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Page 1: Job Satisfaction & Dissatisfaction

JOSATISFACTION & DISSATISFACTION- CASE STUDY & ANALYSIS

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JOB SATISFACTION & DISSATISFACTION –CASE

STUDY & ANALYSIS

By

MOUMITA ROY

ROLL

16

DEPARTMENT

POST GRADUATE DIPLOMA

IN

HUMAN RESOURSE MANAGEMENT

UNDER

DR. SHIVAJI BANERJEE

COURSE COORDINATOR ASHIS MITRA

SITE

NALCO WATER INDIA LIMITED

WEST BENGA

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ACKNOWLEDGEMENT

ABSTRUCT

INTRODUCTION

THE CONSEQUENCES OF JOB SATISFACTION

APPLICATION OF JOB SATISFACTION IN THE WOFKPLACE

THE CONSEQUENCES OF JOB DISSATISFACTION

LITERATURE REVIEW

CASE STUDY OF FACTORS INFLUENCING JOBS SATISFACTION

CASE STUDY OF FACTORS INFLUENCING JOBS DISSATISFACTION

AIM OF STUDY

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METHOD & MATERIALS

ANNEXURE

QURSTIONNAIRE

SUBJECTS

RESULT/ SURVEY

ANALYSIS

SATISFACTION-DISSATISFACTION PERCENTAGE ANALYSIS

SATISFACTION - DISSATISFACTION CHI-SQUARE TESE

SUGGESION

CONCLUSION

LIMITATION

REFERENCE

THANK YOU

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I AM GRATEFUL TO OUR TEACHERS DR. SHIVAJI BANERJEE &

COURSE CO-ORDINATOR ASHIS MITRA & ALSO QUALITY ASSURANCE QUALITY

CONTROL (QAQC) MANAGER MR. SAIBAL BISWAS & PLANT SUPERINTENDENT MR.

AMRITENDU ROY OF NALCO WATER INDIA LIMITED, WEST BENGAL WHO HAD

CONSTANTLY GUIDED ME THROUGH OUT THE WHOLE PROJECT, WITHOUT WHOM

THE PROJECT WOULD NOT BE SUCCESSFUL.

I ALSO EXPRESS MY THANKS TO THE LIBRARY STAFFS OF COLLEGE FOR THEIR VARIOUS SERVICES

TO COMPLETE THIS WORK.

I EXPRESS MY SINCERE THANKS TO MY FRIENDS FOR THEIR CO-OPERATION AND SUPPORT IN THE

COMPLETION OF THIS WORK.

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ABSTRACT

A person with job satisfaction holds positive feeling about their job while a person

with job dissatisfaction holds negative feeling about their job & wants to change

the working conditions & organization policy. Through this project I wants to

prove that the concept of job satisfaction & dissatisfaction in inherently so broad

that the single question capture its essence. Although I used two most widely used

approaches, i.e. the single global rating & the other one is a summation of job

facets among the worker of Nalco Water India Limited of West Bengal. And from

this survey I am able to found a conclusion that “HAPPY WORKERS ARE

PRODUCTIVE WORKERS”. It is a science not a myth.

INTRODUCTION

The term job satisfaction describes a positive feeling about a job, resulting from an evaluation of

its characteristics. A person with a high level of job satisfaction holds positive feeling about his

or her job, while a dissatisfied person holds negative feelings. When people seek of employee

attitudes, they usually mean job satisfaction. In fact the two are frequently used interchangeably.

Because of the high importance OB research have given to job satisfaction, we will review this

attitudes in detail throughout the project by remembering that for a person, job is more than just

the obvious activities of shuffling papers, writing programming code, waiting on customer, or

driving a truck. Jobs require interacting with co-workers & bosses, following organizational rules

& polices, meeting performance standards, living with working conditions that are often loss

than idle & the like. This means that an employee’s assessment of how satisfied or dissatisfied he

is with the job is a complex summation of a number of discrete job elements. For measuring this

satisfactional or dissatisfactional condition there are two most widely used approaches ------------

The single global rating ---------- It is nothing more than a response to one question, such

as “all things considered, how satisfied or dissatisfied are you with your job?”

respondents circle a number between 1 & 5 that corresponds to answers from “highly

satisfied” to “highly dissatisfied”.

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A summation of job facets ------------ It is more sophisticated. It identifies key elements

in a job & asks for the employees feelings about each. Such as the nature of work,

supervision, present pay, promotion opportunities, & relations with co-workers.

Respondents rate them on a standardized scale, & we add the rating to create an overall

job satisfaction dissatisfaction score through this project.

