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Divya Suvarna MHRDM 2011-2014 Roll No - 163

Project on

JOB SATISFACTION

Mets Institute of Mangement Studies

INDEX

Sr No 1 2 3 4 5 6 7 8 9 10 Synopsis/Abstract Introduction

Contents 3

Page No 4-7 8 9-11 12-13 14 15-17 18 19 20

Objectives of the Study Company Profile Annexure Data Collection Analysis Interpretation of Data Findings, Suggestions& Recommendations Limitations of Study Bibliography

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3 SYNOPSIS/ABSTRACT Job Satisfaction plays one of the essential roles in the organization. It is very essential to be satisfied in the organization to perform. The reason for choosing this subject is to analysis as how much it is important to be satisfied in the job. Job satisfaction describes how content an individual is with his /her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement, job enrichment and job re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers.My project would try to collect all the relevant data and information about the topic

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4 INTRODUCTION Job Satisfaction Definition Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job;[1] an affective reaction to ones job;[2] and an attitude towards ones job.[3] Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours.[4] This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. The relationship between man and work has always attracted the attention of philosophers, scientists and novelists. A major part of man's life is spent at work. Work is a social reality and social expectation to which men seem to confirm. It not only provides status to the individual but also binds him to the society. Studies in the area of job satisfaction as an important and popular research topic started decades ago. In research designs it has been used variously as dependent, independent and moderating variables. In 1935, the concept of job satisfaction gained currency through the publication of a monograph by Hoppock on "Job Satisfaction". Hoppock in his monograph defined job satisfaction as "any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job. "The term job satisfaction refers to an individuals general attitude towards his or her job. A person with high level of job satisfaction holds positive attitude towards the job, while a person who is dissatisfied with his or her work holds negative attitude about the job". They prefer the challenge of working at a problem and accepting the personal responsibility for success or failure rather than leaving the outcome to chance or the actions of others. Importantly, they avoid what they perceive to be very easy or very difficult tasks. They want to overcome obstacles, but they want to feel that their success (or failure) is due to their own actions. This means they like tasks of intermediate difficulty. High achievers perform best when they perceive their probability of success as being ; that is where they estimate that they have a 50-50 chance of success. Since raters have to make interpretations, it is possible that they may contaminate the findings by interpreting one response in one manner while treating another similar response differently The theory, to the degree that it is valid, provides an explanation of job satisfaction. It is not really a theory of motivation No overall measure of satisfaction . Mets Institute of Management Studies

5 was utilized. In other words, a person may dislike part of his or her job, yet still think thejob is acceptable The theory is inconsistent with previous research THEORIES OF JOB SATISFACTION Herzberg's Two-Factor Theory Two-factor theory, also known as the motivation-hygiene theory, addresses both motivation and satisfaction and is based on Maslow's hierarchy of needs. The two-factor theory is classified as belonging to the subgroup of content theories; theories that attempt to identify the needs that must be met for the individual to be satisfied on the job. Locke ( ) evaluated Maslow needs hierarchy and Herzberg's motivation-hygiene theory as the two primary content theories. Herzberg's theory uses the team motivators to include satisfying experiences. [...] Therefore, he proposed such ideas as participative decision making responsible and challenging jobs, and good group relations as approaches that would maximize an employee's job motivation, Motivation-Hygiene Theory The motivation-hygiene theory was proposed by psychologist Fredrick Herzberg. In the belief that an individual's relation to his or her work is a basic one and that his or her attitude towards this work can very well determine the individual's success or failure. Herzberg investigated the question, "What do people want from their jobs?" He asked people to describe, in detail, situations when they felt exceptionally good and bad about their Jobs. [...] In summary, ERG theory argues like Maslow that satisfaction of lower- order needs lead to the desire to satisfy higher order needs; but multiple needs can be operating as Motivators at the same time, and frustration in attempting to satisfy a higher level need can result in regression to a lower-level need. MicClelland's Theory of Needs It was developed by David McClelland and his associates. This theory focuses on three needs: achievement, power and affiliation. There are defined as follows: Need for achievement The drive to excel, to achieve in relation to a set of standards, to strive to succeed Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job.

6 Mets Institute of Management Studies Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face. Emotions Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano, 1996).[9] Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall job satisfaction.[10][11] Positive and negative emotions were also found to be significantly related to overall job satisfaction[12] Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced.[12] Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative.[13] It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction.[14] The understanding of how emotion regulation relates to job satisfaction concerns two models: 1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions,[15][16] that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.[17][18] 2. Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction.[14] performance of emotional labor that produces desired outcomes could increase job satisfaction.

