Job Satisfaction

INTRODUCTION
Introduction
"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs"
This definition suggests job satisfaction is a general or global affective reaction that individuals hold
about their job. While researchers and practitioners most often measure global job satisfaction,
there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination
of these facet conditions is often useful for a more careful examination of employee satisfaction
with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job
conditions, supervision, nature of the work and benefits."
Job satisfaction, a worker's sense of achievement and success, is generally perceived to be

directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing
a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction
further implies enthusiasm and happiness with one's work. The Harvard Professional Group
(1998) sees job satisfaction as the key element that leads to recognition, income, promotion,
and the achievement of other goals that lead to a general feeling of fulfillment.
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.
Company Profile:-
Basic Information
Company Name:Malwa Industries Limited
Business Type: Manufacturer
Main Products: Denim Fabric In All Range, Denim Jean,
Brands: Malwa Denim
Above 150 People

Number of Employees:
Factory Information:-
Factory Location: Machhiwara, Ludhiana, Punjab - India
Above 10
Number of Production Lines:
ISO 9001:2000,SKAL,WRAP
Management Certification:
Basic about Industry:
started year1997
CompetitorNahar industries (Ambala)
CEO. Mr. TarunChawala
MD. Mr. Rishi Oswal
CMD. Mr. jangilalOswal
Executive Director
Mr. Rahul Oswal
No. of workers
713
No. of trainee
58
Total Workers
771
Annually production
4.50 million pairs
Of pairs of jeans
Annually Production
1,44,00,000ofmtrs
denim fabric
Monthly production
12,00,000 mtrs
Annual function
14 January
Head OfficeLudhiana
Area of Industry
28 accord
HISTORY:
The name MALWA is derived from the name “Malvas”.The name Malvas is said to be derived from
the Sanskrit term Malav,which means “part of the Lakshmi”.The location of the Malwa or
Moholo, mentioned by the 7 century Chinese traveller Xuanzang is plausibily identified
th
with present day Gujrat.

 YEAR EVENTS 1976 - The Company was incorporated in December at Chandigarh.
The company was promoted in joint sector by Punjab state Industrial Development
Corporation Ltd. (PSIDC) and OswalWoollen Mills Ltd. The main objective of the
company is to manufacture of cotton carded yarn, hosiery yarn, and acrylic yarn.
1987 - The Company made requisite applications for a letter of intent seeking for a
capacity of 13,744 spindles for manufacture of yarn from man-made fibres. The letter
of intent was received.
- Work on implementation of first phase of 7,680 spindles was taken up work on 2nd
phase of balance 4,800 spindles was taken up.
1988 - Allotted 50,00,000 shares at par and 2,61,538 shares (prem. Rs. 3 per share) to
financial institutions in 1986-87 (loan conversion).
1990 - The Company completed installation of 9,600 spindles at the Barnala Unit.
- During the Company privately placed with financial institutions 14% Secured non-
convertible debentures of Rs. 350 lakhs on the following manner:
- (i) debentures worth Rs. 150 lakhs with LIC;
- (ii) debentures worth Rs. 100 lakhs with UTI;
- (iii) debentures worth Rs. 50 lakhs with GIC and its subsidiaries and
1992 - Another project of 9,600 spindles with a total capital outlay was taken in hand.
1993 - Further addition of modern and sophisticated machinery resulted in higher

production for value added yarns. The Company undertook the project of 24,192
spindles to manufacture cotton yarn with an total outlay.
1995 - The Company took in hand implementation of 100% EOU for manufacturing
of cotton yarn with a complement of 25,200 spindles at project.
1996 - During 13,104 spindles were installed and commercial production was started.
Balance 12,096 spindles were installed in September, 1997. In 1997s Malwa Industry
Ltd. Started the denim manufacturing facility in response to the increase market
demands for jeans.
ORGANISATIONAL STRUCTURE:-
HR Department structure
OGANISATION LEVEL:-
CADRE LEVEL
DESIGNATION GRADE
CEO/DY.MD/MD
MGT.LEVEL (7) MGT-3
ED MGT-3
PRESEDENT MGT-3
VICE(6)PRESENT &SR. VICE PRESEDENT

SENIOR LEVEL MG-5
GM LEVEL (5)
MIDDLE MG-4
AGM/DGM MG-3
MGR
FIRST LINE (4)& SR. MGR MG-1
ASST. MGR & DY. MGR MG-1
EXECUTIVE
EXECUTIVE (3) & SR. EXECUTIVE EX-3
OFFICER EX-2
ASST. OFFICER EX-1
STAFF (2)ASSISTANT & SR. ASSISTANT SF -1
SUPPORTDRIVER/COOCK
STAFF (1) SS-2
GUARD OFFICE ATTENDENT SS-1
Other Important Information:-

Board of Directors : Mrs Ravneet Kaur(IAS Chairperson)
Sr. vice Present Mr. TarunChawla
Company secretary Mr. Sunil Kwatra
Auditors S.C Vasudeva&Co.New Delhi
Bankers Canara Bank
dhiana)
Ludhiana)
dhiana)
Register Office 230, Industrial area ‘A’, Ludhiana
Works Village Harian, Kohara- Machhiwara
njab)
Objective of
The Study
2. Objective of the Study at Malwa Industries Limited

The primary objective of this study is to investigate and analysis of job satisfaction factors at Malwa
Industries Limited and how to improve those factors.
To find, that whether the employees are satisfied or not.
To analyze the company’s 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.
2.1 Scope of the study

The scope of the study is very vital. Not only the Human Resource department can use the 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, that they are satisfied or not.
Scope for the marketing department
The marketing department can use the figures indicating that they are putting their efforts to 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.
Sample Size:-
Questionnaire is filled by 20 employees of Malwa Industries Limited
The questionnaire was filled in the office and vital information was collected which was then
subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.
2.2 Importance of Job satisfaction
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism 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,
Job satisfaction is also linked to a healthier 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 grow on the factory floors. Take away
my factories, but leave my people, and soon we will have a new and better factory"
2.3 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 that aspire 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
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 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. 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 the workplace 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?
2.4 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. Employer’s 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 relieve boredom 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.
Research
Methodology
3. 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. Each research problem is
in some way unique, and therefore requires a tailored research procedure. In the following, the
research process of this study is shown below:
3.1 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.
3.2 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. The design is such studies must be rigid and
not flexible and most focus attention on the following;
Research Design can be categorized as:
The present study is exploratory in nature, as it seeks to discover ideas and insight to bring 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.
3.3 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:
3.3.1 Primary Data
I have used several forms data in my research. These include books, articles and course literature
with useful information for this study. Thereby, I received not only an indication of the content
as well as an idea of their quality, but I also gained a deeper understanding of the presented
research problem. This primary data was then used for writing the theoretical framework and the
background.
 Personal Investigation
 Observation Method
 Information from correspondents
 Information from superiors of the organization
3.3.2 Secondary data

