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A
RESEARCH REPORT
ON
Job Satisfaction AtFlags Communications Pvt. Ltd.
(B-Square Group)
UNDER THE GUIDANCE OF SUBMITTED BY : PRADEEP BIDALIYAMR RAKESH SHARMA ROLL NO. : 16080102533
SEMESTER : VI-MBA(3YRS)
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AMITY SCHOOL OF DISTANCE LEARNING, NOIDA
Chapter No. Title PageNo.
I.Acknowledgement
II.Executive Summary
1.Introduction to Job Satisfaction
2.Objectives
3. Job Satisfaction at FLAGS COMMUNICATIONS PVT. LTD
1.1 Scope of Job Satisfaction
1.2 Job Satisfaction according to category
1.3 Motivation and Satisfaction
1.4 Leadership & Satisfaction
1.5 Way of Providing Job satisfaction
4.Research Methodology
5.Results
6.Graphs
7.Interpretation
8. Suggestions & Recommendations
9.Assumptions & Limitations undertaken study
10.Bibliography
11.Annexure
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CONTENTS
ACKNOWLEDGEMENT
Independence is higher than value independence.
Hard work and dedication are the key of success but along with them guidance play a crucial role.
First of all I would like to pay my sincere gratitude to Dr.V.K.Goswami, Director General and Dr.
Nachiketa Mishra, H.O.D., M.B.A. Dept and other faculty members, who all courteously
responded me in giving the final shape to the project.
I would like to express my profound sense of gratitude to the management of FLAGS
COMMUNICATION PVT. LTD. for allowing me to undertake research in their esteemed
organization.
I would like to express my special thanks to Ms. Rakesh Sharma, Manager HR for his guidance
and cooperation to allow me for employees survey.
The list is long but I would like to thank each and every one who had helped me in this project.
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Executive summary
TITLE: An analysis of job satisfaction among the employees at Flags CommunicationsPvt. Ltd.
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INTRODUCTION
What is Job satisfaction?
Job satisfaction is the favorableness or unfavorable ness with which employees view for their
work. It results when there is a fit between Job requirements, wants and expectations of
employees. It expresses the extent of match between the employees expectation of the Job and
the reward that the Job provides.
Job satisfaction at Flags communications Pvt. Ltd.
Job satisfaction at Flags Communication Pvt. Ltd is positively related to the degree to which ones
personal needs are fulfilled. A more realistic approach to job satisfaction at Flags Communication
Pvt. Ltd is to look at the individuals needs in the work situation and to examine also the needs of
the firm and the demands which it has to make of its employees because of pressure exerted by
the environment in which it operates.
OBJECTIVE
To have an idea about the factors effecting Job satisfaction and the factors relating to the
Job satisfaction.
To assess the importance of effective Job satisfaction.
To discuss various methods to improve Job satisfaction.
To analyze various problems inhibiting effective Job satisfaction.
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RESEARCH METHODOLOGY
Research design
The nature of this report is Descriptive and Exploratory. During the study, both primary and
secondary data has been used.
Primary Data : Questionnaire based survey
Secondary Data : Internet, journals, magazines and newspapers.
Sample
20 employees at Flags Communications employed in Okhla HO.
Tools & Techniques used
Interview method was adopted to collect the information from management and non-managementemployees. This was done with the help of questionnaires being given out to them for theircompletion.
Statistical Analyses
The analysis and interpretation of data was based on only simple percentage and average
method.
Signature:
Submitted to: Submitted by:
Pradeep Bidaliya
(Head of Dept, MBA) (MBA-VI Sem)
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INTRODUCTION
Job satisfaction is a nebulous concept and difficult to give an acceptable definition. Vroom has
defined it as the positive orientation of an individual towards the work role, which he is presently
occupying. This can be easily paraphrased, as an individuals liking more aspects of his work
than he dislikes. In other words it refers to the employees general attitude toward his job.
To being with, it is appropriate to mention different approaches to job satisfaction. Researches on
job satisfaction can be divided into a number of different schools of thought. There is what ca n
the called the psychological needs schools exemplified by psychologists like Maslow, Herzberg,
Likert and others. They see motivation as the central factor in job satisfaction and concentrate
their attention on stimuli, which lead to job satisfaction. The needs of individuals for
achievements, recognitions, responsibility, status and advancement are the stimuli.
Second school devotes its attention to leadership as a factor in job satisfaction. Psychologists like
Blake, Monton and Fielder see the behavior of supervisors as an important influence an
employee attitude. According to them leadership style affects job satisfaction.
A third school, represented by the Manchester Business School of Lupton, Gowler and Legge,
approach see reward as an important factor, which influence the attitudes of employees.
A fourth school of thought sees that management ideology and values influence job satisfaction
to a great extent. Writers like Crozier and Gouldner categories varieties of management
behaviour as punishment centred and mock bureaucracy. Punishment centred bureaucracy is
the type of management behaviour which responds to deviation from rules and regulations. Mock
bureaucracy is said to exist when an organization has rules and procedures but neither
management nor the workers identify it with these or accept them as legitimate. In consequence
they are generally ignored. Although a discussion of values as such does not appear often on job
satisfaction literature, it is clear that the kind of legislation formulated by the management and
employees perceptions of the legitimacy of this must have an influence on job satisfaction.
Fifthly, there are behavioral scientists who say that the factors described above are extrinsic to
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the tasks an employee is required to carry out and therefore a less important factor in Job
satisfaction then the work itself and the way it is structured. This group concentrates on the
content of work and on the job design factors. Europe they are represented by Cooper at
Liverpool, Harbst Thorsund and Gulowsen in Norway and Tavislock Institute of London.
Some contribution thinking on the subject, including Herzberg school seems to suggest that it is
only necessary to identify the needs of the employee. The organization for which he works must
then ensured that these needs are met if it wishes to secure the advantages of the labour force
performing at a high level of job satisfaction.
Thus job satisfaction is positively related to the degree to which ones personal needs are fulfilled.
A more realistic approach to job satisfaction may be to look at the individuals needs in the work
situation and to examine also the needs of the firm and the demands which it has to make of its
employees because of pressure exerted by the environment in which it operates. This means that
job satisfaction should be considered with reference to what the organization requires of its
employees and what the employees seek from the firm.
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OBJECTIVES
To have an idea about the factors effecting Job satisfaction and the factors relating to the
Job satisfaction.
To assess the importance of effective Job satisfaction.
To discuss various methods to improve Job satisfaction.
