Project Report Submitted To: Post Graduate and Research Department of Commerce

“A STUDY ON THE JOB SATISFACTION OF EMPLOYEES AT
KODUNGALLUR MUNICIPALITY”
Project Report submitted to
CHRIST COLLEGE (AUTONOMOUS), IRINJALAKUDA
In partial fulfillment of the requirement for the award of the degree of
BACHELOR OF COMMERCE
Submitted by
ANJUSREE V R
(Reg.No: CCATBCM036)
Under the guidance of
Ms. SHINE PAUL
POST GRADUATE AND RESEARCH DEPARTMENT OF COMMERCE
CHRIST COLLEGE (AUTONOMOUS), IRINJALAKUDA
UNIVERSITY OF CALICUT
MARCH 2022
CERTIFICATE
This is to certify that the project entitled “A STUDY ON THE JOB

SATISFACTION OF EMPLOYEES AT KODUNGALLUR
MUNICIPALITY” by Ms. Anjusree V R, Reg.No: CCATBCM036 is a
bonafide record of work done under my guidance and supervision in partial
fulfillment of the requirement for the award of the degree of Bachelor of
Commerce.
Dr. JOSHEENA JOSE Ms. SHINE PAUL
(Head of the Department) (Project Guide)

DECLARATION
I, ANJUSREE V R, hereby declare that the bonafide record of “A STUDY ON

THE JOB SATISFACTION OF EMPLOYEES AT KODUNGALLUR
MUNICIPALITY” done in partial fulfillment of the B.com degree program of
Calicut University under the guidance of Ms. SHINE PAUL, Post Graduate and
Research Department of Commerce, Christ college (Autonomous), Irinjalakuda.
I also declare that the project has not formed the basis of reward of any degree
or any other similar title to any other University.
Place: Irinjalakuda ANJUSREE V R
Date: 24-03-2022 CCATBCM036

ACKNOWLEDGEMENT
It gives pleasure to express gratitude to all those who helped me in the successful
completion of this project work. First of all, I would like to thank God Almighty,
who has been constant support in every walk of my life and source of my strength
in presenting this project.
I sincerely feel that the credit of this project study must not be narrowed down
to an individual. This is an integrated effort of those who rendered their valuable
help and I am deeply indebted to all of them.
I am thankful to our beloved Principal Rev. Dr. Jolly Andrews for giving an
opportunity to carry on with this project. I would also like to thank our HOD
Dr. Josheena Jose for the same. I express my heartfelt gratitude to Ms Shine
Paul, for her valuable guidance, help and encouragement in preparing this
project work, in spite of her busy schedule.
I express my thankfulness to the Librarian and Non-teaching staff of Christ
college (Autonomous), Irinjalakuda. I also thank my parents, friends and
classmates who encouraged and motivated me to complete the project.
Place: Irinjalakuda ANJUSREE V R
Date: 24-03-2022 CCATBCM036

TABLE OF CONTENTS
PAGE
SI NO CONTENTS NO
List of Tables
List of figures
Chapter I Introduction 1-4
Chapter II Review of Literature 5 - 11
Chapter III Theoretical Framework 12 - 21
Chapter IV Data Analysis and Interpretation 22 - 45
Findings, Suggestions and

Chapter V Conclusion 46 - 49
Bibliography
Appendix
LIST OF TABLES
SI NO TITLE PAGE
NO
4.1 Table showing age of respondents 22
4.2 Table showing gender of 23

respondents
Table showing marital status of
4.3 respondents 24
Table showing section in which the

4.4 respondents work 25
Table showing no of years of work

4.5 experience 26
Table showing opinion about

4.6 working environment 27
4.7 Table showing security in the job 28
Table showing smooth relationship

4.8 with employers and co-workers 29
Table showing supervisor provides

4.9 with continuous feedback 30
Table showing respondents who

4.10 really enjoy/relax in tea time and 31
lunch break
Table showing satisfaction with
4.11 appreciation or reward system 32
Table showing satisfaction with the
4.12 bonus and incentives 33
Table showing supervisor informs

4.13 the office related matters on time 34
Table showing observed or

4.14 experienced any forms of 35
discrimination
Table showing job causes stress or
4.15 anxiety 36
Table showing able to carry on your

