synopsis of dominic dessert at ion

8/2/2019 Synopsis of Dominic Dessert at Ion

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INTRODUCTION

JOB SATISFACTION.

DEFINITION:

Job satisfaction has been defined as a pleasurable emotional state

resulting from the appraisal of ones job; an affective reaction to

ones job, and an attitude towards ones 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 affect (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 ones attitude towards his job (positive or

negative). Satisfaction in work and the work environment is the basic

constituent of employee job satisfaction. Employee attitudes and

values influence their behaviour. Positive outlook and backup from

HR helps modify behaviors resulting in higher performance levels.

Job satisfaction is defined as a combination of psychological,

physiological and environmental circumstances that causes a persontruthfully to say, I am satisfied with job. Bloom and Taylor said that

Job satisfaction the result of various attitude are related to the job are

concerned with such factors wages condition of work, social relation

on job, standing of employment either similar.

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Concept of job satisfaction

Job satisfaction has been defined in several different ways and a

definitive designation for the term is unlikely to materialize. A simple

or general way to define it therefore is as an attitudinal variable:

Job satisfaction is simply how people feel about their jobs and

different aspects of their jobs. It is the extent to which people like

(satisfaction) or dislike (dissatisfaction) their jobs.

An alternative approach is that proposed by Sousa-Poza and Sousa-

Poza, based on the assumption that there are basic and universalhuman needs, and that, if an individuals needs are fulfilled in their

current situation, then that individual will be happy. This framework

postulates that job satisfaction depends on the balance between

work-role inputs - such as education, working time, effort - and work-

role outputs - wages, fringe benefits, status, working conditions,

intrinsic aspects of the job. If work-role outputs (pleasures) increase

relative to work-role inputs (pains), then job satisfaction willincrease (Sousa-Poza and Sousa-Poza, 2000).

Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-

dimensional concept consisting of intrinsic and extrinsic satisfaction

dimensions. Intrinsic sources of satisfaction depend on the individual

characteristics of the person, such as the ability to use initiative,

relations with supervisors, or the work that the person actually

performs; these are symbolic or qualitative facets of the job. Extrinsic

sources of satisfaction are situational and depend on the

environment, such as pay, promotion, or job security; these are

financial and other material rewards or advantages of a job. Both

extrinsic and intrinsic job facets should be represented, as equally as

possible, in a composite measure of overall job satisfaction.

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This distinction, as described by Rose, relates to the double meaning

of the word job: the work tasks performed and the post occupied by

the person performing those tasks.

The meaning of job as a post or appointment is of primary

importance. Every job is an instance of the employment relationship,

embodying a contract (substantive or implied) to exchange an ability

to work (labour, provide service, exercise ingenuity, direct efforts of

others, etc) for rewards (both material and symbolic). True,

performing work tasks provides a stream of experiences, technical

and social, that can energies psychosocial responses; any resulting

data summarizing these reactions are indispensable. However, such

data must not be weighted higher than those concerning experience

of the overt (or ostensible) contractual terms - above all, those

concerning pay and job security. (Rose, 2001

In todays world, it is naive to assume that people work primarily to

achieve professional fulfillment and job satisfaction. As a matter of

fact, they seem to work because what they get on the job enablesthem to achieve whatever they want to achieve off the job. On the

job, they have to produce - there is no time for any enjoyment.

Compensation levels and competitiveness are higher than ever

before and the chief casualties are traditional factors like job

satisfaction.

Todays typical professional may no longer have an undivided loyalty

and commitment towards his job. Therefore, it is incorrect to believethat an employees work life is spent entirely in the pursuit of job

satisfaction. Perhaps, he or she is not actively seeking job satisfaction

as much as aspiring towards other important needs and

considerations like own career progression, standard of living and

personal fulfillment. The job is a means to achieving the desired ends.

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One of the typical propositions held by most people connected with

HR is that job satisfaction is positively associated with job

performance. Does a satisfied employee always produce more? It

may be wrong to presume and take for granted a fictitious linkagebetween job satisfaction and employee productivity in all cases.

In some cases, one may be shocked to find that while the so-called

satisfaction was increasing, the productivity of the individual was

declining. The reason behind this is the mistaken concept that a

satisfied employee will devote his dedicated attention to his work.

A satisfied or happy employee may begin to develop an

approach of self-complacency, and an overall sense of well-being, and

consequently, his temperament may become one of ignorant

submission and passivity rather than one of positive action and active

involvement. As a result, it is not too uncommon to see that the

productivity of the employee does not always closely follow his

upward satisfaction curve.

Another important aspect of this situation is the rate of constructive

conflict. If properly used and suggestively applied in the

organizational context, the managerial implantation of a limited

degree of constructive conflict does indeed shake these smug people

and satisfied employees out of their lethargy and enables them to

achieve a certain individuality of action. Viewed from the perspective

of the organization the key issue is not having satisfied, happy

employees but maximizing productivity, the bottom line being profit.

With changing value systems, it may be wrong to believe that

increased satisfaction means increased motivation as propounded by

various theories of motivation ( Maslows Need Hierarchy, for

example). Here it is vital to understand that need comprises two

components: Appetite and Desire .

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Appetite corresponds to that part of each hierarchical level of need,

the non-satisfaction of which can be expected to normally inhibit or

deter progress up the hierarchy of needs.

Desire corresponds with the greedy, relatively unjustified part of

each hierarchical level of need, the satisfaction of which should not

be viewed as necessary prerequisite.