To analyze various problems inhibiting effective Job satisfaction.
To appraise the need of Job satisfaction by conducting general interviews and survey
through statistical tools and techniques.
To analyze and comment upon the major strengths and weaknesses of the system of Job
satisfaction in
To discuss the Flags Communication Pvt. Ltds practices for employees Job Satisfaction
system.
How it is beneficial for the company.
What is the satisfaction level of employees for the job
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SCOPE OF JOB SATISFACTION IN
FLAGS COMMUNICATIONS
It is an established fact that the job satisfaction usually leads to quantitative and qualitative
improvement in performance. Every individual has special abilities aptitudes, inherited capacities,
interest and aspirations. Those job which provide the worker a chance to fulfill his interest and
aptitudes, give him satisfaction and pleasure.
Job satisfaction not only increases efficiency, it also provides intrinsic motivation of work. More
over, Job satisfaction is also conductive to the all- round development of the organization
because directly and indirectly it influences attitude, morale, absenteeism, and production level.
Balchin has remarked, An effort should be made to give the average worker a job which is not
merely a means of earning living but which has in all the ingredients of life itself.
Hence, empirical research on job satisfaction in the field, with the aim to determine the
contributory factors of job satisfaction and the measures to be taken to improve it should be
conducted on a large scale.
JOB SATISFACTION ACCORDING TO JOB CATEGORY
In any organization, jobs are arranged in a hierarchy. This system of stratification divides people
in an organization broadly into three groups:
1. Managers
2.Supervisors; and
3.Executives
Managers occupying the top position, Supervisors, the middle, and the Executives the lowest.
Financial remuneration in an organization follows system of differential payment for different
occupational levels. Those at higher levels of the occupational hierarchy are usually paid more
than those at the middle and lower levels.
Besides this, managerial jobs require a high degree of intelligence, higher education and training
(sometimes of a specialized nature) initiative, drive and ability to command and co-ordinate
activities of hundreds of workers in such a manner that the targets set are achieved.
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More often, a managerial job is not only paid more, but the perquisites attached to it may actually
mean that the salary has been doubled or even more. It is thus the hypothesized that:
1)The higher the occupational level, the greater would be the satisfaction of physical needs.
Not only jobs differ in terms of financial rewards in industry, but also in terms of security, which
they provide to an individual. Some jobs are more secure, than others.
The feeling of security seems to increase as one goes up in the organizational hierarchy.
2)Man is a social being. He wished to satisfy many of hit social needs both at work and
outside. The chances of social need satisfaction seem to decrease as one goes down in
the organizational hierarchy.
3)The higher the occupational level the greater will be the social need satisfaction.
Besides the satisfaction of physical, security and social needs, one seeks the satisfaction of ego
needs, both at work and outside it.
Once again satisfaction of ego needs usually goes on decreasing with the decline in the
occupational level of the individual. A managerial job has a higher status, than a supervisory job,
and a supervisor is ranked higher than a worker.
From the above discussion following may be pointed out:
a)The higher the occupational level the greater would be the satisfaction of the ego needs.
b)The extent of total need satisfaction would go on decreasing with the decline in
occupational level.
It is further suggested that there is a close relationship between need satisfaction and job
satisfaction. Thus, the greater the need satisfaction, the more positive will be the attitude of the
workers towards their jobs, and the result will be better and more production.
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TOTAL SATISFACTION AND JOB SATISFACTION
It is therefore necessary to find out the relationship between the satisfaction of human needs and
job satisfaction of human need and job satisfaction. The NEED THEORY as stated by Maslow,
has had a fair degree of acceptance in the literature on human motivation. According to this
theory human behaviour is caused by an individuals need patterns and is directed towards the
satisfaction of these needs. Needs when activated, which motivated him to take such action as
will lead to reduction or elimination of the tension created.
For the purpose of the present study, four of the human needs, which have been considered
rather universal in the literature on propounded theory, have been taken into consideration. It is
generally agreed needs by and large, for there physical and psychic satisfaction. In the present
study the basic contention has been that an individual is an organized whole and his behaviour
can only be understood in its totally. He makes constant efforts to satisfy these needs both at
work and outside it. The satisfaction or non-satisfaction of these needs, it appears lead to the
development of certain attitudes that are carried over from life of work, and it is not possible to
separate his economic self from the rest of the personality. The classification of human needs into
the above four categories is for the purpose of discussion. In an individual these needs appear to
be inseparable.
Dr. Menninger states as follow:
The psychiatrist believes that the mind and the body are inseparable the holistic concept. The
former tendency to regard the mind and the body as separate has been discarded. Now we study
the physical, the chemical, the psychological and the social factor of every individual who comes
to us for help.
The satisfaction of these needs seem to be the end, for which various means may be adopted by
individuals. An individual, job also stratifies many of physical, social, security and egoistic needs,
or it may become a means of satisfying these needs in and outside the work. A composite index
was used to measure the total need satisfaction of the individual. This index was the sum total of
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an individuals score on four separate indexes of need satisfaction. These separate indexes of
need satisfaction were:
1.An index of psychical needs stratification.
2.An index of security needs satisfaction.
3.An index of social need satisfaction.
4.An index of ego needs satisfaction.
Taken together they constituted the total need satisfaction of the individual.
The extent to which these needs can be satisfaction differ form individual to individual. By and
large, it would be logical to state that those at higher occupational level would be able to satisfy
these needs to greater extent than those at lower levels. It has already been discussed that
satisfaction of each of these needs to a greater extent goes on decreasing with the decline in
occupational level. Thus, it may be stated that total need satisfaction will go on decreasing with
the decline in occupational level of the individual as well.
As stated earlier, an individual seeks the gratification of his needs. Although for the purpose of
analysis these need have been categorized into physical, security, social and ego needs but they
are not separated into water-tight compartments and seems to be interrelated and
interdependent. Thus an individual is likely to be concerned with are totally of satisfaction of these
needs. It has already been showed that total need satisfaction goes on decreasing with the
decline in occupational level.
Thus, it may not be illogical to suggest that, not only total need satisfaction would go on but job
satisfaction will also go on decreasing simultaneously.
To conclude, it may be stated that the present chapter concerned with measuring the total need
satisfaction of the workers and establishing its association with job satisfaction.
The study confirms that total need satisfaction goes on decreasing with the decline in
occupational level. It also confirms that not only total need satisfaction goes on decreasing with
the decline in occupational level, but job satisfaction also goes on decreasing simultaneously.