7 Mets Institute of Management Studies Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship,[19] absenteeism,[20] and turnover.[21] Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.[22] One common research finding is that job satisfaction is correlated with life satisfaction. [23] This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account.[24] An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average uncorrected correlation between job satisfaction and productivity to be r = 0.18; the average true correlation, corrected for research artifacts and unreliability, was r = 0.30.[25] Further, the metaanalysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher ( = 0.52) than for jobs of low to moderate complexity ( = 0.29). Job Satisfaction also have high relationship with intention to quit. It is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an organization (Kim et al., 1996). Recent research has also shown that Intention to Quit can have effect like poor performance orientation, organizational deviance, and poor organizational citizenship behaviours.[26] In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. With regard to job performance, employee personality may be more important than job satisfaction.[27] The link between job satisfaction and performance is thought to be a spurious relationship; instead, both satisfaction and performance are the result of personality.

Mets Institute of Management Studies OBJECTIVES OF THE STUDY To find that whether the employees are satisfied or not. To analyse the companys working environment. To check the Degree of satisfaction of employees. To find that they are satisfied with their job profile or not. To find that employees are working with their full capabilities or not

Mets Institute of Management Studies COMPANY PROFILETeamLease Services Private Ltd is Indias largest and foremost people supply chain and HR Services Company. Established in 2002, TeamLease provides corporate clients a one stop solution for all their staffing and HR requirements; offering a gamut of services. Over the last decade, we have emerged as a preferred service partner to a majority of leading Indian and multi-national companies. Our three legged service offering has been designed keeping in mind three most critical needs in todays context; needs both of Corporate India as well as India as a whole.

Hiring: Temp Staffing as well as on rolls hiring; non technical as well as technical hiring. Hygiene: Managing Payroll, Compliances and HR Administration for temp employees; Payroll Process Outsourcing; and comprehensive Regulatory and Labour Law support services Productivity: A well crafted platform for Assessments, Training and certification to ensure a productive workforce. With our corporate office in Bangalore and other full fledged offices in Mumbai, Delhi, Chennai, Hyderabad, Kolkatta, Ahmadabad and Pune, TeamLease has a national footprint with 75,000 deputed employees across more than 800 locations. We engage with more than 1400 Corporate Clients and work across industry verticals catering to requirements of leading names in BFSI, FMCG and Consumer Durables, Retail, Telecom, IT, BPO and ITES, Automobiles, Services, Manufacturing, Engineering and

10 several other sectors.Offering a gamut of services that include Temporary Staffing, Permanent Mets Institute of Management Studies Recruitments, Payroll Process Outsourcing, Regulatory Compliance Services, Training and Assessments; As an organisation TeamLease is committed to offering an enhanced value proposition to its clients by focusing on process and technological innovation, complete adherence to compliances and customer satisfaction. We benchmark the quality of our service delivery on parameters of accuracy and timeliness, customer centricity, adherence to regulatory compliances and agreed client specific SLAs. We have invested consistently in People, Technology and Processes in order to successfully deliver on our objective of value creation for our clients. Right from our inception in 2002, We have been a peoples organisation in every possible way. In our journey that began with just 7 employees, we have reached an important milestone today; where we have more than 1200 core employees. Our growth has been as stimulating as our birth and this growth requires that we also meet the aspirations of our Human Capital. At TeamLease we are committed towards nurturing a culture of learning and performance. Our Human Resource policies are aimed at supporting employees through effective training and development, and we do offer competitive salary and comprehensive employee benefits. With a fairly balanced employee gender ratio and employing differently enabled people, Equal Opportunity is one of our important best practices.

11 TeamLeases core values are linked to integrity, trust, respect, teamwork, innovation, accountability, and responsibility. Associating with TeamLease is an opportunity that in itself changes lives of people. TeamLease is one of the best places to start/shape your Mets Institute of Management Studies career; the exposure is 360 degrees in a corporate world with each department working independently yet in perfect harmony. Freedom to work, innovate, enhance, be creative, make mistakes and learn from, are just some of the ground rules of working here. With a strong focus on Human Capital, the organization encourages employee involvement and feedback in striving to create an optimal working environment.

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Mets Institute of Management Studies ANNEXURE QUESTIONARE A STUDY ON EMPOLYEE JOB SATISFACTION Respected Madam/Sir, As a part of my project I would like a gather some information form you which will help me in a depth subject of project. I would be obliged if you cooperate with me in filling the questionnaire. Since the questionnaire is being used to academic purpose, the information gathered will be strictly confidential Divya Suvarna Kindly fill in the following (Please put a tick mark in the appropriate box)

1. How long you have been working in the industry? a) less than 1 year b) 1- 3 years c) 3-5 years d)more than 5 years

2. How do you feel the working environment? a) Excellent b) Good c) Satisfactory d) Not Satisfactory

3. How secure do you feel in your job? a) High secure b) Secure c) Insecure

4. How do you feel the smooth relationship with your employers and coworkers? a) Very high b) High c) Medium d) Low

5. Opinion about your job

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a) Highly Satisfied Dissatisfied

b) Satisfied

c) Neutral e)Disagree f) Highly

Mets Institute of Management Studies 6. Are you satisfied with the appreciation or reward system provided by your mangement a) Highly Satisfied Dissatisfied 7. Are you satisfied with the bonus and incentives given ? a) Highly Satisfied Dissatisfied 8. Are you satisfied with the overall compensation package? a) Highly Satisfied Dissatisfied 9. Do you really enjoy / relax in your tea time and lunch break? a) Yes b) No If No, Why b) Satisfied c) Neutral e)Disagree f) Highly b) Satisfied c) Neutral e)Disagree f) Highly b) Satisfied c) Neutral e)Disagree f) Highly

