Employee Job Satisfaction.docx

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SASMIRAS INSTITUTE OF MANAGEMENT STUDIES & RESEARCH

PROJECT REPORT

ON

EMPLOYEE JOB SATISFACTION

SUBMITTED TO

SASMIRAS INSTITUTE OF MANAGEMENT STUDIES & RESEARCH,

SASMIRA MARG, WORLI, MUMBAI

BY

PALLAVI SUNIL KOLAMBKAR

ROLL NO. 78

MMS BATCH (HR)

IN PARTIAL FULFILLMENT OF

MASTER OF MANAGEMENT STUDIES (MMS),

UNIVERSITY OF MUMBAI

ACADEMIC YEAR 201!201"

1


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DECLARATION

I, Ms. Pallavi Sunil Kolambkar.

Hereby declare that this project report is the record of authentic work

carried out by me durin the period from !an "#$% to March "#$% and has

not been submitted to any other &niversity or Institute for the award of

any deree ' diploma etc.

Pallavi Kolambkar.

(ate

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CERTIFICATE

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I%$ '+ M--74 S8$% & R%-*# #-% %%%+//

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AC3NOWLEDGEMENT

With immense please I am presenting EMPLOYEE JOB

SATISFATIO!" Pr#$e%t rep#rt ne in I!'OFIL P(T) LT') as part

#* the %+rri%+l+m #* ,Master #* Management St+&ies-) I

.ish t#

than/ all the pe#ple .h# ga0e +s +nen&ing s+pp#rt)

I epress m pr#*#+n& ratit+&e *a%+lt g+i&e4 Pr#*) Mrs) 5#ss 4

66664 'ire%t#r4 an& sta7 an& li8rarian)))))#rgani9ati#n g+i&e an&

all th#se .h# ha0e in&ire%tl g+i&e& an& helpe& me inpreparati#n #* this pr#$e%t)

I als# li/e t# eten& #+r gratit+&e t# all sta7 an& #+r %#lleag+es

#* #llege #* Management4 .h# pr#0i&e& m#ral s+pp#rt4 a

%#n&+%ti0e .#r/ en0ir#nment an& the m+%h:nee&e& inspirati#n

t# %#n%l+&e the pr#$e%t in time an& a spe%ial than/s t# m

parents .h# are integral part #* the pr#$e%t)

Palla0i ;#lam8/ar


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TABLE OF CONTENTS

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(eclaration from the student

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$.$ (efinition of !ob Satisfaction

$." Importance of !ob Satisfaction

$.+ enefits of !ob Satisfaction survey

$.- actors of !ob satisfaction

$.% )onse/uences of !ob Satisfaction

$.0 1heories of !ob Satisfaction

$.2 Sources of !ob (issatisfaction

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CHAPTER 1

INTRODUCTION

1.1DEFINITION OF JOB SATISFACTION

!ob satisfaction is an individual3s fellin reardin his or her work. It can be

influenced by a multitude of factors. 1he term relates to the total relationship between an

individual and the employer for which he is paid. Satisfaction does mean the simple feelin

state accompanyin the attainment of any oal4 the end state is feelin accompanyin the

attainment by an impulse of its objective.

!ob satisfaction has many dimensions. )ommonly noted facets are satisfaction with

the work itself, waes, and reconition, rapport with supervisors and co5workers, and chance

for advancement. 6ach dimension contributes to an individual3s overall feelin of satisfaction

with the job itself, but different people define the 7job8 differently. 1here are three important

dimensions to job5 satisfaction9

$: !ob5 satisfaction refers to one3s feelin towards one3s job. It can only be inferred but not

seen.

": !ob satisfaction is often determined by how well outcomes meet or e;ceed e;pectations.

Satisfaction in one3s job means increased commitment in the fulfilment of formal

re/uirements. 1here is reater willinness to invest personal enery and time in job

performance.

+: 1he terms job5satisfaction and job attitudes are typically used interchaneably. oth refer

to effective orientations on the part of individuals towards their work roles, which they are

presently occupyin.

1houh the terms job5satisfaction and attitudes are used interchaneably, there are

differences between the two.