From this survey we can say that the concept of job satisfaction & dissatisfaction is inherently so

broad that the single question captures its essence. But also both methods are helpful.

For example, the single global rating method isn’t very time consuming, which frees us to

address other work related issues & problems. And the summation of job facets helps us to find

out in where problems exist, making it easier to deal with unhappy employees & to know the

causes of their unhappiness.

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The Consequences of Job Satisfaction

As mentioned in the overview, job satisfaction has been linked to many variables, including

performance, absenteeism, and turnover, which will be discussed further in this section.

Job satisfaction is significant because a person's attitude and beliefs may affect his or her

behavior. Attitudes and beliefs may cause a person to work harder, or, the opposite may occur,

and he or she may work less. Job satisfaction also affects a person's general well-being for

the reason that people spend a good part of the day at work. Consequently, if a person is

dissatisfied with their work, this could lead to dissatisfaction in other areas of their life.

Employee performance

A link does exist between job satisfaction and job performance; however, it is not as strong as

one would initially believe. The weak link may be attributed to factors such as job structure or

economic conditions. For example, some jobs are designed so that a minimum level of

performance is required which does not allow for high satisfaction. Additionally, in times of

high unemployment, dissatisfied employees will perform well, choosing unsatisfying work over

unemployment.

Employee absenteeism

It is likely that a satisfied worker may miss work due to illness or personal matters, while an

unsatisfied worker may not miss work because he or she does not have any sick time and cannot

afford the loss of income. But generally when people are satisfied with their job they may be

more likely to attend work even if they have a cold; however, if they are not satisfied with their

job, they will be more likely to call in sick even when they are well enough to work.

Employee turnover

A satisfied worker may be forced to resign his or her position for personal reasons such as illness

or relocation. By nature a person is more likely to be actively searching for another job if they

have low satisfaction; whereas, a person who is satisfied with their job is less likely to be job

seeking.

Correlation vs. causation

While one may wish to understand which variables increase or decrease job satisfaction, it is

important to remember that correlation is not equivalent to causation. Research has shown that

there is a correlation between job satisfaction and performance, turnover, and absenteeism. The

following is a list of alternative explanations of a correlation (Pearson, 2010):

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Reverse causation - The job performance causes an increase in job satisfaction

rather than the other way around.

Reciprocal causation –The high job satisfaction causes high job performance

which then increases job satisfaction.

Common-causal variables - individual disposition may cause both satisfaction

and job performance.

Spurious relationship

Extraneous variables - pressure from a supervisor causes high performance.

Mediating variables - experience could cause high performance which then could

cause satisfaction (performance would be the mediating variable).

Factors impacting job satisfaction (Employee Retention Headquarters, n.d).

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Application of Job Satisfaction in the Workplace

According to Employee Retention Headquarters, n.d. The application of job satisfaction in the

workplace is a tough concept to grasp due to its individualistic and circumstantial nature.

According to Syptak, Marsland, and Ulmer (1999), there are numerous aspects of a job that an

organization can manage to increase satisfaction in the workplace, such as:

Company Policies - Policies that are clear, fair and applied equally to all

employees will decrease dissatisfaction. Therefore, fairness and clarity are important and

can go a long way in improving employee attitude. For example, if a company has a

policy for lunch breaks that are the same length and time for everyone, employees will

see this as the norm and it will help cut down on wasted time and low productivity.

Salary/Benefits - Making sure employee salaries and benefits are comparable to

other organization salaries and benefits will help raise satisfaction. If a company wishes

to produce a competitive product they must also offer competitive wages. In addition,

this can help reduce turnover, as employees are more satisfied when paid competitive

wages than if they are being underpaid.

Interpersonal/Social Relations - Allowing employees to develop a social

aspect to their job may increase satisfaction as well as develop a sense of teamwork. Co-

worker relationships may also benefit the organization as a whole; given that, teamwork

is a very important aspect of organization productivity and success. Moreover, when

people are allowed to develop work relationships they care more about pulling their own

weight and not letting co-workers down.

Working Conditions - Keeping up to date facilities and equipment and making

sure employees have adequate personal workspace may decrease dissatisfaction. A

cramped employee is a frustrated employee plus faulty equipment provides frustration in

trying to get work done.

Achievement - Making sure employees are in the proper positions to utilize their

talents may enhance satisfaction. When employees are in the proper role and feel a sense

of achievement and challenge, their talents will be in line with the goals best suited for

them.

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Recognition - Taking the time to acknowledge a job well done may allow for

satisfaction. Positive and constructive feedback boosts an employee's moral and keeps

them working in the right direction.