Secondary data, in comparison with primary data holds the advantage that it is cheap and most of the
time easy to access. According to the literature, the researcher should first focus on secondary
data in the process of data collection. Although a problem is not completely solved by secondary
data, it contributes to a better statement of the problem under investigation. It offers improved
methods or data.Published Sources such as Journals, Government Reports, Newspapers and
Magazines etc.
.
Motivation
Theories
4. Work Motivation theories
Since motivation deals with factors that energize, direct and sustain behavior (see in the figure
below), there are a lot of important variables, which may influence an individual’s motivation at
work. These variables can be distinguished in three groups: characteristics of the individual, job
characteristics, and work environment characteristics. These sets of variables were considered in
the Steers study as well. Steers developed a model which shows the antecedents and
consequences of organizational commitment.
Organizational commitment can be described as the extent to which an individual identifies

himself/herself with and is involved in the company. Schultz and Schultz (1998) mentioned that
organizational commitment includes the fact that a person has to accept the goals and values of
the company, has to be willing to expend efforts for the enterprise, and has the desire to remain
in the company. According to Steers and Porter (1983), two types of commitment can be found
in the literature - the attitudinal and behavioral commitment.
4.1 Needs Hierarchy Theory
The following chapter is based on Maslow (1943, 1954), unless otherwise stated. Maslow (1943,
1954) pointed out that human motivation has a hierarchical structure, which he called a hierarchy
of needs. There are at least five basic needs, which all individuals uphold. These are
physiological, safety, love, esteem, and self- actualizing.
Physiological needs are for instance food, drink, oxygen, sex, and sleep. In short, all needs, which
present the basis for life. Safety needs include security, the need for a safe, predictable and
organized world, and the avoidance of pain and physical attacks. Love needs refer to affection
and belongingness needs. That means a person will strive for good relations with people and a
place in his/her group. Thereby, special attention is given to friends, sweetheart, wife, and
children. In addition, all individuals hold the need for a stable and high evaluation of themselves,
self-esteem, and respect given to them by other persons. Esteem needs may be categorized into
(1) the desire for strength, for achievement, for independence and freedom, and (2) the desire for
prestige and respect from other persons, recognition, attention, importance and appreciation. The
fifth needs level, the self-actualizing needs, represents the desire for personal development and
accomplishment. The form of these needs differs from person to person. As an example, some
persons experience these needs in the desire to be a perfect mother, whereas other people express
self-actualization in form of painting pictures.
All five basic needs are arranged in a hierarchy of importance. Thereby, physiological needs
represent the starting point for the motivation theory at the lowest level. In a situation when all
needs are unsatisfied and the human being is dominated by the physiological needs, the other
needs do not seem to exist or are pressed in the background. When physiological needs are
satisfied, new and higher needs such as safety needs will emerge and dominate the individual.
When these new needs in turn are gratified, again new and higher needs such as love needs will
appear, and so on. The hierarchy of the basic needs ranges from physiological
Needs through safety needs, love needs, and esteem needs, to the needs of self-actualizing at the
highest level. A need that is satisfied is no longer perceived as a need by a person. The individual
is dominated and his/her behavior is influenced only by needs that are not satisfied. However, if
once satisfied needs are thwarted they will emerge again in order to drive a person's behavior.
Maslow (1943, 1954) argued that lower level needs have to be gratified before next higher level
needs will arise and determine a person's behavior. However, it is not necessary that a need is
gratified fully before a subsequent need emerges. Figure 3:3 shows examples of how companies
can motivate employees at all levels of the need hierarchy.
4.2 Herzberg's Two-Factor Theory:-In the late 50's, Herzberg interviewed two hundred
engineers and accountants of Pittsburgh industry in order to investigate what causes their
satisfaction and dissatisfaction on the job. The employees were asked to describe a situation at
work when they felt good and a situation when they felt bad. Moreover, they were asked why
they felt that way. In other words, the employees were asked if their feelings about their job had
influenced their work performance, well-being or personal relationships. The results of this study
revealed that a bad environment caused dissatisfaction. Herzberg's work categorized motivation
into two sets of factors: motivators and hygiene. Hygiene factors do not motivate employees;
however, they may reduce the extent of dissatisfaction experienced by the individuals. That
means if these factors are not present, or are mismanaged, they may cause dissatisfaction on the
job. In an optimal situation, regarding the presence of hygiene factors, the employee will not
experience dissatisfaction, but neither will he/she develop positive attitudes toward the work
Herzberg’s two-factor theory represents an extension of Maslow's need hierarchy (see figure
3:4). Thereby, the hygiene factors can be considered as lower level needs, whereas the
motivators can be seen as higher level needs. Herzberg's theory emphasizes that attention has to
be given to hygiene factors as well as to motivators in order to motivate employees. Furthermore,
the major role of the work itself as a factor of motivation and job satisfaction is stressed.
Empirical Analysis
5. Empirical Analysis
This part of the project deals with the results of the questionnaire – the evaluation of the job situation
and the satisfaction with certain job features, how much importance employees attach toward
certain job features, and the evaluation of the benefits offered by the company.
5.1 Age
When the responses in terms of the work situation and satisfaction were analyzed according to three
age groups (< = 30, 31 - 45, and 46 and over), weak differences were found (Figure: 4:1). In
terms of skills, task identity, task significance, autonomy, feedback, and environment a tendency
of increasing satisfaction with the job with increasing age of the employees can be noticed.
Thereby, the differences regarding skills, task significance, and autonomy are weak (difference 1 < =
x < 2 among the groups). These factors are of an intrinsic nature, inherent in the work itself. In
other words, older people seem to receive more job satisfaction out of the intrinsic motivation
factors than younger people who lack those internal motivators to a higher extent. These intrinsic
factors are, according to Hack man and Oldham (1980) as well as to Herzberg (1966) and
Herzberg et al. (1999), the reason for the motivation of employees. That means the more a
person experiences those factors the more satisfied and motivated that person is at work.
< = 30: The factors skills, task significance, and feedback show strong differences (x >= 2);
environment and compensation show weak differences (1<= x < 2), whereas the differences
regarding task identity, autonomy, and job security are less than 1.
31 - 45: Feedback is the only factor with a strong difference. However, skills, task significance,
environment, and compensation still represent factors with weak differences. No differences (x <
1) are recognizable regarding task identity, autonomy, and job security, similar to the age group
<= 30.
= 46: There are no strong differences in the job factors anymore; however the feedback and the
environmental aspect show weak differences. The differences regarding the other factors are less
than 1, and job security and autonomy are even higher perceived as importance is attached to
them.
Out of the comparison I can conclude that skills, task significance, feedback, environment, and
compensation are the factors with the most conflicting potential for people in the age under 46.
5.2 Gender
Women evaluated the job factors higher than men, except for task identity and feedback, which are
evaluated higher by men. However, except for the environment which shows a weak difference,
strong or weak differences cannot be stated. Generally speaking, except for the environmental
aspect, there seem to be no differences among men and women in terms of job satisfaction. The
difference regarding the environment (co-operation with other persons, good relationship to co-
workers, and a good work environment) can, according to the interviewees, be due to the fact
that the majority of women are working in offices, whereas most of the male persons are
working in the production. Furthermore, it was pointed out that women are more satisfied with
what they have and do not complain so much.
Women always attached more importance to the respective job features than men did. However,
strong or weak differences cannot be stated. During the interviews it was argued that women like
more freedom in their job than men do and are not used to deciding, whereas men are used to
deciding. That may be an explanation for the difference in terms of the autonomy in the
performance of the job, which however, is very small (less than 1) and therefore is considered as
no difference. Moreover, it was argued that a woman’s desire for autonomy increases with age.
Regarding the benefits offered by the company, no differences can be noticed. Furthermore, the
comparison of the situation and job satisfaction with the importance attached to the job factors
shows the following results:
Men: Weak difference can be noticed in terms of skills, task significance, feedback, environment,
and compensation. The other factors show no differences.
Women: A strong difference (x >= 2) can be noticed with regard to feedback. In addition, weak
differences are obvious in terms of the task significance, environment, and compensation. The
differences regarding the other factors are less than 1, and in terms of job security = 0.
That comparison shows that both men and women lack feedback (women even more than men do),
and experience some differences regarding the satisfaction and importance attributed to task
significance, compensation, and the environment. Moreover, men experience a weak difference
in terms of skills.
5.3 Marital status
The responses in terms of the situation at work and the satisfaction with work, analyzed regarding
the marital status, showed that married people evaluated the job factors, even if only to a minor
extent, higher than unmarried. However, strong and weak differences between married and
unmarried persons regarding the work situation and the satisfaction with the work cannot be
stated.
"Married persons have a high responsibility for wife or husband and children. They have to be
secure about their work and perceive a need to climb in the career, and feel more satisfied."
Furthermore, it was pointed out, "Married people feel that they have to find the work interesting
because they know that they cannot afford to be unemployed since they will not have so much
money anymore."
Additionally, "they cannot quite their job and move somewhere, because they have maybe children
and their wives or husbands work in that area as well." In contrast, "single persons have to think
only about themselves, they are free to go and to do whatever they want."
Married: A strong difference (x >= 2) is noticeable with regard to feedback. Skills, task
significance, environment, and compensation show weak differences (1 <= x < 2), whereas the
other factors have no differences.
Unmarried: The difference regarding feedback is strong. Skills, task significance, environment, and
compensation represent factors with weak differences. The other factors show no differences,
and job security is even higher perceived at work than importance is attached to it.
5.5 Leading/non-leading position