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1.2IMPORTANCE OF JOB SATISFACTION

1he study of job satisfaction enriches manaement with a rane of information pertainin to

job, employee, environment etc. which facilitated it in decision makin and correctin the

path of orani=ational policies and behaviour. It indicates the eneral level of satisfaction in

the orani=ation about its prorammes, policies etc. Secondly, it is a dianostic instrument for

knowin employees problems, effectin chanes and correctin with least resistance.

1hirdly, it strenthens the communication system of the orani=ation and manaement can

discuss the result for shapin the future course of action. ourthly, it helps in improvin the

attitudes of employees towards the job and facilitates interation of employee with the

orani=ation. It inspires sense of beloninness and sense of participation leadin to the

overall increase in the productivity of the orani=ation. ifthly, it helps unions to know

e;actly what employees want and what manaement is doin. 1hus, it facilitates mutual

settlement of rievances and other unwanted situations. >astly, it facilitates in determinin

the trainin and development needs of the both, employees and the orani=ation. If we can

improve job satisfaction and morale, we can improve job performance as well. Soon the

manaement set about to take advantae of this newly found insiht and they took action on

two fronts.

irst, they initiated attempts to measure the state of employee5 feelin in order to know

where to concentrate their efforts in improvin employee5 satisfaction. Secondly, they set

about to train their manaers, especially first5level supervisors, to pay attention to the

attitudes and feelins of their subordinates so that performance could thereby be improved.$%

1he topic of job satisfaction at work is ettin wider attention at this time. !ob satisfaction is

the satisfaction one feels while doin the job. !ob satisfaction is one of the important factors,

which affect not only the efficiency of the labourers but also such job behaviour as

absenteeism, accidents, etc.

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!ob satisfaction is the result of employee perception of how well the job provides those

thins that are viewed important. or the success of any orani=ation, job satisfaction has

vital importance. 1he employees who are satisfied are the biest assets to an orani=ation

whereas the dissatisfied employees are the biest liabilities.

In fact no orani=ation can successfully achieve its oal and mission unless and until those

who constitute the orani=ation are satisfied in their jobs. (issatisfaction leads to frustration

and frustration leads to aression. It is believed that employees dissatisfied with their job

may be militant in their attitude towards the manaement. (issatisfaction is infectious and

/uickly spreads to other employees and is likely to affect the morale and workin of other

employees and imae of orani=ation.

< dissatisfied worker may seriously cause damae to the reputation and property of the

orani=ation and harm its business interest. !ob satisfaction'dissatisfaction is the result of

various factors which are related to the present job situations. 1hese various factors are

opportunities for career advancement, amount of tension at work, work involvement,

relations with colleaues and supervisors, due reconition of merit, sufficient emoluments

and ood workin conditions, rievances removal, feelin of fatiue and loneliness and

prestie of the orani=ation. !ob satisfaction is a comple; and important concept for human

resource manaers to understand most employees do not believe their work is bein properly

rewarded. ?or do they believe that their companies are doin enouh to attract hih /uality

performers, train them, or manae them effectively.

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1. BENEFITS OF JOB SATISFACTION SURVEYS

< survey tells how employees feel about their jobs, what parts of their jobs their feelins are

focused on, which departments are particularly affected and whose feelins are involved @for

e;ample, supervisors employees, or staff specialist. 1he survey is a powerful dianostic

instrument for assessin broad employee problems. If job satisfaction studies are properly

planned and administered, they will usually produce a number of important benefits, both

eneral and specific. 1he followin are the benefits9

$: Ane benefit of job satisfaction surveys is that they ive manaement an indication of

eneral levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction

or dissatisfaction @as with employee services: and particular roup of employees @as in the

tool department or amon those over the ae of forty:.

": Improved communication is another benefit of the surveys. )ommunication flows in all

directions as people plan the survey, talk, and discuss its results. Particularly beneficial to the

company is the upward communication when the employees are encouraed to comment

about what they really have in their minds.

+:


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%:


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1.@ FACTORS OF JOB SATISFACTION

Most research on job satisfaction has focused on the effects of job enrichment and job desin,

or the /uality of work life.


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+: Apportunities to develop human capacities by performin meaninful work and suestin

new ways of doin job tasks4

-: *rowth and security, which includes opportunities to improve knowlede, skills, and

abilities, and a sense of job security4

%: Social interation, which includes the opportunity to interact favorably with both co5

workers and manaer4

0: )onstitutionalism, which includes personal policies that are administered fairly, a work

environment free of harassment, and e/ual opportunities for employees to advance4

2: 1otal life space, which includes the ability to balance the demands of home and work4 and

C: Social relevance, which includes pride in both the job and the employer.