Autonomy - Giving employees the freedom of ownership of their work may help

raise satisfaction. Job satisfaction may result when an individual knows they are

responsible for the outcome of their work.

Advancement - Allowing employees, who show high performance and loyalty,

show satisfaction. A new title and sense of responsibility can often increase job

satisfaction in an employee.

Job Security - Especially in times of economic uncertainty, job security is a very

high factor in determining an employee's job satisfaction. Giving an employee

the assurance that their job is secure will most likely increase job satisfaction.

Work-life Balance Practices- In times where the average household is

changing it is becoming more important for an employer to recognize the delicate

balancing act that its employees perform between their personal life and work life.

Policies that respond to common personal and family needs can be essential to

maintaining job satisfaction.

The Consequences of Job Dissatisfaction

According to the exit-voice- loyalty-neglect framework (Farrell, 1983), employees’ response to

dissatisfaction with the workplace can take four forms, each of which differs from the others on

two dimensions: active vs. passive and constructive vs. destructive. The four responses are:

1. Exit: exit refers to behavior aimed at leaving the company, such as looking for a new job.

Exit is destructive and active response.

2. Voice: voice refers to employ initiative to improve conditions at the organizations, for

example, offering ideas on who to improve the business. Voice is an active and

constructive response.

3. Loyalty: loyalty refers an employee’s attitude of trust toward the organization. It can

manifest itself as a passive but optimistic hope for improvements to come about. Loyalty

is a passive but constructive.

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4. Neglect: neglect occurs when an employee shows absenteeism, shows up late to work,

and expends less effort at work. By performing inadequately at work, the employee is

allowing conditions to deteriorate. Neglect is passive and destructive.

ACTIVE

DESTRUCTIVE CONSTRUCTIVE

PASSIVE

Responses to job dissatisfaction

Motivators for job satisfaction

De-motivators for job dissatisfaction

Herzberg's Two-Factor Theory (Herzberg, 1968; Herzberg, Mausner, &

Snyderman,1959).

exit voice

neglect loyalty

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LITERATURE REVIEW

To develop this project previous many projects which have been done in outside

of India specially in Malaysia & Canada was used for achieving the objective of the present

study.

Such as __________

CASE STUDY OF FACTORS INFLUENCING JOBS

SATISFACTION BY EDWARD SEK KHIN WONG

The factors that influencing jobs satisfaction in two Malaysian Universities at Kuala Lumpur,

Malaysia among the faculty of business & accountancy done by Edward Sek Khin Wong

(Corresponding author). This work identifies the factors that measure job satisfaction of faculty

members at two selected and major universities in Malaysia, using ten major factors

corresponding to job satisfaction using the Herzberg Two-factor Theory to determine how these

selected factors are related to job satisfaction of Malaysian faculty members. The conclusions

drawn from this study are that the major sources of job satisfaction for Malaysian faculty

members are shown to be policy, administration, and salary. The relevant sources of

dissatisfaction are personal achievement, personal growth, interpersonal relations, recognition,

responsibility, supervision, the work itself, and the overall working conditions. This study has a

number of practical implications for institutional administrators, because if the educational

institution has no instrument designed to measure faculty perceptions of their jobs and work,

these administrators could elect to use the same instrument that investigates the areas of job

satisfaction to gain similar results.

CASE STUDY OF FACTORS INFLUENCING JOBS

DISSATISFACTION BY MARGARET DENTON, ISIK URLA

ZEYTINOGLU, SHARON DAVIES, JASON LIAN

The factors that influencing jobs satisfaction, job stress and job dissatisfaction of home care

workers in the context of health care restructuring done by Margaret Denton, Isik Urla

Zeytinoglu, Sharon Davies, Jason Lian. Changes in the social organization of home care work

due to health care restructuring have affected the job stress and job dissatisfaction of home care

workers. This article reports the results of a survey of 892 employees from three nonprofit home

care agencies in a medium-sized city in Ontario, Canada. Survey results are complemented by

data from 16 focus groups with 99 employees. For the purposes of this study, home care workers

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include both office workers (managers, supervisors, coordinators, office support staff, and case

managers) and visiting workers (nurses, therapists, and visiting homemakers). Focus group

participants indicated that health care restructuring has resulted in organizational change, budget

cuts, heavier workloads, job insecurity, loss of organizational support, loss of peer support, and

loss of time to provide emotional laboring, or the "caring" aspects of home care work. Analyses

of survey data show that organizational change, fear of job loss, heavy workloads, and lack of

organizational and peer support lead to increased job stress and decreased levels of job

satisfaction,

AIM OF STUDY

The main objective of this comparative analytical report is to assess if and how the job

satisfaction & dissatisfaction issue is dealt in the survey & to bring forward some data & trends

on job satisfaction & job dissatisfaction.