With changing values, and by habit and custom, yesterdays

desires become todays appetite . The effect of extrinsic

motivational techniques like job satisfaction will eventually be to

increase need satisfaction threshold limits and draw energies towards

the satisfaction of desires. The myth of job satisfaction exerts

severe pressures upon both the employer and the employee

The employer convinces himself that he must provide satisfaction on

the job and the employee rationalizes his behavior and anticipates

satisfaction. In this two-faceted pressure-approach, the entire

organization suffers from unwanted conflicts, unfulfilled expectations,

and un kept promises.

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

job. It is a relatively recent term since in previous centuries the jobs

available to a particular person were often predetermined by the

occupation of that persons parent. There are a variety of factors that

can influence a persons level of job satisfaction; some of these

factors include the level of pay and benefits, the perceived fairness of

the promotion system within a company, the quality of the working

conditions, leadership and social relationship, and the job itself (the

variety of tasks involved, the interest and challenge the job

generates, and the clarity of the job description/requirements).

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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 jobenrichment. 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).

History

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

Hawthorne studies. The 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, notfrom 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 Taylors 1911book, Principles of Scientific Management, argued that there was a

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single best way to perform any given work task. This book

contributed to a change in industrial production philosophies, causing

a shift from skilled labour and piecework towards the more modern

approach of assembly lines and hourly wages. The initial use ofscientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However,

workers became exhausted and dissatisfied, thus leaving researchers

with new questions to answer regarding job satisfaction. It should also

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

Munsterberg set the tone for Taylors work.

Some argue that Maslows 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-actualisation. This model served as a good basis from which

early researchers could develop job satisfaction theories.

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.

Perspectives to job satisfaction

Smith (1969) perceived job satisfaction as the extent to which an

employee expresses a positive orientation towards job. Wikipedia

(2007) notes that job satisfaction describes how content an individual

is with his or her job. Job satisfaction has also been defined as apleasurable emotional state resulting from the appraisal of ones job,

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an affective reaction to ones job and an attitude towards ones job

(Brief, 1998). Weiss (2002) argued that it is an attitude but pointed

out that researchers should differentiate between the objects of

cognitive evaluation which affect (emotion), beliefs and behaviors.Other authors argue that job satisfaction may include factors such as

workload, physical conditions, and carrier aspirations of individuals.

Job satisfaction is often described as the quality of life at work as

experienced by the employee, and the condition that could be

promoted by social responsibility programs executed by the

employer. Furnham (1992) categorizes factors that can have an

influence on job satisfaction into three groups namely:

.Organizational policies and procedures that have to do with the

nature of the remuneration package, supervision and decision-making

practices, and the perception of the quality of supervision. ii. Aspects

of the total workload, the variety of skills applied, autonomy,

feedback and the physical nature of the working environment iii.

Personal aspects such as self-image, ability to deal with stress and

general satisfaction with life. According to Winos and Lawler (1972)

there is a serious lack of good theory about the very meaning of

employee-satisfaction.' hence the conflicting results founding many

studies on job satisfaction are a manifestation of the unavailability of

a generally accepted definition of job satisfaction (Locke and Latham,

1990), and different terms being used interchangeably with other

terms such as 'morale, employee satisfaction, attitudes and

opinions'(Bayfield and Crockett, 1955; Deci and Ryan, 1985;Guion,

1958; Lazarus and Folkman, 1984, Thierry and Hacker, 1990).

However, employee-satisfaction in one form or another has been

related to such variables as turnover, absenteeism, productivity,

group cohesiveness, general hygiene factors, job reward, personnel

rights, labour, unrest and performance appraisal (Barber etal.,1992;

Danhoff, 1993).Job satisfaction has also been correlated with factors

related to the work itself or to the outcomes (such as the rewards for

excellence and performance) directly derived

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Chimanikire et al. 167from it such as the nature of employees' jobs,

achievement

of work, promotional opportunities and chances for personal growth

and recognition (Greenberg, 1986). Previous research has also

focused on the relationships between job satisfaction and the

following variables: performance, autonomy, supervisor support,

equitable wages, social stimulation, working environments and

personality variables (Organ, 1988). Job satisfaction is a multi-

pronged concept affected by interplay of factors emanating from the

business environment, government policies and personality factors.

Determinants of job satisfaction

Job satisfaction in organizations has been receiving increasing

attention because it reduces employee turnover, absenteeism,tardiness, and health setbacks due to stress. Workers who are

satisfied at their workplaces show positive attitudes in their homes

and make a psychologically healthy society. Many of the studies on

job satisfaction have been done focusing on different economic

sectors and perspectives such as agriculture, commerce, health and

education .According to DeVaney and Chen (2003), demographic

variables such as age, gender, race, and education have an effect onjob satisfaction. It has been shown, for instance, that older workers

are more likely to be satisfied than younger workers and also that

non-white employees are less satisfied than white employees.

Work related variables such as whether the job is interesting, good

relations with management, job security (permanent or contract

jobs), higher pay, a sense of control over ones work were identifiedas important factors underlying job satisfaction (Miller, 1980; Souza-

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Poza, 2000).One et al. (2005) examined the factors affecting job

satisfaction of field extension workers in Enugu State Agricultural

Development Programmed in Nigeria using as ample of Forty-two

extension staff randomly selected across three agricultural zones.The field extension workers indicated low level of satisfaction with

their job content, conditions of service and working environment,

which were subsequently identified as key factors that could enhance

job satisfaction among extension personnel in Nigeria. Salmon (2006)

used a sample of 437nurses drawn from 20 different states in the

United States. The Karasek's job demand-control-support model was

used as the theoretical framework for the study. Variables used to

predict job satisfaction in the analysis included personal factors of

educational level, certification level, continuing education credits,

years of experience, and perceived competence (self-efficacy) and

organizational factors of social support, professional practice

environment, type of hospital, and type of unit. The organizational

environment or Professional Practice.