4.16 work and personal life equally 37
Table showing feel overworked

4.17 38
Table showing office has all the

4.18 facilities needed in work 39
Table showing done wrong things

4.19 under the pressure of your supervisor 40
Table showing there have been

4.20 instances where political parties 41
have influenced the work
Table showing promotion and
4.21 transfer of employees are going right 42
in the office
Table showing get enough time to
4.22 complete the job 43
Table showing get the training

4.23 needed for the job 44
4.24 Table showing overall level of job 45

satisfaction
LIST OF FIGURES
SI NO TITLE PAGE NO
Figure showing age of respondents

4.1 22
Figure showing gender of

4.2 respondents 23
Figure showing marital status of

4.3 respondents 24
Figure showing section in which the

4.4 respondents work 25
Figure showing work experience of

4.5 respondents 26
Figure showing opinion about

4.6 working environment 27
Figure showing feeling of security in

4.7 the job 28
Figure showing smooth relationship

4.8 with employers and co-workers 29
Figure showing supervisor provides

4.9 with continuous feedback 30
Figure showing respondents who

4.10 enjoy/relax in lunch break 31
Figure showing satisfaction with the

4.11 appreciation and reward system 32
Figure showing satisfaction with the
4.12 bonus and incentives 33
Figure showing supervisor informs

4.13 the office related matters on time 34
Figure showing observed or

4.14 experienced any forms of 35
discrimination
Figure showing job causes stress or
4.15 anxiety 36
Figure showing able to carry on

4.16 work and personal life equally 37
Figure showing feel overworked

4.17 38
Figure showing office has all the

4.18 facilities needed in work 39
Figure showing done wrong things

4.19 under the pressure of supervisor 40
Figure showing there have been

4.20 instances where political parties 41
Figure showing promotion and
4.21 transfer of employees are going right 42
in the office
Figure showing get enough time to
4.22 complete the job 43
Figure showing get the training

4.23 needed for the job 44
Figure showing overall level of job

4.24 satisfaction 45
CHAPTER I
INTRODUCTION
1.1 Introduction
The world has open spun into the new millennium and along with, it has ushered
a new era of intense competition and ever changing value equations. The fact that
organization has been transformed from a structured assembly line production
orientation to a focus knowledge creation by each and every personnel of the
organization. In a competitive global business scenario, no organization will
survive unless it is able to match the duality and the cost of its competitors.
Realities are forcing us to concentrate more on changing the attitude of
employees, enabling them to take up independent responsibilities and
empowering to execute them by using their knowledge and skills in latest
technologies and thus motivating them to use their capabilities in their respective
areas of excellence. Emerging business environment is forcing business houses
to find new ways to remain competitive. Organizations face an environment
characterized by a number of challenges and key issues that have increased the
importance of Human Resource Management considerations in business
decision-making. These include increased level of competition, human resources
diversity, changing value systems and above all the rapid technological advances.
In the globally competitive and challenging business scenario, our success will
be, to a great extent, influenced by how we manage our human resources – the
people who make things happen. The traditional role of man managers has
undergone drastic changes to meet the challenges of the next millennium and
achieve excellence, responsible trade unionism, productivity-oriented work
practices and aggressive professional management would be essential. Foreign
investment and technologies have started flowing into India. The new scenario
has thrown new challenges in the area of human resource management as well.
Human beings are the most precious part of an organisation. The success or
failure of an enterprise largely depends on the people who manage the
organisation. In the words of Alfred Marshall “the most valuable of all capital is
that invested in human beings”. From social point of view, an enterprise combines
two sorts of resources: a group of human beings and a group of physical assets.
The latter in isolation of the former is useless. Job satisfaction is one of the
important factors which have drawn attention of managers in the organization as
well as academicians.
1
1.2 Statement of the problem
Employees are the central forces of an industry and only with their efficiency an
organization can move into success and only with a group of satisfied employees
the company can lead into success. For employee satisfaction, the company must
provide adequate welfare measures. By conducting job satisfaction survey, we
can analysis whether the employees are satisfied or not and also whether they are
motivated by the general, welfare, financial and other related factors.
1.3 Objectives of the study