This is true even when occupational level is kept constant. In a slightly the number of needs that
are satisfied, the greater is the job satisfaction.
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MOTIVATION AND JOB SATISFACTION
The prosperity, if not survival of the business organization today largely depend on the
performance of its employees. Thus, blending the individual goals with organizational objectives
for achieving their commitment to the organization assumes vital importance. Not withstanding
improved monetary compensation, better working conditions, job security and comprehensive
conditions for employment, it has been observed that fairly a large majority of employees are not
only unwillingly to direct their energies for the attainment of the direct their energies for the
attainment of the organizational goals but also dont enjoy their work assignments. Lack of
involvement on their part results in low levels of productivity and job performance. Experience
over the years has show that the provisions of such facilities does not itself create high tempo of
work or the degree of identification with the organization which the management expects and also
for job satisfaction. In this context, job motivation has, in recent years, emerged as an important
area of concern.
The reason for motivation of personnel is the desire to secure optimum performance from the
employees.
Performance (P) is a function of individuals ability (A), knowledge (K) and motivation (M). This
can be depicted as:
P= M (A+K)
The mere presence of ability and knowledge cannot guarantee that the individual will put forth his
best effort. There is another factor, namely motivation (M) that ensures the expected performance
of the employees.
Motivation comprises of two factors namely (a) incentives (I) i.e. the forces which motivate the
employee to put forth his best efforts, and (b) Disincentives (DI) i.e. the forces which
motivation is M= 1-Di when combined the above two presentations can be depicted as below:
P = (I-DI) (A+K)
This shows that higher (I-DI) should result in better performance of the employees with (A+K)
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factor remain constant. Hence, job performance is dependent not only on an employees skill and
ability but also on motivation which transforms ability to do into will to do.
Thus motivation is a productivity factor in industry. The word motivation has been derived from
motive initiated activity and is an inner force with directs behaviour towards goals. Behind every
activity of a human being there is a motive.
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MOTIVATION DEFINED
Webster defines motivation as to provide with a motive; to impel, incite, and motive as that
within the individual rather than without, which incites him to action; any idea, need emotion, or
organic state that prompts to an action. Incite is defined as that which incites, or tends to incite,
to determination or action. Incite is defined as to arouse to action, spur or urge on. Therefore to
activate the employee or move him into action, it is advisable to ascertain the motive involved. As
the motive is within the individual, it is first necessary to study his needs, emotions etc. After this
an investigation must be made of the factors likely to incite him (i.e. incentive) and also, those,
which have the opposite effect (i.e. disincentive). Austin defines disincentive as that which
impedes or tends to impede determination or action.
According E.L.F. Brech motivation is a general inspiration, all process which gets the members
of the team to pull their weight effectively to give their loyalty to the group to carry out, properly to
play an effective part in the job that the groups has undertaken.
Motivation may be defined as to how a manager works to induce his ordinates to act in a desired
manner by satisfying there needs and desire.
Motivation can be either positive or negative. Positive motivation induces people to work in a
healthy way and to improve their performance while negative motivation forces people to work
under pressure of punishment, reprimand or fear of loss. The results of positive motivation are
always better and permanent in nature.
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THE BENEFITS OF MOTIVATION
In brief the benefits of motivation are as follows:
1)It increases employee productivity.
2)It creates a favorable image of the company.
3)It provides means of satisfying the needs of employees.
4)It helps in boosting group morale.
5)It encourages discipline among the employees.
It is, therefore necessary for the mangers to understand their subordinates and the factors, which
make them, tick. This is possible only if an analysis is made of the needs craving satisfaction in
the minds of their subordinates.
Motivation is mainly psychological. It refers those factors, operating within an individual, which
induces him to act or not to act in a certain way. It may be defined as propensity, or the level of
desire of an individual to behave in a certain manner at, a certain time and in a certain situation.
Being motivated means to behave in a particular way.
Motivation in an organization is the willingness of the employee to work for organizational goals.
The more positively an employee is motivated towards the organization, the more effective is his
performance, his motivation, to a large extent, is determined by his perception. When his
employees perceive incentive schemes differently all employees are not equally motivated to
work efficiently.
It is also misleading to talk about motivation without specifying the goal of motivation. For
effective motivation employees needs should be identified and also the extent to which these
needs are important
to them, without this motivational efforts of the management are not likely to give results.
An individuals needs are determined by certain psychological imbalances within him, his past
experience, social expectations and the interaction of two or more of these forces. Social motives
should be recognized for understanding human behaviour. Some kind of behaviour may be
caused by various social motives, or different types of behaviour may be caused by the some
motives. For example, the motive for doing overtime work may be to earn extra money for some,
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while for others it may be to get relief from family tensions and worries. Similarly some people
accept extra work once to earn extra money to meet their present needs but refuse the same
second time. In the same way motives vary in intensity also from people to people and also for
same person at different times.
AIMS OF MOTIVATION
The aims of motivation may be:
A)To develop smooth human relations in the organization.
B)To satisfy the economic, social and psychological needs of the employees.
C)To boost morale of the employees.
D)To create a feeling of job satisfaction amongst employees as a result of which the
employees are motivated to do more work.
E)To increase productivity and job performance.
F)To seek maximum cooperation of employees and establish harmonious relations
between labour and management.
G)To get maximum exploitation of human recourses.
H)To achieve the goals of the organization.
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THEORIES OF MOTIVATION
It is relevant to understand the different theories advanced in connection with motivation. The
important theories are:
1)The Interaction Theory.
2)The Participation Theory.
3)The Pattern Concept and
4)The Achievement Expectoration Theory.
2)The Interactive Theory
In this theory, emphasis is placed on the organization as a social system consisting of
three variables namely (a) activities (b) interactions and (c) sentiments.
Activities can be noted and described, interaction can be measured and their results
noted. As against this, sentiments are part of what is called individual self-interest.
According to him, if motives are examined it would generally be noticed that they are
neither individual nor selfish but they are the product of group life and serve the gains of
the whole group, not just the individual.
2) The Participation Theory
Some physiological advance the participative leadership style for securing maximum
motivation. Here participation is used to motivate person towards predetermined goals.
Douglas Mc Gregor presented two opposite sets of assumptions X and Y which
represent the anchor points in a scale, implicit in most approaches to supervision and
utilized to motivate people between the two extremes, several assumptions based on the
combinations of the two extremes can be made.