Leading persons evaluated all factors of the job higher than non-leading persons did (shown below).
A comparison of the data revealed weak differences regarding all factors examined in this study.
Leading position: The only factor with weak differences is the feedback. The differences regarding
the other factors are less than 1. Autonomy, job security and compensation are even higher
perceived regarding the actual work situation and satisfaction with the work than importance is
attached to them.
Non-leading position: Feedback shows a strong difference (x >= 2), skills, task significance,
environment, and compensation show weak differences (1 <= x < 2), whereas the difference
5.6 Years in the company

When the responses were analyzed with regard to the years people have been working in the
company, some interesting findings can be seen (Figure: 4:16).
< 2 years: The aspect of feedback represents a factor with a strong difference; skills, task
significance, environment, and compensation show differences of a weak nature, whereas the
differences regarding the other factors are less than 1.
2 - 5 years: Strong differences can be recognized in terms of task significance and feedback. Skills,
environment, and compensation represent weak differences, and task identity, autonomy, and job
security are less than 1. The aspect of autonomy is even higher perceived at work than it is of
importance for people who have been working between 2 to 5 years in the company.
5 - 10 years: In consideration of this group, strong differences in terms of skills and feedback can
be noticed. In addition, task identity, task significance, environment, and compensation represent
weak differences. There is no difference regarding autonomy; job security is even more
perceived at work than importance is attached to it.
nalysis
&
nterpretation
6. Analysis and interpretation

A sample questionnaire (see appendix at the end of the report) is prepared based on the research
methodology, motivation theory and empirical analysis. The Questioners is filled by 20
employees of Malwa Industries Limited
Questionnaire:-The questionnaire was filled in the office and vital information was collected
which was then subjects to:-
 A pilot survey was conducted before finalizing the questionnaire.
 Data collection was also done with the help of personal observation.
 After completion of survey the data was analyzed and conclusion was drawn. At the
end all information was compiled to complete the project report.
Question No-1- Analysis Results

This graph shows that 20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree.
This graph shows that 60% of employees are strongly agree about the point , 15% of employees are
agree on the point, 15% are neither agree nor disagree,10% are disagree.


agree on the point, 5% are neither agree nor disagree.
This graph shows that, 20% are neither agree nor disagree,60% are disagree and rest 20% of
employees are strongly disagree.

This graph shows that 10% are neither agree nor disagree,55% are disagree and rest 35% of
This graph shows that 45% of employees are strongly agree about the point, 20% of employees are
disagree,15% are disagree and rest 50% of employees are strongly disagree.