Environment Score (PES) was identified as the main determinant of

job satisfaction among nursing staff in the20 states. Tutuncu and

Kozak (2006) measured job satisfaction in the Turkish Hotel industry

using a job satisfac168Afr. J. Bus. Manage.tion index. Attributes such

as the work itself, supervision, and promotion were noted as the

determinants of the level of overall job satisfaction among Turkish

hotel workers. DeVaney and Chen (2003) conducted a survey of job

satisfaction among 211 graduates in financial services in the US using

Ordinary Least Squares (OLS)as the analytical tool. The aspects of job

satisfaction measured in the study were attitude to the job, relations

with fellow workers, supervision, company policy and support, pay,

promotion and advancement, and customers. Realization of

expectation, company support, attitude ,relations with fellow workers,

pay, and gender were significant determinants of job satisfaction.

Four factors in the regression analysis were not significantly related

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to job satisfaction namely job security, opportunity for promotion, age

of the graduate, and stress. The study however, did not indicate why

the four aforementioned factors were not statistically insignificant.

Sur et al. (2004) investigated job satisfaction among 855 dentistsselected from9 provinces in Turkey. Job satisfaction was

conceptualized intrinsically and extrinsically and items were rated

using a 5-point liker scale. The type of social insurance, the amount of

monthly income, and the number of patients examined per day were

the most common and statistically significant predictors of intrinsic,

extrinsic, and overall satisfaction among Turkish dentists. A cross-

sectional survey was done by Knowles (1978) to determine job

satisfaction among supervisors in Australia using job satisfaction

questionnaires. Job design and organizational factors emerged as the

main factors underlying job satisfaction. Ito et al. (2001) surveyed

1494 nurses unemployed in 27 psychiatric hospitals in Japan and

used the National Institute for Occupational Safety and Health job

stress questionnaire to study job satisfaction. Forty-four percent of

the respondents wanted to leave their job, and 89% of those

perceived a risk of assault. Younger age, fewer previous job changes,

less supervisory support, lower job satisfaction, and more perceived

risk of assault were significant predictors of intention to leave.

Wiedmar (1998) used age, education level, sex, shift, and part or full-

time status as the factors constituting job satisfaction in Wal-Mart

Super center in St Joseph, Missouri. Equal treatment by management,

sex and employees seeing them as part of the organizations future

were

important variables. However, educational level and age were not

significant predictors of job satisfaction. Job satisfaction tends to vary

from country to country depending on job-culture fit. It has been

noted that Americans value achievement, equity, democracy and

ambition. English-Canadians are said to value competition,

achievement, independence and pragmatism while French-Canadians

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value spiritual and society oriented outcomes and Japanese value

self-respect, helpfulness and forgiveness. High job satisfaction has

been recorded among Americans (80%) while low job satisfaction

14% has-been recorded among the Japanese because the Japaneseassign workers to jobs despite their interests whereas Americans look

at the worker personality and preferences(Robbins, 1998).Employees

prefer work situations that allow them tousle all their skills, mentally

and physically, freedom and quick feedback on their work

performance though it has-been noted that excessive challenge to

ones abilities may bring in frustrations (Robbins, 1991). Workers

prefer jobs that reward them on the basis of what they perceives

economically justifiable (Robbins, 1991). It is not the amount of

money one receives but its the job-wage congruence based on

worker perception that leads to job satisfaction. Supportive work

environments that do not pose perceived danger such as fire, and

accidents, are more preferred by employees. Provision of adequate

and appropriate working equipment and clean facilities are related to

high job satisfaction (Robbins, 1998). From literature the parameters

that generally influence job satisfaction include age, income,

conditions of service, working environment, gender, treatment by

management, promotion, realization of expectation, company support

and attitude.

Job satisfaction is an important criterion for the success of an

organization. It is closely associated with job turn over and life

satisfaction. Job satisfaction is defined in various contexts by various

authors. Some of the important definitions related to the scope of this

paper are discussed in the following paragraphs. According to Locke

(1976), job satisfaction is an emotional reaction that "results from the

perception that one's job fulfills or allows the fulfillment of one's

important job values, providing and to the degree that those values

are congruent with one's needs". Human needs are subjected to

constant change but the job values are relatively more stable. Some

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one who is satisfied with his/her job may not experience the same

emotion if there is a change in his/her needs.

Most authors state job satisfaction as resulting from the fulfillment ofneeds through the activities one performs at one's job and from the

context in which the work is performed. It is very hard to fulfill one's

need as it keeps changing quite often. Ilgen(1971) and McFarlin and

Rice (1992),conceive of job satisfaction as resulting from the size of

the discrepancy that one perceived, if any, between what he expects

to receive from his work and what he perceives he is receiving. Pinder

(1997) suggests that the satisfaction results from at least three

general types of perceptions. First, the person must see that there is

a positive increment in the level of desired outcomes he/she receives.

Second, the shorter the period over which the improvement occurs,

the greater is the feeling of satisfaction (called the notion of velocity).