Theory X is based on assumptions and beliefs which are based on the study of many
people at work, and the nature and structure of many organizations and their style of
supervision. These assumptions imply that the supervision has a low opinion of the
workers and still has expectation from them. Such workers beliefs reduce the supervisor
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efforts to increase satisfaction in work, which in turn confirms a workers view that work is
a necessary evil.
Theory Y puts forward the opposite assumptions, which provide a totally different picture
of human nature.
Therefore, theory Y implies that on the job satisfaction is necessary to motivate
employees.
2)The Pattern Concept
Likert, on the basis of his studies of the pattern of management practices of highly
successful companies have invoked a pattern, which he believes can establish a system
of maximum effectiveness.
His findings indicate that managers and supervisor, whose pattern of leadership yield
consistently favorable attitude, more often think of employees as human being rather
than just person to get work done. He emphasizes that workers should be treated as
human being rather than as Cogs in a machine.
Whilst this is commendable, he fails to appreciate that given F.W. Taylor evinced
considerable awareness of individuals importance and the limitation of money as a
motivator.
3)The Achievement Theory
David Mc Clelland stresses the need to achieve which exists in human beings. According
to him, if a person is given a thorough understanding of the theoretical concept relating to
achievement motivation and his own scores, such an individual would subsequently
perform more effectively in competitive achievement situations.
Thus, there are several theories of motivation, which indicate that the area is still not very
explicit. The best approach would be to analyze the needs of human being to develop a
theory of motivation.
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IMPLICATION OF HUMAN NEEDS
Needs can be defined as a condition requesting supply or relief, the lack of any thing requisite,
desired or useful. A motivation situation has two aspect i.e. (1) subjective and (2) objectives.
Subjective aspect is a need, a drive or a desire and the objective side is the incentive or goal. If
the process of obtaining the incentive satisfies the need, the situation is considered as motivating.
Hence, it is necessary to understand the role played by needs of human beings, if one desired
to secure maximum motivation.
Human needs have to be inferred from human behaviour. There are different theories but
Maslows need hierarchy theory is most popular.
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MASLOWS NEED HIERARCHY THEORY
Mallows theory encompasses all human needs and classifies them into five categories. His
approach is direct, simple and practical. The five needs clusters are Physiological needs, Safety
needs, Love needs, Esteem needs and Self Actualization needs.
1.PHYSIOLOGICAL NEEDS
Are being to life and include need for food, shelter, air and companionship with others. They are
relatively independent to each other and in some cases can be identified with a specific location
in the body. Theses needs are cyclic. In other words, they are satisfied for a short period only and
they reappear again for example, a person feels hungry three times a day and drinks water
several times, depending on the weather. That is, these needs are involved in maintaining the
body fit.
2.SAFETY NEEDS
Also called Security Needs, find expression in such desires as economic security and protection
from physical dangers. These needs become inactive once they are satisfied. An individual who
is safe, feels endangered no longer, and hence makes no attempt to ensure further security.
In an industrial environment, safety needs are of primary importance to employees, because they
are dependent on others for safety i.e. supervisors.
3.BELONGINGNESS AND LOVE NEEDS
Man is a social animal. All individuals want to associate with others to gain acceptance and
friendship. People do not work for money alone but also for companionship. Cohesive informal
groups indicate that employees have found an outlet for their social needs. A simple index of the
satisfaction of social needs in organized settings is the frequency with which employees spend
their free time together, and away from work situations, e.g. games and outings. However,
association with others is also based on like-mindedness. Thus, people become friendly only with
those who are like-minded.
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4.ESTEEM NEEDS
Refer to a desire for high evaluation by others for self-respect and self-esteem. These include
those needs, which indicate self-confidence achievement, competence, knowledge and
independence, competitive-ness and a desire for the approval of ones performance by peers.
Efficient managers satisfy these needs to create a feeling of worth among employees so that the
employees may feel motivated to put in their best and organizational goals may be achieved.
5.SELF ACTUALIZATION NEEDS
Refer to self-fulfillment. KURT GTOLDSTEIN and means, to become actualized in what one is
potentially good at, coined the term self-actualization. A person may achieve self-actualization in
being the ideal fitter, supervisor, teacher or an eminent artist. Hence self-actualization refers to
realization of ones own potentialities and continued self-development i.e. what one can be he
must be some of the important points of the needs hierarchy theory are:
1. As the name suggests, these needs are arranged in a lowest to highest hierocracy.
Unless the lower-order needs are first, though partially, satisfied, the satisfaction of
higher order needs will not be possible. Thus psychological needs have will not be
possible. Thus psychological have to be satisfied before we can think of security. Security
one moves up to the social needs i.e. belongingness and love needs. Then esteem and
self-actualization
2. As suggested above, a satisfied need is no motivator of behaviour. Once a need is fully
satisfied, it does not remain a potential motivator. Only unsatisfied or partially satisfied
needs motivate behaviour. Thus a hungry person when fully fed stops looking for food till
this hunger remanifests itself.
3. Since the theory assumes, that human beings are normal exceptions to the general
ranking of the need hierarchy will exist. A highly motivated artist may forgo his need for
food and shelter to complete a painting, which might satisfy his ego or self-actualization
needs.
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4. A behavior may be motivated by several needs at a given time, though one of the five
needs will predominate in causing this behaviour. One needs my lead different kinds of
behaviour in different situations. Deprivation of a need may lead to aggression, assertion,
compliance, shrewdness, etc. hence it may be difficult to segregate needs from
behaviour.
5. Finally Maslow points out that though satisfaction of higher order needs can be
postponed, their satisfaction leads to greater biological efficiency. Organizations should
motivate their employees to attain these higher needs. This is in consonance with the
human desire to get closer to higher order needs.
Although Maslow first propounded his theory in 1943, researchers have attempted only
recently to determine its relevance as a model for studying work motivation. In the west,
the major work had been done by porter using a 15-item questionnaire to measure the
relative satisfaction of the first sets of needs pointed out by Maslow. The items were
checked on three seven points scales referring to importance to respondent. Need
fulfillment was defined as the difference between expected and existing needs. The
higher the difference, the lower was the need fulfillment. Porters conclusions were:
1.Vertical location of management position is in important variable in determining the extent
to which psychological needs are fulfilled.
2.Esteem, security and auto my needs were significantly more satisfaction in middle then in
bottom management.
3.Higher-order needs were relatively least satisfied in both bottom and middle management.
4.Self-actualization and security were perceived as being important areas of need
satisfaction.