 To measure the job satisfaction of employees of Kodungallur
Municipality.
 To identify the factors which influence their job satisfaction.
 To identify the problems & challenges in their job environment.
1.4 Significance of the study

In the modern era, organizations are facing several challenges due to dynamic
nature of the environment. One of many challenges for a business is to satisfy its
employees in order to cope up with the ever changing and evolving environment
and to achieve success and remain competition. High job satisfaction effectively
leads to improved organizational productivity, decreased employee turnover and
reduced job stress in modern organization. Job satisfaction leads to a positive
ambience at the work place and is essential to ensure higher revenues for the
organization. It helps to create systematic management and leadership strategies
to increase the high level of job satisfaction of their employees. when employees
are satisfied with their job, they will energetically deliver higher levels of job
performance.
1.5 Scope of the study

The scope of the research is job satisfaction. This study is highly significant and
useful to know the job satisfaction of employees at Kodungallur Municipality.
2
1.6 Research methodology
Research refers to search for knowledge. Research methodology is the specific
procedures or techniques used to identify, select, process and analyse information
about a topic.
1.6.1 Methods of data collection

The study is mainly based on primary data. They are first-hand information
collected by the surveyor. The data collected are pure and original and collected
for a specific purpose. They have never undergone any statistical treatment
before. In the study, data is collected from the respondents through a well-
structured questionnaire.
1.6.2 Research design

The study will be descriptive in nature. Both primary and secondary data will be
used for the study. The Primary data will be collected through survey method
using a structured questionnaire. For the study, appropriate representative sample
size will be selected from employees of Kodungallur Municipality. The purpose
of the study is to analyse the satisfaction of employees at Kodungallur
Municipality.
1.7 Sample design

1.7.1 population
The study was carried out among employees at Kodungallur Municipality. There
is a total of 65 employees working in the Municipality. 20 employees working in
the Revenue section, 15 in the General section, 14 in the Health section and 16 in
the Engineering section.
3
1.7.2 Survey technique
Survey is conducted among the whole employees except few, who were on leave.
Due to COVID-19, the researcher was unable to collect the data directly.
Therefore, the data were collected via Google form, forwarded to the employees
belonging to different sections of Kodungallur Municipality.
1.7.3 Sample size

The population of the study consists of a sample size of 60 employees of different
sections of Kodungallur Municipality.
1.8 Tools for Analysis

The tools used for analysis are percentages and graphs.
1.9 Limitations of the study