Third, positive increase in the rate of positive change also adds to the

sensation of satisfaction. Pinder (1997) considers employee values,

which are defined as those things that might be considered as

conducive to his or her welfare. Pinder (1997) states satisfaction or

dissatisfaction resulting from comparison that a person makes

between herself and others around her. From the above definitions

we find that job satisfaction is associated with needs and the values.

This research paper is about the study of the effect of physical-

economic and social factors on job satisfaction. Physical-economic

factors are found to affect the needs and social factors affect

the values. Figure 1 illustrates the factors and the sub factors that

affect job satisfaction based on physical-economic and social factors.

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FACTORS AFFECTING JOB SATISFACTION

Physical-economic factor

Lincoln and Kalleberg (1990) have argued that the rewards offered by

an organization may have a powerful effect on employees' attitudes

towards their job. The rewards may be classified into intrinsic and

extrinsic rewards. The intrinsic rewards are those that exist in the job

itself, such as variety, challenge, and autonomy. Extrinsic reward

comprises elements such as pay and fringe benefits, promotion or

advancement opportunities within the organization, the social

climate, and physical working conditions. O'Driscol and Randall

(1999) have argued that extrinsic rewards are strongly associated

with continuance commitment and intrinsic rewards are strongly

associated with job involvement and affective commitment.

Continuance commitment, job involvement and affective commitment

are associated with job satisfaction.

Physical - Economic

Extrinsic Reward

Pay Benefits, Social Climate, Work place ,Promotions

Intrinsic Reward

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Variety, Challenge, Autonomy

Social

Parent Hood, Social Support, Partner Support, Coworker Support

Social factors:

Parent hood and social support are the two sub factors under thesocial factors that affect job satisfaction. Roxburgh (1999) have

argued that there is a modest difference in the job satisfaction of

fathers compared to non-fathers and mothers compared to non-

mothers, with job satisfaction higher among mothers and non-

fathers. Roxburgh (1999) have argued that job satisfaction is

significantly higher among women compared to men when partner

support is high and the job satisfaction among men is maximized byhigh coworker support.

Job satisfaction can be influenced by a variety of factors, e.g. the

quality of one's relationship with their supervisor, the quality of the

physical environment in which they work, degree of fulfillment in their

work, etc.. Numerous research results show that there are many

factors affecting the job satisfaction. There are particular

demographic traits (age, education level, tenure, position, marital

status, years in service, and hours worked per week) of employees

that significantly affect their job satisfaction.

Satisfying factors motivate workers while dissatisfying ones prevent.

Motivating factors are achievement, recognition, the job conducted,

responsibility, promotion and the factors related to the job itself for

personal development. Motivating factors in the working environment

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result in the job satisfaction of the person while protective ones

dissatisfy him/her.

Maslow connects the creation of the existence of people's sense of

satisfaction with the maintenance of the classified needs. These are:

physiological needs (eating, drinking, resting, etc.), security needs

(pension, health insurance, etc.), the need to love (good relations

with the environment, friendship, fellowship, to love and to be loved),

need to self-esteem (self-confidence, recognition, adoration, to be

given importance, status, etc.) need of self-actualization

(maximization of the latent[potential] power and capacity,

development of abilities, etc.) .

Insufficient education, inability to select qualified workers for the job,

lack of communications, lack of job definitions, all affect job

satisfaction negatively. It has been asserted that participating in the

management, having the decision making power, independence on

the job and the unit where the individual works, have positive impact

upon the job satisfaction. The job itself (the work conducted), and

achievement and recognition at work result in satisfaction while the

management policy, relations with the managers and colleagues

result in dissatisfaction. Factors related to the job itself such as using

talents, creativity, responsibility, recognition have influence on the

job satisfaction.

Age is one of the factors affecting job satisfaction. Studies conducted

in five different countries prove that the elder workers are more

satisfied . Kose has also found a meaningful relation between the age

and job satisfaction .

There is a strong connection between feeling secure and saying one

is satisfied with a job. People who state their job is secure have a

much larger probability of reporting themselves happy with their

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work.

Similarly, by some researchers, sex is also found to have an influence

on job satisfaction . Besides, Wahba has found out that male

librarians give more importance to personal development and freedecision making in their jobs than the female librarians, and the

female librarians are more dissatisfied than the male librarians .

Job satisfaction and devotion to the job, affected each other

reciprocally, and they have great impact upon performance. The most

significant of the factors affecting performance are economical,

technical, socio-political, cultural and demographical ones . However,

most efforts to improve performance seem to center on improving

the conditions surrounding the work. These are worthwhile efforts,

but they usually result only in short-term improvements in attitudes

and productivity, and the situation often returns quickly to normal .

There is no strong acceptance among researchers, consultants, etc.,

that increased job satisfaction produces improve job performance --

in fact, improved job satisfaction can sometimes decrease job

performance. For example, you could let workers sometime sit

around all day and do nothing. That may make them more satisfied

with their "work" in the short run, but their performance certainly

doesn't improve. The individual's willingness to get a result, his/her

endeavour and expectation of maintaining the result will push

him/her to show the highest performance.