Saiyadain recently carried out a study of Indian samples. He collected data from randomly
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selected samples of four adjacent levels from the same organization and administered Porters
questionnaire and a job satisfaction questionnaire to them. The result showed increased
satisfaction with higher levels, particularly for the esteem, autonomy satisfaction of belongingness
needs was higher than at higher levels.
HERZBERG ET ALS MOTIVATION HYGIENE THEORY
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This theory suggests a non-linear relationship between mans performance and environment. It
tests the concept that man has two sets of needs the need to avoid pain and the needs to grow
psychologically. It proposes that job satisfaction and job dissatisfaction are two independent and
distinct experiences, and that one is not the adverse of the other. The theory implies that both the
outer needs.
The analysis revealed that when positive feelings were described as achievement recognition,
responsibility work achievement, and growth predominated. Herzberg called them motivators and
noticed that they when negative feelings content factors, supervision, company policy and
administration, working conditions, relationship with superiors, peers and subordinates, status,
job security and personal life dominates, the narration. These were called Hygiene factors and
were found to be job context variables. Thus the results suggested that hygiene variables lead to
job dissatisfaction because of the need to avoid unpleasantness. Motivations lead to job
satisfaction because of the need for growth and self-actualization.
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LEADERSHIP STYLES AND JOB SATISFACTION
Job satisfaction and consequent productivity is also a function of leadership styles. Leadership
styles have their effect on motivation, which in turn influences the performance of the
subordinates. It is therefore an important function of manpower management, to ensure that an
adequate leadership style is adopted, so that the subordinates are motivated to give their best to
the organization and organizational goals are achieved.
LEADERSHIP DEFINED
The relation between a superior and subordinate triggers a persons will-to-do and transforms
lukewarm desires for achievement into burning passions for successful achievements. (George
R. Terry Principles of Management). This is in essence the result of good leadership. According
to David C. Mc Clelland, a strong drive for achievement is an important attribute for motivation
and the quality which characterize outstanding leaders. Taunenbaum defined leadership as the
interpersonal influence, exercised in situations and directed, through the communication process,
towards the attainment of goals. According to Terry the relationship in which one person, or the
leader, influences others to work together willfully on related tasks to attain that to which the
leader desirers.
Thus leadership is a process of purposive behavior. It must be realized that in management the
term leadership does not refer to excelling. It is concurred with guiding others or the activities of
followers towards predetermined objectives or goals. Therefore, the leaders act must be goal
oriented. He must use his influence to achieve some desired goals or goals through his followers.
LEADERSHIP STYLES AND ASSUMPTIONS
The leadership style is a result of leaders own philosophy personally, experience and value
system. It also depends upon the types of his followers and the organizational atmosphere or
climate prevailing in the company.
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POSITIVE V. NEGATIVE LEADERSHIP
Leadership styles can be positive or negative, depending on the leaders approach influencing
these subordinates. Where the leader uses fear and force in directing his subordinates towards
the organizational goals, the approach I described as negative. Such a leader relies heavily on
control and uses his authority to fine, reprimand, discharge or to ridicule his subordinates. The
result is that subordinates are not motivated. They continuously remain tension and only that
much which saves them from punishment. There is no job satisfaction for them and they leave
whenever they get a better place to work.
On the other hand the positive approach is based upon praise, reward and incentives. The
relation between the leader and subordinates is friendly. This approach induces subordinates to
work for the achievements of goals prescribed by their leader. This approach requires analysis of
human needs for maximum motivation. It requires a study of a individual to find out his needs and
wants and then provide a work situation which enables the followers to satisfy such needs whilst
simultaneously working toward the accomplishment of organizational goals. It is based on the
need to integrate needs and goals those of the organization with those of the employees. This
approach leads to job satisfaction and increased productivity.
For convenience of discussion leadership style can be classified as (a) Autocratic or Authoritarian
(b) paternalistic (c) Laissez Faire or free-rein (d) job oriented as against employee centred
supervision and (e) Democratic and participative. In practice, a leader adopts a combination of
style, as these classifications are arbitrary.
At attempt has, therefore, been made to measure the extent of physical, security, social and ego
need satisfaction (as well as the total need satisfaction of the individuals) both at work and
outside it.
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MOTIVATION AND INCENTIVES-FINANCIAL
In the previous chapter it has been made clear that the role of motivation in job satisfaction and
performance of workers is significant. Motivation can be positive or negative. A positively
motivated employee is sincere and devoted to his job. He remains achieved. Incentives motivate
workers to a great extent. It is therefore Flags Communication Pvt. Ltd use both incentives
financial & non financial in cash. Invectives for job satisfaction can be financial or non financial.
Present chapter is devoted to the role played by financial incentives in job performance.
In the light of the need hierarchy concept, in case of persons operation at the lower level, where
physiological needs are not yet fully satisfied, money can be very powerful motivator of human
conduct. However, as one rises higher in the management hierarchy, money may still be
important in view of rising prices and inflation in the country, but its importance diminishes and
other non-financial incentives became more powerful.
There is no escaping the fact that it is necessary to have and adequate compensation
programme, which will attract and retain key people of superior caliber in the organization. Such a
program would also stimulate such person to improve their performance.
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COMPENSATION PROGRAMME
IN
FLAGS COMMUNICATION PVT. LTD.
An effective compensation programme would have a base pay an incentive element such as
commission on sale achieved, besides fringe benefits. The basic pay must be equitable when
compared with salaries prevailing outside and within the organization for similar jobs. The
importance of base pay lies in that it determines many other payments such as the bonus
payable and certain fringe benefits. The base pay represents the long-term value of the position,
whilst bonus and commission type benefits are the short-term values. The incentive aspect of pay
can be used to secure the desired conduct from the employees.
For example, to sales man, different rates of commissions can be given on different types of
products. A higher rate should be given for selling a product, which is more difficult to sell, but
which provides the company with a higher margin of profits. Thus an adequate compensation
structure can be devised to motivate the employees in the desired direction by integrating the
employees goal with those of the company.
Fringe benefits like provident fund, free medical facility, leave travel concession, leave
encashment, gratuity etc. do not generally motivate employees. This is because, after some time,
these are taken, as granted and employees begin to consider these as a part of their
salary. Also these have no relationship with their job performance and productivity. All the most
fringe benefits can generate loyalty of the employees towards the organization.
REWARD SYSTEMS
The idea of rewards is deeply rooted in every culture and society. Organizations incur huge
amounts in financing the reward system. Often more than 50 percent of the total operating cost.