 Sample size was limited to 60 employees which is really a small sample
size.
 Due to the busy work schedule of the employees, chances are there that
response to the questionnaires may be with lack of full concentration.
 Insufficient time leads to inadequate focus in all sections.
1.10 Chapterisation
Chapter 1: Introduction
Chapter 2: Review of Literature
Chapter 3: Theoretical Framework
Chapter 4: Data Analysis and Interpretation
Chapter 5: Findings, Suggestions and Conclusions
4
CHAPTER II
REVIEW OF LITERATURE
5
REVIEW OF LITERATURE
M C Ellickson, K Logsdon, 20021
The study was conducted to determine the variables that explain variation in job
satisfaction among municipal government employees. Study was conducted using
data from a recent survey of 1200 full-time municipal employees, testing the
relative influence of 11 environmental variables and 3 demographic factors on
variation in job satisfaction among employees. The study revealed that the
environmental factors such as promotional opportunities, pay and benefits
satisfaction, performance appraisal satisfaction, equipment and resource, training,
workload, supervisory relationships and most important of all, departmental
esprit de corps were significantly, and positively, related to overall job
satisfaction. While, the demographic variables were relatively poor predictors of
job satisfaction.
H Lu, AE While, KL Barriball,20052
The literature suggests that nurses are experiencing increasing levels of work-
related stress over time and the reasons for this include lower levels of job
satisfaction with inadequate reward packages and working conditions. The
current worldwide shortage of nurses highlights the importance of understanding
the impact and interrelationships of the identified variables if healthcare
organizations are to implement interventions to improve the retention of their
nursing workforce. The literature strongly suggests that the current models of job
satisfaction need to be modified as they leave out some important predictors of
job satisfaction such as role perception. The lack of a comprehensive model of
job satisfaction in nursing is a major shortcoming and without which effective
management interventions cannot be developed or tested.
I Van Ham, AAH Verhoeven, KH Groenier, 20063
This literature summarises the factors which influence the job satisfaction
experienced by general practitioners. As per this study, the factors which leads to
increased job satisfaction include variety in the job, relationships, contacts with
colleagues and lecturing to medical students. And factors contributing to a
decreased feeling of job satisfaction were: income, number of working hours, the
5
administrative role, not having enough time and a lack of recognition. It
highlights the problem of too much work and not enough income. Even though,
number of factors have been reported to have an effect on the job satisfaction, the
above-mentioned factors have more influence on the job satisfaction of general
practitioners.
K Utriainen, H Kyngas,20094
As per the studies conducted in United States, job satisfaction at work varies in
different speciality areas of nursing work. Two important themes that influence
job satisfaction include interpersonal relationships and patient care. Different
ways of organizing work are relevant for job satisfaction. Nurse managers have a
strong role in promoting nurses job satisfaction, thus adequate attention should
be paid especially in strengthening nurses‟ interpersonal relationships and
facilitate nurses‟ capacity to deliver high quality patient care.
B Aziri, 20115
Job satisfaction represents one of the most complex problem faced by the
employees. Job satisfaction is defined as the extent to which an employee feels
self-motivated, content and satisfied with his/her job. Many studies have proved
an unusually large impact on the job satisfaction on the motivation of workers,
while the level of motivation has an impact on productivity, and hence also on
performance of business organizations. Job dissatisfaction may also result in lack
of interest, frustration, absenteeism and even high turnover rates. There is a
considerable impact of the employee‟s perceptions for the nature of his work and
the level of overall job satisfaction. Financial compensation has a great impact on
the overall job satisfaction of employees.
G Cicolini, DComparcini, 20146
This review makes a detailed investigation of the studies that examined the
relationship between nurse empowerment and job satisfaction in the nursing work
environment. They found that, job dissatisfaction is the primary cause of nursing
turnover and there exist a positive relationship between empowerment and
nurses‟ job satisfaction. A satisfying work environment for nurses is related to
structural and psychological empowerment in the workplace. Structural
6
empowerment is an antecedent of psychological empowerment and this
relationship culminates in positive retention outcomes such as job satisfaction.
A Zeb, S Rehman, G Saeed, H Ullah, 20147
The purpose of the study is to analyse the relationship between reward and
recognition and its effects on employee‟s job satisfaction. The study points out
that there exists a significant relationship between employee job satisfaction and
reward and recognition. Rewarding or recognising certain positive behaviour of
employees can lead to job satisfaction and better performance of employees.
Thus, employees can be motivated by way of provision of incentives,
appreciations, encouragement, positive feedback, promotions, concrete rewards
and recognition. The study strongly suggests that organizations can achieve their
goals and aims through motivated employees and effective reward and
recognition system
GK Agbozo, IS Owusu, MA Hoedoafia, YB Atakorah, 20178
The study examined the effect of work environment on job satisfaction with
respect to a merchant bank in Ghana. Findings of the study indicated that most of
the staff at the bank are satisfied with their work environment especially the
physical environment. The paper concludes that the environment has a significant
effect on employees‟ satisfaction. Findings strongly recommend the management
to improve the work environment to increase productivity.
KF Yuen, HS Loh, Q Zhou, YD Wong, 20189
The objective of this paper is to analyse the primary determinants of job

satisfaction and performance of seafarers. The study points out that the job
satisfaction is highly related with job performance of seafarers. Key determinants
of job satisfaction include the amount of stress associated with working onboard
a ship and attractiveness of rewards. The dispositions of seafarers and appeal of
the job design also have considerable impacts on job satisfaction.
7
J Meng, BK Berger, 201910
The study examines the impact of critical organizational factors such as