Job satisfaction varies a lot. But, many workers are satisfied in even

the least prestigious jobs. They simply like what they do. Most

workers like their work if they have little supervision. The least

satisfied workers are those in service occupations and managers that

work for others. Ethnic and religious orientation is associated to work

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attitudes, and job satisfaction is related to education. The difference

between the results that the individual desire and those s/he

maintained will affect his/her satisfaction . There is a consistent

relationship between the professional status and the job satisfaction.High levels of job satisfaction are observed in those professions which

are deemed of good standing in the society. The workers usually

compare their working conditions with the conditions of the society,

under the variable of social conditions. If the social conditions are

worse than the individual's working conditions, then this will result in

satisfaction of the individual, as the workers deem themselves

relatively in good position. No meaningful relationship between the

job satisfaction and age, professional experience, education level,

level of wage, sex and professional group was found. On the contrary,

professional experience has been claimed to increase job satisfaction

In todays competitive environment organizations thrive and

survive on their human resources. Values, attitudes, perceptions

and behaviour, which form these resources, influence employee

performance. It is a key factor in realising organisational and

individual goals that in turn greatly depends on individuals self-

motivation and job satisfaction.

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To achieve job satisfaction :

Attitudes influence behaviour and are the indicators of potential

problems an organization might encounter. HR must helpemployees to cope with frustrations and sustain job satisfaction.

Motivated employees stay on for long to achieve their goals. Job

responsibilities, achievements, growth, self-fulfillment and

recognition enhance job satisfaction levels. A candid interaction of

managers with employees helps develop good relationships.

Continuous coaching and genuine appreciation by the managers

also enhances job satisfaction.

To cultivate an attitude of excellence in their employees,

managers must provide a certain degree of autonomy.

Organizations and managers desirous of excelling must therefore,

work toward ensuring employee job satisfaction.

A happy worker is a productive worker. The Hawthorne studies

conducted at an electrical plant in Chicago from 1924-1932

revealed that employee morale and satisfaction increase

productivity. Since then, management has pursued the topic of

job satisfaction, as it is believed to enhance performance, reduce

absenteeism, retain qualified workers and establish smooth

employment relations.

Job satisfaction is a pleasurable or emotional state resulting from

the appraisal of ones job and experience. (Locke: 1976). It is

important to realize that these attitudes vary according to

individual experiences and expectations and hence there is no

single unitary concept of job satisfaction.

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RESEARCH METHODOLOGY

Title of the Study

Factors affecting job satisfaction among middle level

executives.

Sub title of the study

( A study of 70 middle level executives in Anupam Industry Ltd. V . U

. Nagar )

Significance of the Study

Job satisfaction is central to many aspects of industrial and

organizational development the individual performance and growth in

the organization influenced by varied function constant changing

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environment have also an influence on individual at personal level

According to scientific management job satisfaction is based on most

pragmatic an essential pessimistic philosophy that man is maintained

by money. The individual involvement, loyalty, dedication to job andorganization seed to be low key affair, the loyalty, dedication and

involvement leads to organization effectiveness productivity as well

as individual growth and enhancement. Job satisfaction is commonly

measured in seven areas that is physical, salary and perks,

promotion, policy, job security, work interest, relation, welfare

facilities. Studying job satisfaction which influence and determine

human behaviour in worth because ultimately all the aspects related

to job satisfaction ultimately leads to good industrial relationship

enhances inter personal relation ultimately leads to increase

productivity and growth of the organization.

Thus the study is an attempt to explore various factor which can

affect industrial development especially related to job satisfaction

which can be helpful to all those and especially industrial social

workers to find out effective measures and solution to deal with the

loopholes and obstacles in gaining effective work.

Objectives of the Study.

Main objectives

To explore various factors affecting job satisfaction.

Specific objectives.

To find out aspects like job security, work interest among

respondents.

To explore the social satisfaction level among respondents.

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To know the attitude of respondents toward the welfare

facilities provided by the management.

Hypotheses of the study

1 Better physical condition lead to good job satisfaction

2 Adequate salary and perks are responsible for increase job

satisfaction level.

3 Good interpersonal relationship will increase the working

satisfaction level among respondents.

Pretesting

Pretesting was done before the actual interview with respondents

where

alteration were made in the interview schedule as per the

requirement of

the research.

Universes

My universe of study consists of Anupam Industry Ltd. V . U.

Nagar.

Sample

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My sample for study consists of departments of Anupam Industry

Ltd. like purchase, production and planning, account, qualitative

control, store, personnel department, design department.

Sampling method

Rsearcher has selected the respondents on the basis of particular

strata like researcher has selected ten respondents from seven

department thats why the sampling method for the study is stratified

random sampling.

Variables

Independents variables

They are age, designation, total experience, marital status.

Dependents variables

Remuneration, attitude towards welfare facilities, opinion about

work interest, job security.

Research designThe study attempts to find out factual information from the

respondents thats why it is exploratory in nature and at the same

time as it describes the factors and aspects in detail it is

descriptive in nature thats why the research design for my study

is exploratory cum descriptive in nature.

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Tools for data collection

Primary tool : Primary tool for data collection was Interview

schedule.

Secondary tool : Secondary tool for data collection consists of

library, books, journals, internet, news Papers, magazines.

Limitations

1.Time constraint was one of the limit during data collection.

2. Responses received were not free from respondents biases

because of their apprehension that it might affect their career.

3.The information should be kept in secrete.

Operational Definition

Job satisfaction has been defined as a pleasurable

emotional state resulting from the appraisal of ones job; an

affective reaction to ones job, and an attitude towards ones job.

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CHAPTER III

RESEARCH SETTING

PROFILEAnupam Industries Ltd. having enriched experience of 35 years is one

of the market leaders in crane manufacturing in India. In a span of 35

years, the company has a satisfied customer base of more than 3500

installations across the globe. Through its 3 decades long history

Anupam has grown from strength to strength and is now a front-

runner in the crane manufacturing industry. Our unbeatable

combination of reliability, innovation and technically superiorproducts deliver great value and performance.

