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JOB SATISFACTION
INTRODUCTION
Job satisfaction is not the same as motivation. It is more if an attitude, an
internal state of the person concerned. It could, for example, be associated with a personal feeling
of achievement.
Job satisfaction is an individuals emotional reaction to the job itself. It is his
attitude towards his job.
Definitions:
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.
-Robert L. Kahn
Job satisfaction is a general attitude towards ones job: the difference between the amount of
reward workers receive and the amount they believe they should receive.
-P. Robbins
Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals
have toward their jobs.
-Hugh J. Arnold and Daniel C. Feldman
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Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your
job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will
experience job dissatisfaction.
By Andrew J DuBrins,
The practice of supervision, New Delhi
Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,
since a job is important part of life, job satisfaction influences ones general life satisfaction.
Manager may need to monitor not only the job and immediate work environment but also their
employees attitudes towards other part of life.
JOB FAMILY
POLITICS LIFE LEISURE
RELATED ELEMENT OF LIFE SATISFACTION
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Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making, employee
who participates in decision that affect their job, display a much higher level of satisfaction with
supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to individual
employees. The working groups also serve as a social support system of employees. People often
used their co-workers as sounding board for their problem of as a source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside of
work. If people are require to work long hours and / or overtime, they will have very little felt for
their families, friends and recreation outside work.
Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we have to keep in mind that: all
individuals do no derive the same degree of satisfaction though they perform the same job in the
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same job environment and at the same time. Therefore, it appears that besides the nature of job
and job environment, there are individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of job, and situational variables
determine the degree of job satisfaction. Let us see what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from the jobs,
they feel satisfied. These expectations are based on an individuals level of education, age and
other factors.
Level of education:
Level of education of an individual is a factor which determines the degree of job satisfaction.
For example, several studies have found negative correlation between the level of education,
particularly higher level of education, and job satisfaction. The possible reason for this
phenomenon may be that highly educated persons have very high expectations from their jobs
which remain unsatisfied. In their case, Peters principle which suggests that every individual
tries to reach his level of incompetence, applies more quickly.
Age:
Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and
finally dips to a low degree. The possible reasons for this phenomenon are like this. When
individuals join an organization, they may have some unrealistic assumptions about what they
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are going to drive from their work. These assumptions make them more satisfied. However,
when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as
the people start to assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of retirement
and future outcome.
Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction. If
an individual does not have favourable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him may affect his level of job
satisfaction. Personal problems associated with him may affect his level of job satisfaction.
Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job
content.
Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens because
high level jobs carry prestige and status in the society which itself becomes source of satisfaction
for the job holders.
For example, professionals derive more satisfaction as compared to salaried people: factory
workers are least satisfied.
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Job content:
Job content refers to the intrinsic value of the job which depends on the requirement of skills for
performing it, and the degree of responsibility and growth it offers. A higher content of these
factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the
degree of satisfaction progressively increases in job rotation, job enlargement, and job
enrichment.
Situational variables:
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the organization.
Some of the important factors which affect job important factors which affect job satisfaction are
given below:
1. Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace and
associated facilities for performing the job determine job satisfaction. These work in two ways.
First, these provide means job performance. Second, provision of these conditions affects the
individuals perception about the organization. If these factors are favourable, individuals
experience higher level of job satisfaction.
2. Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree of
importance attached to individuals varies. In employee-oriented supervision, there is more
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concern for people which is perceived favourably by them and provides them more satisfaction.
In job oriented supervision, there is more emphasis on the performance of the job and people
become secondary. This situation decreases job satisfaction
.
3. Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the degree
of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on considerations other than the
job performance, it affects job satisfaction adversely.
4. Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by they also attach importance to opportunities for promotion that these job offer. If
the present job offers opportunity of promotion is lacking, it reduces satisfaction.
1. Work group: Individuals work in group either created formally of they develop on their
own to seek emotional satisfaction at the workplace. To the extent such groups are
cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is
low. In a cohesive group, people derive satisfaction out of their interpersonal interaction
and workplace becomes satisfying leading to job satisfaction.
Effect of Job Satisfaction
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Job satisfaction has a variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individuals physical and mental
health. Since job satisfaction is a type of mental feeling, its favourableness or unfavourablesness
affects the individual psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health
result from psychologically harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that there is spillover effect which
occurs in both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,
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productivity decreases. The basic logic behind this is that a happy worker will put more efforts
for job performance. However, this may not be true in all cases.
For example, a worker having low expectations from his jobs may feel satisfied but he may not
put his efforts more vigorously because of his low expectations from the job. Therefore, this
view does not explain fully the complex relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains the
relationship between job satisfaction and productivity. Various research studies also support this
view.
This relationship may be explained in terms of the operation of two factors: effect of job
performance on satisfaction and organizational expectations from individuals for job
performance. 1. Job performance leads to job satisfaction and not the other way round. The basic
factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job
itself which may be in the form of growth potential, challenging job, etc. The satisfaction on
such a type of reward may help to increase productivity. The extrinsic reward is subject to
control by management such as salary, bonus, etc. Any increase in these factors does not hep to
increase productivity though these factors increase job satisfaction.