“ARE MOST PEOPLE SATISFIED WITH THEIR JOBS?”

By keeping this question on mind, I am going to make this project through a survey in Nalco

Water India Limited, West Bengal. I am also want to know whether they are unhappy with their

job. If so then what’s the reason behind it. What made it so?

METHODOLOGY & SAMPLE CHARACTERISTICS

Interview carried out face to face at Nalco Water India limited, Konnagar-712235,

Hooghly, West Bengal, India.

NALCO WATER INDIA LIMITED

Year of establishment – 1985

Number of employee – more than 1000 worker.

Nature of business – Supplier, Manufacturer, service provider.

This company deals in water treatment chemicals for cooling tower, boiler, waste water

treatment plants up to ZLD system. They are interested mainly on technology

applications than general category.

Preparation of Questionnaire. It is divided into 3 sections. They were --------

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1st section: focused on the survey dealing with job satisfaction &

dissatisfaction (priority given to the working condition survey) & the

Methodological frame used.

2nd

section: addressed to given available data on general job satisfaction

& dissatisfaction & that are broken down by some of its determinant.

3rd

Section: focused on the analytical aspects of job satisfaction in this

section, correspondents are asked to identify correlation between job

satisfaction & other variables related to organizational practices that may

be present in the survey’s data reports & to identify interesting pieces of

conceptual or meta analysis of job satisfaction & dissatisfaction.

It contains 20 questions.

ANNEXURE

Survey continued through answering of questionnaire whose answers are marked on the basis of

five point scales that are ------------

1- Very satisfied

2- Satisfied

3- Neither

4- Dissatisfied

5- Very dissatisfied

QUESTIONNAIRE

1. Consider everything how satisfied are you with your job?

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

2. How satisfied are you overall with aspect of your work -----------

a. The physical environment of the work place & its facilities.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

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b. Confidence between managers & rank & file workers.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

c. Work load.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

d. Length of working time.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

e. Organization of working time.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

f. Wages & reward.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

g. Competence of management.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

h. Opportunity for promotion.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

i. Training & requalification.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

j. Job security.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

k. Equal opportunities for men & women.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

l. Social care & benefits.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

m. Interpersonal relationship in the work place.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

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n. How interesting the work is.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

o. Business information provided by management.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

p. Pay scale.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

q. The prospect of pay rise.

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

3. To what extent do you agree or disagree with the following statement---------

“I am proud of the job I do.”

1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

4. If you are not satisfied with the arrangement of your organization, state what would you

like to change?

According to some employees of Nalco Water India Limited, they want autonomy at

work. Also they wanted to change the arrangement in working hours, the sequence of

their work tasks, work methods, & work tempo. All this answers demonstrated a

significant correlation between the degree of work autonomy & job satisfaction. From

their point of view those who have greater autonomy in their job display greater job

satisfaction & vice versa.

Response rates more than 8o%.

Answers were weighted.

Multistage random probability sampling.

All samples are full time employee.

Each chosen employee had to have at least 3 months employment with the given

industry & it was found that most had an employment record of more than one

year.

10 employees addressed. They are--------

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SUBJECTS

SAMPLE DESIGNATION AGE

A Plant Manager 43

B Logistic Manager 41

C Safety Manager 33

D QAQC Manager 35

E Production Manager 45

F Personnel Manager 37

G Customer Service Manager 42

H Driver 28

I General Operator 1 35

J General Operator 2 51

RESULT/ SURVEY

Number of satisfied & dissatisfied of employee (N=10) ( Multiple Responses)

BASE: All kind of employee.

ANALYSIS

Sample — A, B, C, D, E, F, G, H, I, J

SAMPLE ANSWER

A Satisfied

B Very satisfied

C Satisfied

D Satisfied

E Very satisfied

F Satisfied

G Dissatisfied

H Neither

I Dissatisfied

J Very Satisfied

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SATISFACTION- DISSATISFACTION PERCENTAGE ANALYSIS

(No. of worker satisfied or dissatisfied ÷Total no. of worker) × 100

1 – Very satisfied – 3/10 *100 = 30%

2- Satisfied - 4/10 *100 = 40%

3 - Neither- 1/10 * 100 = 10%

4 – Dissatisfied - 2/10 * 100 = 20%

5 – Very dissatisfied – 0/10 *100 = 0%

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SATISFACTION DISSATISFACTION CHI- SQUARE TEST

Null Hypothesis -The more specific suggestion that the standard deviation

of rate of satisfaction per worker significantly higher than the rate of very satisfaction &

dissatisfaction.