organizational culture, and excellent leader performance on public relations
professionals‟ job satisfaction. Results confirmed the strong impact of
organizational culture and leader performance on public relations professionals‟
work engagement, trust and job satisfaction. Results revealed the significant joint
mediating effects of engagement and trust on professionals‟ job satisfaction,
when supportive organizational culture and excellent leader performance were
achieved.
Z Sahito, P Vaisanen, 202011
The main purpose of the study was to explore the factors affecting job satisfaction
and dissatisfaction and give recommendations and solutions for the enhancement
of jobs of teachers in developing countries. After the study, conducive working
conditions, promotional opportunities, fair remuneration, support from
headteachers, colleagues and the community, teacher empowerment and
friendships were found to be major factors affecting job satisfaction of teachers.
An autocratic management system, mistrust, a non-transparent system, a work-
life imbalance, an ineffective teaching environment and unavailability of
resources were found to be main factors affecting job dissatisfaction.
M Paais, JR Pattiruhu, 202012
The study was conducted to examine the effect of motivation, leadership, and
organizational culture on satisfaction and employee performance. The study
makes the following conclusions-work motivation and organizational culture had
a positive and significant effect on performance, but did not influence employee
job satisfaction. Leadership has a substantial impact on employee job satisfaction,
and does not affect performance. Motivation, leadership, and organizational
culture of employees need to be improved to increase job satisfaction.
8
Aziz H.M, Othman B.J, Gardi B, Ahmed S.A, Sabir B.Y, Ismael N.B, Hamza
P.A, Sorguli S, Ali B.J, Anwar G,202113
The research aimed to examine the relation between employees‟ commitment and
job satisfaction. The research was carried out at the three different private
universities. It demonstrates a positive indication of the employees revealing the
attachment and commitments of employees to the organisation. Job satisfaction
has a positive relation with employee commitment if employees are satisfied, they
are organizationally committed we found that job satisfaction has a positive
impact on employee commitment. The other findings include a low level of
satisfaction with promotion, and strong positive correlation between job
satisfaction and organizational commitment.
Thant Z.M, Chang Y, 202114
The study was conducted to examine the satisfaction and dissatisfaction factors
of government employees in Myanmar. Applying Herzsberg‟s two-factor theory,
the study found that both motivators and hygiene factors influenced job
satisfaction and dissatisfaction of the public employees. Most of all, interpersonal
relationships, factors in personal life, work itself, and recognition were major
determinants of job satisfaction, and working conditions, interpersonal
relationships, factors in personal life, supervision-technical, and recognition all
influenced job dissatisfaction of public employees in Myanmar
A Bhardwaj, S Mishra, TK Jain, 202115
The purpose of the research is to examine the employee satisfaction with respect
to their position in various commercial banks and also to find out how various
factors affect employee satisfaction. For this purpose, factors are characterized
into those that lead to higher level of job satisfaction. These factors relate to the
manager, remuneration, reorganization, promotion, work safety and relationships
in the work environment. The research makes a conclusion that there exists a
positive correlation and connection among job satisfaction and reward,
remuneration, job security, promotion opportunities and good relation with
employees. And it points out that majority of the employees in the banking sector
are satisfied as far as work culture is concern but salaries and timings still
remained as main concern for them.
9
REFERENCES
1. Mark C. Ellickson, Kay Logsdon, Determinants of Job Satisfaction of

Municipal Government Employees, Public Personnel Management, Volume 31,
Issue 3, 2002, Page 343-358, https://doi.org/10.1177/009102600203100307
2. Hong Lu, Alison E. While, K. Louise Barriball, Job satisfaction among nurses:
a literature review, International Journal of Nursing Studies, Volume 42, Issue 2,
February 2005, Pages 211-227, https://doi.org/10.1016/j.ijnurstu.2004.09.003
3. Irene Van Ham, Anita A. H. Verhoeven, Klaas H. Groenier, Johan W.