1. A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond
certain output. Further, this constraint affects the managements expectations from the
individual in the form of lower output. Thus, the work situation is pegged to minimally
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LOW
LOW HIGH
TURNOVER AND ABSENCES
RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES
Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a given
period of time. When an individual feels dissatisfaction in the organization, he tries to overcome
this through the various ways of defense mechanism. If he is not able to do so, he opts to leave
the organization. Thus, in general case, employee turnover is related to job satisfaction.
However, job satisfaction is not the only cause of employee turnover, the other cause being
better opportunity elsewhere.
For example, in the present context, the rate of turnover of computer software professionals is
very high in India. However, these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from other sources particularly
from foreign companies located abroad.
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DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure objectively. The level of job
satisfaction is affected by a wide range of variables relating to individual, social, cultural,
organizational factors as stated below:-
DIMENSIONS
INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL
FACTORS FACTOR FACTOR FACTOR
Individual:- Personality, education, intelligence and abilities, age, marital status,
orientation to work.
Social factors:-Relationship with co-workers, group working and norms, opportunities
for interaction, informal relations etc.
Organizational factors:- Nature and size, formal structure, personnel policies and
procedures, industrial relation, nature of work, technology and work organization,
supervision and styles of leadership, management systems, working conditions.
Environmental factors:-Economic, social, technical and governmental influences.
Cultural factors:-Attitudes, beliefs and values.
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These factors affect job satisfaction of certain individuals in a given set of circumstances but
not necessarily in others. Some workers may be satisfied with certain aspects of their work and
dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to
person.
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IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question
1) Is there room for improvement?
2) Who is relatively more dissatisfied?
3) What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?
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Benefits of job satisfaction studyJob satisfaction surveys can produce positive,
neutral or negative results. If planned properly and administered, they will usually produce a
number of important benefits, such as-
1. It gives management an indication of general levels of satisfaction in a company. Surveys
also indicate specific areas of satisfaction or dissatisfaction as compared to employee
services and particular group of employee.
2. It leads to valuable communication brought by a job satisfaction survey. Communication
flow in all direction as people plan the survey, take it and discuss the result. Upward
communication is especially fruitful when employee are encouraged to comment about
what is on their minds instead of merely answering questions about topics important to
management.
3. as a survey is safety value, an emotional release. A chance to things gets off. The survey
is an intangible expression of managements interest in employee welfare, which gives
employees a reason to feel better towards management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise, comparing the
response to several alternatives and encouraging manager to modify their original plans.
Follow up surveys allows management to evaluate the actual response to a change and
study its success or failure.
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Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and
producesanxiety.At the same time,monotonousjobs can erode a worker's initiative and enthusiasm and
can lead toabsenteeism and unnecessary turnover. Job satisfaction and occupational success are major
factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job
satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied
worker is more likely to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated and committed
to high quality performance. Increased productivity the quantity and quality of output per hour worked
seems to be a byproduct of improved quality of working life. It is important to note that the literature on
the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy
employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long.
Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted
performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improvedpunctuality and worker morale.
Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of
longevity.And although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew
Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will
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grow on the factory floors. Take away my factories, but leave my people, and soon we will have a
new and better factory"
SATISFIED EMPLOYEE
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Creating Job Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job satisfaction?
Organizations can help to create job satisfaction by putting systems in place that will ensure that workers
are challenged and then rewarded for being successful. Organizations thataspire to creating a work
environment that enhances job satisfaction need to incorporate the following:
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her
signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor who provides timely
feedback as well ascongenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is that there are
many factors that affect job satisfaction and that what makes workers happy with their jobs varies from
one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is
also influenced by the employee's personal characteristics, the manager's personal characteristics and
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management style, and the nature of the work itself. Managers who want to maintain a high level of job
satisfaction in the work force must try to understand the needs of each member of the work force.
For example, when creating work teams, managers can enhance worker satisfaction by placing people
with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance
job satisfaction by carefully matching workers with the type of work.
For example, a person who does not pay attention to detail would hardly make a good inspector, and a
shy worker is unlikely to be a goodsalesperson.As much as possible, managers should match job tasks
to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other deliberate steps to
create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate
upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes
increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large
companies that have used job-enrichment programs to increase employee motivation and job
satisfaction.
Good management has the potential for creating high morale, high productivity, and a sense of purpose
and meaning for the organization and its employees. Empirical findings show that job characteristics
such as pay, promotional opportunity, taskclarity and significance, and skills utilization, as well as
organizational characteristics such as commitment and relationship with supervisors and co-workers,
have significant effects on job satisfaction. These job characteristics can be carefully managed to
enhance job satisfaction.
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Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many
more satisfying elements in the work environment. Everett (1995) suggests that employees ask
themselves the following questions:
When have I come closest to expressing my full potential in a work situation?
What did it look like?
What aspects of theworkplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to the present situation?