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MISSION

To achieve market leadership across the globe in crane business

through total customer satisfaction.VISION

To establish ourselves as a dominant player in crane manufacturing

across the globe

ESTABLISHMENT

History

Anupam Industries Ltd.was established in 1973-with a purpose of

manufacturing E.O.T (Electric Overhead Transforming crane).The

foundation chairman with rich experience of 10 years in crane design

at Heavy Engineering Corporation, Ranchi. made a humble beginning

with manufacturing of cranes and since than Anupam has gradually

developed its capabilities and has flourished in all horizons.

The main thrust of company all along has been its proficiency in its

design capability, research & development and satisfaction of its

customers.

CORE TEAM

The company is headed by Shri J. C. Patel - Founder Chairman, who is

a sound technocrat with a total experience of 4 decades. Under his

leadership, a team of young technocrats - Mr. Mehul Patel, Managing

Director and Ms. Shreya Patel, Executive Director both with rich

experience are heading different operations of the company. They

are backed by a team of professionals having experience of more

than 3 decades in various functions like designing/engineering,

marketing/contracts, finance and operations.

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SUPPORTED BY

Qualified team members with an average of 10-15 years experience

in each discipline of the crane industry, providing pragmatic wisdom

and a practical insight to the industry.

INFRASTRUCTURE

The companies registered office is 138 GIDC, Vitthal UdhyogNagar.

With branch offices at New Delhi, Mumbai, Chennai, Banglor and

Kolkata.

The companys turnover was increased from 20 crores to 75 crores

and now the planning for further increase of turn over about 75 to150 crores. Today Anupam one of the foremost organization in India

having an absolute experience of 25 years in this field.

Turn Over:

The annual turn over of Anupam Industry Ltd. For the year 2006

2007 is Rs. 70.42 crores.

Future Plan:

Future plan of the company is to be Global Leader in crane

industry all over India & abroad.

To achieve the target of Rs. 300 crores.

To get more orders from different sectors like power steal,

nuclear, construction and general purpose crans.

Unit-I

Shop Area:

Assembly Shop : Span 10.0m x Height 6.0m x

Length 56.3

Assembly Shop 2 : Span 12.0m x Height 8.0m x Length

56.3mEquipped with 50 T & 10 T Cranes

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Fabrication Shop : 1.Span 14.5m X Height 6.0m X Length

40.0m

2.10 T S/G Cranes (2 Nos.)

Load Testing Facility : 250 T (1 No.) Load Pit Assembly Capacity : 4 To 6 Cranes per Month

Single Largest Component Handling Capacity : 50 T

Unit-II

Shop Area:

Fabrication : Span 17.5m X Height 12.0m X Length

Shop100.0

Assembly Shop : Equipped with 20 T D/G (2 Nos.), 15 T S/G (1

No.)

Load Testing Facility: Span 19.0m X Height 12.0m X Length

100.0m

Equipped with 40/10 TD/G (2Nos.), 20 T

D/G (1 No.)

Assembly Capacity : 350 T (2 Nos.) Load Pit

Single Largest Component Handling Capacity :8 To 10 Cranes

per Month

TESTING FACILITY

Load Testing Facility of up to 350 T (1 No. 250 T Load Pit and 3

nos. 350 T Load Pits, with RCC load blocks)

Latest equipment and processes for all NDT testing

Managed by qualified Level II engineers

The best established Quality Assurance(QA) system from raw

material acquisition to the finished product, monitored by

qualified team of experienced QA Engineers equipped with

sophisticated, periodically calibrated instruments.

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PRODUCT RANGE

POWER PLANT CRANES

Cranes and components are designed to suit all requirements of

construction & maintenance of the Power Plant. So far we have

supplied 200 T capacity cranes and span unto 35 m for various power

projects in India.

GRABBING CRANES

We have supplied wide range of grabbing cranes with a bucket

capacity of unto 6.3 m3 for various industrial applications like... Coal

Handling, Waste Handling...

STEEL PLANT CRANES

Cranes and components are designed for M7 & M8 duty, with

necessary de-rating factor, applicable for steel plant environments

and operations...

CONSTRUCTION INDUSTRY CRANES

We have vast experience and largest market share in supplying

Gantry cranes unto 120 T capacities and span unto 30 m for handling

precuts segments during...

REFINERY CRANES

We have supplied cranes for refinery applications suitable for Gas

Group-A, Group-B & Group-C conditions and T-3 & T-4 temperature

services, as per our customer' requirements...

NUCLEAR INDUSTRY CRANES

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A highly specialized Single Failure Proof type of crane design has

been developed by us for Nuclear Industry applications like handling

of radioactive material...

STANDARD PRODUCTS

Wire Rope Hoist | Modular Compact Drive for LT & CT | Hoisting Gear

Box for Winch | Radio Control | Pendant | Inverter Drives.

TOTAL WORKERS

STAFF...........................170

WORKER.. . 130

CONTRECT LEBOUR.. 15

CHPTER V

Findings, Conclusion & Suggestion

Findings

The majority of respondents .i .e. 58.57% are in the age

group of 20-30 %.

The majority of respondents i. e. 41.42% have studied up to

P.G Diploma i.e.

The majority of respondents i.e. 50% are married.

30
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The majority of respondents i.e. 85.71% does not feel it as

tired some physically

The majority of respondents i.e. 77.14% are felt that the jobis tolerable and not forcing for a stressful and fast life.