10. My manager/supervisor provides me with continuous feedback to help me achieve my goals a) Strongly Disagree e) Strongly Agree b) Disagree c) Somewhat Agree d) Agree

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Mets Institute of Management Studies DATA COLLECTION The project work is entitled as study on Employee Job Satisfaction with special reference to Teamlease Service Pvt Limited is mainly conducted to identify the factors which will motivate the employees and the organizational functions For any study there must be data for analysis purpose. Without data there is nomeans of study. Data collection plays an important role in any study. It can be collectedfrom various sources. I have collected the data from two sources which are given below: 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 Teamleases official site, some other sites are also searched to find data

Scope Of The Study The scope of the study is very vital. Not only the Human Resource department can usethe facts and figures of the study but also the marketing and sales department can take benefits from the findings of the study. Scope for the sales department The sales department can have fairly good idea about their employees,tat they aresatisfied or not. Scope for the marketing department The marketing department can use the figures indicating that they are putting their effortsto plan their marketing strategies to achieve their targets or not. Scope for personnel department Some customers have the complaints or facing problems regarding the job. So the personnel department can use the information to make efforts to avoid such complaints

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ANALYSIS AND INTERPRETATION OF DATA

Descriptive Statistics 1)Response about the support from the HR department Sr No 1 2 3 4 5 Particular Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied Number of Respondents Percentage

Total

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60 50 40 30 20 10 0
ie d at is f D fie d ie d eu t is sa tis f sa tis tis f ie d ra l N D is s

INTERPRETATION The table shows that 58% of the respondents are satisfied with the job form the organizastin Mets Institute of Management Studies 2) Responses of in the working Environment

Sr No 1 2 3 4

ig h

ly

Particular Excellent Good Satisfied Not satisfied

Sa

Number of Respondents

Percentage

Total

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50 40 30 20 10 0 Excelle nt 50 Satisfac Not tory satisfac 45 45

Good 25

3-D Column 1
INTERPRETATION

The table shows that 58% of the respondents are satisfied with the job form the organizastin

Mets Institute of Management Studies 3) Responses of relationship with the Employees

Sr No 1 2 3 4

Particular Very High High Medium Low

Number of Respondents

Percentage

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Total

50 40 30 20 10 0 Very high 50

High 25

Medium 45

Low 45

3-D Column 1

INTERPRETATION The table shows that 58% of the respondents are satisfied with the job form the organizastin

Mets Institute of Management Studies FINDINGS Employees are not completely satisfied with their job although their salaryis good enough. Employes are not getting value to their work.

19 Most of employees think that they are nt on their actual path. Most of the employees think that the organization havent fulfill their promises,what they do in beginning especially regarding Promotion. There is negatively comparison between peers especially regardingtargets. They often feel overworked

SUGGESTIONS AND RECOMMENDATIONS To increase the job satisfaction level of the employees the company should concentratemainly on the incentive and reward structure rather than themotivational session. Ideal employees should concentrate on their job. Educational qualification can be the factor of not an effective job. Company should give promotion to those employees who deserves it

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LIMITATIONS OF STUDY However I shall try my best in collecting the relevant information for my research report,yet there are always some problems faced by the researcher. The prime difficulties whichI face in collection of information are discussed below:-1. Short time period:

20 The time period for carrying out the research was short as a result of which many facts have been left unexplored.2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.3. Small no. of respondents: O n l y 1 0 0 e m p l o y e e s h a v e b e e n c h o s e n w h i c h i s a small number, to represent whole of the population. Unwillingness of respondents: While collection of the data many consumerswere unwilling to fill the questionnaire. Respondents were having a feeling of wastage of time for them.5. Small area for research: .

Mets Institute of Mangement Studies BIBLIOGRAPHY BOOKS 1. Kothari C.R., Research Methodology, New Delhi; New Age InternationalPublication, second edition 2. 2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw HillPublication Company Ltd. Page no. 81-136,171,179,267,284

21 .3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninthedition. 3. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill PublicationCompany Ltd WEBSITE http://en.wikipedia.org/wiki/Job_satisfaction http://www.citehr.com/309682-job-satisfaction.html http://www.utm.edu/staff/mikem/documents/jobsatisfaction.pdf http://www.eurofound.europa.eu/ewco/reports/TN0608TR01/Q0608TR01.pdf http://www.teamlease.com

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