In many service industries and public sector organization, reward costs can go as high as 80
percent. The investment of such enormous resources makes sense only when reward systems
are designed and managed to specifically support the organizations mission and strategies. For
all practical purpose, this macro level perspective means that the reward system should enable
the organization to achieve the following objectives.
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1.To attach individuals with the knowledge, ability and talents demanded by specific
organization task.
2.To retain valued and productive employees in the organization.
3.To promote specific job behaviors conducive to higher level and job promoting.
4.To promote attitude conducive to loyalty and commitment to the organization, higher job
involvement, and job satisfaction.
5.To stimulate employee growth that enables the employees to accept more challenging jobs.
6.To comply with the requirements that may be imposed by the laws of the land (Kanungo
and Mendonca. 1992 pp 11-121.)
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MOTIVATION AND INCENTIVES-NON FINANCIAL
Money is an important motivator of human behaviour, but in terms of the need hierarchy it
satisfies only physiological need of the human being. This brings into focus the importance of
non-financial incentives or psychic wages, aimed at satisfying the other needs in the hierarchy i.e.
safety needs, belongingness and love needs, esteem needs and self actualization needs. The
psychological need for safety and security can be satisfied by the psychological climate or
environment of the workplace. Some organizations are noted for their policies of hiring and firing
at will, whereas in other organizations even an inefficient employee may retire at the age of
superannuating. In the former workers need o security and safety is not satisfied while in the later
there is no motivation for work, though the job of the employee is safe and secure. What is
needed is that a balance should be struck so that sufficient sense of security is created without
encouraging complacency. The need for belongingness and love in the work situation can be
met by providing appropriate interactions. In this connection workers participation in
management scheme can play in important role.
As one moves up the employees hierarchy or the management hierarchy, the need higher up in
the Maslows need hierarchy come into operation. For example, a high level executive has his
esteem needs which can often be satisfied by giving him an air-conditioned cabin, motor car
and other benefits of this nature which increases his prestige and satisfies his ego.
The employee must be made to feel that he has achieved something through his contribution;
such a feeling of achievement can motivate him, for extra efforts. However, achievement should
be followed by recognition also. Human beings want others to know of their accomplishments.
Therefore, the person who has achieved something should be praised in public and given
recognition for good work.
The needs for self-actualization in present in almost every human being and should be stimulated
by providing him opportunities for growth and promotion. The only limitation would be that his
activities must be directed towards the achievement of appropriate organizational goals.
Some of the non-financial incentives, in brief are as follows:
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1.Providing responsibility through job enlargement.
2.Providing involvement or participation.
3.Creating a sense of achievement.
4.Providing recognition for accomplishment.
5.Offering inducement of promotion and growth as a result of effective performance.
1) PROMOTION POLICY AS MOTIVATION
Adequate policy regarding promotion generate job satisfaction and motivate employees
for better work. Promotion refers to assignment to an employee of a position of grater
responsibility and increased authority. It normally involves ascending in the management
hierarchy and increase in pay and status of the employee. It can be used to satisfy the
employees needs for self-actualization and thereby to motivate him. In addition,
promotion using employees skill for more production. Promotion is also a source for
recruitment for higher appointments and also provides a motivational environment. It also
offers careers to efficient employees within the organization.
Promotion policy should be open and know to each employee. When employees know
that every one of them can rise higher, provided they work efficiently and give better
results, they will be motivated for better and more work.
2) QUALITY CIRCLES
The concept of quality circle (QC) is the outcome of the Japanese concern for satisfaction
quality control. QC is primarily based on the recognition of the value of employees as
human beings. Hence managers have to treat them with dignity and train them to accept
responsibility and contribution to their job. Thus motivated, they would be capable of
making their valuable suggestions through the use of their initiative, suggestions through
the use of their initiative, experience and intelligence without just putting in physical
efforts. QC is defined as a small group of 5-10 workers voluntarily performing quality
control activities within the workshop to each they belong. QC is a voluntary group effort.
This group which consists of across-section of employees then a cost finds way and
means to improve quality of their product.
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3) WORK REDESIGN
Work redesign is basically the change in the nature of the job of the employees as a
motivational technique. The managers have a number of alternatives to bring about
change. However, by the large, job rotation enlargement are extensively used. Job
rotation is a systematic movement of people from one job to another. It provides them the
broad-based understanding of various functional activities of the organization and helps
them develop the perspective to relate their own job. It however entails some prior
training before the person is rotated. Job rotation has been found to be a good
motivational device but can become expensive if it needs the dislocation of employees
and meeting the costs of this dislocation. Job enlargement, on the other hand, would
necessitate giving more tasks to be performed by employee on a given day. It is the
horizontal extension of the job more of same things. However, such an exercise entails
the complete redefining the job of the employees and would often require extra payment
to the change in the job description.
4) FLEXIBLE WORK HOURS
Organization frequently use modified work schedules to increase employee motivation.
The flexible work hours can take many forms. It can mean a change in traditional 8-5,
Monday through Friday, work schedule (flex time). It can also mean doing work at home.
Many variations are available. One alternate is the compressed work week. Instead of
working 8 hours/days, one can work for 10 hours/day for 4days. Another popular method
is the flexible work schedule. Hence, all the employees are required to work for certain
core hours, the rest of the hours can be flexible, as long as eight hours of work/day has
been done. Thus, the employees can come one hour late and can stay one hour after
work. Yet another system is working at home. Giving, the easy availability of computer
technology and networking, employees stay home and still do a full days work. This is
particularly more suitable for working mothers.
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5) DEMOCRATIZATION OF WORK
If worker have to be provided sense of participation, importance, pride, freedom and self
self-expression, it is necessary that they are involved in the decision making process,
particularly those decisions that affect them the most. Democratization entitles sharing in
an appropriate way, the decision-making powers with the lower levels in the organization,
so as to generate a feeling of involvement with the job and the organization. It is also
called participative management or codetermination. Many organizations that have
experienced this idea have found that it leads to high satisfaction and productivity,
provided that there is trust between the participation levels, liberal sharing of information
and a positive top management attitude.
6) SCIENTIFIC MANAGEMENT APPROACH
In the 1900s, Frederick Winslow Taylor proposed scientific management principles
designed to maximize production efficiency. He sought to replace the seat-of-the-plants
approach determining each element of a workers job with a scientific approach. The
centerpiece management was the elimination of time and motion waste. This was done
by carefully studying
jobs to determine the most efficient way in which they could be completed. Jobs were
partitioned into small and simple segments, and the workers were given specific
instructions on how each segment was to be done.