The majority of respondents i.e. 75.71% suggest that the job

is not very hatic and they are enjoying it with satisfaction.

The majority of respondents .i.e. 74.28% feel that job is not

causing any occupational hazard and show sign of jobsatisfaction

The majority of respondents .i.e. 90% said the present job

do not require to work long.

The majority of respondents .i.e. 75.71% feel that job is not

so much challenging for the respondents

The majority of respondents .i.e. 87.14% are satisfied with

the work place.

The majority of respondents .i.e. 72.85% feel that they are

paid fair salary for the work they do.

The majority of respondents .i.e. 72.85% are satisfied that

the work is improving their earning capacity, that the good

salary and perks is provided by the management and

employees are happy.

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The majority of respondents .i.e.72.85% said the work gives

good financial prospect, that goes in favour of work

satisfaction with financial aspect.

The majority of respondents .i.e. 68.57% said the work give

opportunity to earn maximum income, which reveals that

there are other means may be other incentives provided by

the management to the employees to earn maximum

income.

The majority of respondents .i.e. 84.28% said the workprepare for a more lucrative job in future that means

present job is enough possible and opening new vistas for

future development.

The majority of respondents .i.e. 80% said the work give

good returns and investment in education.

The majority of respondents .i.e. 82.85% feel that they can

earn more in some other job, it suggests that though

respondents are earning good salary they have certain

beliefs of earning more from other job.

The majority of respondents .i.e. 80% are satisfied with the

method of promotion .

The majority of respondents .i.e. 80% believe that other

people ahead of them executes unfair means which is not a

good organizational environment.

The majority of respondents .i.e. 77.14% feel satisfied that

the organization follow the satisfactory method of

promotion.

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The majority of respondents .i.e. 60% believe that it is

necessary to do aversive things to get promotion.

The majority of respondents .i.e. 75.71% believe that thepoor promotion policy affects industrial functioning.

The majority of respondents .i.e. 77.14% said the policy

were easy to understand, which shows good organization

policies for the employees.

The majority of respondents .i.e. 91.42% feel that the jobgives them real personal satisfaction than things they do in

spare time.

The majority of respondents .i.e. 88.57% have respect and

regard for their authority.

The majority of respondents .i.e. 80% feel that they have

been taking more responsibility in their work than they

deserve.

The majority of respondents .i.e. 75.71% said the policies

and problems of people under whom they work adequately

explained, it suggests that good interpersonal relationsbetween management and workers.

The majority of respondents .i.e. 84.28% do not have fear of

loosing job, it may be they are competent enough that they

cant loose the job.

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The majority of respondents .i.e. 82.83% feel efficient as the

average person with whom they work, that respondents are

confident about their efficiency.

The majority of respondents .i.e. 97.14% satisfy because the

adequate arrangement made for absence due to sickness.

The majority of respondents .i.e. 90% satisfies because they

have eventual relievement security of job.

The majority of respondents .i.e. 77.14% said that thefinancial aspect related satisfaction is strong among the

respondents.

The majority of respondents .i.e. 78.57% are satisfied with

the job security in this organization.

The majority of respondents .i.e. 74.28% believe that thepoor job security does not effect on industrial relation

functioning.

The majority of respondents .i.e. 80% think that job security

would be improved constant contact with supervisor.

The majority of respondents .i.e. 81.42% are reallyinterested in present job.

The majority of respondents .i.e. 88.57% feel their life

becomes empty without their work.

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The majority of respondents .i.e. 91.42% feels that the job

gives them real personal satisfaction than the things they do

in spare time.

The majority of respondents .i.e. 65.71% would like to work

to continue if it is not financially necessary.

The majority of respondents .i.e.74.28% think that their work

interest increasing by freedom in job, it suggests that

management must give openings to creativity.

The majority of respondents .i.e. 90% think that their work

interest increase by salary and perks.

The majority of respondents .i.e. 80% feel that job does not

restrict social freedom, it suggests social complications are

less due to their job.

The majority of respondents .i.e. 84.28% said the job

provides adequate financial status in community.

The majority of respondents .i.e. 72.85% did not feel that

they have to work with some such people whom they do not

like much.

The majority of respondents .i.e. 88.57% do not feel that

there is none in whom they can confide.

The majority of respondents .i.e. 78.57% get disturbed when

their peers try to double cross which they do not explicitly

show it.

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The majority of respondents .i.e. 80% do not thinks that

their social status effect their job satisfaction, there is no

relation between the social stats and job satisfaction as per

the respondents

The majority of respondents .i.e. 71.42% do not think that

frequent problems in inter personal relations between the

employees and their supervisors may lead the disturbed

industrial relation.

The majority of respondents .i.e. 41.42% are highly satisfiedwith the welfare facilities in their organization.

The majority of respondents .i.e. 51.42% thinks that the

poor welfare facility have an effect on industrial relation.

The majority of respondents .i.e. 40% are highly satisfied

with working hours and they feel that they do not have towork for a longer hours.

The majority of respondents .i.e. 48.57% are neutral to think

that they get anxious goal or purpose in their life.

The majority of respondents .i.e. 50% are highly satisfied

that their present job is respectable job.

The majority of respondents .i.e. 50% are neutral, they think

that they easily make friends with their colleagues.

The majority of respondents .i.e. 80% think that their

supervisor sympathetically hear their difficulties.

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The majority of respondents .i.e. 51.42% feel nervous or

hesitate because their colleagues are not sincere to them.

The majority of respondents .i.e. 80% do not feel nervous orhesitate while talking to their boss.