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Workers' Roles in Job Satisfaction
If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own
satisfaction and well-being on the job. The following suggestions can help a worker find personal job
satisfaction:
Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and
greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employers value and reward excellent reading, listening,
writing, and speaking skills.
Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and
effectively. This will relieveboredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often
result in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with others to
get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and learn
how to give and receive criticism constructively.
See the value in your work. Appreciating the significance of what one does can lead to satisfaction with
the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoidburnoutby developing healthy stress-management techniques.
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Assuring Job Satisfaction
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Assuring job satisfaction, over the longterm, requires careful planning and effort both by management
and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's
(1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and
rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it
is very important that salaries be tied to job responsibilities and that pay increases be tied to performance
rather than seniority.
So, in essence, job satisfaction is a product of the events and conditions that people experience on their
jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities
are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads
one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with
one's joboutweigh the pains, there is some level of job satisfaction
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MODEL OF JOB SATISFACTION
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THEORIES OF JOB SATISFACTION
Affect Theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory]. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of ones job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
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time and across careers and jobs. Research also indicates that identical twins have similar levels
of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core
Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internallocus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels ofneuroticismlead to higher job satisfaction[].
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick HerzbergsTwo factor theory(also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace This theory states that satisfaction and
dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An
employees motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of
the job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other
working conditions
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While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors.]Finally, the model has been criticized in that it
does not specify how motivating/hygiene factors are to be measured.
According to Herzberg following factors acts as motivators:
Achievement,
Recognition,
Advancement,
Work itself,
Possibility of growth, &
Responsibility.
Hygiene factors are :
Company policy & administration,
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Technical supervision,
Inter-personal relations with supervisors, peers & Subordinates,
Salary.
Job security,
Personal life,
Working Conditions, &
Status.
Need Fulfillment Theory:
Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants
& the more he wants something or the more important it is to him, the more satisfied he is when
he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal
achievement, social achievement & for influence.
a) Need for personal achievement :
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Desires for personal career development, improvement in one's own life standards, better
education & prospects for children & desire for improving one's own work performance.
b) Need for social achievement:
A drive for some kind of collective success is relation to some standards of excellence. It is
indexed in terms of desires to increase overall productivity, increased national prosperity, better
life community & safety for everyone.
c) Need for influence:
A desire to influence other people & surroundings environment. In the works situation, it means
to have power status & being important as reflected in initiative taking and participation in
decision making.
In summary, this theory tell us that job satisfaction is a function of, or is positively related to the
degree to which one's personal & social needs are fulfilled in the job situation.
Social References - Group Theory:
It takes into account the point of view & opinions of the group to whom the individual looks for
the guidance. Such groups are defined as the 'reference-group' for the individual in that they
define the way in which he should look at the world and evaluate various phenomena in the
environment (including himself). It would be predicted, according to this theory that if a job
meets the interest, desires and requirements of a person's reference group, he will like it & if it
does not, he will not like it.
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A good example of this theory has been given by C.L. Hulin. He measures the effects of
community characteristics on job satisfaction of female clerical workers employed in 300
different catalogue order offices. He found that with job conditions held constant job satisfaction
was less among persons living in a well-to-do neighborhood than among those whose
neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for
evaluation may be provided by one's social groups and general social environment.
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OBJECTIVE OF THE STUDY
OBJECTIVES
The objective of the study is to find out the satisfaction level of employee in BHEL, JAGDISHPUR.
To find that whether the employees are satisfied or not.
To analyse the companys working environment.
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To check the Degree of satisfaction of employees.
To find that they are satisfied with their job profile or not.
To study the relationship between the personal factors of the Employee (Income, Designation,
Educational qualification, Gender, etc.,)
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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science
of studying how research is done scientifically. In it we study the various steps that all generally adopted
by a researcher in studying his research problem along with the logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as a scientific & systematic search for pertinent information on a specific topic.
Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It
is a careful inquiry especially through search for new facts in any branch of knowledge. The search for
knowledge through objective and systematic method of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a manner
that aims to combine relevance to the research purpose with economy in procedure. In fact, the research
is design is the conceptual structure within which research is conducted; it constitutes the blue print of
the collection, measurement and analysis of the data. As search the design includes an outline of what
the researcher will do from writing the hypothesis and its operational implication to the final analysis of
data.
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The design is such studies must be rigid and not flexible and most focus attention on the following 2;
Research Design can be categorized as:
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new
relationship. Research design is flexible enough to provide opportunity for considering different aspects
of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding
which in depth study can be conducted by management.
DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of study.
Data collection plays an important role in any study. It can be collected from various sources. I have
collected the data from two sources which are given below:
TYPES OF RESEARCH
DESIGN
EXPLORATORYRESEARCH
DESIGN
DESCRIPTIVE
&
DIAGNOSTIC
RESEARCH
EXPERIMENTA
L RESEARCH
DESIGN
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1. Primary Data Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
2. Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines etc.
Unpublished Sources such as Company Internal reports prepare by them given to their analyst &
trainees for investigation.
Websites like BHEL official site, some other sites are also searched to find data.
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