Summer Training Project Report

Submitted in partial fulfillment of the

requirement for the award of

MASTER OF BUSINESS ADMINISTRATION (MBA)

In partial fulfillment of the degree of

MASTER OF BUSINESS ADMINISTRATION (MBA)

At

PRANVEER SINGH INSTITUTE OF TECHNOLOGY (KANPUR)

GBTU

LUCKNOW

SUBMITED TO:- SUBMITED BY:-

Mrs. Pallavi Chaturvadi ARUSHA GUPTA

ROLLNO.1116470011

1

JOB SATISFACTION OF EMPLOYEES

AT

RELIANCE GENERAL INSURANCE

PREFACE

It is wonderful opportunity provided by PRANVEER SINGH INSTITUTE OF

TECHNOLOGY (GBTU,LUCKNOW) to interact with the industrial surface during the

academic session of Master of Business Administration (MBA).

I feel very enthusiastic about the compulsory activity provided by academic plot in the form of

PROJECT REPORT. This training has provided an opportunity to understand the theoretical

concept and to see that how these concepts are applicable in practical life. Working with

Reliance General InsuranceReliance General Insurance. was a nice opportunity given to me which made me

understanding the working in a company.

I am fortunate that in this interactive session I got the privileged of working in a company i.e..

Reliance General InsuranceReliance General Insurance

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DECLARATION

I hereby declare that the project report entitled “ A STUDY Of JOB SATISFACTION OF EMPLOYEE” submitted for the Master of Business Administration is my original work and the Project Report has not formed the basis for the award of any degree,diploma,associated,or other similar title.

Date

Place Signature

3

ACKNOWLEDGEMENT

My immense faith in and gratitude to the helping hands continue to grow unabated. The wayMy immense faith in and gratitude to the helping hands continue to grow unabated. The way

they have borne with me is a reason strong enough to extend my heartfelt thanks with immensethey have borne with me is a reason strong enough to extend my heartfelt thanks with immense

regards to them.regards to them.

At first, I deeply express my gratitude to my (HOD) Ms.Neha Awasthi and my faculty

guide Mrs. Pallavi Chaturvedi for giving necessary instruction and guideance on how to

pursue this summer project. I really found your guidance extremely helpful at every step

to the research and in analyzing the various facts and figures.

I am gratified to I am gratified to Mr. Himojyoti Sengupta, HR Manager, Reliance General InsuranceMr. Himojyoti Sengupta, HR Manager, Reliance General Insurance , for, for

bearing confidence in my abilities and giving me an opportunity to pursue this project. Besides, Ibearing confidence in my abilities and giving me an opportunity to pursue this project. Besides, I

am entirely thankful to him for allowing me an access to their internal information sources, soam entirely thankful to him for allowing me an access to their internal information sources, so

that I can carry out the given responsibilities in the best possible way. This project would notthat I can carry out the given responsibilities in the best possible way. This project would not

have been possible without his cooperation. Further I would like to express my thanks to all thehave been possible without his cooperation. Further I would like to express my thanks to all the

employees who have responded so cooperatively towards my questionnaire.employees who have responded so cooperatively towards my questionnaire.

I have tried in to put in the best of my efforts to make the project quite comprehensive,I have tried in to put in the best of my efforts to make the project quite comprehensive,

illustrative and informative.illustrative and informative.

ARUSHA GUPTA ARUSHA GUPTA

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TABLE OF CONTENTS

1. Executive summary……………………………………6-7

2. Objectives of research…………………………………8

3. Company Profile………………………………………10-21

4. Literature Review……………………………………..23-44

5. Methodology…………………………………………46-48

Research Design

Data Collection method

6. Analysis and Data Interpretation……………………50--67

7. Findings ……………………………………………69

8. Suggestion………………………………………… 71

9. Limitation…………………………………………..73

10. Conclusion………………………………………….75

11. Bibliography……………………………………….77-78

12. Annexure…………………………………………..80-83

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EXECUTIVE SUMMARY

Project title Job satisfaction of employees

Duration 4th June to 19thJuly

Place Delhi

Company Reliance General Insurance

Institute Guide Mr.Vikram Katyal

Company Guide Mr. Himojyoti Sengupta

Major Objectives To assess the satisfaction level of

employees in Reliance General

Insurance.

To identify the employee

satisfaction towards the facilities.

To identify the factors which

influence the satisfaction level of

employee.

To identify the factors which

improves the satisfaction level of

employees.

Methodology The study has been conducted on the

basis of sample size of 50 employees.

Survey was undertaken through a set of

questionnaire.

Major Findings 1. Employees are not completely

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satisfied with their job although

their salary is good enough.

2. They often feel overworked.

3. A harmonious relationship exists in

the organization between

employees and management

4. Employees are satisfied with the

present incentive plan of the

company

5. Most of the employees were

satisfied that they are secured

towards their job

Recommendation 1. There should be job rotation and

job enlargement which would

reduce the boredom level of

employees and would keep them

charge to learn and work more.

2. Flexible working hours should be

there and employee engagement

initiatives should be taken.

3. Training at frequent intervals for

creating and maintaining job

interest and satisfaction

.

4. The employees who are dissatisfied

should be motivated and their

grudges should be heard.

OBJECTIVES OF THE STUDY:-

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To assess the satisfaction level of employees in Reliance General Insurance.

To identify the employee satisfaction towards the facilities.

To identify the factors which influence the satisfaction level of employee .

To identify the factors which improves the satisfaction level of employees

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INTRODUCTION OF THE COMPANY:

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MISSION:

1. Create value for all stakeholders

2. Grow through innovation

3. Lead in good governance practices

4. Use sustainability to drive product development and

5. enhance operational efficiencies

6. Ensure energy security of the nation

7. Foster rural prosperity

VISION:

Through sustainable measures, create value for the nation, enhance quality of life across the

entire socio-economic spectrum and help spearhead India as a global leader in the domains

where we operate.

VALUES:

Our growth and success are based on the ten core values of Care, Citizenship, Fairness, Honesty,

Integrity, Purposefulness, Respect, Responsibility, Safety and Trust.

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The Reliance Group, founded by Dhirubhai H. Ambani, is India's largest private sector

enterprise, with businesses in the energy and materials value chain. Group's annual revenues are

in excess of $ 30 billion. The flagship company, Reliance Industries Limited, is a Fortune Global

500 company and is the largest private sector company in India.

Dhirubhai Ambani founded Reliance as a textile company and led its evolution as a global

leader in the materials and energy value chain businesses. It was in 1957 when he returned to

India after a stint with A.Besse & Co., Aden he started yarn trading business from a small

500sq.ft. office in Masjid Bunder, Mumbai. He set up his brand new mill in Naroda, Gujarat. In

1996 Reliance went on to become the biggest textile brand ‘Only Vimal’. In 1977 the Reliance

Textile Industries came with an IPO which was oversubscribed seven times.

Reliance enjoys global leadership in its businesses, being the largest polyester yarn and

fibre producer in the world and among the top five to ten producers in the world in major

petrochemical products. Starting as a small textile company, Reliance has in its journey crossed

several milestones to become a Fortune 500 company in less than 3 decades.

Reliance Industries Limited operates world-class manufacturing facilities across the

country at Allahabad, Barabanki, Dahej, Dhenkanal, Hazira, Hoshiarpur, Jamnagar, Kurkumbh,

Nagothane, Nagpur, Naroda, Patalganga, Silvassa and Vadodara.