This graph shows that 25% of employees are strongly agree about the point, 25% of employees are agree on
the point, 20% are neither agree nor disagree,20% are disagree and rest 10% of employees are
strongly disagree.
6.1 Findings
Employees are not completely satisfied with their job although their salary is good enough.
a. Employees are not getting value to their work.

b. Most of employees think that they are not in the correct job.
c. Most of the employees think that the organizations haven’t fulfilled their
promises, what they do in beginning especially regarding Promotion.
d. There is negatively comparison between peers especially regarding targets.
e. They often feel overworked.
6.2 Suggestions and Recommendations

To increase the job satisfaction level of the employees, the company should concentrate mainly on
the incentive and reward structure rather than only the motivational session. Here are some
suggestions as they relate to the CORE elements of job satisfaction:
Compensation
Routinely monitor internal pay equity among staff members and recommend adjustments when
needed
Reward for performance not for seniority
Establish an incentive-based compensation plan where at least some portion of earnings is

determined by successful completion of objectives in order to encourage achievement
Opportunity
Routinely discuss career plans with each staff member then provide development opportunities
based on their skills, interests and goals
Work with each employee to help them identify reasonable and reachable performance objectives
Ask for ideas and input on how and where to make improvements in programs, systems, services,
processes, and procedures
Involve those who implement decisions into the decision-making process
Recognition
Encourage mutual recognition among co-workers
Praise employees even for small steps
Recognize individual as well as team accomplishments
Individualize recognition by asking each employee how to best demonstrate appreciation for them
Environment
Encourage cooperation through teamwork
Lead by example – only hold others to high standards after meeting them yourself
Create trust by practicing open communication
Build a flexible work environment that welcomes new ideas, risk taking, and doesn’t carve all
decisions in stone
Routinely provide feedback and solicit it from others
6.3 Limitations of the 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 which I face in
collection of information are discussed below:-
Short time period: The time period for carrying out the research was short as a result of which
many facts have been left unexplored.
Lack of resources: Lack of time and other resources as it was not possible to conduct survey at
large level.
Small no. of respondents: Only 20 employees have been chosen, which is a small number, to
represent whole of the population.
Unwillingness of respondents: While collection of the data many consumers were unwilling to fill
the questionnaire. Respondents were having a feeling of wastage of time for them.
Small area for research: The area for study was Kaithal, which is quite a small area to judge job
satisfaction level.
CONCLUSION
7. Conclusion
In the following the main findings of the investigation and analysis of the job satisfaction of
employees under consideration of individual characteristics are presented.
According to my literature research, skill variety, task identity, task significance, autonomy,
feedback, environment, job security, and compensation are the most critical factors for the
motivation of employees and their satisfaction with the job. These factors represented the basis
for the empirical research.
The results of this research offer a starting point to think about the actual work conditions and their
changes in order to provide a basis for a higher motivation of employees. Not only differences
and similarities in the work motivation and satisfaction of employees regarding certain individual
characteristics, but also the reasons for that are examined in this study. The results of this project
is very important for the organization
Motivation is a continual process and needs to be sustained and developed as individual and
organizational factors change over time. It may be of interest to have a continuous view of what
motivates the employees and provides them with satisfaction. Furthermore, it may be interesting
to compare the received results with similar surveys done in the same industry. Unfortunately,
such data is not accessible, therefore, it may be recommended to do a new survey every second
year in order to determine the degree of job satisfaction and to figure out the factors, which are
valued and lacked by the respective subgroups. A comparison of the surveys may provide the
company with useful information about the success/failure of changes regarding the work and
the development in the job satisfaction of the employees.
Bibliography
Websites:
www.malwagroup.com/denim
www.google.com
Books:
Kanaka S. K. Human Resource Management
Singh A.K. Human Resource Management
Rao P.L. Human Resource Management
9. ANNEXURE
SAMPLE QUESTIONNAIRE
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
DATE: …………………..
1. I have been passed up at least once for a promotion in the past few years.
a. Strongly Agree
b. Agree
c. Neither Agree nor Disagree
d. Disagree
e. Strongly Disagree
2. I spend parts of my day daydreaming about a better job.
a. Strongly Agree
b. Agree
d. Disagree
3. I find much of my job repetitive and boring.
a. Strongly Agree
b. Agree
d. Disagree
4. I am mentally and/or physically exhausted at the end of a day at work.
a. Strongly Agree
b. Agree
d. Disagree
5. I feel that my job has little impact on the success of the company.
a. Strongly Agree
b. Agree
d. Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer.
a. Strongly Agree
b. Agree
d. Disagree
7. I am no longer given the resources I need to successfully do my job.
a. Strongly Agree
b. Agree
d. Disagree
8. I am not being used to my full capabilities.
a. Strongly Agree
b. Agree
d. Disagree
9. I have received no better than "fair" evaluations recently.
a. Strongly Agree
b. Agree
d. Disagree
10. I feel as though my boss and employer have let me down.
a. Strongly Agree
b. Agree
d. Disagree
11. I often feel overworked and overwhelmed.
a. Strongly Agree
b. Agree
d. Disagree
12. I am frequently stressed out at work.
a. Strongly Agree
b. Agree
d. Disagree
13. I live for weekends and days away from the job.
a. Strongly Agree
b. Agree
d. Disagree
14. I find me negatively comparing my situation to my peers.
a. Strongly Agree
b. Agree
d. Disagree
15. I feel my bad days at work outweigh the good ones.
a. Strongly Agree
b. Agree
d. Disagree
16. I often experience a sensation of time standing still when I am at work.
a. Strongly Agree
b. Agree
d. Disagree
17. I have been told that I am becoming a more cynical person.
a. Strongly Agree
b. Agree
d. Disagree
18. I feel as though my employer has broken promises about my future with the organization.
a. Strongly Agree
b. Agree
d. Disagree
19. I have lost sight of my career goals and aspirations.
a. Strongly Agree
b. Agree
d. Disagree
INTRODUCTION
Introduction
"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike
(dissatisfaction) their jobs"
This definition suggests job satisfaction is a general or global affective reaction that individuals hold
about their job. While researchers and practitioners most often measure global job satisfaction,
there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination
of these facet conditions is often useful for a more careful examination of employee satisfaction
with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job
conditions, supervision, nature of the work and benefits."
Job satisfaction, a worker's sense of achievement and success, is generally perceived to be

directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing
a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction
further implies enthusiasm and happiness with one's work. The Harvard Professional Group
(1998) sees job satisfaction as the key element that leads to recognition, income, promotion,
and the achievement of other goals that lead to a general feeling of fulfillment.
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,
Company Profile:-
Basic Information
Company Name:Malwa Industries Limited
Business Type: Manufacturer

Main Products: Denim Fabric In All Range, Denim Jean,
Brands: Malwa Denim
Above 150 People