Groothoff & Jan De Haan, Job satisfaction among general practitioners: a
systematic literature review, European Journal of General Practice, Volume 12,
2006-Issue 4, Pages 174-180, https://doi.org/10.1080/13814780600994376
4. Kati Utriainen PhD, Helvi Kyngas PhD, Hospital nurses‟ job satisfaction: a
literature review, Journal of Nursing Management, Volume 17, issue 8,
December 2009, Pages 1002-1010, https://doi.org/10.1111/j.1365-
2834.2009.01028.x
5. Brikend Aziri, Job Satisfaction: A Literature Review, Management Research

and Practice, Volume 3 Issue 4 (December 2011) PP: 77-86, ISSN 2067 – 2462
mrp.ase.ro
6. Giancarlo Cicolini RN, MSN, PhD, Dania Comparcini RN, MSN, Valentina
Simonetti RN, MSN, Workplace empowerment and nurses‟ job satisfaction: a
systematic literature review, Journal of Nursing Management, Volume 22, Issue
7, October 2014, Pages 855-871, https://doi.org/10.1111/jonm.12028
7. Alam Zeb, Shafiq ur Rehman, Gouhar Saeed, Hamid Ullah, A Study of the
Relationship between Reward and Recognition and employees Job Satisfaction:
A Literature Review, Abasyn Journal of Social Sciences, Volume-7, Issue 2,
2014, Page 278-291, www.researchgate.net
8. George Kafui Agbozo, Isaac Sakyi Owusu, Mabel A. Hoedoafia, Yaw Boateng
Atakorah, The Effect of Work Environment on Job Satisfaction: Evidence from
the Banking Sector in Ghana, Journal of Human Resource Management, Volume
5, Issue 1, 2017, Page 12-18, http://www.sciencepublishinggroup.com/j/jhrm
10
9. Kum Fai Yuen, Hui Shah Loh, Qingji Zhon, Yiik Diew Wong, Determinants
of job satisfaction and performance of seafarers, Transportation Research Part A:
Policy and Practice, Volume 110, April 2018, Page 1-12,
https://doi.org/10.1016/j.tra.2018.02.00
10. Juan Meng, Bruce K. Berger, The impact of organizational culture and
leadership performance on PR professionals‟ job satisfaction: Testing the joint
mediating effects of engagement and trust, Public Relations Review, Volume 45,
Issue 1, March 2019, Page 64-75, https://doi.org/10.1016/j.pubrev.2018.11.002
11. Zafarullah Sahito, Pertti Vaisanen, A literature review on teachers‟ job

satisfaction in developing countries: Recommendations and solutions for the
enhancement of the job, Review of Education, Volume 8, Issue 1, February 2020,
Page 3-34, https://doi.org/10.1002/rev3.3159
12. Paais Maartje, Pattiruhu Jozef R, Effect of Motivation, Leadership, and

Organizational Culture on Satisfaction and Employee Performance, The Journal
of Asian Finance, Economics and Business, Volume 7, Issue 8, 2020, Page 577-
588, https://doi.org/10.13106/jafeb.2020.vol7.no8.577
13. Hassan Mahmood Aziz, Baban Jabbar Othman, Bayar Gardi, Shahla Ali
Ahmed, Bawan Yassin Sabir, Nechirwan Burhan Ismael, Pshdar Abdalla Hamza,
Sarhang Sorguli, Bayad Jamal Ali, Govand Anwar, Employee Commitment: The
Relationship between Employee Commitment and Job Satisfaction, Journal of
Humanities and Education Development, Volume 3, Issue 3, May-June 2021,
ISSN:2581-8651, Pages 54-66, https://theshillonga.com/index.php/jhed
14. Zaw Min That, Yongjin Chang, Determinants of Public Employee Job
Satisfaction in Myanmar: Focus on Herzberg‟s Two Factor Theory, Public
Organization Review, Volume 21, Issue 3, September 2021, Page 157-175,
https://doi.org/10.1007/s11115-020-00481-6
15. Atishree Bhardwaj, Swati Mishra, Trilok Kumar Jain, An analysis to

understanding the job satisfaction of employees in banking industry, Materials
Today: Proceedings, Volume 37, Part 2, 2021, Pages 170-174,
https://doi.org/10.1016/j.matpr.2020.04.783
11
CHAPTER III
THEORETICAL FRAMEWORK
5
THEORETICAL FRAMEWORK
Job satisfaction refers to a person‟s feeling of satisfaction on the job, which acts
as a motivation to work. It is not the self-satisfaction, happiness or self-
contentment but the satisfaction on the job.
Job satisfaction relates to the total relationship between an individual and the
employer for which he is paid. Satisfaction means the simple feeling of attainment
of any goal or objective. Job dissatisfaction brings an absence of motivation at
work.
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 unpleasurable 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 one perceives it as offering or entailing.”
DEFINITIONS:
Hoppock offered one of the earliest definitions of job satisfaction when he

