the respondents say that they have good level of

communication of the superiors.

13. It is found that 50% of the respondents are feeling excellent about opportunities

in the organization for utilizing the abilities.

14. It is found that 53% of the workers are highly satisfied towards working condition

and facilities.


15. It is found that 57% of the respondents say that they fully satisfied towards the

training and development programme.

16. It is found that 37% of the respondents say that they fully satisfied towards the

promotion policies in the organization.

17. It is found that 33% of the respondents feel very high opinion about the

employee’s responsibilities in the organization.

18. It is found that 40% of the respondents are feeling excellent about grievances

solved by the company.

19. It is found that 43% of the employees feel never towards the positive

encouragement of superiors.

20. It is found that 36% of the respondents are fully satisfied towards the appraisal

process in organization.

21. It is found that 54% of the respondents are always satisfied towards time

management.

22. It is found that the reason to stay at job in benefit by 27% of respondents.

23. It is found that the reason to leave the present job is salary by 40% of

respondents.

24. It is found that 77% of respondents said yes to refer their friends and relatives to

join this organization.

25. It is found that 37% of respondents are highly satisfied with the overall

satisfaction of employee in organization.


RECOMMENDATIONS

The followings are the recommendations provided by researcher based on the findings of the study:

1. The company can improve the salary and the perks offered to the employees.

2. The company can improve the working condition and facilities.

3. The company can improve the training and development programme.

4. The company can improve the promotional policies in the organization.

5. The company can take more steps to solve the grievances.

6. Superiors can give more positive encouragement to their subordinates.

7. The company can improve the appraisal process in organization.

8. The company can improve the allowance provided to the employees.


CONCLUSION

In the study the area causing dissatisfaction has been identified and some

suitable measures recommended, if following this content can be removed so as to

enhance employee’s dissatisfaction.

As far as the researcher has studied, this is a general positive note about the

employee’s job satisfaction on HINDUSTAN UNILEVER LIMITED.

These have great relevance to the society and the management, when a worker

is fully satisfied the mental pressure becomes less and he will be contributing to the

organization and the nation. It also leads to a pleasant relationship with the family

members.


CHAPTER 6BIBLIOGRAPHY, QUESTIONAIRE


BIBLIOGRAPHY

BRIEF, ARTHUR P. (1998). Attitudes in and Around Organizations. Thousand Oaks, CA: Sage.

CRANNY, C. J., SMITH, P. C., AND STONE, E. F. (1992). Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance. New York: Lexington Books.

HERZBERG, FREDERICK. (1968). "One More Time: How Do You Motivate Employees?" Harvard Business Review 46 (January):53-62.

HERZBERG, F., MAUSNER, B., PETERSON, R. O., AND CAPWELL, D. F. (1957). Job Attitudes: Review of Research and Opinion. Pittsburgh: Psychological Service of Pittsburgh.

MASLOW, ABRAHAM. H. (1943). "A Theory of Human Motivation." Psychological Review 50:370-396.

ASWATHAPPA K. Human Resource and personal management

KOTHARI C.P., Research Methodology Method & Techniques.

V.S.P.RAO, Human Resouces Management, 2004

WEBSITES:

WWW.i-gate.com

WWW.google.com

WWW.yahoo.com

http://WWW.yahoo.com/

http://WWW.google.com/

http://WWW.i-gate.com/


QUESTIONNER

A STUDY ON EMPLOYEES JOB SATISFACTION IN AN ORGANISATION:

(A) PERSONAL PROFILE

1) Name of the employee

2) Sex: a) male b) female

3) Education Qualification:

a) Technical b) Graduate c) Post graduate

d) Diploma e) Other specify_____________

4) You belong to the age group of:

a) Below 25 years b) 26-35years c) 36-44years

D) 45-55years e) Above 55years

5) Your work experience (in years)

a) Below 5years b) 6-10 years c) 11-15 years

d) Above 15 years

6) How much is your gross salary per month?

a) Rs.5000-10000 b) Rs. 11000- 15000

c) Rs. 16000 - 20000 d) Rs. Above 250000

7) Martial status: a) Married b) Unmarried

8) Your opinion about the job security provided by the organization.

a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

9) Treatment by superiors. a) Good b) Fair c) Poor


10) Are you satisfied with the work culture in the company?

a) Highly satisfied b) Dissatisfied c) Satisfied

11) What is the extent of your satisfaction toward the company’s fringe benefits?

a) Excellent b) Very good c) Good d) Fair e) Poor

!2) Organizational policies for your career development

a) Excellent b) Good c) Average d) Poor

13) Level of communication with the superior

a) Good b) Better c) Best

14) Opportunities in the organizational for utilizing your abilities

a) Excellent b) Very good c) Good d) Poor

15) Are you satisfied with the working condition and the facilities provided to you?

a) Highly satisfied b) Satisfied c) Moderately satisfied d) Dissatisfied e) Highly dissatisfied

16 ) Are you satisfied with the training and development programme provided by the company?

a) Fully b) Substantially c) Partially d) Fairly

17) Are you satisfied with promotional policies of your organization?


18) Are you satisfied with the level of your responsibilities of your job?

a) Very high b) High c) Moderate d) not so e) not at all

19) Your satisfaction level as regards solving your grievances?

a) Excellent b) Very good c) Good d) Fair e) Poor.

20) Are you positively encouraged by superiors in all areas of delivery?

a) Never b) to some extent c) Not always d) Always


21) Is your appraisal process in tune with your expectations?


22) Regarding time management, do you receive sufficient time to deliver assignments, or do

you have to put in extra hours?

a) Always b) sometimes c) Never

23) What are the reasons you STAY at your present job? (Select all that apply)

Salary Good boss

Interesting work Perks (car, club

membership, etc)

Benefits Feel appreciated for what I

do

Enjoy my

coworkers

Education and development

Challenging job

assignments


Location is

convenient

Career opportunities


24) What are the primary reasons you would LEAVE your present employer for another? (Select

all that apply)

Salary Low morale

Career advancement Location/commute

Challenging and interesting

work

Education and development

opportunities

Better managers/better

managed place to work

Unfair treatment

Work/life balance Job security

25) Would you like to refer your friends and relatives to join this company?

a) Yes b) No.

26) Overall how satisfied are you as an employee with the company?

a) Very high b) High c) Moderate d) not so e) not at all

Documents

Chapter 1 Introduction