Number of Employees:
Factory Information:-
Factory Location: Machhiwara, Ludhiana, Punjab - India
Above 10
Number of Production Lines:
ISO 9001:2000,SKAL,WRAP
Management Certification:
Basic about Industry:

started year1997
CompetitorNahar industries (Ambala)
CEO. Mr. TarunChawala
MD. Mr. Rishi Oswal
CMD. Mr. jangilalOswal
Executive Director
Mr. Rahul Oswal
No. of workers
713
No. of trainee
58
Total Workers
771
Annually production
4.50 million pairs
Of pairs of jeans
Annually Production
1,44,00,000ofmtrs
denim fabric
Monthly production
12,00,000 mtrs
Annual function
14 January
Head OfficeLudhiana
Area of Industry
28 accord
HISTORY:
The name MALWA is derived from the name “Malvas”.The name Malvas is said to be derived from
the Sanskrit term Malav,which means “part of the Lakshmi”.The location of the Malwa or
Moholo, mentioned by the 7 century Chinese traveller Xuanzang is plausibily identified
th
with present day Gujrat.
 YEAR EVENTS 1976 - The Company was incorporated in December at Chandigarh.

The company was promoted in joint sector by Punjab state Industrial Development
Corporation Ltd. (PSIDC) and OswalWoollen Mills Ltd. The main objective of the
company is to manufacture of cotton carded yarn, hosiery yarn, and acrylic yarn.
1987 - The Company made requisite applications for a letter of intent seeking for a
capacity of 13,744 spindles for manufacture of yarn from man-made fibres. The letter
of intent was received.
- Work on implementation of first phase of 7,680 spindles was taken up work on 2nd
phase of balance 4,800 spindles was taken up.
1988 - Allotted 50,00,000 shares at par and 2,61,538 shares (prem. Rs. 3 per share) to
financial institutions in 1986-87 (loan conversion).
1990 - The Company completed installation of 9,600 spindles at the Barnala Unit.
- During the Company privately placed with financial institutions 14% Secured non-
convertible debentures of Rs. 350 lakhs on the following manner:
- (i) debentures worth Rs. 150 lakhs with LIC;
- (ii) debentures worth Rs. 100 lakhs with UTI;
- (iii) debentures worth Rs. 50 lakhs with GIC and its subsidiaries and
1992 - Another project of 9,600 spindles with a total capital outlay was taken in hand.
1993 - Further addition of modern and sophisticated machinery resulted in higher

production for value added yarns. The Company undertook the project of 24,192
spindles to manufacture cotton yarn with an total outlay.
1995 - The Company took in hand implementation of 100% EOU for manufacturing
of cotton yarn with a complement of 25,200 spindles at project.
1996 - During 13,104 spindles were installed and commercial production was started.
Balance 12,096 spindles were installed in September, 1997. In 1997s Malwa Industry
Ltd. Started the denim manufacturing facility in response to the increase market
demands for jeans.
ORGANISATIONAL STRUCTURE:-
HR Department structure
OGANISATION LEVEL:-
CADRE LEVEL
DESIGNATION GRADE
CEO/DY.MD/MD
MGT.LEVEL (7) MGT-3
ED MGT-3
PRESEDENT MGT-3
VICE(6)PRESENT &SR. VICE PRESEDENT

SENIOR LEVEL MG-5
GM LEVEL (5)
MIDDLE MG-4
AGM/DGM MG-3
MGR
FIRST LINE (4)& SR. MGR MG-1
ASST. MGR & DY. MGR MG-1
EXECUTIVE
EXECUTIVE (3) & SR. EXECUTIVE EX-3
OFFICER EX-2
ASST. OFFICER EX-1
STAFF (2)ASSISTANT & SR. ASSISTANT SF -1
SUPPORTDRIVER/COOCK
STAFF (1) SS-2
GUARD OFFICE ATTENDENT SS-1
Other Important Information:-

Board of Directors : Mrs Ravneet Kaur(IAS Chairperson)
Sr. vice Present Mr. TarunChawla
Company secretary Mr. Sunil Kwatra
Auditors S.C Vasudeva&Co.New Delhi
Bankers Canara Bank
dhiana)
Ludhiana)
dhiana)
Register Office 230, Industrial area ‘A’, Ludhiana
Works Village Harian, Kohara- Machhiwara
njab)
Objective of
The Study
2. Objective of the Study at Malwa Industries Limited

The primary objective of this study is to investigate and analysis of job satisfaction factors at Malwa
Industries Limited and how to improve those factors.
To find, that whether the employees are satisfied or not.
To analyze the company’s 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.
2.1 Scope of the study

The scope of the study is very vital. Not only the Human Resource department can use the 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, that they are satisfied or not.
Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts to 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.
Sample Size:-
Questionnaire is filled by 20 employees of Malwa Industries Limited
The questionnaire was filled in the office and vital information was collected which was then
subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analyzed and conclusion was drawn.
At the end all information was compiled to complete the project report.
2.2 Importance of Job satisfaction
Frequently, work underlies self-esteem and identity while unemployment lowers self-worth
and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism 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,
Job satisfaction is also linked to a healthier 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 grow on the factory floors. Take away
my factories, but leave my people, and soon we will have a new and better factory"
2.3 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 that aspire 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
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 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. 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 the workplace 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?
2.4 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. Employer’s 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 relieve boredom 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.
Research
Methodology
3. 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. Each research problem is
in some way unique, and therefore requires a tailored research procedure. In the following, the
research process of this study is shown below:
3.1 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.
3.2 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. The design is such studies must be rigid and
not flexible and most focus attention on the following;
Research Design can be categorized as:
The present study is exploratory in nature, as it seeks to discover ideas and insight to bring 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.
3.3 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:
3.3.1 Primary Data
I have used several forms data in my research. These include books, articles and course literature
with useful information for this study. Thereby, I received not only an indication of the content
as well as an idea of their quality, but I also gained a deeper understanding of the presented
research problem. This primary data was then used for writing the theoretical framework and the
background.
 Personal Investigation
 Observation Method
 Information from correspondents
 Information from superiors of the organization
3.3.2 Secondary data
Secondary data, in comparison with primary data holds the advantage that it is cheap and most of the
time easy to access. According to the literature, the researcher should first focus on secondary
data in the process of data collection. Although a problem is not completely solved by secondary
data, it contributes to a better statement of the problem under investigation. It offers improved
methods or data.Published Sources such as Journals, Government Reports, Newspapers and
Magazines etc.
.
Motivation
Theories
4. Work Motivation theories
Since motivation deals with factors that energize, direct and sustain behavior (see in the figure
below), there are a lot of important variables, which may influence an individual’s motivation at
work. These variables can be distinguished in three groups: characteristics of the individual, job
characteristics, and work environment characteristics. These sets of variables were considered in
the Steers study as well. Steers developed a model which shows the antecedents and
consequences of organizational commitment.
Organizational commitment can be described as the extent to which an individual identifies

himself/herself with and is involved in the company. Schultz and Schultz (1998) mentioned that
organizational commitment includes the fact that a person has to accept the goals and values of
the company, has to be willing to expend efforts for the enterprise, and has the desire to remain
in the company. According to Steers and Porter (1983), two types of commitment can be found
in the literature - the attitudinal and behavioral commitment.
4.1 Needs Hierarchy Theory