The company works under different business segments:

Exploration and Production

Petroleum Refining and Marketing

Petrochemicals

Textiles

Retail

Communication

RELIANCE CAPITAL:-

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Reliance Capital is one of India’s leading and fastest growing private sector financial

services companies, and ranks among the top 3 private sector financial services and banking

companies, in terms of net worth. The company has interests in asset management and

mutual funds, Life and general insurance, private equity and proprietary investments, stock

broking and other activities in financial services.

1. Reliance Capital is a part of Reliance Anil Dhirubhai Ambani Group.

2. Reliance Capital is one of the India’s leading and fastest growing private sector

financial services companies and ranks among the top private sector financial

services and banking companies in terms of net worth.

3. Reliance Capital has interests in asset management and mutual fund, life and

general insurance, private equity and proprietary investments, stock broking and

other activities in financial services.

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Reliance Capital

At Reliance Capital, we believe that you are the force behind the company. And with your

growth will come the drive that can take this company to higher and stronger levels. Creating a

huge wave of satisfaction, not only for our customers and us, but for your career as well.

Our DNA – What we display:-

1. Entrepreneurial Mindset

Building ownership for visionary growth and profitability.

2. Ownership & Commitment

Strongest together, committed to organization’s vision.

3. Speed & Execution

Speed in thought & action to enable state-of-the-art execution of ideas.

4. Integrity

The primary principle that guides our behavior in the organization.

5. Respect & Dignity

Cares for people and values human dignity.

6. Pride & Passion

Emotions that bond us and drive excellence.

RELIANCE COMMUNICATIONS LIMITED

The flagship company of the Reliance – ADA Group, Reliance

Communications Limited, is the realization of our founder’s dream of bringing about a

digital revolution that will provide every Indian with affordable means of communication

and a ready access to information. The company began operations in 1999 and has over

20 million subscribers today. It offers a complete range of integrated telecom services.

These include mobile and fixed line telephony; broadband, national and international

long distance services, data services and a wide range of value added services and

applications aimed at enhancing the productivity of enterprises and individuals.

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RELIANCE ENERGY LIMITED

Reliance Energy Limited, incorporated in 1929, is a fully integrated

utility engaged in the generation, transmission and distribution of electricity. It

ranks among India’s top listed private companies on all major financial

parameters, including assets, sales, profits and market capitalization. It is

India’s foremost private sector utility with aggregate estimated revenues of Rs

9,500 crore (US$ 2.1 billion) and total assets of Rs10,700 crore (US$ 2.4

billion).Reliance Energy Limited distributes more than 21 billion units of

electricity to over 25 million consumers in Mumbai, Delhi, Orissa and Goa,

across an area that spans 1,24,300 sq.kms. It generates 941 MW of electricity,

through its power stations located in Maharashtra, Andhra Pradesh, Kerala,

Karnataka and Goa. The company is currently pursuing several gas, coal,

wind and hydro-based power generation projects in Maharashtra, Uttar

Pradesh, Arunachal Pradesh and Uttaranchal with aggregate capacity of over

12,500 MW. These projects are at various stages of development. Reliance

Energy Limited is vigorously participating in emerging opportunities in the

areas of trading and transmission of power. It is also engaged in a portfolio of

services in the power sector in Engineering, Procurement and Construction

(EPC) through a network of regional offices in India.

RELIANCE HEALTH

In a country where healthcare is fast becoming a booming industry,

Reliance Health is a focused healthcare services company enabling the

provision of solution to Indians, at affordable prices. The company aims at

providing integrated health services that will compete with the best in the

world. It also plans to venture into diversified fields like Insurance

Administration, Health care Delivery and Integrated Health, Health

Informatics and Information Management and Consumer Health. Reliance

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Health aims at revolutionizing healthcare in India by enabling a healthcare

environment that is both affordable and accessible through partnerships with

government and private businesses.

 RELIANCE MEDIA &   ENTERTAINMENT

As part of the Reliance - ADA Group, Reliance Entertainment is

spearheading the Group’s foray into the media and entertainment space.

Reliance Entertainment’s core focus is to build significant presence for

Reliance in the Entertainment eco-system: across content and distribution

platforms. The key content initiative are across Movies, Music, Sports,

Gaming, Internet & mobile portals, leading to direct opportunities in delivery

across the emerging digital distribution platforms: digital cinema, IPTV, DTH

and Mobile TV. Reliance ADA Group acquired Adlabs Films Limited in

2005, one of the largest entertainment companies in India, which has interests

in film processing, production, exhibition & digital cinema. Reliance

Entertainment has made an entry into the FM Radio business through Adlabs

Radio www.big927fm.com. Having won 45stations in the recent bidding,

BIG 92.7 FM is already India’s largest private FM radio network with 12

radio stations across the country as on 28th February 2007, with many more to

be launched in the coming months.

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OFFICE STRUCTURE:-

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CORPORATE OFFICE

ZONAL OFFICE (4)

REGIONAL OFFICE (14) SERVICE CENTRES (14)

AREA OFFICE

BRANCH OFFICE CENTER OFFICE

OPERATING OFFICE STRUCTURE:-

GEOGRAPHY/REGION:-

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OFFICE MANAGER

SALES MANAGER RETAIL DIRECT

SALES MANAGER AGENCY

SALES MANAGER & CORPORATE &

BROKER RELATIONS

SALES MANAGER -TRAVEL

SALES MANAGER-BANCASSURANCE

SALES MANAGER- MOTOR

BRANCH SERVICE MANAGER

North Zone

Delhi

Punjab and Haryana

Rajasthan

UP & Uttaranchal

Zonal Office – North

North Service Center

East Zone

West Bengal & North East

Rest of East

Madhya Pradesh & Chhattisgarh

Zonal Office – East

East Service Center

West Zone

Mumbai

Rest of Maharashtra and Goa

Gujarat

West Service Center

Zonal Office – West

South Zone

Kerala

Karnataka

Andhra Pradesh

Tamil Nadu

Zonal Office – South

South Service Center

GRADE STRUCTURE:-

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E12 Chief Executive Officer

E11 Executive Vice- President

E10 Senior Vice-President

E9 Vice President

E8 B Deputy Vice-President

E8 A Assistant Vice-President

E7 Chief Manager

E6 Senior Manager

E5 Manager

E4 Deputy Manager

E3 Assistant Manager

MT Management Trainee

E2 Senior Executive

E1 Executive

CODE OF ETHICS:-

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1. Commitment to ethical & professional conduct is a MUST for sustained success of a

company in today's competitive business environment.

2. Our Code of Ethics is a compilation of various policies & guidelines to ensure we are

conducting our business with integrity and in compliance with applicable laws &

regulations.

3. There are certain policies detailed in our Code of Ethics which are enlisted below:

a. Conflicts of Interests

b. Payments and Gifting

c. Receipt of Gifts

d. Purchases through Suppliers and other service providers

e. Sponsorship, Donation and Political Contributions

f. Fair Market Practices

g. Financial and Accounting Integrity

h. External Communication

i. Work Ethics including prevention of workplace harassment/threatening

behavior

j. Insider Trading

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LITERATURE REVIEW

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1) A Meta Analysis of Relationship between Individual Job Satisfaction and

Job Performance:-

The co-relational literature concerning the relationships between individual Job satisfaction and

individual performance was analyzed, using the meta-analysis techniques of Hunter, Schmidt,

and Jackson (1982). Higher and more consistent correlations between overall Job satisfaction

and performance were indicated than those previously reported. Relationships between JDI

measures of Job satisfaction and performance were not as high or as consistent as those found

between overall Job satisfaction and performance.

