chapter 1 introduction
TRANSCRIPT
Study on job satisfaction
CHAPTER 1EXECUTIVE SUMMARY, INTRODUCTION, THEORIES OF
JOB SATISFACTION, COMPANY PROFILE
EXECUTIVE SUMMARY
Study on job satisfaction
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.
Study on job satisfaction
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.
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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
Study on job satisfaction
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.
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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).
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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.
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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.
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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,
Study on job satisfaction
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.
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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
Study on job satisfaction
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
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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.
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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
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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.
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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:
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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.
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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
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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.
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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:
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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
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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:
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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.
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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.
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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.
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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
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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.
Study on job satisfaction
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
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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
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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:
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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
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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.
Study on job satisfaction
CHAPTER 2 REVIEWS OF LITERATURE
Study on job satisfaction
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.
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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
Study on job satisfaction
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).
Study on job satisfaction
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.
Study on 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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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”
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
CHAPTER 3NEED FOR THE STUDY, SCOPE OF THE STUDY, OBJECTIVES
OF THE STUDY, RESEARCH METHODOLOGY
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
CHAPTER 4DATA ANALYSIS AND INTERPRETATION
Study on job satisfaction
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.
Study on job satisfaction
Study on job satisfaction
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.
Study on job satisfaction
FIGURE 2
32%
18%
50%
GENDER
MALE
FEMALE
TOTAL
Study on job satisfaction
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.
Study on job satisfaction
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
Study on job satisfaction
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.
Study on job satisfaction
FIGURE 4
Study on job satisfaction
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.
Study on job satisfaction
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
Study on job satisfaction
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.
Study on job satisfaction
FIGURE 6
20%
30%
50%
20%
30%
50%
MATRIAL STATUS
PERCENTAGE
40
60
100
Study on job satisfaction
Table 7
OPINION OF JOB SECURITY BY RESPONDENTS
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
Table 8
TREATMENTS BY THE SUPERIORS
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
Table 9
RESPONDENCES SATISFACTION WITH COMPANY’S WORK CULTURE
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 9
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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
Study on job satisfaction
Table 10
EXTENT OF SATISFACTION TOWARDS THE FRINGE BENEFITS
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
Table 11
ORGANIZATIONAL POLICIES FOR YOUR CAREER DEVELOPMENT
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 11
54
33
103
100
DEVELOPMENT CAREER
COMPOSITION
Excellent
Good
Fair
Poor
TOTAL
Study on job satisfaction
Table 12
LEVEL OF COMMUNICATION WITH THE SUPERIOR
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 12
COMPOSITION Good Better Best TOTAL0
102030405060708090
100
Series10
1810
2
30
0
60
33
7
100COMMUNICATION LEVEL
Series1Series2
RESPONDENTS OPINION
PERCEN
TAGE
Study on job satisfaction
Table 13
OPPORTUNITIES IN THE ORGANIZATIONAL FOR UTILIZING YOUR ABILITIES
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
Excellent 15 50
Very good 8 27
Good 6 20
Poor 1 3
TOTAL 30 100
Source: survey
Interpretation:
The above table reveals that nearly 50% of the respondents are feeling excellent about
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.
Study on job satisfaction
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
Study on job satisfaction
Table 14
SATISFISFACTION TOWARDS WORKING CONDITION AND FACILITIES
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 14
0
2
4
6
8
10
12
WORKING CONDITION AND FACILITIES
Series2Series1
RESPONDENTS OPINION
PERCEN
TAGE
Study on job satisfaction
Table 15
SATISFISFACTION TOWARDS THE TRAINING AND DEVELOPMENT PROGRAMME
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
Table 16
SATISFISFACTION TOWARDS THE PROMOTIONAL POLICIES IN THE ORGANIZATION
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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!
RESPONDENT’S OPINION
PERCEN
TAGE
Study on job satisfaction
Table 17
RESPONDENTS OPINION ABOUT THE LEVEL OF RESPONSIBILITIES IN THE ORGANIZATION
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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!
RESPONDENT’S OPINION
PERCEN
TAGE
Study on job satisfaction
Table 18
OPINION ABOUT GRIEVANCES SOLVED BY THE COMPANY
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
Excellent 12 40
Very good 10 33
Good 2 7
Fair 4 13
Poor 2 7
TOTAL 30 100
Source: survey
Interpretation:
The above table reveals that nearly 40% of the respondents are feeling excellent about
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.
Study on job satisfaction
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
Study on job satisfaction
Table 19
OPINION TOWARDS THE POSITIVE ENCOURAGEMENT OF SUPERIORS
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
Table 20
OPINION TOWARDS THE APPRAISAL PROCESS IN ORGANIZATION
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 20
RESPONDENT’S OPINION
Fully
Substantially Partially Fairl
yTOTAL
0102030405060708090
100
3630
17 17
100
11 9 5 5
30
APPRAISAL PROCESS
NO.OF RESPONDENTSPERCENTAGE
Study on job satisfaction
Table 21
RESPONDENTS OPINION TOWARDS TIME MANAGEMENT
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 21
16
7
7
30
TIME MANAGEMENT
RESPONDENT’S OPINIONAlwaysSometimesNeverTOTAL
Study on job satisfaction
Table 22
REASONS TO STAY AT YOUR JOB
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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
Study on job satisfaction
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.
Study on job satisfaction
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
No time to look for new job
TOTAL
0 10 20 30 40 50 60 70 80 90 100
REASON TO STAY AT JOB
PERCENTAGERESPONDENTS OPINION
Study on job satisfaction
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
Study on job satisfaction
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.
Study on job satisfaction
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
PERCENTAGERESPONDENTS OPINION
Study on job satisfaction
Table 24
OPINION OF RESPONDENTS TO REFER FRIENDS AND RELATIVES TO JOIN THIS ORGANIZATION
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
FIGURE 24
23
7
30
OPINION TO REFER FRIENDS AND RELATIVES
RESPONDENT’S OPINIONYesNoTOTAL
Study on job satisfaction
Table 25
OVERALL SATISFACTION OF EMPLOYEE IN ORGANIZATION
RESPONDENT’S OPINION
COMPOSITION PERCENTAGE
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.
Study on job satisfaction
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
Study on job satisfaction
CHAPTER 5FINDINGS, SUGGESTION, CONCLUSION
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
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.
Study on job satisfaction
CHAPTER 6BIBLIOGRAPHY, QUESTIONAIRE
Study on job satisfaction
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
Study on job satisfaction
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
Study on job satisfaction
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?
a) Fully b) Substantially c) Partially d) Fairly
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
Study on job satisfaction
21) Is your appraisal process in tune with your expectations?
a) Fully b) Substantially c) Partially d) Fairly
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
No time to look for new job
Location is
convenient
Career opportunities
Study on job satisfaction
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