The following chapter is based on Maslow (1943, 1954), unless otherwise stated. Maslow (1943,
1954) pointed out that human motivation has a hierarchical structure, which he called a hierarchy
of needs. There are at least five basic needs, which all individuals uphold. These are
physiological, safety, love, esteem, and self- actualizing.
Physiological needs are for instance food, drink, oxygen, sex, and sleep. In short, all needs, which
present the basis for life. Safety needs include security, the need for a safe, predictable and
organized world, and the avoidance of pain and physical attacks. Love needs refer to affection
and belongingness needs. That means a person will strive for good relations with people and a
place in his/her group. Thereby, special attention is given to friends, sweetheart, wife, and
children. In addition, all individuals hold the need for a stable and high evaluation of themselves,
self-esteem, and respect given to them by other persons. Esteem needs may be categorized into
(1) the desire for strength, for achievement, for independence and freedom, and (2) the desire for
prestige and respect from other persons, recognition, attention, importance and appreciation. The
fifth needs level, the self-actualizing needs, represents the desire for personal development and
accomplishment. The form of these needs differs from person to person. As an example, some
persons experience these needs in the desire to be a perfect mother, whereas other people express
self-actualization in form of painting pictures.
All five basic needs are arranged in a hierarchy of importance. Thereby, physiological needs
represent the starting point for the motivation theory at the lowest level. In a situation when all
needs are unsatisfied and the human being is dominated by the physiological needs, the other
needs do not seem to exist or are pressed in the background. When physiological needs are
satisfied, new and higher needs such as safety needs will emerge and dominate the individual.
When these new needs in turn are gratified, again new and higher needs such as love needs will
appear, and so on. The hierarchy of the basic needs ranges from physiological
Needs through safety needs, love needs, and esteem needs, to the needs of self-actualizing at the
highest level. A need that is satisfied is no longer perceived as a need by a person. The individual
is dominated and his/her behavior is influenced only by needs that are not satisfied. However, if
once satisfied needs are thwarted they will emerge again in order to drive a person's behavior.
Maslow (1943, 1954) argued that lower level needs have to be gratified before next higher level
needs will arise and determine a person's behavior. However, it is not necessary that a need is
gratified fully before a subsequent need emerges. Figure 3:3 shows examples of how companies
can motivate employees at all levels of the need hierarchy.
4.2 Herzberg's Two-Factor Theory:-In the late 50's, Herzberg interviewed two hundred
engineers and accountants of Pittsburgh industry in order to investigate what causes their
satisfaction and dissatisfaction on the job. The employees were asked to describe a situation at
work when they felt good and a situation when they felt bad. Moreover, they were asked why
they felt that way. In other words, the employees were asked if their feelings about their job had
influenced their work performance, well-being or personal relationships. The results of this study
revealed that a bad environment caused dissatisfaction. Herzberg's work categorized motivation
into two sets of factors: motivators and hygiene. Hygiene factors do not motivate employees;
however, they may reduce the extent of dissatisfaction experienced by the individuals. That
means if these factors are not present, or are mismanaged, they may cause dissatisfaction on the
job. In an optimal situation, regarding the presence of hygiene factors, the employee will not
experience dissatisfaction, but neither will he/she develop positive attitudes toward the work
Herzberg’s two-factor theory represents an extension of Maslow's need hierarchy (see figure
3:4). Thereby, the hygiene factors can be considered as lower level needs, whereas the
motivators can be seen as higher level needs. Herzberg's theory emphasizes that attention has to
be given to hygiene factors as well as to motivators in order to motivate employees. Furthermore,
the major role of the work itself as a factor of motivation and job satisfaction is stressed.
Empirical Analysis
5. Empirical Analysis
This part of the project deals with the results of the questionnaire – the evaluation of the job situation
and the satisfaction with certain job features, how much importance employees attach toward
certain job features, and the evaluation of the benefits offered by the company.
5.1 Age
When the responses in terms of the work situation and satisfaction were analyzed according to three
age groups (< = 30, 31 - 45, and 46 and over), weak differences were found (Figure: 4:1). In
terms of skills, task identity, task significance, autonomy, feedback, and environment a tendency
of increasing satisfaction with the job with increasing age of the employees can be noticed.
Thereby, the differences regarding skills, task significance, and autonomy are weak (difference 1 < =
x < 2 among the groups). These factors are of an intrinsic nature, inherent in the work itself. In
other words, older people seem to receive more job satisfaction out of the intrinsic motivation
factors than younger people who lack those internal motivators to a higher extent. These intrinsic
factors are, according to Hack man and Oldham (1980) as well as to Herzberg (1966) and
Herzberg et al. (1999), the reason for the motivation of employees. That means the more a
person experiences those factors the more satisfied and motivated that person is at work.
< = 30: The factors skills, task significance, and feedback show strong differences (x >= 2);
environment and compensation show weak differences (1<= x < 2), whereas the differences
31 - 45: Feedback is the only factor with a strong difference. However, skills, task significance,
environment, and compensation still represent factors with weak differences. No differences (x <
1) are recognizable regarding task identity, autonomy, and job security, similar to the age group
<= 30.
= 46: There are no strong differences in the job factors anymore; however the feedback and the
environmental aspect show weak differences. The differences regarding the other factors are less
than 1, and job security and autonomy are even higher perceived as importance is attached to
them.
Out of the comparison I can conclude that skills, task significance, feedback, environment, and
compensation are the factors with the most conflicting potential for people in the age under 46.
5.2 Gender
Women evaluated the job factors higher than men, except for task identity and feedback, which are
evaluated higher by men. However, except for the environment which shows a weak difference,
strong or weak differences cannot be stated. Generally speaking, except for the environmental
aspect, there seem to be no differences among men and women in terms of job satisfaction. The
difference regarding the environment (co-operation with other persons, good relationship to co-
workers, and a good work environment) can, according to the interviewees, be due to the fact
that the majority of women are working in offices, whereas most of the male persons are
working in the production. Furthermore, it was pointed out that women are more satisfied with
what they have and do not complain so much.
Women always attached more importance to the respective job features than men did. However,
strong or weak differences cannot be stated. During the interviews it was argued that women like
more freedom in their job than men do and are not used to deciding, whereas men are used to
deciding. That may be an explanation for the difference in terms of the autonomy in the
performance of the job, which however, is very small (less than 1) and therefore is considered as
no difference. Moreover, it was argued that a woman’s desire for autonomy increases with age.
Regarding the benefits offered by the company, no differences can be noticed. Furthermore, the
comparison of the situation and job satisfaction with the importance attached to the job factors
shows the following results:
Men: Weak difference can be noticed in terms of skills, task significance, feedback, environment,
and compensation. The other factors show no differences.
Women: A strong difference (x >= 2) can be noticed with regard to feedback. In addition, weak
differences are obvious in terms of the task significance, environment, and compensation. The
differences regarding the other factors are less than 1, and in terms of job security = 0.
That comparison shows that both men and women lack feedback (women even more than men do),
and experience some differences regarding the satisfaction and importance attributed to task
significance, compensation, and the environment. Moreover, men experience a weak difference
in terms of skills.
5.3 Marital status