2) The Job Satisfaction- Job Performance Relationship: A Qualitative and

Quantitative Review:-

A qualitative and quantitative review of the relationship between Job satisfaction and Job

performance is provided. The qualitative review is organized around 7 models that characterize

past research on the relationship between Job satisfaction and Job performance. Although some

models have received more support than have others, research has not provided conclusive

confirmation or discontinuation of any model, partly because of a lack of assimilation and

integration in the literature. Research devoted to testing these models waned following 2 meta-

analyses of the Job satisfaction–Job performance relationship. Because of limitations in these

prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on

312 samples with a combined N of 54,417. The mean true correlation between overall Job

satisfaction and Job performance was estimated to be .30. In light of these results and the

qualitative review, an agenda for future research on the satisfaction–performance relationship is

provided.

3) Comparing Job Satisfaction among Public- and Private-Sector Employees:-

Over the past several decades a number of empirical studies have demonstrated that Job

satisfaction levels vary widely in the American labor force. The effect of age, tenure, salary, JOB

type, JOB level, and work environment on an employee's Job satisfaction has been extensively

discussed. Studies have underscored the importance of identifying the determinants of employee

Job satisfaction by linking it to higher production and performance levels and to retention rates.

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Renewed interest in increasing performance levels in government should interest public

administrators in identifying factors that foster worker satisfaction. However, little empirical

attention has been given to evaluating job satisfaction levels among public-sector employees.

And given that the reward system in the public sector systematically differs from that of the

private sector (in terms of pay, benefits, and psychic value), it seems likely that studies of

satisfaction levels among private-sector employees may not be applicable to public-sector

employees.

This paper utilizes analyses of the National Longitudinal Surveys of Youth (NLSY) to compare

Job satisfaction levels among public-and private-sector employees. The NLSY is a representative

sample of 12,686 men and women. Using this survey allows us to examine the actual work

experiences, personal characteristics, and Job satisfaction levels of a selected set of public and

private workers. If the factors that contribute to Job satisfaction differ for public-and private-

sector employees, as our results suggest they do, then such an analysis is long overdue.

4) Organizational culture and Job satisfaction:-

This empirical investigation examines the impact of organizational culture types on Job

satisfaction in a survey of marketing professionals in a cross-section of firms in the USA.

Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy,

hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate

that Job satisfaction levels varied across corporate cultural typology. Within the study conceptual

framework, Job satisfaction invoked an alignment of cultures on the vertical axis that represents

a continuum of organic processes (with an emphasis on flexibility and spontaneity) to

mechanistic processes (which emphasize control, stability, and order). Job satisfaction was

positively related to clan and adhocracy cultures, and negatively related to market and hierarchy

cultures.

.

5) The Spillover of Daily Job Satisfaction onto Employees' Family Lives: The

Facilitating Role of Work-Family Integration:

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The longitudinal, multisource, multimethod study presented herein examines the role of

employees' work-family integration in the spillover of daily Job satisfaction onto daily marital

satisfaction and affective states experienced by employees at home. The spillover linkages are

modeled at the within-individual level, and results support the main effects of daily Job

satisfaction on daily marital satisfaction and affect at home, as well as the moderating effect of

work-family integration on the strength of the within-individual spillover effects on home affect.

That is, employees with highly integrated work and family roles exhibited stronger intra

individual spillover effects on positive and negative affect at home.

6) The relationship between pay and Job satisfaction:

Whereas the motivational aspects of pay are well-documented, the notion that high pay leads to

high levels of satisfaction is not without debate. The current study used meta-analysis to estimate

the population correlation between pay level and measures of pay and Job satisfaction.

Cumulating across 115 correlations from 92 independent samples, results suggested that pay

level was correlated .15 with Job satisfaction and .23 with pay satisfaction. Various moderators

of the relationship were investigated. Despite the popular theorizing, results suggest that pay

level is only marginally related to satisfaction.

7) Job Satisfaction and Co-worker Wages: Status or Signal?

We use matched employer–employee panel data to show that individual Job satisfaction is higher

when other workers in the same establishment are better-paid. This runs counter to substantial

existing evidence of income comparisons in subjective well-being. We argue that the difference

hinges on the nature of the reference group. Here we use co-workers. Their earnings not only

induce jealousy but also provide a signal about the worker's own future earnings. In our data, this

positive future earnings signal outweighs any negative status effect. This phenomenon is stronger

for men and in the private sector but weaker for those nearer retirements.

8) Job Satisfaction: Literature Review and Empirical Test of a Job Facet

Satisfactions Model:-

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The broad objective of this study was to examine the nature and causes of Job satisfaction. This

was pursued through a literature review of the more popular theories and models pertaining to

Job satisfaction. Included in the review are summaries of Maslow's and Alderfer's need hierarchy

theories, achievement motivation theory, Herzberg's motivation-hygiene theory, expectancy

theory, Job characteristics theories, discrepancy theory, equity theory, and studies relating to the

clustering of facet satisfactions. The specific objective of this research was to test the efficacy of

a three cluster model of facet satisfactions. This was accomplished through a survey which was

completed by 267 Air Force officers attending Squadron Officer School and Air Command and

Staff College. Conclusions reached by the study were that for Air Force officers in the ranks of

captain and major:

1. Job satisfaction is higher for older officers who have more time in the service.

2. There is no evidence of a relationship between education level and Job satisfaction.

3. Non-rated officers are more satisfied with their Jobs than rated officers.

4. Work environment facet satisfactions are interpreted by employees to form three clusters: Job

properties, interaction features, and organization policy variables.

5. The three clusters of facet satisfactions vary in importance to overall Job satisfaction with Job

properties being most important and organization policies being least important.

9) Happiness at Work:

Happiness in the form of pleasant moods and emotions, well-being, and positive attitudes has

been attracting increasing attention throughout psychology research. The interest in happiness

has also extended to workplace experiences. This paper reviews what is known about the

definition, causes and consequences of happiness at work, drawing also on insights from the

expanding positive psychology literature on happiness in general. Many discrete organizational

behavior constructs arguably belong to a larger family of happiness-related constructs, and share

some common causes and consequences. Happiness at work includes, but is far more than, Job

satisfaction. A comprehensive measure of individual-level happiness might include work

engagement, Job satisfaction, and affective organizational commitment. Aspects of happiness

have been (and should be) conceptualized and measured at multiple levels, including transient

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experiences, stable person-level attitudes, and collective attitudes, and with respect to multiple

foci, such as discrete events, the Job , and the organization. At all levels, there is evidence that

happiness has important consequences for both individuals and organizations. Past research has

tended to underestimate the importance of happiness at work.

10) Organizational Culture and Job Satisfaction: An Empirical Study of R &

D Organization:

The study is conducted to examine the Organizational Culture theory and practices with

emphasis on the effectiveness of satisfaction and motivational dynamics in the areas of

employee's satisfaction and retention. The problem statement is based on whether it is only the

compensation package which has the worth of retention and employee satisfaction or it is the

overall organizational culture which has a pivotal role in retention and making employee satisfy.