The majority of respondents .i.e. 64.28% think that

people in their office miss-understand them.

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CONCLUSION

Personal information

Under this heading researcher concluded that mostly the respondents

belongs to young adults group, are diploma holders and are married.

Physical Condition

Under this heading researcher concluded that mostly respondents

does not feel job as tiresome, job is tolerable and not forcing for a

stressful situation and job is not causing any occupational hazard, job

is not challenging for the respondents they are satisfied with

condition of work place.

Remuneration

Under this heading researcher concluded that salary and perks is

one of the important aspect of job satisfaction good salary and

perks is provided by the management and employers.

Respondents are happy for that good financial prospect goes in

favour of work satisfaction there can be other means may be

other incentives provided by the management to the employees

to earn maximum income. According to respondents present job

is opening new vistas for future development.

Promotion

Under this heading researcher concluded that mostly

respondents are earning good salary but they have certain

beliefs of earning more from other job Substantial number of

respondents are not satisfied with the employer suggesting

job dis-satisfaction, employer are accepting unfair means to

get the promotion, thus it is clear that respondents are hiding

the truth , mostly respondents are now adjust with the present

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job, policies are easi ly understandable shows good

organization culture,

Authority


have respect and regard for their authorities, they have been taking

more responsibility in their work than they deserve it shows worker

enthusiasm to do their work, good interpersonal relation with the

worker and management.

Job security


do not have fear of loosing job it may be they are competent

enough that they cant loose the job, respondents are confident

about their efficiency, financial aspects related satisfaction is

strong among the respondents. According to respondent poor job

security does not have an effect on industrial relation functioning.

Work interest


respondents are really interested in present job and feel

emptiness in their life, and feel their work so interesting that they

mind being not having work, mostly respondents would like to

continue to work either it is financial necessary or not workinterest increased by freedom in job management must give

opening to creativity, respondents decline an opportunity to

change their job it shows work satisfaction among respondents.

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Social satisfaction

Under this heading researcher concluded that mostly respondent

think that the job does not restrict social freedom that social

complications are less due to their job, job provide adequatefinancial status in community, respondents hesitate in accepting

responsibilities of social functions, mostly respondents think that

they have selected the right job for themselves, social status of

respondents has increased because of their job they are invited to

preside over some social gathering or functions because of their

job status.

Relations

Under this heading researcher concluded that mostly respondents do

not have liking or disliking to work with other worker, respondents

dont think that there is none in whom they can confide, mostly

respondents like their work because of the people with whom they

work are good, respondents get disturbed when their peers try to

double cross, suggestions by the respondents are openly invited by

the supervisors, there is no relations as per the respondents do not

believe in that the relation can hamper industrial relations.

Welfare facilities


respondents are highly satisfied with the welfare facilities in their

organization, poor welfare facility can have an effect on industrial

relations, but it may not have as per significant number of

respondents.

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Psychological factor


respondents are highly satisfied with working hours areneutral about thing that their subordinates go against their

wishes and are neutral for giving up present job and taking up

some another job and are highly satisfied that their present

job is a respectable job, good interpersonal relationship

between the employees, they do not feel nervous or hesitate

while talking to their boss, which shows open door policy

system in the organization.

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Suggestions

Employee will always like to work if he is happy with job

security and remuneration. The management should try

to help its workers in all the ways so that the workers

are happy and satisfied at the same time they put their

effort in work with a lot of satisfaction and take keen

interest. So that they develop the sense of

belongingness and also consider the work to be their own

and do it with full dedication.

Counseling is one of the most important areas of

industrial social work the counselor can identify and

detect the individual as well as the group problem

related to job.

Organization should promote healthy interpersonal

relationship which can help both management and

employees to adjust and work with understanding.

People should be asked to come forward with their

problems and action should be taken based on their

suggestions and ideas. Thus the management should use

workers participation in the management as technique to

strengthen their individual relation and to satisfy

For removing communication gap organization must

identify and remove various barriers, moreover various

decision are made to know through display of not in

vernacular language so that everybody knows about may

organization are also condition one or two days workshop

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for improving the communication amongst employees

with the help of expert management consultant.

To get improvement in the canteen facili ties because

many of them not satisfied with canteen facility.

For an industry to function harmoniously the

management and union should work hand in hand with

each other. Both should have a positive and constructive

attitude towards each other.

There shall be initiation of mor3 motivational climate so

that the potentials of employees can get a full flow can

develop their personalities.

Need based training programmes shall be undertaken by

the management for the employees so that it canfacilitate the organizational development.

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BIBLIOGRAPHY

- Saiyadin Mirza : Human Resource Management.

(Tata McGraw Hill Publication)

- Elizabeth Hurlock : Developmental psychology III rd

Edition.

(McGraw Hill Book co. Ltd.)

- C B Mannoria : Personnel Management and Industrial

Relation in India

(Vikas Publication House Pvt Ltd)

- Fred Luthans : Organizational Behavior.

(McGraw Hill Book co. Ltd.)

- Mamoria Gankar : Dynamics of Industrial Relations.

(Himalaya Publication House)

- N V Khan Sherwani : Human Resource Management.

WEB SITES

1. www.humanlinks.com

2. www.news.harward.edu.

3. www.hrworld.com

4 www booksunderreview com
http://www.humanlinks.com/http://www.news.harward.edu/http://www.hrworld.com/http://www.booksunderreview.com/http://www.humanlinks.com/http://www.news.harward.edu/http://www.hrworld.com/http://www.booksunderreview.com/

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