The results of Taylors efforts in economic terms were nothing short of spectacular. He
was consistently able to achieve productivity improvements in the range of 200 percent or
more. Many workers, however, did not like the jobs designed according to the dictates of
scientific management. They found the repetitive work depersonalized, boring and
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unchallenging. Because their job often represented small cogs in a big wheel
employees increasingly complained that their work was meaningless. To offset the
boredom of their highly repetitive jobs, workers would do things that were not always in
the best interest of the organization. They came to work late, they took three or four days
weekends, and they quit to find more interesting work.
Probably one of the most publicized reactions to overspecialized jobs was the action by
automobile assembly-line workers in the early 1970s at the Lords town, Ohio, Chevrolet
plant. Workers were found to be welding empty soda pop bottles inside doors, purposely
gauging the paint on cars as they went by, and engaging in other dysfunctional
behaviors.
The Lords town workers, it was said, were frustrated and looking for ways to overcome
the dull, repetitive and unchallenging tasks they were assigned. Welding a bottle inside a
door or putting a deep scratch into cars paint without getting caught provided a
diversionary outlet.
The Lords town events occurred in the early 1970s, but the recognition that a good thing
work simplification could be carried too far began to get attention in the late 1940s and
early 1950s. As a result of insights from psychologists, sociologists, and other social
scientists, attention began to shift to the human needs of people. The job themselves had
been engineered to be efficiently performed by the robot like workers. But people are not
robots. They have needs and feelings. No matter how well engineered a job is, if the
design fails to consider the human element, the economics of specialization.
It should be more than offset by the diseconomies of employee dissatisfaction. And on
many jobs, this is exactly what was happing. So attention becomes increasingly focused
on job approaches that would make work less routine interesting and more meaningful.
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RESEARCH METHODOLOGY
The present study on job satisfaction is an outcome of the various methods and
procedures followed while collecting and analyzing the data. The following is a brief
discussion on such issues:
1Reference period : The present study covers the job satisfaction techniques followed
during the year 2005 in Shriram Pistons & Rings Ltd. This implies that the
employees performance for the 2004-05 has been considered for review.
2Selection of location : The present study was conducting in Shriram Pistons & Rings
Ltd. This was done with a view to gain an insight in to the satisfaction techniques
being followed in the service industry.
3Sampling procedure & design : The total strength of Shriram Pistons & Rings Ltd. is
1800 employees. This includes manager, including General Manager. Only those
employees were considered for the purpose of study that had completed one
year of service as on 31-3-2005. The Shriram Pistons & Rings Ltd. count of such
employee was only 1300. I have selected Random selection techniques for the
sample size of 40.This was
done for both the management and non-management employees of the
organization. Help was taken from the Personal Executive and Manager.
4Tools and techniques used : Interview method was adopted to collect the information
from management and non-management employees. This was done with the
help of questionnaires being given out to them for their completion.
5Collection of data : Data for the competition of this study was collected both from
primary and secondary sources. Primary data was collected from the respondent
through questionnaire based survey while the internet, magazines, books and
journals were used for the collection of secondary data.
6Analysis of data : The data was collected with help of schedules that was later fed
into the master tabulation sheets.
The data then was subjected to specific classification and was further tabulated for
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the purpose and interpretation. The analysis and interpretation of data was based on
only simple percentage and average method.
Worker's satisfaction in monetary level
80%
10%
0%
10%
Highly Satisfied
Satisfied
Below Satisfied
Cannot Say
Figure 1
Social Security
20%
80%
0%
0%
Highly SatisfiedSatisfied
Below Satisfied
Cannot Say
Figure 2
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Working Condition
70%
30%
0%
0%
Highly Satisfied
Satisfied
Below Satisfied
Cannot Say
Figure 3
Selection Process
80%
20%
0%
0%
Highly SatisfiedNot Satisfied
Below Satisfied
Cannot Say
Figure 4
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Motivation Level in Employee
60%
10%
20%
10%
Monitorly
Non-monitorly
Reward
Cannot say
Figure 5
Attitude & Behaviour of Management
20%
40%
40%
0%
Very good
Good
Average
Cannot say
Figure 6
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Medical help provide to the Employee
30%
50%
20%0%
Highly Satisfied
Satisfied
Not Satisfied
Cannot say
Figure 7
Training facility
40%
40%
20%0%
Highly SatisfiedSatisfied
Not Satisfied
Cannot say
Figure 8
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Recruit policy of the Company to
Employee
20%20%
30%30%
Very True
TRUE
Average
Not Satisfied
Figure 9
Different Cultural Activities in the
Organizations taken by management
through employees satisfactory level
10%
30%
50%
10%
Very True
TRUE
Average
Not Satisfied
Figure 10
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Loan/Advances given by Management in
case of need
24%
24%
50%2%
Very True
TRUE
Average
Not Satisfied
Figure 11
Role of company in social Welfare
Activities
40%
10%
40%
10%
Very True
TRUE
Average
Not Satisfied
Figure 12
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Facility given by company for the
Education of their Children
27%
46%
18%
9%
Highly Satisfied
Satisfied
Not Satisfied
Cannot say
Figure 13
Safety measurement taken by the company
for employees
40%
60%
0%
0%
Highly Satisfied
Satisfied
Not Satisfied
Cannot say
Figure 14
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Employee satisfy from their job
60%
40%
0%
0%
Highly Satisfied
Satisfied
Not Satisfied
Cannot say
Figure 15
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RESULTS
1. The finding of the study reveals that the occupational level of the individual is significantly
associated with need satisfaction. The higher the occupational status the greater is the
need satisfaction.
2. There is a high and positive correlation between the total need satisfaction of the
individual and the satisfaction he derives from his job. Satisfaction from job has impact on
his productivity.
3. An important finding is that job satisfaction varies with the level of jobs one holds. The
higher the occupational level, the grater is the job satisfaction.
INTERPRETATION
These results or survey that 80% employees are satisfied with their job but 15% of the sample
had negative attitude or job dissatisfaction. This early finding is quite similar to the performance of
evidence that has since been reported.
These figures are quite different from the commonsense view in which workers are considered
as robots doom to dissatisfaction in their work because the working hour of the organization is not
very good. So the employees are dissatisfaction.
The view that is clearly taken is that the majority of the gain fully employed tend to have job
satisfaction are at best natural. Only a small percentage of job satisfaction is there. This survey
indicated that is considerably more job satisfaction than dissatisfaction then the entire person who
are gainfully employed is included in the survey.