In order to testify problem statement, the R & D organization Integrated Services (IS), was taken

as sample size. The employees were asked through questionnaires about the culture they

perceive, prefer and Job satisfaction at their workplace. The research study reveals that the

overwhelming majority of employees at IS value the Organizational Behavior and Cultural

variables such as "Organization as Result Oriented Place, Loyalty and Mutual Trust Factor, Risk

Initiation, Innovation and Development in Work Setup, Challenging Work Environment".

11) Job Performance and Job Satisfaction: An Integrated Survey

The empirical evidence from the econometrics of self-reported Job satisfaction and from

organizational psychology on Job performance confronts economic theory with some puzzling

results. Job performance is found to be positively correlated with Job satisfaction, whereas

effort is assumed to be a disutility in the theory. Economic incentives are not found to be the

main motivations of Job performance; in some cases, indeed, they are even counterproductive.

Interest in the Job is found to account better for Job satisfaction. This paper proposes an

integrated approach to these issues by (i) conducting an interdisciplinary critical survey, (ii)

proposing a simple economic framework within which to explain the puzzles. The key idea

behind this framework is that intrinsic motivations and self-esteem help explain both Job

27

satisfaction and Job performance. The employer can thus adopt other, more friendly actions,

besides using incentives and controls to enhance performance by employees.

12) Does Job Satisfaction Improve Health? New Evidence using Panel Data

and Objective Measures of Health:

This paper evaluates the relationship between Job satisfaction and measures of health using the

Swiss Household Panel (SHP) and cross-sectional data from the Survey on Health, Ageing and

Retirement in Europe (SHARE). Methodologically, it addresses two important design problems

frequently encountered in the literature: (a) Cross-sectional causality problems and (b)

Unobserved negative affectivity in self-report measures of health status.

In this study, however, using the SHP panel structure with Job satisfaction lagged

eliminates the simultaneity bias, while employing the objective health measures in the SHARE

dataset addresses the negative affectivity issue. For all datasets, a positive link is found between

Job satisfaction and self-report health measures: employees with higher Job satisfaction levels

are less depressed and feel less impeded in their daily activities. However, when objective

measures of physical health are used, no such positive link is observed. Rather, the only positive

relationship occurs between and intellectual abilities.

A) DEFINITIONS OF JOB SATISFACTION

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Job satisfaction can simply be defined as the feelings people have

about their jobs. It has been specifically defined as a pleasurable (or unpleasurable) emotional

state resulting from the appraisal of one’s job, an affective reaction to one’s job, and an attitude

towards one’s job. These definitions suggest that job satisfaction takes into account feelings,

beliefs, and behaviors.

B) HISTORY

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 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 Munsterberg 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.

29

Job satisfaction can also be seen within the broader context of the range of issues

which affect an individual's experience of work, or their quality of working life. Job satisfaction

can be understood in terms of its relationships with other key factors, such as general well-being,

stress at work, control at work, home-work interface, and working conditions.

C) MODELS OF JOB SATISFACTION :-

1) Affect theory:-

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

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

between what one wants in a job and what one has in a job. Further, the theory states that how

much one values a given facet of work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values

a particular facet of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who

doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

2) 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, Edwin A. Locke, and Cathy C. Durham in

1997. Judge et al. argued that there are four Core Self-evaluations that determine one’s

disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control,

30

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 lead to higher job satisfaction.

3) Opponent process theory:-

According to opponent process theory, emotional events, such as criticisms or rewards, elicits

two sets of processes. Primary processes give way to emotions that are steady with the event in

question. Events that seem negative in manner will give rise to the feelings of stress or anxiety.

Events that are positive give rise to the feeling of content or relaxation. The other process is the

opponent process, which induces feelings that contradict the feelings in the primary processes.

Events that are negative give rise to feelings of relaxation while events that are positive give rise

to feelings of anxiety. A variety of explanations have been suggested to explain the uniformity of

mood or satisfaction. This theory shows that if you try to enhance the mood of individual it will

more likely fail in doing so. The opponent process theory was formulated to explain these

patterns of observations.

4) Equity theory:-

Equity Theory shows how a person views fairness in regard to social relationships. During a

social exchange, a person identifies the amount of input gained from a relationship compared to

the output, as well as how much effort another person’s puts forth. Equity Theory suggests that if

an individual thinks there is an inequality between two social groups or individuals, the person is

likely to be distressed because the ratio between the input and the output are not equal.

For example, consider two employees who work the same job and receive the same benefits. If

one individual gets a pay raise for doing the same or less work than the other, then the less

benefited individual will become distressed in his workplace. If, on the other hand, one

individual gets a pay raise and new responsibilities, then the feeling of inequality is reduced.

5) Discrepancy theory:-

The concept of self-discrepancy theory explains the ultimate source of anxiety and dejection. An

individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not

31

performing well, they will also feel dejection due to not being able to achieve their hopes and

aspirations. According to this theory, all individuals will learn what their obligations and

responsibilities for a particular function, over a time period, and if they fail to fulfill those

obligations then they are punished. Over time, these duties and obligations consolidate to form

an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main

responses when an individual fails to achieve the obligation or responsibility. This theory also

explains that if achievement of the obligations is obtained then the reward can be praise,

approval, or love. These achievements and aspirations also form an abstracted set of principles,

referred to as the ideal self guide. When the individual fails to obtain these rewards, they begin to

have feelings of dejection, disappointment, or even depression.

6) 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. An

employee’s motivation to work is continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to attain personal and

organizational goals (Hokinson, Porter, & Wrench, p. 133). Motivating factors are those aspects

of the job that make people want to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities. These motivating factors are

considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of

the working environment such as pay, company policies, supervisory practices, and other

working conditions.

While 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.

32

7) Job characteristics model:-

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

framework to study how particular job characteristics impact on job outcomes, including job

satisfaction. The model states that there are five core job characteristics (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.

D) FACTORS THAT INFLUENCE JOB SATISFACTION:-

Environmental factors

a) Communication overload and communication under load:-

One of the most important aspects of an individual’s work in a modern organization concerns the

management of communication demands that he or she encounters on the job. Demands can be

characterized as a communication load, which refers to “the rate and complexity of

communication inputs an individual must process in a particular time frame.” Individuals in an

organization can experience communication over-load and communication under- load which

can affect their level of job satisfaction. Communication overload can occur when “an individual

receives too many messages in a short period of time which can result in unprocessed

information or when an individual faces more complex messages that are more difficult to

process.” Due to this process, “given an individual’s style of work and motivation to complete a

task, when more inputs exist than outputs, the individual perceives a condition of overload which

can be positively or negatively related to job satisfaction. In comparison, communication under

33

load can occur when messages or inputs are sent below the individual’s ability to process

them.” According to the ideas of communication over-load and under-load, if an individual does

not receive enough input on the job or is unsuccessful in processing these inputs, the individual

is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a

low level of job satisfaction.

b) Superior-subordinate communication:-

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behavior can positively or

negatively influence job satisfaction. Communication behavior such as facial expression, eye

contact, vocal expression, and body movement is crucial to the superior-subordinate relationship

(Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect

to impression formation, deception, attraction, social influence, and emotional. Nonverbal

immediacy from the supervisor helps to increase interpersonal involvement with their

subordinates impacting job satisfaction. The manner in which supervisors communicate with

their subordinates non-verbally may be more important than the verbal content (Teven, p. 156).

Individuals who dislike and think negatively about their supervisor are less willing to

communicate or have motivation to work whereas individuals who like and think positively of

their supervisor are more likely to communicate and are satisfied with their job and work

environment. A supervisor who uses nonverbal immediacy, friendliness, and open

communication lines is more likely to receive positive feedback and high job satisfaction from a

subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to

communicate will naturally receive negative feedback and create low job satisfaction in their

subordinates in the workplace.

c) Effective human resources practices lead to positive financial outcomes:-

 A Watson Wyatt Worldwide study identified a positive outcome between a collegical and

flexible work environment and an increase in shareholder value. Suggesting that employee

satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top

100 of Fortune magazines, “America’s Best Companies to Work For” also appear on the Fortune

500. It is possible that successful workers enjoy working at successful companies, however, the

Watson Wyatt Worldwide Human Capital Index study claims that effective human resources

34

practices lead to positive financial outcomes more often than positive financial outcomes lead to

good practices.

Individual factors

a) Emotion:-

Mood and emotions form the affective element of job satisfaction. Moods tend to be longer

lasting but often weaker states of uncertain origin, while emotions are often more intense, short-

lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative

emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage emotional

states and displays. Emotion management includes all of the conscious and unconscious efforts

to increase, maintain, or decrease one or more components of an emotion. Although early studies

of the consequences of emotional work emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional work are not

uniformly negative.

It was found that suppression of unpleasant emotions decreases job satisfaction and the

amplification of pleasant emotions increases job satisfaction.

The understanding of how emotion regulation relates to job satisfaction concerns two models:

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

displays of emotions and internal experiences of emotions, that often follows the process

of emotion regulation. Emotional dissonance is associated with high emotional

exhaustion, low organizational commitment, and low job satisfaction.

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

35

favorable responses to displays of pleasant emotions might positively affect job

satisfaction.

b) Genetics:-

It has been well documented that genetics influence a variety of individual differences. Some

research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction

like challenge or achievement (as opposed to extrinsic, environmental factors like working

conditions). One experiment used sets of monozygotic twins, reared apart, to test for the

existence of genetic influence on job satisfaction. While the results indicate the majority of the

variance in job satisfaction was due to environmental factors (70%), genetic influence is still a

minor factor. Genetic heritability was also suggested for several of the job characteristics

measured in the experiment, such as complexity level, motor skill requirements, and physical

demands.

c) Personality:-

Some research suggests an association between personality and job satisfaction. Specifically, this

research describes the role of negative affectivity and positive affectivity. Negative affectivity is

related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are

more prone to experience less job satisfaction. Positive affectivity is related strongly to the

personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied

in most dimensions of their life, including their job. Differences in affectivity likely impact how

individuals will perceive objective job circumstances like pay and working conditions, thus

affecting their satisfaction in that job.

E) IMPORTANCE OF JOB SATISFACTION :-

To Worker And Organization

36

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,

self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional

state that can often leads to a positive work attitude. A satisfied worker is more likely to be

creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers

means a work force that is motivated and committed to high quality performance. Increased

productivity- the quantity and quality of output per hour worked- seems to be a byproduct of

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

between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzberg’s (1957) have shown at least low correlation

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

will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent

of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and

also as soon as the threat is lifted performance will decline. Job satisfaction benefits the

organization includes reduction in complaints and grievances, absenteeism, turnover, and

termination; as well as improved punctuality and worker morale. Job satisfaction is also linked

with a healthier work force and has been found to be a good indicator of longevity. Although

only little correlation has been found between job satisfaction and productivity, Brown (1996)

notes that some employers have found that satisfying or delighting employees is a prerequisite to

satisfying or delighting customers, thus protecting the “bottom line”.

 

F) EMPLOYEES ROLE IN JOB SATISFACTION :-

37

If job satisfaction is a employee benefit, surely the employee 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:-

1. 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.

2. Develop excellent communication skills. Employer’s value and reward excellent reading,

listening, writing, and speaking skills.

3. 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.

4. 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.

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

well with others to get the job done.

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

their imperfections and learn how to give and receive criticism constructively.

7. 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.

8. Learn to de-stress. Plan to avoid out by developing healthy stress-management

techniques.

G) EFFECTS OF LOW JOB SATISFACTION :-

38

i. Job Stress:-When employees are not happy with their jobs, they are much more likely to experience and

report stress on the job. Workers who are satisfied or happy at work are much less likely to

report feeling stressed out by their job. This is basic human nature -- if you are not doing

something you enjoy, chances are you are going to feel dissatisfied and even little things will

make you feel stressed out and unhappy.

ii. Poor Overall Morale:-

When one employee is miserable doing their job, all of the other employees they come into

contact with are going to be affected by their attitude. If they see someone who is so obviously

miserable, it will begin to color how they view their own jobs. Negative attitudes can spread

through a workplace like wildfire and, if they are not improved, the overall morale of the

employees will take a sharp decline.

iii. Lack of Productivity:-

Low job satisfaction, coupled with low employee morale equals a lack of

productivity in the workplace. Again, we have basic human nature at work. When someone is

unhappy, they don't focus well and they don't pay attention to their tasks. They find hundreds of

other things to do that do make them happy, all the while ignoring the job they should be doing.

When one member of a team displays low productivity, it is only natural for other members of

the team to feel dissatisfied as a result, and their productivity will begin to decline as well. It is a

vicious cycle that is all too common.

iv. High Employee Turnover Rates:-

Low job satisfaction also creates high turnover rates with employees. Sooner or

later, the employee is going to quit so that they can find a job they actually enjoy doing. Many

industries such as food service suffer from high turnover rates and the inability to retain qualified

workers. It is up to small business owners and managers to find a way to increase job

satisfaction, particularly in difficult industries in which the jobs are tough and the pay is low.

v. High absenteeism:-

39

Absenteeism means it is a habitual pattern of absence from duty or obligation. If

there will be low job satisfaction among the employees the rate of absenteeism will definitely

increase and it also affects on productivity of organization.

vi. Training cost increase:-

Due to lack of job satisfaction the Human resource manager has to recruit new

employees. Due to which the training expenditure will increases

H) TECHNIQUES OF MEASUREMENT OF JOB SATISFACTION :-

Job satisfaction is a qualitative aspect and cannot be understood in strict

quantitative terms. It is an intangible and psychological concept. It was concluded that job

satisfaction should be measured through survey of employees’ attitudes. In most of the

organizations, there is a practice of conducting surveys of employee’s intentions in a regular

manner. The commonly applied techniques employed to measure job satisfaction are discussed

below:-

i) Rating Scales:-

Rating scales are the commonly adopted method that is used for the measuring job

satisfaction. It comprises of certain statements describing the attitude of the employees with

respect to the job, organization and personal factors. For each declaration or statement, the

employee is invited to express his opinion on a scale consisting of different expressions.

ii) Personal Interviews:-

Conducting personal interviews has also proved important method of measuring job

satisfaction of the employees. The experts conduct these personal interviews where employees

express their opinions on job satisfaction. The responses delivered through these interviews are

analyzed to find their level of job satisfaction. It is believed that this method is likely to have

personal biased views of the interviewer also. 

40

iii) Tendencies:-

The employees are asked to express their tendency or inclination on several aspects

and this reveals their satisfaction or dissatisfaction.

iv) Critical Incidents:-

Herzberg made developed approach to measure job satisfaction. In this particular

method, the employees were asked to describe incidents on their job when they were particularly

satisfied or dissatisfied. These set of incidents were then analyzed to determine their positive and

negative attitudes. 

v) Schedule rest periods:-

Extensive research on the impact of rest periods indicates that they may increase both

morale and productivity. Scheduled rest periods bring many advantages:

a) They counteract physical fatigue.

b) They provide variety and relieve monotony.

c) They are something to look forward to- getting a break gives a sense of

achievement.

d) They provide opportunities for social contacts.

vi) Job enlargement:-

Job enlargement is a generic term that broadly means adding more and different tasks

to a specialized job. It may widen the number of task the employee must do that is, add variety.

When additional simple task are added to a job, the process is called horizontal job enlargement.

This also presumably adds interest to the work and reduces monotony and boredom.

41

I) FACTORS OF JOB SATISFACTION:-

a) Working Conditions:-

Because employees spend so much time in their work environment each week,

it's important for companies to try to optimize working conditions. Such things as providing

spacious work areas rather than cramped ones, adequate lighting and comfortable work stations

contribute to favorable work conditions. Providing productivity tools such as upgraded

information technology to help employees accomplish tasks more efficiently contributes to job

satisfaction as well.

b) Opportunity for Advancement:-

Employees are more satisfied with their current job if they see a path available to

move up the ranks in the company and be given more responsibility and along with it higher

compensation. Many companies encourage employees to acquire more advanced skills that will

lead to the chance of promotion. Companies often pay the cost of tuition for employees taking

university courses, for example. During an employee's annual performance review, a supervisor

should map out a path showing her what she needs to accomplish and what new skills she needs

to develop in order to be on a track to advancement within the organization.

c) Workload and Stress Level:-

Dealing with a workload that is far too heavy and deadlines that are impossible to

reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of

deadlines results in conflict between employees and supervisors and raises the stress level of the

workplace. Many times, this environment is caused by ineffective management and poor

planning. The office operates in a crisis mode because supervisors don't allow enough time for

employees to perform their assigned tasks effectively or because staff levels are inadequate.

d) Respect from Co-Workers:-

Employees seek to be treated with respect by those they work with. A hostile work

environment -- with rude or unpleasant coworkers -- is one that usually has lower job

satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those

responding said they had personally experienced a great amount of workplace incivility. Fifty

42

percent also believe morale is poor where they work. Managers need to step in and mediate

conflicts before they escalate into more serious problems requiring disciplinary action.

Employees may need to be reminded what behaviors are considered inappropriate when

interacting with coworkers.

e) Relationship with Supervisors:-

Effective managers know their employees need recognition and praise for their

efforts and accomplishments. Employees also need to know their supervisor's door is always

open for them to discuss any concerns they have that are affecting their ability to do their jobs

effectively and impeding their satisfaction at the office.

f) Financial Rewards:-

Job satisfaction is impacted by an employee's views about the fairness of the

company wage scale as well as the current compensation she may be receiving. Companies need

to have a mechanism in place to evaluate employee performance and provide salary increases to

top performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or

vacations, also bring excitement and higher job satisfaction to the workplace.

J) REASONS FOR JOB DISSATISFACTION :-

Many employees feel dissatisfied with their jobs at one point or another. Some employees leave

their jobs for better opportunities, while others choose to stay. Employees with low job

satisfaction can negatively affect a company because they typically lack motivation, perform

poorly and possess negative attitudes. These symptoms can directly affect a company’s bottom

line. Managers should understand the reasons employees are unhappy at work. Understanding

the causes can help managers find the right solutions.

a) Underpaid:-

One of the primary reasons for job dissatisfaction results from companies

underpaying workers. Peter Cohan of Daily Finance said in an article that the Economic Policy

institute reported that workers’ income is lagging behind inflation as of 2011. This means that

employees must stretch their dollar further to buy higher-priced goods and services. Not only

43

must employees deal with stagnant wages but also high costs for health insurance. The stress of

paying bills with limited income causes many workers to feel dissatisfied with their jobs.

b) Limited Career Growth and Advancement:-

A lack of career growth and advancement is another reason why workers are

dissatisfied at their jobs. Employees who feel stuck in their job position are less motivated to

maintain high productivity than those who do not. Workers feel valued when employers include

them in their long-term plans and show their appreciation through promotions. Employees who

move up in an organization and receive just compensation to reflect their title and responsibility

changes usually commit themselves to the company for the long term.

c) Lack of Interest:-

A lack of interest in the work is another reason why employees are unhappy.

Most employees want to perform job duties that are engaging and challenging. Monotonous

work causes an employee to experience boredom. Bored and unchallenged employees experience

little incentive to concern themselves with workplace productivity. According to Lise M. Saari

and Timothy Judge from the University of Tennessee, Martin, the nature of employees' work

accounts for the most situational influence in workplace satisfaction.

d) Poor Management:-

The management team plays an important role within an organization. Managers

are responsible for motivating employees, planning, organizing and controlling within the

organization. A key reason employees perform poorly in the workplace is poor management.

Managers with poor leadership skills tend to offer little feedback on employees’ performances.

Micromanaging and dictating to employees instead of motivating them can cause a decrease in

employee productivity. Some organizations possess highly political cultures that tend to

discourage workers from believing the roles they fill are important to the organization.

44

45

RESEARCH METHODOLOGY

Research Methodology:-

Research methodology is the systematic way to solve the research problem.

It gives an idea about various steps adopted by the researcher in a systematic manner with an

objective to determine various manners.

Research Design:-

A research design is considered as the framework or plan for a study that

guides as well as helps the data collection and analysis of data. The research design may be

exploratory, descriptive and experimental for the present study. The descriptive research design

is adopted for this project.

Methodology used for the data collection:-

The methods can be broadly classified as given below:-

PRIMARY DATA COLLECTION:-

To prepare the job satisfaction of the employees, I conducted the survey

through questionnaires for getting the information regarding the job satisfaction and other

aspects of carrying out the job satisfaction. Overall, the methods which were carried to collect

data were:

1. Observation: - In this method the individual performing the job are observed and relevant

points are noted. This method is helpful in making the observation about how much an employee

enjoys his/her work.

2. Individual interview method: - The interview of employees is a source of information and it

helps to obtain effective information in structured form. Steps involved in doing personal

interview were:

a) Selecting the people who would be able to answer the required questions by taking out

time from their busy schedule

46

b) Perform personal interview

c) Note down the answers

SECONDARY DATA COLLECTION

The data was also collected through:

1. Internet

2. Inputs from the seniors and training guide

3. Articles on relevant topic

Sample size

The study sample constitutes 100 respondents constituting in the research area.

Sampling Area

The study is conducted in employees of Reliance General Insurance.

Sampling Design

The researcher has used probability sampling in which simple random sampling is used.

Collection of Data

Most of the data collected by the researcher is primary data through personal interview, where

the researcher and the respondent operate face to face.

Research Instrument

The researcher has used a structured questionnaire as a research instrument tool which consists

of open ended questions, multiple choice and dichotomous questions in order to get data. Thus,

Questionnaire is the data collection instrument used in the study. All the questions in the

questionnaire are organized in such a way that elicit all the relevant information that is needed

for the study

Statistical Tools

The statistical tools used for analyzing the data collected are bar diagrams.

47

LIMITATIONS OF THE RESEARCH:-

a) Less time for study

b) Some of the employees were unwilling to fill the questionnaires.

c) Information was to be kept confidential.

d) The answers given by the respondents have to be believed and have to be taken for

granted as truly reflecting their perception.

48

49

Q1) How satisfied you are working with the company?

respondent percentage

Highly satisfied 14 28%

satisfied 24 48%

neutral 12 24%

dissatisfied 0 0

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

14

24

12

0 0

no. of respondents

Interpretation:-

The researcher found that about 48% respondents were satisfied, 28% were highly satisfied and 24% were neutral with the working of the company.

50

Q2) Are you satisfied with the opportunities for growth and advancement in job?

respondent percentage

Highly satisfied 9 18%

satisfied 27 54%

neutral 12 24%

dissatisfied 2 4

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

9

27

12

20

no. of respondents

Interpretation:-

51

The researcher found that about 18% respondents were highly satisfied, 54% were satisfied,24% respondents were neutral and 4% were dissatisfied about the opportunities for growth and advancement in job.

Q3) How satisfied you are with the working environment of the company?

respondents percentage

Highly satisfied

7 14%

satisfied 30 60%

neutral 10 20%

dissatisfied 3 6%

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

35

7

30

10

30

no. of respondents

Interpretation:-

52

The researcher found that about 60% respondents were satisfied, 14% were highly satisfied,20% respondents were neutral and 6 % were dissatisfied about the working environment of the company.

Q4 ) How satisfied you are with the job security at the company?

respondents percentage

Highly satisfied 10 20%

satisfied 24 48%

neutral 14 28%

dissatisfied 2 4%

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

10

24

14

20

no. of respondents

Interpretation:-

The researcher found that about 48% respondents were satisfied, 20% were highly satisfied,28% were neutral and 4 % were dissatisfied about the job security at the company.

53

Q5)Do you find job related autonomy in the company?

respondents percentage

Highly satisfied 17 14%

satisfied 20 40%

neutral 11 22%

dissatisfied 2 4%

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

17

20

11

20

no. of respondents

Interpretation:-

54

The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied , 20% respondents were neutral and 6% respondents were dissatisfied regarding their amount of recognition for their work.

Q6) How satisfied you are with :-

Highly satisfied

satisfied neutral dissatisfied Highly dissatisfied

total

benefits 6 24 18 2 0 50

Promotion process

6 19 25 0 0 50

Vacation time 2 24 22 2 0 50

technology 6 23 18 3 0 50

Communication process

8 18 24 0 0 50

A)

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

6

24

18

20

benefits

no. of respondents

Interpretation:-

55

The researcher found that about 12% respondents were highly satisfied, 48% respondents were satisfied , 36% respondents were neutral and 4% respondents were dissatisfied regarding the benefits given by the company..

B)

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

6

19

25

0 0

promotion process

no. of respondents

Interpretation:-

The researcher found that about 12% respondents were highly satisfied, 38% respondents were satisfied , 50% respondents were neutral regarding the promotion process.

C)

56

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

2

2422

20

Vacation time

no. of respondents

Interpretation:-

The researcher found that about 4% respondents were highly satisfied, 48% respondents were satisfied, 44% respondents were neutral and 4% respondents were dissatisfied regarding their vacation time.

D)

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

6

23

18

30

technology

no. of respondents

57

Interpretation:-

The researcher found that about 12% respondents were highly satisfied, 46% respondents were satisfied, 36% respondents were neutral and 6% respondents were dissatisfied about the tools and technology used in the company.

E)

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

8

18

24

0 0

communication process

no. of respondents

Interpretation:-

The researcher found that about 16% respondents were highly satisfied, 36% respondents were satisfied, 48% respondents were neutral about the communication process of the company.

Q7) Does the company clearly conveys its mission to its employees?

respondents percentage

Highly satisfied

13 38%

58

satisfied 18 36%

neutral 19 26%

dissatisfied 0 0%

Highly dissatisfied

0 0

total 50 100%

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0

2

4

6

8

10

12

14

16

18

20

no. of respondents

Interpretation:-

The researcher found that about 38% respondents were highly satisfied, 36% respondents were satisfied , 26% respondents were neutral regarding the convey of mission to employees.

Q8) Do you receive right amount of recognition for your work?

respondents percentage

Highly satisfied 7 14%

59

satisfied 30 60%

neutral 10 20%

dissatisfied 3 6%

Highly dissatisfied

0 0

total 50 100%

highly satisfied satisfied neutral dissatisfied highly dissatisfied0

5

10

15

20

25

30

35

7

30

10

3

0

no.of respondents

Interpretation:-

The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied , 20% respondents were neutral and 6% respondents were dissatisfied regarding their amount of recognition for their work.

Q9) Do you have opportunities at work to learn and grow?

Highly satisfied 8 16%

satisfied 24 48%

60

neutral 15 30%

dissatisfied 3 6%

Highly dissatisfied 0 0

total 50 100%

Highly

satisfi

ed

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

8

24

15

30

no. of respondents

Interpretation:-

The researcher found that about 16% respondents were highly satisfied, 48% respondents were satisfied , 30% respondents were neutral and 6% respondents were dissatisfied regarding their opportunities to learn and grow.

Q10) Is your compensation fair for the work that you do?

respondents percentage

Highly satisfied

6 12%

satisfied 24 48%

61

neutral 12 24%

dissatisfied 3 6%

Highly dissatisfied

5 10%

total 50 100%

Highly

satisfi

ed

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

6

24

12

35

no. of respondents

Interpretation:-

The researcher found that about 12% respondents were highly satisfied, 48% respondents were satisfied, 24% respondents were neutral and 6% respondents were dissatisfied about the fair compensation.

Q11) Are you able to maintain good balance between your work life and personal life?

respondents percentage

Highly satisfied

2 14%

satisfied 9 60%

62

neutral 17 20%

dissatisfied 20 6%

Highly dissatisfied

2 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

2

9

17

20

2

no. of respondents

Interpretation:-

The researcher found that about 14% respondents were highly satisfied, 60% respondents were satisfied, 20% respondents were neutral and 6% respondents were dissatisfied regarding their balance between work life and family life.

Q12) Does your views and participation are valued?

respondents percentage

Highly satisfied

3 6%

63

satisfied 28 36%

neutral 16 32%

dissatisfied 3 6%

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

3

28

16

30

no. of respondents

Interpretation:-

The researcher found that about 6% respondents were highly satisfied, 36% respondents were satisfied, 32% respondents were neutral and 6% respondents were dissatisfied regarding their valuation of views and participation.

Q13) Are you optimistic about your future with this organization?

respondents percentage

Highly satisfied

5 10%

64

satisfied 22 44%

neutral 18 36%

dissatisfied 5 10%

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

5

22

18

5

0

no. of respondents

Interpretation:-

The researcher found that about 10% respondents were highly satisfied,44% respondents were satisfied ,36% respondents were neutral and 10% respondents were dissatisfied about their future with this organization.

Q14) Do you receive regular feedbacks on your job performance?

respondents percentage

65

Highly satisfied

17 24%

satisfied 18 36%

neutral 12 24%

dissatisfied 3 6%

Highly dissatisfied

0 0

total 50 100%

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied0

2

4

6

8

10

12

14

16

18

20

1718

12

3

0

no. of respondents

Interpretation:-

The researcher found that about 24% respondents were highly satisfied,36% respondents were satisfied ,24% respondents were neutral and 6% respondents were dissatisfied about regular feedback on their job performance.