The responses in terms of the situation at work and the satisfaction with work, analyzed regarding
the marital status, showed that married people evaluated the job factors, even if only to a minor
extent, higher than unmarried. However, strong and weak differences between married and
unmarried persons regarding the work situation and the satisfaction with the work cannot be
stated.
"Married persons have a high responsibility for wife or husband and children. They have to be
secure about their work and perceive a need to climb in the career, and feel more satisfied."
Furthermore, it was pointed out, "Married people feel that they have to find the work interesting
because they know that they cannot afford to be unemployed since they will not have so much
money anymore."
Additionally, "they cannot quite their job and move somewhere, because they have maybe children
and their wives or husbands work in that area as well." In contrast, "single persons have to think
only about themselves, they are free to go and to do whatever they want."
Married: A strong difference (x >= 2) is noticeable with regard to feedback. Skills, task
significance, environment, and compensation show weak differences (1 <= x < 2), whereas the
other factors have no differences.
Unmarried: The difference regarding feedback is strong. Skills, task significance, environment, and
compensation represent factors with weak differences. The other factors show no differences,
and job security is even higher perceived at work than importance is attached to it.
5.5 Leading/non-leading position
Leading persons evaluated all factors of the job higher than non-leading persons did (shown below).
A comparison of the data revealed weak differences regarding all factors examined in this study.
Leading position: The only factor with weak differences is the feedback. The differences regarding
the other factors are less than 1. Autonomy, job security and compensation are even higher
perceived regarding the actual work situation and satisfaction with the work than importance is
attached to them.
Non-leading position: Feedback shows a strong difference (x >= 2), skills, task significance,
environment, and compensation show weak differences (1 <= x < 2), whereas the difference
5.6 Years in the company

When the responses were analyzed with regard to the years people have been working in the
company, some interesting findings can be seen (Figure: 4:16).
< 2 years: The aspect of feedback represents a factor with a strong difference; skills, task
significance, environment, and compensation show differences of a weak nature, whereas the
differences regarding the other factors are less than 1.
2 - 5 years: Strong differences can be recognized in terms of task significance and feedback. Skills,
environment, and compensation represent weak differences, and task identity, autonomy, and job
security are less than 1. The aspect of autonomy is even higher perceived at work than it is of
importance for people who have been working between 2 to 5 years in the company.
5 - 10 years: In consideration of this group, strong differences in terms of skills and feedback can
be noticed. In addition, task identity, task significance, environment, and compensation represent
weak differences. There is no difference regarding autonomy; job security is even more
perceived at work than importance is attached to it.
nalysis
&
nterpretation
6. Analysis and interpretation
A sample questionnaire (see appendix at the end of the report) is prepared based on the research
methodology, motivation theory and empirical analysis. The Questioners is filled by 20
employees of Malwa Industries Limited
Questionnaire:-The questionnaire was filled in the office and vital information was collected
which was then subjects to:-
 A pilot survey was conducted before finalizing the questionnaire.
 Data collection was also done with the help of personal observation.
 After completion of survey the data was analyzed and conclusion was drawn. At the
end all information was compiled to complete the project report.



This graph shows that, 20% are neither agree nor disagree,60% are disagree and rest 20% of


This graph shows that 25% of employees are strongly agree about the point, 25% of employees are agree on
the point, 20% are neither agree nor disagree,20% are disagree and rest 10% of employees are
strongly disagree.
6.1 Findings
Employees are not completely satisfied with their job although their salary is good enough.
a. Employees are not getting value to their work.
b. Most of employees think that they are not in the correct job.
c. Most of the employees think that the organizations haven’t fulfilled their
promises, what they do in beginning especially regarding Promotion.
d. There is negatively comparison between peers especially regarding targets.
e. They often feel overworked.
6.2 Suggestions and Recommendations

To increase the job satisfaction level of the employees, the company should concentrate mainly on
the incentive and reward structure rather than only the motivational session. Here are some
suggestions as they relate to the CORE elements of job satisfaction:
Compensation
Routinely monitor internal pay equity among staff members and recommend adjustments when
needed
Reward for performance not for seniority
Establish an incentive-based compensation plan where at least some portion of earnings is

determined by successful completion of objectives in order to encourage achievement
Opportunity
Routinely discuss career plans with each staff member then provide development opportunities
based on their skills, interests and goals
Work with each employee to help them identify reasonable and reachable performance objectives
Ask for ideas and input on how and where to make improvements in programs, systems, services,
processes, and procedures
Involve those who implement decisions into the decision-making process

Recognition
Encourage mutual recognition among co-workers
Praise employees even for small steps
Recognize individual as well as team accomplishments
Individualize recognition by asking each employee how to best demonstrate appreciation for them
Environment
Encourage cooperation through teamwork
Lead by example – only hold others to high standards after meeting them yourself
Create trust by practicing open communication
Build a flexible work environment that welcomes new ideas, risk taking, and doesn’t carve all
decisions in stone
Routinely provide feedback and solicit it from others
6.3 Limitations of the 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 which I face in
collection of information are discussed below:-
Short time period: The time period for carrying out the research was short as a result of which
many facts have been left unexplored.
Lack of resources: Lack of time and other resources as it was not possible to conduct survey at
large level.
Small no. of respondents: Only 20 employees have been chosen, which is a small number, to
represent whole of the population.
Unwillingness of respondents: While collection of the data many consumers were unwilling to fill
the questionnaire. Respondents were having a feeling of wastage of time for them.
Small area for research: The area for study was Kaithal, which is quite a small area to judge job
satisfaction level.
CONCLUSION
7. Conclusion
In the following the main findings of the investigation and analysis of the job satisfaction of
employees under consideration of individual characteristics are presented.
According to my literature research, skill variety, task identity, task significance, autonomy,
feedback, environment, job security, and compensation are the most critical factors for the
motivation of employees and their satisfaction with the job. These factors represented the basis
for the empirical research.
The results of this research offer a starting point to think about the actual work conditions and their
changes in order to provide a basis for a higher motivation of employees. Not only differences
and similarities in the work motivation and satisfaction of employees regarding certain individual
characteristics, but also the reasons for that are examined in this study. The results of this project
is very important for the organization
Motivation is a continual process and needs to be sustained and developed as individual and
organizational factors change over time. It may be of interest to have a continuous view of what
motivates the employees and provides them with satisfaction. Furthermore, it may be interesting
to compare the received results with similar surveys done in the same industry. Unfortunately,
such data is not accessible, therefore, it may be recommended to do a new survey every second
year in order to determine the degree of job satisfaction and to figure out the factors, which are
valued and lacked by the respective subgroups. A comparison of the surveys may provide the
company with useful information about the success/failure of changes regarding the work and
the development in the job satisfaction of the employees.
Bibliography
Websites:
www.malwagroup.com/denim
www.google.com
Books:
Kanaka S. K. Human Resource Management
Singh A.K. Human Resource Management
Rao P.L. Human Resource Management
9. ANNEXURE
SAMPLE QUESTIONNAIRE
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
DATE: …………………..
1. I have been passed up at least once for a promotion in the past few years.
a. Strongly Agree
b. Agree
d. Disagree
2. I spend parts of my day daydreaming about a better job.
a. Strongly Agree
b. Agree
d. Disagree
3. I find much of my job repetitive and boring.
a. Strongly Agree
b. Agree
d. Disagree
4. I am mentally and/or physically exhausted at the end of a day at work.
a. Strongly Agree
b. Agree
d. Disagree
5. I feel that my job has little impact on the success of the company.
a. Strongly Agree
b. Agree
d. Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer.
a. Strongly Agree
b. Agree
d. Disagree
7. I am no longer given the resources I need to successfully do my job.
a. Strongly Agree
b. Agree
d. Disagree
8. I am not being used to my full capabilities.
a. Strongly Agree
b. Agree
d. Disagree
9. I have received no better than "fair" evaluations recently.
a. Strongly Agree
b. Agree
d. Disagree
10. I feel as though my boss and employer have let me down.
a. Strongly Agree
b. Agree
d. Disagree
11. I often feel overworked and overwhelmed.
a. Strongly Agree
b. Agree
d. Disagree
12. I am frequently stressed out at work.
a. Strongly Agree
b. Agree
d. Disagree
13. I live for weekends and days away from the job.
a. Strongly Agree
b. Agree
d. Disagree
14. I find me negatively comparing my situation to my peers.
a. Strongly Agree
b. Agree
d. Disagree
15. I feel my bad days at work outweigh the good ones.
a. Strongly Agree
b. Agree
d. Disagree
16. I often experience a sensation of time standing still when I am at work.
a. Strongly Agree
b. Agree
d. Disagree
17. I have been told that I am becoming a more cynical person.
a. Strongly Agree
b. Agree
d. Disagree
18. I feel as though my employer has broken promises about my future with the organization.
a. Strongly Agree
b. Agree
d. Disagree
19. I have lost sight of my career goals and aspirations.
a. Strongly Agree
b. Agree
d. Disagree

Job Satisfaction

Uploaded by

Copyright:

Available Formats

You might also like

Job Satisfaction

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Job Satisfaction

Uploaded by

Copyright:

Available Formats

INTRODUCTION

Job satisfaction, a worker's sense of achievement and success, is generally perceived to be

Business Type: Manufacturer

Main Products: Denim Fabric In All Range, Denim Jean,

Brands: Malwa Denim

Above 150 People

CompetitorNahar industries (Ambala)

CEO. Mr. TarunChawala

MD. Mr. Rishi Oswal

CMD. Mr. jangilalOswal

with present day Gujrat.

- (i) debentures worth Rs. 150 lakhs with LIC;

- (ii) debentures worth Rs. 100 lakhs with UTI;

1993 - Further addition of modern and sophisticated machinery resulted in higher

VICE(6)PRESENT &SR. VICE PRESEDENT

ASST. MGR & DY. MGR MG-1

ASST. OFFICER EX-1

STAFF (2)ASSISTANT & SR. ASSISTANT SF -1

GUARD OFFICE ATTENDENT SS-1

Other Important Information:-

2. Objective of the Study at Malwa Industries Limited

2.1 Scope of the study

Scope for the sales department

Scope for personnel department

2.2 Importance of Job satisfaction

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

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

 When have I come closest to expressing my full potential in a work situation?

2.4 Workers' Roles in Job Satisfaction

3.1 Meaning of Research;-Research is defined as “a scientific & systematic search for

Research Design can be categorized as:

3.3 Data collection

3.3.2 Secondary data

Organizational commitment can be described as the extent to which an individual identifies

5.3 Marital status

5.5 Leading/non-leading position

5.6 Years in the company

6. Analysis and interpretation

Question No-1- Analysis Results

Question No-3- Analysis Results

Question No-4- Analysis Results

Question No-10- Analysis Results

Question No-16- Analysis Results

a. Employees are not getting value to their work.

d. There is negatively comparison between peers especially regarding targets.

e. They often feel overworked.

6.2 Suggestions and Recommendations

Reward for performance not for seniority

Establish an incentive-based compensation plan where at least some portion of earnings is

Involve those who implement decisions into the decision-making process

Encourage mutual recognition among co-workers

Praise employees even for small steps

Recognize individual as well as team accomplishments

Encourage cooperation through teamwork