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CONCLUSION
The present study is concerned mainly with the role of satisfaction which an individual drives from
job in increasing his productivity. The question as to why man work is considered rather irrelevant
as man has been working in every society through out the ages. Whatever may be the reason for
working, men have continued to work. The urge to work seems, to be deep rooted in most men,
and work is viewed much more, than a means of seeking economic gratifications.
In can be said that work forms an essential part of human activity. Work occupies so much of
mans life span, that the satisfaction or dissatisfaction from it can affect the individual
considerably in all walks of life. Besides this, a mans job satisfied so many of his needs, which it
becomes extremely important to enquire about the factors that are associated with satisfaction or
dissatisfaction with the job. The impact of work on men cannot be denied. It operates as a great
stabilizing, integrating and ego satisfying, central influence in the pattern of each person life. If a
job fails to satisfy these needs of an individual, it is problematic whether man can find adequate
substitutes to provide a sense of significance and achievement, purpose and justification for his
life.
The role that work plays in the life of many may easily be seen when one is unemployed. Not
merely because it means loss of money, but
also because of loss of status in the society and he finds it difficult to save his face.
As an individuals work means so much to him and since its impact on the individual is
considerable, social scientists, the world over started focusing their attention on the problem of
satisfaction or dissatisfaction with work.
Different workers in the field have dealt with the problem of satisfaction or dissatisfaction with
work in different manner. The earliest researches on job satisfaction were primarily production
oriented rather than employee oriented. The idea was to isolate those factors on the job, which
were generally considered desirable by the employees. This approach to the study of work and
the accompanying satisfaction or dissatisfaction with it was termed as the incentive approach with
it literature on vocational motivation.
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The incentive approach was considered insufficient to explain the phenomenon of job
satisfaction.
Similarly, the human relations approach to the study of job satisfaction was also considered
inadequate to explain the phenomenon.
The two-factor theory, proposed by Herzberg to explain the phenomenon of job satisfaction has
received considerable attention
in the literature on vocational motivation recently. His motivation and maintenance factors
approach to the study of job satisfaction is a novel one. However, research findings explanation
of job satisfaction rather than confirm it.
Certain psychologists proposed a rather useful approach to the study of job satisfaction. They
advocated that there is very little difference between general adjustment and occupational
adjustment. Some thinkers suggest employee cantered approach to job satisfaction. The
argument is that it created a feeling of confidence among the employees and motivates them to
do their best for the organization.
In view of such contradictory evidence, it was decided to utilize a comprehensive approach to
explain the phenomenon of job satisfaction; the present study has utilized the concept of human
needs as the basic analytical tool. The theory of human needs states that man has several needs
to satisfy.
Some of these needs have been called primary and others as secondary needs. It states that
whenever any of these (or all of these) needs are activated, they create a sort of dissonance in
the individual, who is thus motivated to task such action as may be necessary to reduce this
tension.
Analyzing the job situation in the context of the need theory, it is apparent that when an individual
comes to work, he brings with him certain needs. He is constantly seeking the gratification of his
needs
on the job situation. He expects to satisfy these needs on the jobs and in return work to achieve
organizational goals. In this process of seeking adjustment with the various physical, social and
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psychological aspects of the work environment, if the individual feels he is able to satisfy those
needs which are of significant importance to him, he is likely to be positively oriented towards his
job.
The phenomenon of satisfaction with work, however, can only be understood in its totally. An
individual in an organized whole and his behaviour has to be understood in its totality. Not only
does he seek satisfaction of his needs on the job, but outside it as well. It is necessary to satisfy
his needs, both, at work situation and outside it. The satisfaction or dissatisfaction of these needs
leads to the development of certain attitudes of life and work.
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FRAMEWORK OF JOB SATISFACTION
ASSUMPTIONS AND LIMITATIONS
UNDERTAKEN STUDY
ASSUMPTIONS
Due to lack of sufficient knowledge, I had to make a number of assumptions for the sake of a
useful & reasonably accurate project in the field of Job satisfaction. While I believe that al such
assumption were justice and have put in all possible efforts to reduce assumptions to a minimum
by procuring the facts all techniques from wherever they were available some assumptions and
limitations remain to keep every thing honest. I would like to list them here:
LIMITATONS
1The permanent employees have been considering for this study.
2Only the employees who have completed their one-year completed year of service have
been considered for this study.
3In few cases, the respondent had refused to give the information.
4Confidentiality of certain information at the unit level also major limitation of this study.
5Contacting managers of the organization was time consuming exercise
6The study covers only the permanent employees of the organization who have completed
their one year service hence the study is just based on a limited number of people.
7Since the Flags Communication Pvt. Ltd was newly established hence the permanently
count of employees was too less and thus the sample size of was also small.
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SUGGESATIONS
AND
RECOMMENDATIONS
The following recommendations and suggestions are made on the bases of study conducted
in Flags Communication Pvt. Ltd,
New Delhi:
1The study shows that the employees want feedback as to how they are doing. The job
satisfaction system hence should be capable enough to give them that feedback.
2General interviews and survey should not be conducted without knowing what is it
needed
3Measures of job satisfaction should always be conducted on the bases of sufficient and
relevant in formations.
4The employees should always be aware of the standard and the job content expected
out of them.
5Job satisfaction tools should be selected carefully after taking in to consideration the
requirement of the study.
6The manager should try silence; use open-ended questions to understand the feelings
of the sub ordinates.
7Financial reward and promotional opportunities should be provided.
8Ethics for working conditions and working hours should be practical.
9To avoid boredom and motivate to workers cultural programs and vocational tours
should be organized.
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Q.No Question Options Dimensions
Tick1. Employees satisfaction in monetary
level
Can not say2. Social Security
Can not say3. Working Condition
Can not say
Not Satisfied4. Selection Process
Can not say
Cannot Say5. Motivation Level in Employee
Can not say
6. Attitude & Behaviors of Management
Not Satisfied
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Good7. Medical help provide to the Employee
Can not say8. Training facility
Can not say
Cannot say9. Recruit policy of the Company to
Employee
Not Satisfied10. Different Cultural Activities in the
Organizations taken by management
through employees satisfactory level
Not Satisfied
Cannot say11. Loan/Advance given by Management
in case of need
Not Satisfied12. Role of Company in Social Welfare
activities
Not Satisfied13. Facility given by company for the
education of their Children
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Can not say14. Safety measurement taken by the
Company for employees
Can not say15. Employees satisfy from their job
Can not say
(NAME OF THE EMPLOYEE)
Designation: