A Study On Job Satisfaction at Big Bazar

INTRODUCTION
Human resource management is also a management function concerned with hiring,

motivating, and maintaining people in organization. It focuses on people in organizations.
The primary objective of HRM is to ensure the availability of a competent and willing work
force to organization. HRM objectives are four-societal, organizational, functional and
personal. HRM is management function that helps manager’s recruit, select, train and
develops members for an organization. HRM functions are not confined to business
establishments only. They are applicable to non business organizations, too, such as
education, health care, recreation, and the like.
Employee job Satisfaction is a prerequisite for the customer satisfaction. Enhanced

employee satisfaction leads to higher level of employee retention. A stable and committed
workforce ensures successful knowledge transfer, sharing, and creation for continuous
improvement, innovation, and knowledge-based total customer satisfaction. When
companies are committed with providing high quality products and services; when companies
set high work standards for their employees; and when employees are empowered through
training and development, provided with knowledge and information, permitted to make
mistakes without punishment, and trusted; they will experience an increase in their level of
satisfaction at work. This level of satisfaction can be enhanced further if teamwork and
visionary leadership are introduced.
Continuous improvement comes from the efforts of the empowered employees

motivated by visionary leadership. This is supported by the findings that empowerment and
visionary leadership both have significant correlation with employee satisfaction. Teamwork
is also supported by the findings. In addition, the study found significant correlation between
employee satisfaction and employee’s intention to leave.
The success of a corporation depends very much on customer satisfaction. A high level
of customer service leads to customer retention, thus offering growth and profit
opportunities to the organization. There is a strong relationship between customer
satisfaction and employee satisfaction. Satisfied employees are more likely to stay with
company and become committed and have more likely to be motivated to provide high level of
customer service, by doing so will also further enhance the employee’s satisfaction through
feeling of achievement. Enhanced employee satisfaction leads to improved employee
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retention; and employee stability ensures the successful implementation of continuous
improvement and customer satisfaction. Customer satisfaction will no doubt lead to
corporate success and greater job security. These will further enhance employee satisfaction.
Therefore, employee satisfaction is a prerequisite for customer satisfaction.
Every employee is the asset of the organization. Success of any organization depends
upon how well each employee in the organization performs. Only a satisfied employee can
contribute more towards the organization for satisfying the organizational as well as his/her
personal goal. One of the main factors that determine the satisfaction of any employee is the
quality of work life inside the organization.
In the present conditions people perform better when they are allowed to participate
in managing their work and make decisions. Quality of work life motivates people by
satisfying not only their economic needs but also their social and psychological needs. To
satisfy the new generation workforce, the organization need to more concentrate on quality of
work life. The organization is successful only when they provide proper facilities to balancing
employee’s work life with the personal life. Organizations are enjoying quality of work life
programs in the form of increased productivity, and an efficient, satisfied employee’s to
achieve their goals and objectives. High quality people are needed to take on the job towards
prosperity and wellbeing.
Job satisfaction is a set of favorable or unfavorable feeling with which employees view
their jobs, more specifically the nature of job they do, the quality of supervision they receive,
co-workers pay and perks, and turnover and absenteeism. High job satisfaction results into
high work performance, less employee turnover, and less absenteeism.
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JOB SATISFACTION AND PRODUCTIVITY
The rapid changes in the technology compelled modern organizations (both

manufacturing and service oriented) to focus on increasing the job satisfaction of their
workforce in order to perform better, reduce employee turnover and derive competitive
advantage. It is against this backdrop, research studies on employee job satisfaction have
emerged as one of the most widely studied research constructs in the field of modern
organizational behavior. Although several research studies were conducted all over the world,
about the widely perceived link between job satisfaction and creative performance, the exact
relationship between them has not yet been established by empirical evidence.
On the contrary, some research studies revealed that job dissatisfaction is always a
detriment for organizational effectiveness and growth. In this context, several research
studies have further established that high levels of job satisfaction may contribute positively
to organizational effectiveness and employee well-being, while the lower levels of job
satisfaction or job dissatisfaction are wounding for organizations and their members (Ryan &
Deci, 2000); It is interesting to note that a vast majority of research studies on job satisfaction
in the contemporary HR scenario were conducted in the western context of America and
Europe (Pichler & Wallace, 2009; Remus et al, 2009; Staw & Cohen, 2005; William et al, 2019).
Although the findings of these research studies are backed by empirical evidences,
their validity and applicability to other cultures with varying economic systems, governments,
and cultural values are widely debated. It is against this background, the research studies on
the nature and impact of job satisfaction in a given cultural contexts are gaining imp.
OBJECTIVES OF THE STUDY
The objectives of the study are as follows:
1. To understand the role of job satisfaction and organizational productivity
2. To identify the factors determining the job satisfaction of employees.
3. To measure the level of satisfaction of employees with regards to Big Bazaar
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NEED FOR AND SIGNIFICANCE OF THE STUDY
Research studies on employee job satisfaction are gaining importance in the global
business scenario against the backdrop of the various challenges that are faced by global
companies in general and INFRASTRUCTURAL companies in particular. Changes in global
work scenario, multiple job opportunities which are available to the modern executives and
competitive pay packages that are offered to attract employees validate the current study.
Although several research studies were conducted on the issue of job satisfaction, less
empirical evidence is available on the companies. This further justifies this research study.
1. To study “employee satisfaction” which helps the company to maintain standards &
increase productivity by motivating the employees.
2. To study how much the employees are capable & interest at work place.
3. "Human resource" is the most important resources for any organization, so to study
on employees job satisfaction helps to know the working conditions and what are the
things that affect them not to work properly.
SCOPE AND PERIOD OF THE STUDY

This study will be focused on job satisfaction of employees since it is necessary to
focus on the levels of satisfaction by smooth functioning of organization are also to maintain
and retain employees for longer time. Further this study encompasses on both managerial and
non-managerial employees of Big bazaar. The period of the study 2007-08 to 2011-12 and data
will be collected during the same period.
LIMITATIONS OF THE STUDY
1. Time is a limiting factor because two months duration is not enough for in depth study.
2. The study is limited to 10% of the representatives and non-representatives employees

only.
3. Availability of current information and confidentiality of information is also a limiting

factor for the study.
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RESEARCH METHODOLOGY
RESEARCH DESIGN AND METHODOLOGY
The research design selected by the researcher in the present study is
“DESCRIPTIVE” in nature.
Research Instrument: HR research has a one main research instruments in collected

primary data. That is questionnaires. In order to extract first hand information from the
respondents, a pre-tested questionnaire was prepared and the same was administered to the
respondents.
Data Sources: Data means a collection of facts in real life statistical data is a collection of
facts in numerical figures. The data sources are usually identified using the type of data
needed. There are two types of data.
Primary Data- The first hand information by the investigator by means of observation face to
face questioning, telephone interview and mailing questionnaire is called primary data.
Primary data consists of original information gathered for a specific purpose. For the purpose
of present study, the primary data collected from respondents by contacting them personally.
Secondary Data- Secondary data consists of information that already exists somewhere, has
been collected for another purpose. For the purpose of present study, the secondary data
were collected from published data of the companies.
RESEARCH METHODOLOGY
The following are the research methodology procedure to be adopted to conduct the study:
1. Research design : Descriptive nature

2. Research methods : Survey method
3. Research instruments : A well structured questionnaire
4. Source of data : Primary data and Secondary data
5. primary data : Collection of data through structured questionnaire
6. Secondary data : It is collected from the company broachers and internet
7. Sample size : 100
8. Sampling unit : Managerial and non-managerial
9. Sampling procedure : Convenience sampling
10. Statistical tools : Simple percentage method.
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REVIEW OF LITERATURE
Job satisfaction represents a combination of positive or negative feelings that workers
have towards their work. Meanwhile, when a worker employed in a business organization,
brings with it the needs, desires and experiences which determinates expectations that he has
dismissed. Job satisfaction represents the extent to which expectations are and match the real
awards. Job satisfaction is closely linked to that individual's behaviour in the work place
(Davis et al.,1985). Job satisfaction is a worker’s sense of achievement and success on the job.
It is generally perceived to be directly linked to productivity as well as to personal well-being.
Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007).
Job satisfaction can be defined also as the extent to which a worker is content with the
rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Statt,
2004).
The term job satisfactions refer to the attitude and feelings people have about their
work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and
unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006)
Job satisfaction is the collection of feeling and beliefs that people have about their
current job. People’s levels of degrees of job satisfaction can range from extreme satisfaction
to extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People
also can have attitudes about various aspects of their jobs such as the kind of work they do,
their coworkers, supervisors or subordinates and their pay (George et al., 2018).
Job satisfaction is a complex and multifaceted concept which can mean different
things to different people. Job satisfaction is usually linked with motivation, but the nature of
this relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is
more of an attitude, an internal state. It could, for example, be associated with a personal
feeling of achievement, either quantitative or qualitative (Mullins, 2005).
The importance of job satisfaction specially emerges to surface if had in mind the
many negative consequences of job dissatisfaction such a lack of loyalty, increased
absenteeism, increase number of accidents etc. Spector (1997) lists three important features
of job satisfaction. First, organizations should be guided by human values. Such organizations
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will be oriented towards treating workers fairly and with respect. In such cases the assessment
of job satisfaction may serve as a good indicator of employee effectiveness. High levels of job
satisfaction may be sign of a good emotional and mental state of employees. Second, the
behaviour of workers depending on their level of job satisfaction will affect the functioning
and activities of the organization's business. From this it can be concluded that job
satisfaction will result in positive behaviour and vice versa, dissatisfaction from the work will
result in negative behaviour of employees. Third, job satisfaction may serve as indicators of
organizational activities. Through job satisfaction evaluation different levels of satisfaction in
different organizational units can be defined, but in turn can serve as a good indication
regarding in which organizational unit changes that would boost performance should be
made.
Locke and Latham (1990) provide a somewhat different model of job satisfaction.
They proceed from the assumption that the objectives set at the highest level and high
expectations for success in work provides achievement and success in performing tasks.
Success is analysed as a factor that creates job satisfaction.
Even though the effects are modest the fact that job satisfaction contributes to
decreasing the level of employee absenteeism remains. So satisfaction is worth paying
attention to, especially since it is potentially under your control – unlike some of the other
causes of absenteeism (e.g. illness, accidents). But as we said circumstances can alter this
equation. As a manager you could be implicitly encouraging absenteeism by enforcing
company policies. If people are paid for sick days, and if they must be “used or lost” this is
pretty strong encouragement for employees to be absent. In other words, you’ve helped
create a culture of absenteeism that can overcome the “satisfaction” effect. (Sweney and
McFarlin, 2005)
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INDUSTRY PROFILE
Retail industry largest industry, accounting for are 10% of the country’s GDP and around
8% of the employment retail industry in India is at the cross roads. It has emerged as one of
the most dynamic and fast paced industry with several players entering the market, but
because of the heavy initial investment required break even is difficult to achieve and many of
these players have not tasted success so far.
However the future is promising; the market is growing, government policies are
becoming more favorable and emerging technologies are facilitating operations. Retailing in
India is gradually inching its way towards becoming the next boom industry. The whole
concept of shopping has altered in terms of format and consumer buying behavior ushering in
a revolution in shopping in India.
Modern retail has entered India as seen in sprawling shopping centers, multi strayed
malls and huge complexes after shopping, entertainment and food all under one roof. The
Indian retailing sector is at an inflexion point where the growth of organized retailing and
growth in the consumption by the Indian population is going to take higher growth trajectory.
The Indian population is witnessing a significant change in its demographics.
A large young working population with average age of 24 years, nuclear families in urban
areas, along with increasing working women population and emerging opportunities in the
services sector are going to be the key growth drivers of the organized retail sector in India
SOME KEY FACTS:
Retail is India’s largest industry accounting for over 10% of the country’s GDP and
around 8% of the employment.
The market size of the Indian retail industry is about US $312 billion.
Retailing in India is gradually inching its way towards becoming the next boom industry.
A large young working population with average age of 24 years
INDIA’S CONSUMPTION COSMOS

During the past decade, private final consumption expenditure has been the key driver
of economic growth in India.
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Growth domestic product
$973billion
Private final Consumption

Government Spending Capital Formation
Expenditure
$108billion (11%) $273 billion (29%)
$592billion (60%)
Utility payments
Consumption Spending
Expenditure
$350 billion
$242 billion
The $ 350 billion consumption spending provides the single biggest business
opportunities in India and is divided into same key categories led by food, fashion and home
products.
Fashion
Accessories
(5.5%) $225b Consumer
Fashion
Durable
(9.5%) $33.2b
(4%) $14b
Food Consumption Furniture

(62%) $217b (3.4%) $12b
Spending
$350 billion Health, Beauty
Book & Music
& Pharmacy
(1.1%) $3.9b
(3.8%) $13.3b
Telecom Leisure &

(1.8%) $6.3b Entertainment
(7.9%) $28b
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Source - central statistical organization advance estimates, 2007-08 images retail, mc Kinsey
& co.
Big bazaar - is se sasta aur accha kahin nahi
Type - subsidiary of pantaloon group
Founded - 2001
Head quarters - Jogeshwari, Mumbai, India
Industry - retail
Products - department stores
Parents - future group
Website - http://www.bigbazaar.com
BOARD OF DIRECTORS
Mr. Kishore Biyani, Managing Director
Mr. Gopikishan Biyani, Whole time Director
Mr. Rakish Biyani, Whole time Director
Mr. Vijay Biyani, Whole time Director
Mr. Vijay Kumar Chopra, Independent Director
Mr. Shailesh Haribhakti, Independent Director
Mr. S Doreswamy, Independent Director
Dr. D O Koshy, Independent Director
Ms. Bala Deshpande, Independent Director
Mr. Anil Harish, Independent Director
MAJOR MILE STONES
1987
Company incorporated as Manz Wear Private Limited. Launch of Pantaloons trouser, India’s
first formal trouser brand.
1991
Launch of BARE, the Indian jeans brand.
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1992
Initial public offer (IPO) was made in the month of May.
1994
The Pantaloon Shoppe - exclusive menswear store in franchisee format launched across the
nation. The company starts the distribution of branded garments through multi-brand retail
outlets across the nation.
1995
John Miller – Formal shirt brand launched.
1997
Company enters modern retail with the launch of the first 8000 square feet store, Pantaloons
in Kolkata.
2001
Three Big Bazaar stores launched within a span of 22 days in Kolkata, Bangalore and
Hyderabad.
2002
Food Bazaar, the supermarket chain is launched.
2004
Central - India’s first seamless mall is launched in Bangalore.
2005
Group moves beyond retail, acquires stakes in Galaxy Entertainment, Indus League Clothing
and Planet Retail. Sets up India’s first real estate investment fund Kshitij to build a chain of
shopping malls.
2018
Future Capital Holdings, the company’s financial is formed to manage over $1.5 billion in real
estate, private equity and retail infrastructure funds. Plans forays into retailing of consumer
finance products. Home Town, a home building and improvement products retail chain is
launched along with consumer durables format, Ezone and furniture chain, Furniture Bazaar.
Future Group enters into joint venture agreements to launch insurance products with Italian
insurance major, generally. Forms joint ventures with US office stationery retailer, Staples.
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2019
Future Group crosses $1 billion turnover mark. Specialized companies in retail media,
logistics, IPR and brand development and retail-led technology services become operational.
Pantaloon Retail wins the International Retailer of the Year at US-based National Retail
Federation convention in New York and Emerging Retailer of the Year award at the World
Retail Congress held in Barcelona. Futurebazaar.com becomes India’s most popular shopping
portal.
2019
Future Capital Holdings becomes the second group company to make a successful Initial
Public Offering in the Indian capital markets. Big Bazaar crosses the 100-store mark, marking
one of the fastest ever expansion of a hypermarket format anywhere in the world. Total
operational retail space crosses 10 million square feet mark. Future Group acquires rural
retail chain, Aadhar present in 65 rural locations.
AWARDS & RECOGNITIONS
2018
Indian Retail Forum Awards 2018
The India star Award 2018
Retail Asia Pacific 500 Top Awards 2018
Coca-Cola Golden Spoon Awards 2018
The Reid & Taylor Awards for Retail Excellence 2018
The Reid & Taylor Awards for Retail Excellence 2018
2019
CNBC Awaaz Consumer Awards 2019
Images Fashion Forum 2019
Coca-Cola Golden Spoon Awards 2019
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INTRODUCTION TO BIG BAZAAR
A chain of shopping malls in India currently with 31 outlets owned by Kishore Biyani
pantaloon group.
Big bazaar is not just hyper market.
Provides the best products at the best price.
Reflects the look and feel of Indian bazaars at their modern’s outlets.
Allover India, big bazaar attracts a few thousands customers on any regular day.
MISSION AND VISION:

Future group shall deliver everything, everywhere, every time for every Indian customer in
the most profitable manner.
We share the vision and belief that our customers and stakeholders shall be served only by
creating and executing future scenarios in the consumption space leading to economic
development.
TARGET AUDIENCE:
Big bazaar targets higher and upper middle class customers.
The large and growing young working population is a preferred customer segment.
Big bazaar specifically targets working women and home makers who are the primary
decision maker.
STUDY OF DISTRIBUTION AND LOGISTICS ON BIG BAZAAR
Retailing in India:
The Indian retail industry accounts for 10% of GDP and 85% of employment.
India is being treated as the next big retail destination with an average three year
compounded annual growth rate of 46.64%.
The Indian economy is poised to take the third position in the world in terms of
purchasing power parity by the year 2011.
The Indian retail market is a Rs. 1,200,000 million market as per the images India retail
report 2007.
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Organized retail market is zooming ahead with an annual growth rate of 30%.
The country will have over 300 malls translating to over 100 million sq. ft in available
malls pace by the end of 2007.
DIFFERENT ELEMENTS OF RETAIL MIX:

1. Merchandise Assortment
2. Location
3. Price
4. Visual merchandising
RETAIL MIX CONTD:

1. Store Atmosphere
2. Customer Service
3. Advertising
4. Promotion
5. Personal Selling
INTERNAL ATTRIBUTES:
1. Envelop
2. Internal Layout
3. Methods of Display
4. Visual Merchandising
DISTRIBUTION:
1. It is one of the 4 Aspects of Marketing.
2. Traditionally distribution has been seen as dealing with to get the Product or Service to the
Customers.
3. It is done by distributor who is in the middleman between the Manufacturer and Retailer.
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LOGISTICS:
1. It is the Art and Science of Managing and Controlling the flow of Goods, Energy,
Information and other Resources like Products, Services and people from the source of
Production to the Market Place.
2. It’s important to have Professional logistical support.
3. The operating
ng responsibility of logistics is the Geographical repositioning of raw materials,
work in process and finished inventories where required at the lowest cost possible.
PROMOTION:
1. Low prices on Wednesday
2. Concepts of Big days
3. Promotional Offers
SUPPLY CHAIN:
A Supply Chain is a coordinated system of organizations, people, activities,
information and resources involved in moving a product or service in physical or virtual
manner from supplier to customer.
Supply chain activities transform raw materials and components into a finished
product that is delivered to the end of customer.
SUPPLY CHAIN MANAGEMENT:

MANAGEMENT
Factory
C&A Agent
Distributor
Moder Trade
Large Retailer Whole Seller
Retailer
Small Retailer
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SWOT ANALYSIS:
1. STRENGTHS
Better understanding of customers helping the company to serve them better.
Vast range of products under one roof helping in attracting customer and their
family to shop together and enjoy the experience.
Benefits of early into the retail industry.
Diversified business operating allover India in various retail formats.
Ability to get products from customer at discounted price due to the scale of
business.
2. WEAKNESS
High cost of operation due to large fixed costs.
Very thin margin.
High attraction rate of employees.
3. OPPORTUNITIES
Lot of potential in the rural market.
Can enter into production of various products due to its in depth understanding of
customer’s tastes and preferences.
Can expand the business in smaller cities as there is a lot of opportunity.
4. THREATS
High business risk involved.
Lot of competitions comings up to top the market potential.
Margin of business reducing all the firms.
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STRATEGY (SWOT ANALYSIS):
To understand organization’s Status
1. STRENGTHS
Young, Dynamic and Qualified team.
Having varied background and versatile experience.
No financial constrains for development activities.
Management encourages Professionalism and Change Management.
Excellence brand image.
High emphasis on Training and Development.
Working environment is quite congenial.
Encourage Creativity and Team work.
Free to participate in decision-making.
People are employed.
2. WEAKNESS
No learning centre and library.
Less focus on business orientation.
Inadequate focus on business learning.
Less focus on communication.
Rationalization of compensation.
3. OPPORTUNITIES
Develop talent and creativity.
Create Role models and change agents.
Visualize people problems with human face.
To plan for employee retention policies and strategies.
Standardize integrated Performance Management System.
To inculcate positive work culture.
To promote career planning and succession planning.
4. THREATS
Difficult to source people with core competencies.
Erosion of existing talents.
Less focus on Mentor Management.
Inadequate focus on employee orientation.
Low focus on culture building and value system nurturing
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HR-TOOLS:
Competency Mapping
Enterprises Resource Planning
Balanced Score Card
Effective controls at all levels
Training and Development Programme
HR- INITIATIVES:
Cultivate positive work culture
Quality month
Star of the month
Executive presentation
Quality circles
House keeping
Safety month
Statutory maintenance
Common cafeteria
CULTURAL INITIATIVES:
Independence Day
Republic Day
Community Development Programmes
Public Relations Programmes
HR-DEVELOPMENT PLANS:
Training need analysis
Training budget
Training calendar
Identification of external training agencies
Company Vision, Mission transmission, Teambuilding, Positive Attitude, Discipline
and safety
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RETENTION PLANS
Review Compensation Plans
Empowerment
Relocation to place of choice
Involve in decision making
Abroad programmes
Create professionalism
Hard furnishing loan
Vehicle loan
Marriage loan
Education loan
Club membership
Recognition for good work
Employee stock option
Housing loan
HR-POLICIES:
Human Capital Planning
Recruitment / Selection /Induction
Training and Development
Performance Appraisal
Succession Planning
Career Planning
Job Rotation and Multi Skilling
Job Enrichment
HR Manual
Induction Manual
Safety Manual
Exit Interviews
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INTEGRATED PERFORMANCE MANAGEMENT SYSTEM:
Day to Day to Accountability
Individual Goals
Short term / long term goals
Individual development plans
HR_SURVEYS:
Organizational culture
HRD Climate
Training Need Analysis
Compensation Survey
Employee Satisfaction
HR SAFETY INITIATIVES:
Safety survey
Safety Budget
Safety Policy
Safety Manual
Awareness and Training on safety
Safety Reviews and Safety Meetings
Safety systems
Safety audit
Safety Banners
On site emergency plan
Zero accident schemes for sites
EARNING CENTRE FOR HUMAN EXCELLENCE:

Establish Learning Centre
Fresher Training
Induction Training
In-house Training
External Training.
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JOB SATISFACTION OF EMPLOYEEIN AT BIG BAZAAR
DEFINITIONS OF JOB SATISFACTION:
Job satisfaction can be defined as the extent to which an employee expresses a positive
affective towards job. The term job satisfaction refers to individual's general attitude towards
his or her job. A person with high level of job satisfaction holds positive attitudes about the
job, while a person who is dissatisfied with his or her job holds negative attitude about the job.
Job satisfaction can be defined as the extent of positive feelings or attitudes that individuals
have towards their job. When a person says that he has high job satisfaction, it means that he
really likes his job, feels good about it and values his job highly. Job satisfaction is defined as
the, "pleasurable emotional state resulting from the appraisal of one's job as achieving or
facilitating the achievement of one's job values. In contrast job dissatisfaction is defined as
"the unpleasant emotional state resulting from the appraisal of one's job as frustrating or
blocking the attainment of one's job values or as entailing disvalues." However, both
satisfaction and dissatisfaction were seen as, "a function of the perceived relationship
between what on perceives it as offering or entailing".
CONSEQUENCES OF JOB SATISFACTION:

High job satisfaction may lead to improved productivity, increased turnover,
improved attendance, reduced accidents, less job stress and lower unionization.
Productivity:
The relationship between satisfaction and productivity is not likely established. The
consensus, however, is that in the long-run 'satisfaction leads to increased productivity. An
employee who performs well in his job gets both intrinsic and rewards which will lead to
satisfaction. A poor performer will feel worse about his incompetence and will receive fewer
rewards. He will be satisfied with his work experiences. Conditions leading to high activity
more clearly leads to high satisfaction is that the employees that intrinsic and extrinsic
rewards are contingent upon their job the extrinsic rewards be distributed equitably. There
may not be a relationship between job satisfaction and productivity; performance may be
affected indirectly by absenteeism or which is related (negatively) to satisfaction
Job satisfaction and Employee turnover:

High employee turnover is of considerable concern for employees (, disrupts normal
operations, causes morale problems for those who stick on, and increases the cost involved in
selecting and training replacements. The employer does whatever possible to minimize turn
over making the employees feel satisfied on their jobs, being one such workers who have
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relatively low level of job satisfaction are the most likely to quit their jobs, and that
organizational units with the lowest average satisfaction levels tend to have the highest
turnover rates.
Satisfaction and absences:

1. Correlation of satisfaction to absenteeism is also proved conclusively Workers who are
dissatisfied are more likely to take “mental health tat is, days off not due to illness or
2. Personal business. If absenteeism is high satisfaction is low. As in turnover, absenteeism
is subject to modification by certain factors. The degree to which people feel that their
jobs are important has a moderating effect on their absences. Employees who feel that
there is important tend to clock in regular attendance. Besides, it is important to
remember that while high job satisfaction will not necessarily result in low absenteeism,
low job satisfaction is likely to bring about high absenteeism.
Satisfaction and safety:

Poor safety practices are a negative consequence of low satisfaction level. When
people are discouraged about their jobs, company and supervisors, they are more liable to
experience accidents. An underlying reason for such accidents is that discouragement may
take ones from the task at hand. Inattention leads directly to accidents.
Satisfaction and job stress:

Job stress is the body's response to any job related factor that threatens to disturb the
person's equilibrium. In the process of experiencing stress, the employee's inner state
changes. Prolonged stress can cause the employee serious ailments such as heart disease,
ulcer, blurred vision, lower back pain, dermatitis and muscle aches. Chronic dissatisfaction is
a powerful source of job stress. The employee may see no satisfactory short term solution to
escaping this type of stress. An employee trapped in a dissatisfying job may withdraw by such
means as high absenteeism and tardiness or the employee may quit. Employees under
prolonged stress stemming from job dissatisfaction often consume too much alcohol, tobacco
and drugs. These employees are costly to the management in terms of time lost due to
frequent absences and increased payments towards medical reimbursements.
Unionization:
Job dissatisfaction is a major cause for unionization. Dissatisfaction with wages, job
security, fringe benefits, chances for promotion and treatment by supervisors are reasons,
which make employees, join unions. Another dimension is that job dissatisfaction can have an
impact on the tendency to take action within the union, such as feeling grievances or striking.
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JOB SATISFACTION - PUTTING THEORY INTO PRACTICE:
Yes, it is possible for you and your employees to be happy on the job. The key is in how
you handle two factors motivation and 'hygiene.' Employee satisfaction and retention have
always been important issues for physicians. After all, high levels of absenteeism and staff
"mover can affect your bottom line, as temps, recruitment and training take their toll. But few
practices (in fact, few organizations) have made job satisfaction a top priority, perhaps
because they have failed to understand the significant opportunity that lies in front of them.
Satisfied employees tend to be more productive, creative and committed to their employers,
and recent studies have shown a direct correlation between staff satisfaction and patient
satisfaction. Family physicians who can create work environments that attract, motivate and
retain individuals will be better positioned to succeed in a competitive health care
environment that demands quality and cost efficiency. What's more, physicians may even
discover that by creating a positive workplace for their employees, they've increased their own
job satisfaction as well.
Herzberg's theory:
Herzberg's theory In the late 1950s, Frederick Herzberg, considered by many to be a
pioneer in motivation theory, interviewed a group of employees to find what made them
satisfied and dissatisfied on the job. From these interviews Herzberg went on to develop his
theory that there are two dimensions to job satisfaction motivation and "hygiene".
Hygiene issues:
According to Herzberg, cannot motivate employees but minimize dissatisfaction, if
handled properly. In other words, they can only dissatisfy if they are absent or mishandled.
Hygiene topics include company policies, supervision, salary, interpersonal relations
conditions. They are issues related to the employee's Motivators; on the other hand, create
satisfaction by fulfilling individuals' needs for meaning and personal growth. They are issues
such as achievement, recognition, the work itself, responsibility and advancement. Once the
hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and
encourage production. Satisfaction affects every aspect of a medical practice, from patient
satisfaction to overall productivity. Frederick Herzberg theorized that employee satisfaction
has two dimensions "hygiene" and "motivation". Hygiene issues, such as salary and
supervision, decrease employee's dissatisfaction with the work environment.
23
Responsibi1ity:
Employees will be more motivated to do their jobs well if they have ownership of their
work. This requires giving employees enough freedom and power to carry out their tasks so
that they feel they “own" the result. As individuals mature in their jobs, provide opportunities
for added responsibility. Be careful, however, that you do not simply add more work. Instead,
find ways to add challenging and meaningful work, perhaps giving the employee greater
freedom and authority as well.
Advancement
JOB DISSATISFACTION:
There are usually dissatisfactions even in the best jobs. When employees are
dissatisfied with their jobs, lack job involvement, are low in their commitment to the
organization, and have strongly negative moods, a wide variety of consequences may follow.
Dissatisfied employees may engage in psychological withdrawal (day dreaming on the job
etc.), physical withdrawal (unauthorized absences, early departures, extended breaks, or
work shutdowns etc.) or even overt acts of aggression and retaliation for presumed wrongs.
Job dissatisfaction produces low morale among workers and low morale at work is highly
undesirable. Accordingly, managers must be constantly watching for any signs of low morale
and job dissatisfaction and take corrective action as soon as possible. Some of the indicators
of low morale are:
1. Low productivity: Happy workers are necessarily productive workers. At the individual
level, the evidence suggests the reverse to be more accurate- that productivity is likely to
lead to satisfaction.
2. Tardiness: Another way in which employees exhibit their dissatisfaction with job
conditions is through tardiness. A tardy employee is one who comes to work but arrives
beyond the designated starting time. Tardiness is a type of short period absenteeism
ranging from few minutes to several hours for each event, and it is another way in which
employees physically withdraw from active involvement in the organization.
3. Absenteeism: There exists consistent negative relationship between satisfaction and
absenteeism. It certainly makes sense that dissatisfied employees are more likely to miss
work. If people are dissatisfied with their job, their supervisor and/or their coworkers,
they are more likely to be absent. In many ways employees who come to work late or who
do not come at all create more problems for organization than employees who quit. In
such cases replacing these employees may not be possible, hence job gets delayed.
24
4. Employee turnover: The ultimate form of withdrawal is when an employee quits an
organization. Sometimes managers might be glad to see the person go because he or she
has been a poor performer and a management obstacle. Other times, managers may
lament the fact that they are losing one of their best employees. Regardless of who leaves
the process finding, hiring, training and socializing a replacement is costly affair for the
organization
Four responses that differ from one another along two dimensions
constructive/destructive and active/passive. They are defined as follows:
Exit: behavior directed towards leaving the organization, including looking for a new
position as well as resigning. Dissatisfaction is expressed through behavior directed
towards leaving the organization.
Voice: actively and constructively attempting to improve conditions, including
suggesting improvements, discussing problems with superiors and some forms of union
activity. Dissatisfaction expressed through active and constructive attempts to improve
conditions.
Loyalty: passively but optimistically waiting for conditions to improve including
speaking-up for the organization in the face of external criticism and trusting the
organization and its management to "do the right thing". Dissatisfaction expressed by
passively waiting for conditions for improve.
Neglect: passively allowing conditions to worsen including chronic absenteeism or
lateness, reduced effort, and increased error rate. Dissatisfaction expressed through
allowing conditions to worsen. Exit and Neglect behaviors encompass the performance
variables- productivity, absenteeism and turnover. But this model expands employee
response to include voice and loyalty- constructive behaviors that allow individuals to
tolerate unpleasant situations or to revive satisfactory working conditions.
MEASURING JOB SATISFACTION:

A job is more than just the obvious activities of shuffling papers, writing programming
code, waiting on customers, or driving a truck. Jobs require interaction with co-workers and
bosses, following Organizational rules and policies, meeting performance standards, living
with working conditions that often less than ideal, and the like. This means that an employee’s
assessment of how satisfied or dissatisfied he or she is with his or her job is a complex
summation of a number of discrete job elements. The two most widely used approaches for
25
measuring the concept are a single global rating and a summation score made up of a number
of job facets.
Single global rating: Single global rating is nothing more than asking individuals to
respond to one question, respondents then reply by circling a number between one and
five that corresponds to answers from "highly satisfied" to "highly dissatisfied".
Summation of job facets: The summation of job facets is more sophisticated. It

identifies key elements in a job and asks for the employee's feelings about each. Typical
factors that would be included are the nature of the work, supervision, present pay,
promotion opportunities and relations with co-workers. These factors are rated on a
standardized scale and then added up to create an overall job satisfaction.
Employee satisfaction surveys:

Employee satisfaction survey can be used to gauge current levels of satisfaction and identify
opportunities for improvement as perceived by the employees. Measures of strengths and
weakness tell practitioners where the improvements can be made. Employee satisfaction
surveys or job satisfaction surveys are important because they focus on measuring the
following key aspects of employee satisfaction:
Working condition/ environment
Salary /wages/bonuses,
Recognition and achievement,
Policies, work itself,
Career opportunities
Superior subordinate relationship
Interpersonal relations, freedom and authority,
Responsibi1ity, feedback, challenges, hygiene, motivation, social interaction, personal
space, fair treatment, work schedule.
Communication network, disciplinary measures, decision making.
Work group pressure/colleague relationship, training and development program,
Team work, security, transport facility, leisure activity, leave rules, amenities, fringe
benefits, encouragement etc
26
Benefits of job satisfaction study:
Benefit of job satisfaction survey is that they give management an indication of general
levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction
and dissatisfaction and particular groups of employees it tells how employees feel about
their job, what parts of their jobs these feelings are focused on, which departments are
particularly affected, and whose feelings are involved. The survey is a powerful
diagnostic instrument for assessing employee problems.
Improved communication is another benefit of the survey. Communication flows in all

the directions as people plan the survey, talk and discuss its results. Particularly
beneficial to the company is, the upward communication when employees are
encouraged to comment about what they really have in their minds.
An unexpected benefit from a job satisfaction survey is improved attitudes.
27
THEORETICAL FRAME WORK
CONCEPTUAL ANALYSIS OF JOB SATISFACTION INTRODUCTION:
Human resource is considered to be the most valuable asset in any organization. It is

the sum total of inherent abilities, acquired knowledge and skills represented by the talents
and aptitudes of the employed persons who comprise executives, superiors and the
employees. Human resource should be utilized to the maximum possible extent, to achieve
individual and organizational goals. Employee’s performance plays an important role in
attaining goals. However employee performance is influenced by motivation and job
satisfaction.
Employee satisfaction or job satisfaction plays an important role in deciding the

organization’s strength, which forms the real strengths for any organization. Labor turnover
is an important term in this context, which means the rate at which the employees leave the
organization. A high rate of labor turnover means number of dissatisfied employees.
Therefore, retaining the employees in the organization, study of job satisfaction levels among
the employees becomes important.
Employee retention and employee satisfaction have always been important issues for
managers. High levels of absenteeism and turnover can affect the organization. Satisfied
employees tend to be more productive, creative and committed to their employers.
Organizations that can create work environments that attract, motivate and retain competent
individuals will be better positioned to succeed in a competitive environment that demands
quality and cost-efficiency.
An accepted method to know the job satisfaction level is to conduct a survey among
the employees, finding about their perception towards their job.
Job satisfaction is an employee’s contentment with the job he does. It is a “pleasurable

emotional state that results from appraisal of one’s job”.
A satisfied employee is mostly a motivated one. Persons experiencing high levels of job
satisfaction are highly likely to be loyal to the organization, and so put in the best of their
effort. Job satisfaction mainly corresponds to job design, management style, culture,
employee involvement, empowerment, pay, responsibilities, and variety of tasks,
promotional opportunities, employee’s personality and co-workers.
28
DEFINITIONS OF JOBSATISFACTION:
Job satisfaction, according to Hudson (Qtd in Knoop, 1995), in the broadest sense,
simply refers to “a person's general attitude toward the job or toward specific dimensions of
the job”.
Locke (Qtd. Staw et al, 1993) defined job satisfaction as "a pleasurable or positive
emotional state resulting from the appraisal of one's job or job experiences". Smith, Kendall,
and Hulin (Quoted Staw et al, 1993) have similarly proposed that "job satisfactions are
feelings or affective responses to facets of the situation."
Job satisfaction comes when one accepts a job for what it is and exploits the sources of
satisfaction that come with it. Many different sources of satisfaction are tied to the same job.
Good feelings can come from high performance, quality work, learning new skills, working as
part of a team, assisting co-workers, demonstrating personal growth and receiving
compliments. All workers can exploits at least 10 sources of satisfaction.
Neuroticism (negative nature), extroversion (positive emotions), openness to

experience (creative bend), agreeableness (friendliness), and conscientiousness are the five
(big five) personality traits that were once generally thought to determine the job
satisfaction levels.
JOB SATISFACTION:
Job satisfaction is one of the important factors that have drawn attention of managers
in the organization as well as academicians. Various studies have been conducted to find out
the factors which determine job satisfaction and the way it influences productivity in the
organization. Though there is no conclusive evidence that job satisfaction affects productivity
directly because productivity depends on so many variables, it is still a prime concern for
managers.
Meaning of job satisfaction:
Job satisfaction is the mental feeling of favorableness, which an individual has about
his job. Dublin has defined job satisfaction in terms of pleasure and contentment when he says
that: job satisfaction is the amount of pleasure of contentment associated with a job. If you
like your job intensely, you will experience high job satisfaction. If you dislike your job
intensely, you will experience job dissatisfaction.
29
Definition:
According to Hoppak: “Any combination of psychological, physiological and environmental

circumstances that causes and person truthfully to say I am satisfied with my job”
Job satisfaction defined as the “Pleasurable emotional state resulting from the appraisal of
one’s Job as achieving or facilitating the achievement of one’s job values”.
Human Relations
The term relates to the total relationship between an individual and the employer for
which he is paid. Satisfaction does mean the simple feeling- state accompanying attainment
by an impulse of its objective. Job dissatisfaction does mean absence of motivation at work.
Research workers differently described the factors contributing to job satisfaction an job
dissatisfaction Hoppock describes job satisfaction as, “any combination of psychological,
physiological and environmental circumstances that cause and person truthfully to say I am
satisfied with my job”.
Job satisfaction is defined as the “pleasurable emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values”. In
contrast job dissatisfaction is defined as “the un -pleasurable emotional state resulting from
the appraisal of one’s job as frustrating or blocking the attainment of one’s job values or as
entailing disvalues. “ However, both satisfaction and dissatisfaction were seen as.” A function
of the perceived relationship between what on perceives it as offering or entailing”.
THEORIES OF JOB SATISFACTION
There are vital differences among experts about the concept of job satisfaction theories.
1. Fulfillment theory
2. Discrepancy theory
3. Equity theory, and
4. Two - factor theory
5. Hertz berg theory
6. Mass lows need hierarchy theory
7. Social reference group theory
30
1. FULFILLMENT THEORY:
The proponents of this theory measure satisfaction in terms of rewards a person

receives or the extent to which his needs as satisfied. Further they thought that there is a
direct/positive relationship between job satisfaction and the actual satisfaction of the
expected needs. The main difficulty in this approach is that job satisfaction as observed by
willing, is not only a function of what person receives but also what he feels he should receive
as there would be considerable difference in the actual and expectations of persons. Thus jib
satisfaction cannot be regarded as merely function of how much person receives from his job.
Another important factor/variable that should be include to predict job satisfaction actually is
the strength of the individuals” desire of his level of aspiration in a particular area. This led to
the development of the discrepancy - theory of job satisfaction.
2. DISCREPANCY THEORY:
The proponents of this theory argue that satisfaction is the function of what a person
actually receives from his job situation and what he thinks he should receive or what he
expects to receive. When the actual satisfaction derived is less than expected satisfaction, it
results in dissatisfaction, as discussed earlier.
“Job satisfaction, it results in dissatisfaction are functions of the perceived relationship
between what one wants from one’s job and what one perceives it is offering. “This approach
does not make it clear whether or not over satisfaction is a part of dissatisfaction and if so,
how does it differ from dissatisfaction. This led the development of equity - theory of job
satisfaction.
3. EQUITY THEORY:
The proponents of this theory are of the view that a person’s satisfaction is determined
by his perceived equity, which n turn is determined by his input - output balance compared to
his comparison of others; input - output balance is the perceived Raito of what a person
receives for his job relative to what he contributes to the job. This theory is of the view that
both under the over rewards lead to dissatisfaction while the under - reward causes feelings of
unfair treatment, over - reward lead to feelings guilt and discomfort.
4. TWO - FACTOR THEORY:
As discussed earlier, this theory was developed by Herzberg, Peterson and Cap well
who identified certain factors satisfies and dissatisfies. Factor such as achievement,
31
recognition, responsibility etc., are satisfies the presence of which causes satisfaction but
their absence does not resulted in dissatisfaction. On the other hand, factors such as
supervision, salary, working conditions etc.., are dissatisfies, the absence of which causes
dissatisfaction. Their theory failed to give any support to this theory, as it seems that a person
can get both satisfaction and dissatisfaction at the same time, which is not valid.
5. HERTZ BERG THEORY:
In this study, he tried to understand the motivation problem and felt that knowledge
about human behavior, nature, motives and needs could be invaluable to organization and
individual.
According to Hertzberg’s theory of motivation, achievement, recognition,

advancement, possibility of growth and responsibility factors are motivators. Whereas job
security, salary, personal life, status, company policy and administration, working conditions
these factors must be the maintained by organization otherwise the employee will feel
dissatisfied.
6. MASLOWS NEED – HIERARCHY THEORY:
According to this theory it is believed that a person is satisfied, if he gets what he wants
and the more he wants something or the more important it is to him, more satisfied he is when
he gets and is dissatisfied he doesn’t get it.
7. SOCIAL REFERENCE GROUP THEORY:
The social reference group theory is similar to need fulfillment theory expect that it
takes into account not desires, need and interest of the individual, but rather the guidance.
Such group is defined as the reference group.
According to this theory if a job meets the interests, desires and requirements of a
person’s reference group, he will like it and if it doesn’t he will not like it.
As a good example of this theory has been given by C.L. Hulin. He measured the effects
of community characteristics of job satisfaction of female clerical works employed in 300
different catalogue order offices. He found that with job conditions held constant job
satisfaction was less among person living in a well- to- do neighborhood was poor.
32
The above theories help us as follows.
Job satisfaction is a function of, or is positively related to the degree to which one’s
personal needs are fulfilled in the job satisfactions and
Job satisfaction is a function of, or is positively related to the degree to which the
characteristics of the job meet with approval and the desires of the group to which the
individual looks for the guidance in evaluating the world and defining social reality.
FACTORS OF JOB SATISFACTION:

Job satisfaction refers to a general attitude, which an employee retains on account of
many specific attitudes in the following areas:
Job satisfaction
Individual characteristics
Relationships outside the job.
There are different factors on which job satisfaction depends. Important among them
are discussed here under.
PERSONAL FACTORS:
They include workers sex, education, age marital status and their personal
characteristics, family background, socio-economic background and the like.
FACTORS INHERENT IN THE JOB:

These factors have recently been studied and found to be important in the selection of
employee. Instead of being guided by their co-workers and supervisors, the skilled workers
would rather like to be guided by their own inclination to choose jobs in consideration of
‘what they have to do. These factors include: the work itself, conditions, and influence of
internal and external environmental on the job which are uncontrolled by the management.
FACTORS CONTROLLED BY THE MANAGEMENT:

They include the nature of supervision, job security, kind of work ground wage rate,
promotional opportunities, and transfer policy, duration of work and sense of
responsibilities. All these factors greatly influence the workers.
Their presence in the organization motivates the workers and provides sense of job
satisfaction.
Though performance and job satisfaction are influenced by different set of factors,
these two can be related if management like rewards to performance. It is viewed job
satisfaction is a consequence of performance of rather than a cause of it. Satisfaction is
33
strongly influences the productive efficiency of an organization where as absenteeism,
employee turnover, alcoholism, irresponsibility, un-commitment,
un commitment, are the result of job
dissatisfaction. However job satisfaction or dissatisfaction forms opinion about the job and
the organization, which result in employee morale.
EFFECTS OF JOB SATISFACTION:

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical
cal and mental health, productivity, absenteeism, and turnover.
Effects of Job
Satisfaction
Physical & Employee

Productivity Absenteeism
Mental Health Turnover
1. PHYSICAL AND MENTAL HEALTH:

The degree of job satisfaction affects an individual’s physical and mental health. Since
job satisfaction is a type of mental feeling, its favorableness or un-favorableness
favorableness affects the
individual psychologically, which ultimately affects his physical health. For example,. Lawyer
has pointed out that drug abuse, alcoholism, and mental and physical health result from
psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction
influences general life satisfaction. The result is that there is spillover effect, which occurs in
both directions between job and life satisfaction.
2. PRODUCTIVITY:
There are two views about the relationship between job satisfaction and productivity.
i. A happy worker is a productive worker,
ii. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause - effect relationship between job satisfaction
and productivity;; when job satisfaction increases, productivity increases; when job
satisfaction decreases, productivity decreases. The basic logic behind this is that happy
worker will put more efforts for job performance. However, this may not be true in all cases.
For example, a worker having low expectations for his jobs may feel satisfied but he may not
put his efforts more vigorously because of his low expectations from the job. Therefore, this
34
view does not explain fully the compels relationship between job satisfaction and
productivity.
The other view that is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfactions and productivity. Various research studies
also support this view. This relationship may be explained in terms of the operation of two
factors: effect of job performance on satisfaction and organizational expectations from
individuals for job performance.
i. Job performance leads to job satisfaction and not the other way round. The basic factor
for this phenomenon is the rewards (a source of satisfaction) attached with performance.
There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from
the job itself which may in the form of growth potential, challenging job, etc. The
extrinsic reward is subject to control by management such as salary, bonus, etc. Any
increase in these factors does not help to increase productivity though these factors
increase job satisfaction.
ii. A happy worker does not necessarily contribute to higher productivity because he has to
operate under certain technological constraints and, therefore, he cannot go beyond
certain output. Further, this constraint effects the management’s expectations from the
individual in the form of lower output. Thus, the work situation is pegged to minimally
acceptable level of performance.
However, it does not mean that the job satisfaction has no impact on productivity. A
satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker
leads to lower productivity.
3. ABSENTEESIM:
Absenteeism refers to the frequency of absence of a job holder form the workplace
either unexcused absence due to some avoidable reasons or long absence due to some
unavoidable reasons. It is the former type of absence which is a produces a ‘lack of will to
work’ and alienates a worker from as far as possible. Thus, job satisfaction is related to
absenteeism.
4. EMPLOYEE TURNOVER:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When individual feels dissatisfaction in the organization, he tried to
overcome this through various ways of difference mechanism, if he is not able do so, he opts to
35
leave the organization. Thus in general case, employee turnover is related to job satisfaction.
However, job satisfaction is not the only cause of employee turnover, the rate of turnover of
computer software professionals leave their organizations not simply because they are not
satisfied but because of the opportunities offered from other sources particularly from
foreign companies located abroad.
SIGNIFICANCE:
Helps in increasing the productivity.
It reduces Absenteeism.
It helps in reduce the employee turnover.
It increases the retention rate.
ADVANTAGES OF JOB SATISFACTION:

Several benefits are derived from the study of job satisfaction by the management.
i. Indication of general level:
A study of job satisfaction given the management an indication of general level of
satisfaction among the workers of the company. The study can be made with reference to a
particular subject up a particular group of employees in other works, the study tells how
employee feel about their job and about the organization what part of their feeling need
attention up whose feelings are involved etc., such type of study is a powerful diagnosis
instrument for looking at employees problems.
ii. Communication:
The various communications is brought on by job satisfaction survey. The flow of
communication is in all directions i.e. upwards, downward and lateral because such surveys
are planned, take up and discussed. Where this encourages the workers to explain what is in
their minds upward communication may be fruitful.
iii. Improved attitudes:

The attitudes of workers are improved through job satisfaction study. It acts as a safety
values, release one’s emotions by expressing their emotions during the course of survey. On
the other hand it shows an expression of management interest in employees welfare which
given employees a better feeling towards management.
iv. Training needs:

It determines the training needs of the employee and the supervisors, during the
course of survey. It can be well established in management to determine whether employees
36
or supervisors need training and in which field, so that management can arrange for the
training.
v. Unions:
Generally Employees and union office bears discuss about the various wants of the
employee but survey verify such arguments. Union rarely opposes the survey results and in
the most of the cases supports them, especially when they know that they will share the
results.
FRAME WORK FOR THE STUDY OF JOB SATISFACTION:
Individual factors Organizational factors

Wide Range of variables
Cultural factors
Social factors Environmental
factors
Job Satisfaction and work performance
Work organization & Individual job design

Information
Communications Comprehensive model of job enrichment Stress at work
and Technology
Broader organizational approaches
Particular Influences
Work / life balance Quality circles
Flexible working
Arrangements
Contextual factors Productive worker
37
PRESENTATION OF DATA AND ANALYSIS
As stated earlier in chapter 1 about 14 questionnaires were distributed to the

Employees of BIG BAZAAR. The questionnaires are on a 4-point scale.
In this company they gave some score points to the employee’s satisfaction factors.
Levels of Satisfaction Score Points

A. Excellent 4
B. Good 3
C. Satisfied 2
D. Not Satisfied 1
Applying Formula:-
Actual score / maximum score X 100.
From the 14 questionnaires returned back 12 factors of job satisfaction concerned with
different aspects of the service conditions were placed before the respondents, opinions of a
general nature from the concerned employs along with observation were taken for a proper
understanding.
38
1) How is the nature of the present Job?
Employees
No. of % of Score
S.No. View
Respondents Respondents Points
1 Excellent 07 17.5% 28
2 Good 25 62.5% 75
3 Satisfied 07 17.5% 14
4 Not Satisfied 01 02.5% 01
Total 118
Table No. 1
Score Points
80
70
60
50
40
30
20
10
0
Excellent Good Satisfied Not satisfied
Interpretation:
The table shows that out of 40 employees, 7(17.5%) are of the opinion the nature of the
job is excellent, 25(62.5%) were satisfied to good, 7(17.55) felt satisfied and (2.5%) were not
satisfied.
By applying formula:
Actual score/ Maximum possible score X 100(4X40=160)
Actual level of satisfaction: 118/ 160 X 100=73.5%
39
2) How do you feel the present salary & monitory benefits?
Employees
No. of % of Score
S.No. View
1 Excellent 08 20% 32
2 Good 20 50% 60
3 Satisfied 08 20% 16
4 Not Satisfied 04 10% 04
Total 112
Table No. 2
Score Points
70
60
50
40
30
20
10
0
Interpretation:
As indicated in the above table of 40 staff, 8(20%) find remuneration is good to an

excellent, 20(50%) are satisfied to good, 8(20%) are satisfied.
The maximum possible score is 4 X 40 = 160
By using simple formula:
Actual score/maximum possible score X 100(4X40=160)
The level of actual satisfaction for particular factor is worked out as follows:
Actual level of satisfaction 112/160=70.
40
3) How is the managerial communication about decision?
Employees
No. of % of Score
S.No. View
1 Excellent 25 62.5% 100
2 Good 13 32.5% 39
4 Not Satisfied - - -
Total 143
Table No. 3
Score points
120
100
80
60
40
20
0
Interpretation:
This table reveals that out of 40 employees 25 (62.5%) employees are satisfied to
excellent by the managerial communication, 13 (32.5%) are satisfactory to good, 2(5%) of
employees are satisfied and no one thinks there is no scope.
Actual score/ Maximum possible

sible score X 100 (4 x 40 = 160)
160
Actual level of satisfaction: 143/ 160 x 100 = 89%
41
4) Up to what level your satisfaction regarding colleagues?
Employees
No. of % of Score
S.No. View
2 Good 25 62.5% 75
3 Satisfied 06 01.5% 12
Total 120
Table No. 4
Score points
80
70
60
50
40
30
20
10
0
Interpretation:
This table reveals that out of 40 employees 8 (20%) feels that are satisfied with their
colleagues to excellent, 25 62.5%) feel they are satisfactory to good, 6 (15%) feels
That they are fully satisfied with their colleagues and 1 (2.5%) feels that they are
a not satisfied.
Actual score/ Maximum possible score X 100 (4 x 40 = 160)
Actual level of satisfaction: 120/ 160 x 100 = 75%
42
5) Are you satisfied with Medicare facilities in your company?
Employees
No. of % of Score
S.No. View
2 Good 08 20% 24
Total 116
Table No. 5
Score points
70
60
50
40
30
20
10
0
Interpretation:
This table reveals that out of 40 employees, 25(62.5%) employees are opinion
Medicare facilities are excellent, 07 (17.25) were satisfied to good, 7(17.5) felt satisfied and
1(2.5) were not satisfied.
Actual score/Maximum possible score

sco X 100(4X40=160)
Actual level of satisfaction: 116 /160X100=72.5%
43
6) Do you satisfied by educational facilities in your company?
Employees
No. of % of Score
S.No. View
1 Excellent 25 62.5% 100
2 Good 13 32.5% 39
3 Satisfied 2 05% 4
Total 143
Table No. 6
Score Points
120
100
80
60
40
20
0
Interpretation:
This table reveals that 25(62.5%) employees are satisfied to excellent by the provided
educational facilities,13(32.5%) are satisfactory to good, 2(5%) of employees are satisfied, and
no one thinks there is no scope.
Actual score/Maximum possible score X 100(4X40=160)
Actual level of satisfaction: 143/160X100=89%
44
7) How is the satisfaction about providing housing facilities in your company?
Employees
No. of % of Score
S.No. View
2 Good 10 25% 30
3 Satisfied 15 07.5% 30
Total 93
Table No. 7
Score points
35
30
25
20
15
10
0
Interpretation:
This table shows out of 40 employees 6 (15%) show they are contented to excellent
with the housing facility available, 10(25%) feels happy to good, 15(7.5%) feels fully satisfied,
9(2.5%) were dissatisfied in housing facilities.
Actual
tual level of satisfaction: 93/160X100=58.3%
45
8) How is the satisfaction regarding conveyance of your organization?
Employees
No. of % of Score
S.No. View
2 Good 10 25% 30
Total 128
Table No. 8
Respondents
25
20
15
10
0
Interpretation:
This table shows out of 40 employees were satisfied to excellent 20(50%) were to
excellent, 10(25%) feels they were to good and 8(20%) employees were fully satisfied with
conveyance provided no one dissatisfied with conveyance.
Actual level of satisfaction: 128 /160X100= 80%
46
9) How is the satisfaction regarding working experience of your organization?
Employees
No. of % of Score
S.No. View
2 Good 24 60% 72
Total 124
Table No. 9
Score Points
80
70
60
50
40
30
20
10
0
Interpretation:
This table shows out of 40 employees were satisfied to excellent 10(25%), were
satisfied with working experience, 24(60%) feel they are satisfactory level is good, 6(15%) feel
than they are feel satisfied and no one is dissatisfied to working experience of organization.

100(4X40=160 Actual level of satisfaction:
124/160X100= 77.5%
47
10) How is the satisfaction regarding security & safety
sa fety arrangement of your
organization?
Employees
No. of % of Score
S.No. View
2 Good 22 55% 66
Total 106
Table No. 10
Score Points
70
60
50
40
30
20
10
0
Interpretation:
This table shows out of 40 employees were satisfied to excellent 4(10%), were to good
22(55%), feels they are fully satisfied and 10(25%), feel that they are not satisfied 4(10%).
Actual level of satisfaction: 106/160X100= 64%
48
11) How is the satisfaction with working hour?
Employees
No. of % of Score
S.No. View
2 Good 24 60% 72
Total 124
Table No. 11
Score Points
80
70
60
50
40
30
20
10
0
Interpretation:
The table reveals that 10 (25%) were satisfied with their working hours are excellent,
24 (60%) feel they are satisfactory level is good, 6 (15%) feel that they are fully satisfied and no
one is dissatisfied to working hours of administrative offices.
By applying the formula:
Actual scoree / maximum possible score x 100 (4x40 = 160
Actual level of satisfaction 124/160 x 100 = 77.5%
49
12) How far the management maintains relationship among the employees?
Employees
No. of % of Score
S.No. View
2 Good 08 20% 24
Total 120
Table No. 12
Score Points
90
80
70
60
50
40
30
20
10
0
Interpretation:
The table reveals that 20 (50%) were satisfied with their working hours are excellent, 8
(20%) feel they are satisfactory level is good, 4 (10%) feel that they are fully satisfied.
By applying the formula:
Actual score / maximum possible score x 100 (4x40 = 160
Actual level of satisfaction 120/160 x 100 = 75%
50
13) How do you feel the organization regarding congenial and general climate?
Employees
No. of % of Score
S.No. View
2 Good 16 40% 48
Total 113
Table No. 13
Score Points
60
50
40
30
20
10
0
Interpretation:
Out of 49 staff, this table shows 4(10%) were satisfied to excellent, 16(40%) were to good,
14(45%) employees.
Actual level of satisfaction: 130/160X100=70%
51
14) How is the position regarding the present job experience securing higher post
elsewhere in future?
Employees
No. of % of Score
S.No. View
2 Good 14 35% 42
Total 112
Table No. 14
Score Points
60
50
40
30
20
10
0
Interpretation:
This table reveals that out of 40 employees, 12 (30%) of the opinion there is scope for
promotion to an excellent, 20 (50%) thinks to good only, 8 (20%) thinks that there is no
scope.
Actual score / Maximum possible score X 100 (4X40 = 160)
Actual level of satisfaction: 112 / 160 X 100 = 70%
52
Consolidated factor wise satisfaction
Factors A B C D Score Points

1 07 25 07 01 118
2 08 20 08 04 112
3 25 30 02 - 143
4 08 25 06 01 120
5 16 08 12 04 119
6 25 13 02 - 143
7 06 10 15 09 93
8 20 10 08 02 134
9 10 24 06 - 124
10 04 22 10 04 106
11 10 24 06 - 124
12 20 08 04 08 120
13 04 16 04 02 113
14 12 14 10 02 112
Total 185 232 100 37 1645
In the above table all the responses on the scale points are consolidated.
The responses = NO. of respondents x no. of questions
Total responses = 40x 14 = 560
The preferences are as follows:
A = 185/560 x 100 = 33.03%
B = 232/560x100 = 41.42%
C = 100/560x100=17.85%
D = 37/560x100 = 6.06%
It can be observed that percentage of responses with A is 33.03%, B is 41.42%, C is

17.85% assuming that A, B, C can be clubbed together, the overall level of satisfaction from the
respondents 92.05% (total of A, B, C Percentage). If D’s percentage 6.06%, it indicates the
lowest level of dissatisfaction.
53
To make the analysis more precise, a simple formula is worked out to estimate the
overall the level of satisfaction in the study.
Total respondents = 40
Total questions = 14
Maximum possible score for each factor = 4
Maximum possible score = 40 x 14 x 4 = 224
The total actual score scale point wise tabulated here under:
Scale NO. of Respondents Total Score
Excellent (4) 185 (33.03) 740
Good (3) 232 (41.42%) 696
Satisfied (2) 100 (17.85%) 200
Not Satisfied (1) 37 (6.6%) 37
Total 1645
The actual score of the respondents in the study:

Overall level of job satisfaction: Actual total score / maximum possible score x 100: 1645 / 2240
x 100 = 73.43%
So, it can be stated that the overall level of satisfaction in the area of study is 73.43%
FACTOR WISE LEVEL OF SATISFACTION
Above 70% 70% - 60% Below 60%

Highest Level Medium Level Lowest Level
1. Nature of Job 1. Salary & Monetary Benefits 1. Housing Facilities
2. Colleagues 2. Higher Post in Future
3. Medicare 3. Congenial & General Climate
4. Conveyance 4. Safety & Security
5. Managerial
6. Educational Facilities
7. Working Hours
In order analyze the overall levels of satisfaction of the employees can take a macro
picture. For this purpose we can present a consolidated statement of responses scale point as
follows.
54
FINDINGS:
Nature of job, colleagues. Medicare conveyances, working hours, managerial

communication are accepted to be at higher level of satisfaction by the respondents.
Salary and monetary benefits, higher post else in future, congenial and general
climate, safety and security are stated to be fairly satisfied.
Housing facilities is not up to the acceptable level of satisfaction. It implies that the
executive needs improvement in housing facilities
From the above analysis I can observe that of the total 25% workers strongly agreed
the above statement that the challenge can be made through proper analysis of the work
they do.
the above statement that the interesting and involvement can be made through proper
analysis of the work they do.
the above statement that the Growths and Career Planning can be made through proper
the above statement that the Contribution to Groups can be made through proper
the above statement that the Task Identity can be made through proper analysis of the
work they do.
55
Suggestions:
Proper advertising of Big Bazaar is to be given so that the identification with the
company increases and more and more candidates are attracted to the company.
Maximum utilization of employee’s energy is possible only if the placements are made
according to the capabilities, capacities, aptitudes & inclinations of the employees. It is a
positive feature identified in the company.
Management can also economize the time and money and it can justify the purpose of
the recruitment & selection.
To get the right person the recruiter should provide good advertising about the
company and provide the job description to the candidates.
Good Environment should be maintained so that the candidates all attracted to the
company which helps them to work with supportive environment.
Interview rounds for the employees should be increases so that the capable candidates
are screened out and places at the right place.
The long time gap between the recruitment & selection of the candidates will give the
negative effect to the company. In the process there may be chance of missing the right
person for the company. An ideal time gap should be maintained by the company.
To maintain the growth of the employees, the semi formal & formal culture of the
organization should be maintained.
56
Conclusion:
Recruitment in Big bazaar was a very good learning experience as I had a very good insight
into the public sector recruitment and selection procedure. This learning experience was
a good practical exposure which acquainted me to the organization culture and its
operational activities and this exposure will surely help in my future endeavors.
Big Bazaar providing job training program that is helping the employees achieving their
targets, but there is no feedback mechanism was conducted or implemented by the
organization to know the effectiveness of the training program. So feedback mechanism
should be implemented after the training program.
Both the internal and external faculty should handle the training sessions so that it
provides more comfort and also the knowledge of both the internal and external
environment
57
BIBILOGRAPHY:
Reference Books:
Name of the
S.No. Title of Book Author Publisher Edition
Management & Pearson Education
1 Laurie.j. Mullins 7th
Organizational Behavior Ltd., U.K.
Management &
2 P. Subba Rao Himalaya Publishers 4th
Organizational Behavior
Human Resource & Personal
3 K. Aswathappa Tata McGraw-Hill 3rd
Management
Person-Environment Fit Kamarul. Z. A. 7(1)
Malaysian
4 Perceptions & Satisfaction at
Work Khairuddin. M. M. Management Journal PP.35-46
Leadership Style & Advances in Culture, 2(1)

5 Employee’s Job Satisfaction in Tsai. C. Tourism and
International Tourist Hotels Hospitality Research PP.293-332
Websites:
www.hrcite.com
www.hrmguide.com
www.big bazaar.com
www.unisca.com
58
Questionnaire on job satisfaction
A. Personal profile of respondent
1. Name
2. Age
3. Gender
4. Educational qualification
5. Place of work
6. Designation
7. Year of appointment
8. Present centre
9. Number and age of children
10. Status of the children
B. Job related factors
1. How is the nature of the present job?
a) Excellent b) good c) satisfied d) not satisfied.
2. How do you feel the present salary & monetary benefits?
a) Excellent b) good c) satisfied d) not satisfied
3. How is managerial communication about decisions
4. Up to what level your satisfaction regarding colleagues
5. Are you satisfied with Medicare facilities in your company?
6. Do you satisfied by educational facilities in your company
59
7. How is the satisfaction about providing housing facilities in your company?
8. How is the satisfaction regarding conveyance of your organization?
9. How is the satisfaction regarding working experience of your organization?
10. How is the satisfaction regarding security & safety arrangement of your organization?
11. How is the satisfaction with working hour?
12. How far the management maintains relationship among the employees?
13. How do you feel the organization regarding congenial and general climate?
14. How is the position regarding the present job experience securing higher post elsewhere
in future?
60

A Study On Job Satisfaction at Big Bazar

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A Study On Job Satisfaction at Big Bazar

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INTRODUCTION

Human resource management is also a management function concerned with hiring,

Employee job Satisfaction is a prerequisite for the customer satisfaction. Enhanced

Continuous improvement comes from the efforts of the empowered employees

The rapid changes in the technology compelled modern organizations (both

OBJECTIVES OF THE STUDY

The objectives of the study are as follows:

1. To understand the role of job satisfaction and organizational productivity

2. To identify the factors determining the job satisfaction of employees.

3. To measure the level of satisfaction of employees with regards to Big Bazaar

SCOPE AND PERIOD OF THE STUDY

LIMITATIONS OF THE STUDY

2. The study is limited to 10% of the representatives and non-representatives employees

3. Availability of current information and confidentiality of information is also a limiting

Research Instrument: HR research has a one main research instruments in collected

1. Research design : Descriptive nature

SOME KEY FACTS:

A large young working population with average age of 24 years

INDIA’S CONSUMPTION COSMOS

Private final Consumption

Food Consumption Furniture

Telecom Leisure &

Big bazaar - is se sasta aur accha kahin nahi

Type - subsidiary of pantaloon group

Head quarters - Jogeshwari, Mumbai, India

Products - department stores

Parents - future group

Mr. Kishore Biyani, Managing Director

Mr. Gopikishan Biyani, Whole time Director

Mr. Rakish Biyani, Whole time Director

Mr. Vijay Biyani, Whole time Director

Mr. Vijay Kumar Chopra, Independent Director

Mr. Shailesh Haribhakti, Independent Director

Mr. S Doreswamy, Independent Director

Dr. D O Koshy, Independent Director

Ms. Bala Deshpande, Independent Director

Mr. Anil Harish, Independent Director

MAJOR MILE STONES

AWARDS & RECOGNITIONS

The India star Award 2018

Retail Asia Pacific 500 Top Awards 2018

Coca-Cola Golden Spoon Awards 2018

The Reid & Taylor Awards for Retail Excellence 2018

The Reid & Taylor Awards for Retail Excellence 2018

Images Fashion Forum 2019

Coca-Cola Golden Spoon Awards 2019

Big bazaar is not just hyper market.

Provides the best products at the best price.

MISSION AND VISION:

STUDY OF DISTRIBUTION AND LOGISTICS ON BIG BAZAAR

DIFFERENT ELEMENTS OF RETAIL MIX:

RETAIL MIX CONTD:

SUPPLY CHAIN MANAGEMENT:

Better understanding of customers helping the company to serve them better.

Benefits of early into the retail industry.

Diversified business operating allover India in various retail formats.

High cost of operation due to large fixed costs.

Very thin margin.

High attraction rate of employees.

Lot of potential in the rural market.

Can expand the business in smaller cities as there is a lot of opportunity.

High business risk involved.

Lot of competitions comings up to top the market potential.