Q16) Are you satisfy with your job?

respondents percentage

Highly satisfied

6 12%

66

satisfied 30 60%

neutral 14 28%

dissatisfied 0 0

Highly dissatisfied

0 0

total 50 100%

High

ly sati

sfied

Satisfi

ed

Neutra

l

Dissati

sfied

Highly

dissati

sfied

0

5

10

15

20

25

30

35

6

30

14

0 0

no. of respondents

Interpretation:-

The researcher found that about 12% respondents were highly satisfied,60% respondents were satisfied .28% respondents were neutral about their job satisfaction.

67

FINDINGS

68

1. Employees are not completely satisfied with their job although their salary

is good enough.

2. They often feel overworked.

3. A harmonious relationship exists in the organization between employees

and management

4. Employees are satisfied with the present incentive plan of the company

5. Most of the employees were satisfied that they are secured towards their

job

6. Mixture of responses were there on the basis of satisfaction level towards

salary

7. Most of the employees were not able to make a balance between their

work life and personal life .

8. Most of the employees were committed to their work.

9. Job related autonomy was found in the organization.

10.Company clearly conveys its mission to employees so that there would be

smooth functioning in the organization.

69

1. There should be job rotation and job enlargement which would reduce the

boredom level of employees and would keep them charge to learn and work

more.

70

2. Flexible working hours should be there and employee engagement initiatives

should be taken.

3. Training at frequent intervals for creating and maintaining job interest and

satisfaction

4. To increase the job satisfaction level of the employees the company should

concentrate mainly on the incentive and reward structure rather than the

motivational session.

5. The employees who are dissatisfied should be motivated and their grudges should

be heard.

6. Company should look after the employee concern and provide appropriate

training to every new joinee to make him familiar with the working environment.

7. Company should give promotion to those employees who deserve it.

8. Promotion policies should be more improved and clear so that employee would

me more motivated.

9. More Employees Benefit schemes should be regulated so employees can get more

advantages.

10. Channels & level of communications should be improved for proper flow of

information.

.

71

72

However I tried my best in collecting the relevant information for my research report, yet there

are always some problems faced by the researcher. The prime difficulties which I face in

collection of information are discussed below:-

1. Short time period:

The time period for carrying out the research was short as a result of which many

facts have been left unexplored.

2. Lack of resources:

Lack of time and other resources as it was not possible to conduct survey at large

level.

3. Small no. of respondents:

Only 50 employees  have been chosen which is a small number, to represent

whole of the population.

4. Unwillingness of respondents:

While col lect ion of the data many consumers were unwilling to fill the

questionnaire. Respondents were having a feeling of  wastage of time for them.

5. Manipulative Answers:

The data given by the respondents may be manipulated as they had a fear of the

information being disclosed to the management.

6. Hiding of true information:

There may be certain discrepancies in the findings due to respondents’ tendency

to hide the true information.

The study was restricted to Reliance General Insurance only and

other being the time as constraint.

73

CONCLUSION

74

It was good learning session for me during my tenure with RELIANCE GENERAL

INSURANCE. It is a well organized company. While doing the project, I learnt a lot about

various general insurance verticles functioning . This study was conducted on job satisfaction

among Reliance General Insurance employees. Job satisfaction is a very big concept as it

includes various factors associated with job satisfaction of employees.

Satisfaction varies from employee to employee. Employees are given equal salaries then

also some employees are satisfied with it and some are not. So at end I would like to say , that

organization should try to take every possible step to enhance job satisfaction among employees

because if employees are satisfied then customers associated with it will also be satisfied

75

BIBLIOGRAPHY

76

1) The Academy of Management Review © 1984 Academy of Management vol. 9, No. 4 (Oct.,

1984), pp. 712-721.

2) Judge, Timothy A.; Thoresen, Carl J.; Bono, Joyce E.; Patton, Gregory K.Psychological

Bulletin, Vol 127(3), May 2001, 376-407

3) Victor S. DeSantis, S. L. (1996). Comparing Job Satisfaction among Public- and Private-

Sector Employees. The American Review of Public Administration , 327-343

4)Lund, D. B. ((2003)). Organizational culture and job satisfaction. Journal of Business &

Industrial Marketing , 219 - 236.

5)Remus Ilies, K. S. (February 2009). The Spillover of Daily Job Satisfaction onto Employees'

Family Lives: The Facilitating Role of Work-Family Integration. The Academy of Management

Journal ARCHIVE , 87-102.

6)Timothy A. Judgea, R. F. (October 2010). The relationship between pay and jobsatisfaction.

Journal of Vocational Behavior , 77 (2), 157–167.

7)Andrew E. Clark, N. K.-N. (March 2009). Job Satisfaction and Co-worker Wages: Status or

Signal? The Economic Journal , 119 (536), 430-447.

77

8)AIR FORCE INST OF TECH WRIGHT-PATTERSON AFB OH SCHOOL OF

ENGINEERINGTalbot, Terry Ray;. (1979). Job Satisfaction: Literature Review and

Empirical Test of a Job Facet Satisfactions Model. 184.

9) Fisher, C. (2010). happiness at work. International journal of management reviews , 12 (4),

384-412.

10) Jahanzeb Shah ;Shaheed Zulfikar Ali Bhutto Institute of Science and Technology

(SZABIST). (2007). Organizational Culture and Job Satisfaction: An Empirical Study of R & D

Organization. social science research network , 14.

11 )University of Cassino - Department of Economic Sciences Maurizio Pugno . (2009). Job

Performance and Job Satisfaction: An Integrated Survey. University of Trento, Dept. of

Economics Discussion Paper No. 4 , 66.

12) Justina A. V. Fischer ,Alfonso Sousa-Poza ;Organization for Economic Co-Operation and

Development (OECD) ; Stockholm School of Economics ; University of Hohenheim ,University

of Hohenheim - Institute of Household and Consumer Economics ; Institute for the. (2006). Does

Job Satisfaction Improve Health? University of St. Gallen FAA Discussion Paper No. DP-110 ,

35.

78

79

ANNEXURE

Dear respondent,

I am student of Lovely Professional University. I am conducting a survey for the project on the “Job satisfaction of employees at Reliance General Insurance”. So I request you to please fill the questionnaire below. Any information provided by you will strictly be used for academic purpose. I assure you that the privacy of your data will be maintained.

Name: ……………… Gender: ……………….....

Designation: ……………………………………………..

Service Period…………………………………………...

Q1) Overall, how satisfied are you working for The Company?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q2) Are you satisfied with the opportunities for Growth and Advancement in Job?

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q3) how satisfied you are with the working environment of the company?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q4) How satisfied you are with the job security at the company?

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q5) Do you find job related autonomy in the company?

80

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q5) How satisfied you are with :

Highly satisfied

Satisfied Neutral Dissatisfied

Highly dissatisfied

a)benefits offered by the company

b)process used to determine promotion

c)vacation time you receive

d)tools and resources provided to do the job

e)communication process prevailing in the company

Q8) Does the company clearly conveys its mission to its employees?

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q9) Do you receive right amount of recognition for your work?

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q10) Do you have opportunities at work to learn and grow?

a) Highly satisfied c ) Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

81

Q11) Is your compensation fair for the work that you do?

a) Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q12) Are you able to maintain a good balance between your work life and family life?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q13) Does your views and participation are valued?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q14) Are you optimistic about your future with this organization?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q15) Do you receive regular feedbacks on your job performance?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

Q16) Are you satisfy with your job?

a)Highly satisfied c )Neutral d )Dissatisfied

b) Satisfied e) Highly Dissatisfied

82

Q17) Kindly suggest the factors that influence job satisfaction level(areas for improvement):-………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

THANK YOU

83