Alternative Hypothesis - The more specific suggestion that the

standard deviation of rate of satisfaction per worker is significantly lower than the rate of

very satisfaction & dissatisfaction.

We shall assume,

X = the random variable.

N = the no. of sampling.

σ = standard deviation

µ = mean

n = degree of freedom

Solution

SAMPLE ANSWER

A 2

B 1

C 2

D 2

E 1

F 2

G 4

H 3

I 4

J 1

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N = 10

n = N – 1 = 9

∑X = 22

∑X

µ = ------- = 2.2

N

√ ∑( X - µ) 2

σ = -------------------- = 1.1

√ N

∑( X - µ) 2

Chi- square value (χ2) = -------------------- = 16.36

σ2

Chi- square value at the 5% level, in n as 9 = 16.92

Conclusion

Since, Chi- square value = 16.36 less than Chi - square value at the 5% level, in n as 9 is

equal to 16.92, the null hypothesis is to be accepted (when tested at the 5% level).

In other words, for worker, the rate of satisfaction on the given survey seems to have higher than

the rate of very satisfaction & dissatisfaction.

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SUGGESION

Main Six factors for job satisfaction & dissatisfaction are found through this

survey are -----------

OPPORTUNITY------

Satisfaction α getting challenging opportunities.

LEADERSHIP --------

Satisfaction α managers become goal leaders.

STRESS ------------

Dissatisfaction α stress.

WORK STANDARDS -----------

Satisfaction α taking pride by entire work groups in the quality of its work.

FAIR REWARDS ------------

Satisfaction α rewarded fairly for the work they do.

ADEQUATE AUTHORITY ---------

Satisfaction α adequate freedom & authority to do their job.

α = sign of proportionality

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Other than Six factors for job satisfaction are found through this survey

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CONCLUSION Looking at the relationship between job satisfaction-dissatisfaction and some individual and

some work-related variables provides certain significant clues regarding the importance of the

concept of job satisfaction & dissatisfaction within the working conditions domain.

Education and job security are the factors showing the strongest correlation with job

satisfaction & dissatisfaction. People who are better educated and hold permanent job

contracts are more satisfied than others. Conversely, a clear relation with the level of job

satisfaction did not emerge in terms of employment, sex, age and marital status of

respondents.

From the proposed independent work-related issues, job autonomy emerged as having a

strong and clear correlation with job satisfaction: more autonomy in a job leads to higher

job satisfaction among respondents.

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Workers’ participation or involvement in the organization where they work is also

positively correlated with job satisfaction: more possibilities to participate in working

decisions imply greater job satisfaction among workers.

There is an unclear relationship between working time and job satisfaction. Job

satisfaction is, however, positively related to working flexibility. It is also evident that

work-life balance has a similarly positive relation with job satisfaction. Workers with

more flexibility in their working time and with a better work-life balance are more

satisfied with their jobs. On the other hand, working overtime is related to job

dissatisfaction.

Job satisfaction is substantially influenced by respondent’s current job position. Lower

specialists & clerks/ operational workers are more satisfied with their job. Manual

workers, whether untrained in their work or trained are less satisfied.

A common framework involving both job satisfaction-dissatisfaction conceptual approaches and

measurement methodologies would be a step forward in improving working conditions surveys.

Analysis revels that job satisfaction increases with respondents’ income, the standard of living of

his household & his education, which is closely linked to income & standard of living.

From this survey, we conclude that satisfied & committed employees, for instance, have lower

rates of turnover, absenteeism, & withdrawal behaviors. They also perform better on the job &

proved that

“HAPPY WORKERS ARE PRODUCTIVE WORERS.”

The most important thing according to me that managers can do to raise employee satisfaction is focus on

the intrinsic part of the job, such as making the work challenging & interesting & also managers should

realize that whatever they can do to improve employee attitudes will likely result in heightened

organizational effectiveness. Beside this paying employees highly will attract high quality employees to

the organization.

LIMITATIONS

As stated in the above, the conclusions of this study cannot be generalized to all employees across Nalco

water India Limited. The results are restricted to the ten employees from whom the survey was drawn.

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edition

Aamodt, M. (2009). Industrial/Organizational Psychology. Belmont, CA. Cengage

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Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in

experimental and social psychology, New York, NY: Academic Press.

Arvey, R. D., Bouchard, T. J., Segal, N. L., & Abraham, L. M. (1989). Job satisfaction:

Environmental and genetic components. Journal of Applied Psychology.

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