described the construct as being any number of psychological, physiological and
environmental circumstances which leads a person to express satisfaction with
their job. Smith et al. (1969) defined job satisfaction as the feeling an individual
has about his or her job. Locke (1969) suggested that job satisfaction was a
positive or pleasurable reaction resulting from the appraisal of one‟s job, job
achievement, or job experiences.
Vroom (1982) defined job satisfaction as workers‟ emotional orientation toward

their current job roles. Similarly, Schultz (1982) stated that job satisfaction is
essentially the psychological disposition of people toward their work.
Finally, Lofquist and Davis (1991), defined job satisfaction as “an individual‟s
positive affective reaction of the target environment as a result of the individual‟s
appraisal of the extent to which his or her needs are fulfilled by the environment.”
12
TYPES OF JOB SATISFACTION
1. Global Job Satisfaction – It is defined as a general feeling about their job that
individuals holds. It is an overall affective reaction based on all characteristics of
the job and the work environment.
2. Facet Job Satisfaction – It is defined as the specific feelings about particular

job aspects. It is a constellation of attitudes about various facets of a job.
COMPONENTS
The components of job satisfaction are summarised as evaluative, cognitive, and

affective components.
1. The Evaluative Component
An individual‟s overall response to the employing organization is summarised in

the evaluative component. It represents dislike vs. like for the organization. When
asked for a single response to the question, how satisfied are you with your job,
individuals‟ respond to their overall evaluation. In this case, a 5 point positive-
negative scale is used where 1 indicates most negative situation and 5 indicates
most positive situation to express overall favourable or unfavourable rating of
their current job.
2. The Cognitive Component
An individual‟s perceptions, opinions, beliefs and expectations regarding the

organization are the focus of his or her cognitions. In this case, different items are
measured to assess the cognitive component of job satisfaction.
3. The Affective Component
This component represents the feeling induced by the organization. In general,

positive affects result from information, feedback, and situations that affirms or
reinforces the individual‟s self-worth and self-concept, while negative affect is
evoked by invalidating situations.
Self-worth is validated when individuals feel accepted as valued members of the

organization and their competencies and are core valued are confirmed.
13
IMPORTANCE OF JOB SATISFACTION
Job satisfaction is a frequently studied subject in work and organizational

literature. This is mainly due to the fact that many experts believe that job
satisfaction trends can affect labour market behaviour and influence work
productivity, work effort, and employee absenteeism and staff turnover.
Moreover, job satisfaction is considered a strong predictor of overall individual
well-being, as well as a good predictor of intentions or decisions of employees to
leave a job.
Job satisfaction is also important in everyday life. Organizations have significant

effects on the people who work for them and some of those effects are reflected
in how people feel about their work. This makes job satisfaction an issue of
substantial importance for both employers and employees.
As many studies suggest, employer‟s benefit from satisfied employees as they are
more likely to profit from lower staff turnover and higher productivity if their
employees experience a high level of job satisfaction. However, employees
should also „be happy in their work, given the amount of time they have to devote
to it throughout their working lives‟.
FACTORS AFFECTING JOB SATISFACTION
Job satisfaction is a big factor in employee engagement, and the level of