[email protected]! T'-/ L$+ S9-

1he idea of 7total life space8 is a new concept for human resource manaers, rowin in

importance as the number of employees row. 6mployees want to be able to balance the

demands of work and home. 1o do this, they want their manaers to e;pect a reasonable

amount of work, but not so much that the job interferes with personal life.

[email protected]! G''8 M--7*$-/ R/-$'%9

1he second most important factor in fosterin job satisfaction is 7ood manaerial relations8.

1hose who act to maintain ood relations with their employees e;hibit the followin

behaviours9 help with job related problems, awareness of employee difficulties, ood

communication, and reular feed5back about the performance so that employees always know

where they stand. 6mployees want to have input into decisions that affect them and to feel

important. 1hey want to be informed and involved. Bhen a job brins reconition and

respect, employees e;perience satisfaction with it. 1his is an easy condition to create with

feedback.

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1." CONSEUENCES OF JOB SATISFACTION

ike

absenteeism, turnover is related to job dissatisfaction. 1urnover occurs when employees leave

an orani=ation and have to be replaced. 6;cessive turnover can be a very costly problem,

one with a major impact on productivity. ut cost is not the only reason turnover is important.

>enthy trainin times, interrupted schedules, additional overtime, mistakes and not havin

knowledeable employees in place are some of the frustrations associated with e;cessive

turnover.

Hih employee turnover is of considerable concern for employers because it disrupts normal

operations, causes morale problems for that stick on, and increases the cost involved in

selectin and trainin replacements. 1he employer does whatever possible to minimi=e

turnover, makin employees feel satisfied on their jobs, and bein one such.

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1he withdrawal behaviour of employees is modified by certain factors. >oyalty to the

orani=ation is one such. Some employees cannot imaine themselves workin elsewhere,

however dissatisfied they are in their present job.


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1."."! J'5 S-$%+-$' -8 J'5 S*%%

!ob stress is the body3s response to any job5related factor that threatens to disturb the

person3s e/uilibrium. In the process of e;periencin stress, the employee3s inner state

chanes. Proloned stress can cause the employee serious ailments such as heart disease,

ulcer, blurred vision, lower back pain, dermatitis, and muscle aches.

1.".! J'5 S-$%+-$' -8 U$'$-$'

It is proved that job5dissatisfaction is a major cause for unioni=ation. (issatisfaction with

waes, job security, frine benefits, chances for promotion and treatment by supervisors are

reasons, which make employees, join unions.


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6;trinsic outcomes, however, are objects or events, which follow from the employee3s own

efforts in conjunction with other factors or person3s not directly involved in the job itself. Pay,

workin conditions, co5workers, and even supervision are objects in the work place which are

potentially job5outcomes, but which are not a fundamental part of the work. (ealin with

others and friendship interactions are sources of e;trinsic outcomes.

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!ob5satisfaction depends on the levels of intrinsic and e;trinsic outcomes and how the job

holder views those outcomes. 1hese outcomes have different values for different people. or

some people, responsible and challenin work may have neutral or even neative values.

or other people, such work outcomes may have hih positive values. People differ in the

importance they attach to job5outcomes. 1hose differences alone would account for different

levels of job5satisfaction for essentially the same job tasks.


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1he concept of job satisfaction underwent several chanes and in course of time several

theories were advanced. 1here are vital differences amon e;perts about the concept of job

satisfaction. In this section the researcher will e;amine some widely used theories in

contemporary job satisfaction research.

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1he proponents of this theory measure satisfaction in terms of rewards a person receives or

the e;tent to which his needs are satisfied. urther they thouht that thereis a direct' positive

relationship between job satisfaction and the actual satisfaction of the e;pected needs. 1he

main difficulty in this approach is that job satisfaction as observed by Billin, is not only a

function of what a person receives but also what he feels he should receive as there would be

considerable difference in the actual and e;pectations of persons. 1hus, job satisfaction

cannot be rearded as merely a function of how much a person receives from his job.


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1.."! E>$ T#'*

6/uity theory is primarily a motivation theory, but it has some important thins to say about

the causes of satisfaction 'dissatisfaction. 1he proponents of this theory are of the view that a

person3s satisfaction is determined by his perceived e/uity, which in turn is determined by his

input5 output balance compared to his comparison of others input5output balance is the

perceived ratio of what a person receives from his job relative to what he contributes to the

job. 1his theory is of the view that both under and over rewards lead to dissatisfaction. Bhile

the under5reward causes feelins of unfair treatment, over5reward leads to feelins of uilt

and discomfort.

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1his theory was developed by Her=ber, Manusner, Peterson and )apwell who identified

certain factors as satisfiers and dissatisfies. actors such as achievement, reconition,

responsibility etc., are satisfiers, the presence of which causes satisfaction but their absence

does not result in dissatisfaction. An the other hand, factors such as supervision, salary,

workin conditions etc. are dissatisfies, the absence of which causes dissatisfaction. 1heir

presence however, does not result in job satisfaction. 1he studies desined to test their theory

failed to ive any support to this theory, as it seems that a person can et both satisfaction and

dissatisfaction at the same time, which is not valid."# redrick Her=ber3s

motivation'hyiene theory assumes that one roup of factors, motivators, accounts for hih

level of motivation.


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1..! M-%/';% H$*-*# '+ N8% T#'*

Ane theory of human motivation that has received a reat deal of e;posure in the past was

developed by awler motivation model, which indicates that motivation is influenced by

people3s e;pectations. If e;pectations are not met, people may feel that they have been

unfairly treated and conse/uently become dissatisfied.

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&sin the Porter and >awler model, suppose that a salesclerk is motivated to e;pend efforts

on her job, from this job he'she e;pects to receive two types of rewards9 intrinsic @internal:

and e;trinsic @e;ternal:. or this sales5 clerk intrinsic rewards could include a feelin of

accomplishment, a feelin of reconition, or other motivators. 6;trinsic rewards miht be

such items as pay, benefits, ood workin conditions, and other hyiene factors. 1he

salesclerk compares his'her performance with what he'she e;pected and evaluates it in liht

of both types of rewards he'she receives. He'she then reaches some level of job satisfaction or

dissatisfaction. Ance this level is reached, it is difficult to determine what he'she will do. If

he'she is dissatisfied, he'she miht put forth less effort in the future, he'she miht work

harder to et the rewards he'she wants, or he'she miht just accept his'her dissatisfaction. If

he'she is hihly satisfied, it does not always mean he'she will work harder. He'she may even

slack off a bit, sayin, 7I ot what I wanted.8

1..! E9- T#'*

6;pectance theory concentrates, as the name implies, on the e;pectations which employees

brin with them to work situation and the conte;t and manner in which these e;pectations are

satisfied. 1he underlyin hypothesis is that 7appropriate levels of effort, and hence

productivity, will only be e;tended if employees e;pectations are fulfilled8. It does not

assume a static rane of e;pectations common to all employees but rather points to the

possibility of different sets of e;pectations. Dewards are seen as fulfillin or not fulfillin

e;pectations. 6;pectancy theory challenes manaement to demonstrate to employees that

e;tra effort will reap a commensurate reward. 1he link between effort and reward needs to

encompass both the pay packet and a variety of other e;trinsic or intrinsic rewards. Deward

schemes must therefore create a positive link between the si=e of the pay packet and the effort

e;pended for employees primarily motivated by money. or others links must be created

between effort and rewards which include job satisfaction and praise and other forms of

reconition.

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1..10! V-*$- T#'*

Fariance theory is based on a simple idea9 if you want ; from your work then you are

satisfied to the e;tent that it provides you with ;. 1he major problem for variance theorists is

definin what it is that people want from their jobs. Ane way of solvin this is to borrow

concepts from motivation theory so that variance in what is wanted and what is available

from a job occurs9 for e;ample, in the e;tent to which self5actuali=in needs can be fulfilled.

1his means that by borrowin from motivation theory some researchers can specify in

advance the variations in job satisfaction that employees could meaninfully report in their

jobs.


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1he motivated, satisfied, and productive employee is one who

@$: 6;periences meaninfulness of work performed

@": 6;periences responsibility for work outcomes, and

@+: has knowlede of the results of the work performed,


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1hus, the theory encompasses not only job characteristics and job satisfaction, but also work

desin principles, psycholoical studies and motivation. 1he attraction of such an ambitious

model has been amplified by its clear specification of concepts and relationships between

them and readily available measurin instrument. Particularly well established are the

relationships between job characteristics and job satisfaction.

1. SOURCES OF JOB!DISSATISFACTION

Many aspects of people and orani=ations can cause dissatisfaction amon employees.

Manaers and HD professionals need to be aware of these because they are the levers, which

can raise job satisfaction and reduce employee withdrawal. Some of aspects are as follows9

1..1!P*%'-/ D$%9'%$$'%

Personal disposition is the first source of job dissatisfaction. It is not surprisin that many

who have studied these outcomes have focused on individual differences, because

dissatisfaction is an emotion that ultimately resides within the person. ?eative affectivity isa term used to describe a dispositional dimension that reflects pervasive individual

differences in satisfaction with any and all aspects of life. Individuals who are hih in

neative affectivity report hiher levels of aversive mood states, includin aner, contempt,

disust, uilt, fear and nervousness across all conte;ts @work and no work:. People who are

hih in neative affectivity tend to focus e;tensively on the neative aspects of themselves

and others.

1hey are also more likely, in a iven situation, to e;perience sinificantly hiher levels of

distress than others5 which implies that some people brin dissatisfaction with them to work.


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1..2! T-%6% -8 R'/%

1he second source of job dissatisfaction is tasks and roles.


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It can increase work comple;ity for employees and provide valuable cross trainin in jobs so

that employees eventually understand many different jobs. 1his makes for a more fle;ible

workforce and increases employee3s appreciation of the other tasks that have to be

accomplished for the orani=ation to complete its mission. In addition to the specific task

performed by an individual, in the broader scheme of work, each person also has a role in the

orani=ation. 1he persons role in the orani=ation can be defined as the set of e;pected

behaviours that both the person and other people who make up the social environment have

for the person3s in that job.

1hese e;pected behaviours include all the formal aspects of the job and usually much more as

well. 1hree aspects of orani=ational roles stand out as sinificant influences on job5

satisfaction9 role ambiuity, role conflict, and role overload. Dole


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1hey have also been linked to increased orani=ational citi=enship behaviours on the part of

individual employees, as well as enhanced orani=ational performance, especially in

orani=ations that employ a lare percentae of female employees. Dole conflict is especially

a problem when employees are asked to take assinments overseas that are hihly disruptive

to other members of the family. Desearch shows that the inability to effectively manae this

type of role conflict is the sinle biest cause of e;patriate turnover. (issatisfaction can also

arise from role overload, a state in which too many e;pectations or demands are placed on the

person @whereas role under load refers to the opposite problem:. 1here can be either too much

or too little task scope. Desearch on job stress has focused primarily on hih scope jobs @jobs

that re/uire the person to manae too many thins:, as we have noted, role overload seems to

be an increasinly prevalent problem in today3s orani=ations because of their emphasis on

downsi=in and cost cuttin. < "##$ survey, for e;ample, indicated that -0 of


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1hird, one3s supervisor or co5workers may help the person attain some valued outcome. or

e;ample, a new employee may be uncertain about the oals to pursue or what paths to take to

achieve those oals. He'she will likely be satisfied with a supervisor or with co5workers who

can help clarify those oals and paths. Many orani=ations foster team buildin both on and

off the job @such as via softball or bowlin leaues:, because a supportive environment

reduces dissatisfaction. 1he idea is that roup cohesiveness and support for individual roup

members will be increased throuh e;posure and joint efforts.


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CHAPTER 2

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R-$%

< few years ao when employees became dissatisfied with their orani=ation they would

/uit and et another job. 1oday, with placement opportunities very low and

unemployment e;tremely hih, very few people opt to /uit and leave. eadership values seemed to apply in ood

times, but to dwindle or even disappear durin stress. 1his orani=ation, however, held

tihtly to its core values as the economy turned. 6mployees bean to more fully

appreciate those values as well when they saw what was happenin in other companies

durin difficult times.

". >on 1erm ocus. 1his company clearly saw the recession as a temporary problem,

and maintained its focus on the lon5term objectives. 1he recession had a sinificant

impact on the lon5term objectives, but it created new opportunities as well. 6mployees

don3t mind oin throuh difficult times when they believe there is a brihter future

ahead.

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+. >ocal >eadership. )ompany reconi=ed that the major source of satisfaction or

dissatisfaction came from what happen in each work roup. 6very manaer and

supervisor received a clear assessment of the satisfaction of their employees and was

challened to find opportunities to improve.

-. )ontinuous )ommunication. People tend to communicate less durin bad times, when

in actuality, they need to communicate even more. 1his company increased its efforts to

communicate and share important information. If there was no ood news to share, they

would share the reality of their current situation.

%. )ollaboration. *roups made sinificant improvements in their ability to share

resources and work toether. 1his reduced costs and increased efficiency.

0. Apportunities for (evelopment. ecause the pace of work was slower, people had the

opportunity to learn new skills and develop new capabilities. 1his orani=ation took

advantae of the slower time by challenin employees with 7stretch8 job assinments.

1hey also increased formal trainin.

2. Speed and


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2.2! I49*' :'5 %-$%+-$' ;$# 4$8+/%%

If you find yourself emotionally spent at the end of your work week, you may want to

consider practicin an old uddhist tradition called mindfulness.

< new study shows that bein mindful at work can reduce your level of emotional

e;haustion, help keep your emotions on an even keel, and increase your job satisfaction.

1he ood news9 Jou can reap the benefits in just a week or two of practice.

Bhat e;actly is mindfulness


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Bhat feelins are here 1urn toward any unpleasant feelins, acknowledin them

without tryin to make them different. Bhat body sensations are here riht now Euickly

scan the body to pick up any sensations of tihtness or bracin, acknowledin the

sensations, but not tryin to chane them.

". *ather and ocus


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!ob satisfaction is another factor which employees rate hih in their list of thins they

want from oranisations. esser layers and hence more accountability ivin people an additional sense of

motivation and satisfaction

Ideas are taken more openly and e;perimentin is easier


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N)ompanies should consider surveyin their own workforce to aue their satisfaction

levels. Insihts from employees can point employers in the riht direction for shapin a

positive and creative work environment and developin formal career development

prorammes,N said >ovleen hatia, co5founder and )6A, 6dureka, in an e;clusive

conversation with 1imes!obs.com.

Aranisations in the SI and )onsumer (urables'M)* industry have been rated as

havin the best corporate culture, accordin to candidate reviews on !obu==.com.

W#- /% 4-*%

Ather reasons cited by candidates for leavin their job in the !obu==.com poll included9

amily reasons >ack of challenin opportunities Aptin for hiher education 1urnin

entrepreneur >on commutin hours Delocation

Human capital is a companys reatest asset. It is believed that a company is only as ood

as the people it keeps. Hence, it is important to fiure out the thins that matter to the

employees and work towards their e;pectations.


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6thics and Borkplace survey conducted for (eloitte Q 1ouche &S


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CHAPTER

RESEARCH METHODOLOGY

.1 RESEARCH DESIGN

Desearch desin is considered as a 7blueprint8 for research, dealin with at

least four problems9 which /uestions to study, which data are relevant, what

data to collect, and how to analyse the results.

.2 PRIMARY DATA

1he primary source of data collection is /uestionnaire.

. SECONDARY DATA

1he secondary source of data is internet and reference books.

.@ SAMPLE DESIGN

1he samplin process comprises several staes9

(efinin the population of concern

Specifyin a samplin frame, a set of items or events possible to measure

Specifyin a samplin method for selectin items or event from the frame

(eterminin the samplin si=e

Implementin the samplin plan

Samplin and data collectin

3@


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[email protected] POPULATION

Population includes $## respondents from various industries.

[email protected] SAMPLE SIE

(ue to the time constraint, the sample si=e is limited to the $## respondents from various

industries from Mumbai.

.@. SAMPLING METHOD

?on5probability samplin as the sample si=e is limited to few industries.

Sample si=e is limited due to eoraphical barriers.

." METHOD OF DATA COLLECTION

THE JOB SATISFACTION SURVEY

1he !ob Satisfaction survey was developed by Paul 6. Spector to assess employee attitudes

about the job and aspects of the job. 1he !SS is a +0 item /uestionnaire that tarets nine

separate facts of job satisfaction. 1hose facets include pay, promotions, benefits, supervision,continent rewards, operatin procedures, co5workers, nature of work and communication.

6ach of these facets is assessed with four items, and a total score is computed from all +0

items. Desponses from each /uestion rane from 7stronly disaree8 to 7stronly aree8, and

/uestions are written in both directions.

JOB DESCRIPTIVE INDEK

1he job descriptive inde; @!(I:, was first discussed in Smith, Kendall and Hulin3s

publication of the measurement of satisfaction in work in retirement, $G0G. 1his G#5items

scale is desin to measure employees3 satisfaction with their jobs by lookin at %

important aspects and facets of the job satisfaction which are present job, present pay, and

opportunities for promotion, supervision, and co5workers. It has been widely used and

researched for over forty years, and it has become one of the most popular job

satisfactions. Survey instruments @(eMeuse, $GC%4 Redeck, $GC2:. In fact, more than

$"### research studies are currently archived by !(I Desearch *roup.

3


40/44

CHAPTER @

DATA PROCESSING AND ANALYSIS

CHAPTER "


41/44

MAJOR FINDINGS RECOMMENDATIONS AND CONCLUSIONS

JOB SECURITY WORRIES EMPLOYEES

1here3s ood news and not so ood news revealed in the results of the "#$# !ob

Satisfaction Survey Deport released !une "" by the Society for Human Desource

Manaement @SHDM:.

1he ood news9 < vast majority of employees respondin to the !anuary surveyL

female and older workers, in particular said they are satisfied with their current jobs.

1he human resource professionals respondin also said that their workforces were

satisfied with their jobs.

1he bad news9 Deminiscent of sentiments revealed in the "##" survey3s inauural

report, both roups once aain appear skittish about the rowin number of factors

that could neatively affect employees and the workplace.

1he objectives of !ob Satisfaction series are to identify and understand factors

important to overall employee job satisfaction from the perspectives of both

employees and HD professionals. 1he "#$# survey e;plored "- aspects of employee

job satisfaction associated with career development, relationships with manaement,

compensation and benefits, and work environment, as compared to surveys conducted

in "##".

OTHER FACTORS CITED BY EMPLOYEES

enefits.

)ompensation.

eelin safe in the work environment @workplace safety:

Senior manaement'employee communication.

Apportunity to use skills, abilities.

Delationship with immediate supervisor.

1he work itself.

J'5 S-$%+-$' #$7% ' 5'%%. J'5 S-$%+-$' 9-//% >$6/ +'* 4'% ;'*6*%.

P*%$7 -++% :'5 %-$%+-$'.

CONCLUSIONS

V* $49'*- -%9% '+ E49/' S-$%+-$'


42/44

E49/' R%9'%% HR 9*'+%%$'-/% R%9'%%

$. !ob security Delationship with their immediate

supervisors

". enefits Manaement reconition of

employee job performance

+. )ompensation'pay enefits

-. eelin safe in the work

environment

)ommunication between

employee and senior manaement

%. )ommunication between

employees and senior

manaement

Apportunities to use skills and

abilities

RECOMMENDATIONS

Identifyin cost savin opportunities

Improvin productivity

Predictin and e;plainin turnover

Deducin absenteeism Identifyin areas of ethics, honesty and value concerns


43/44

Strenthenin manaement skill and trainin

6valuatin customer service problem areas and issues

Identifyin trainin needs

Identifyin communication bottle ne;t and problem areas

enchmarkin your oranisation perceived proress relatives to competition in theindustry

*auin employees understandin of, and areement with, corporate rules policies and

mission

le;ible work arranements, possibly includin telecommutin

1rainin and other professional rowth opportunities

Interestin work that offers variety and challene and allows the workers opportunities to

his or her sinature on the finish product

Apportunities to use once talents and to be creative

Apportunities to take responsibility and direct one3s own work < stable secure work environment that includes job security continuity


44/44

Physical workin conditions

Stratey'Mission

!ob Stress

BIBLOGRAPHY

http9''en.wikipedia.or'wiki'!obSatisfaction

http9''www.e;presscomputeronline.com'"##0$$"#'technoloylife#+.shtml

http9''manaermenthelp.or'prsnTwll'jobTstfy.htm

http9''scholar.lib.vt.edu'theses'available'etd5#%"%"##-5$""%%$'unrestricted'1ravisdiss.pdf

http9''www.webpaes.uidaho.edu'Umbolin'tella".pdf

http9''www.enotes.com'business5finance5encyclopedia'job5satisfaction

http9''stress.about.com'od'workplacestress'a'jobsatisfaction.htm

@

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