discretionary effort team members are likely to make. No doubt, people‟s work
performance suffers when they don‟t feel satisfied with their jobs, not to mention
their quality of life. Of course, every person is unique in what they wish to achieve
from their work, but there are some job satisfaction factors that psychologists
usually agree on.
Job satisfaction depends on several different factors such as satisfaction with pay,
promotion opportunities, fringe benefits, job security, relationship with co-
workers and supervisors, etc.
Job satisfaction may lead to cost reduction by reducing absences, task errors,
conflicts at work and turnover.
14
As work is an important aspect of people‟s lives and most people spend a large
part of their working lives at work, understanding the factors involved in job
satisfaction is crucial to improving employees‟ performance and productivity.
Factors affecting the level of job satisfaction are;
1. Working Environment
2. Fair Policies and Practice
3. Caring Organization
4. Appreciation
5. Pay
6. Age
7. Promotion
8. Feel of Belonging
9. Initiation and Leadership
10. Feel of Being Loved
11. Safety and Security
12. Challenges
13. Responsibilities
14. Creativity in job
15. Personal Interest and Hobbies
16. Respect from Co-Workers
17. Relationship with Supervisors
18. Feedback
19. Flexibility
20. Nature of Work
15
 Working Environment: It is essential to provide employees with a work
environment that is conducive to their overall development. They need an
environment which is healthy and safe and which caters to both personal
comforts and facilitates doing a good job. If the working conditions are
good, the personnel will find it easier to carry out their jobs. On the other
hand, if the working conditions are poor, personnel will find it more
difficult to get things done. Hence, it can be said that having a friendly,
and supportive environment can lead to increased job satisfaction.
 Fair Policies and Practice: Individuals who perceive that promotion

decisions are made in a fair and just manner is likely to experience
satisfaction from their jobs. Very often employees are demotivated and
dissatisfied with their jobs because unfair policies and practices prevail at
their place of work. It is therefore of utmost importance to have a fair and
equal system regarding practices and policies so that there is no
discrimination and frustration.
 Caring Organization: Care can be shown in various ways, but it takes into
consideration career development, adult treatment, being taken seriously
and being appreciated for a job well done. When people feel that the
organization; for which they are working, cares for them and takes actions
to improve their work and lives, they are happy, and this creates higher
satisfaction.
 Appreciation: The human race loves to be appreciated. Even for the

smaller job that does one seek to have an appreciation, from colleagues,
boss, and seniors. When appreciation leads to encouragement, the
ultimate result is reflected in the efficiency of work automatically.
Therefore, the level of job satisfaction is always higher wherever
appreciation is higher.
16
 Pay: Wages and salaries are recognized to be a significant but cognitively
complex and multidimensional factor in job satisfaction. Money not only
helps people attain their basic needs but is also instrumental in providing
upper-level need satisfaction. Employees often see pay as a reflection of
how management views their contribution to the organization. Fringe
benefits are also significant, but they are not as influential. One reason
undoubtedly is that most employees do not even know how much they are
receiving in benefits. Moreover, most tend to undervalue these benefits
because they do not realize their significant monetary value
 Age: Age is one of the factors affecting job satisfaction. Various studies
carried out in this field have shown that job satisfaction tends to increase
with age. Older employees tend to report higher satisfaction, and younger
employees say the lowest job satisfaction rate.
 Promotion: Promotional opportunities seem to have a varying effect on

job satisfaction. This is because promotions take some different forms and
have a variety of accompanying rewards.
 Feel of Belongings: Most of the organization fails to understand this

fundamental factor, whereas many have started acting towards it. If an
employee feels that he is considered an important part of the team, he
belongs to the organization then there are higher chances of job
satisfaction.
Texting or emailing an employee on his/her birthday, communicating the
crisis to even at the ground level employee, making special efforts during
festive seasons, all these small gestures make an employee believe that he
or she belongs to the firm. This brings job satisfaction and loyalty
together.
17
 Initiation and Leadership: If an employee is given an equal number of
opportunities to show their talent, take the lead and initiate then the
chances of having a higher level of job satisfaction is more.
 Feel of Being Loved: It is noticed that if an employee has a good bonding

with colleagues and seniors, then the job satisfaction level is higher.
One feels like coming to the office and performing the job. If the
environment is not friendly, office politics is at its peak, and malpractices
are done, then all these factors together leave no stone unturned in
discouraging an employee from not coming to the office.
 Safety and Security: These days companies are taking endless measures
in order to see that an employee is catered to a different kind of facilities
like health care and medical checkups. If an employee didn‟t feel safe and
secured at the organization that he or she works in, the level of job
satisfaction is ultimately going to fall. Hence, this aspect of safety and
security plays a major role.
 Challenges: There are a few types of employees who love to experiment;

they like it when the challenging job is assigned to them. To them,
challenge is always associated with ability and capability. They feel that
if an employee is given a challenging job, it means that the leader trusts
his or her capacity to fulfil the expectations. Thus, wherever challenges
have involved the level of job satisfaction automatically raises up.
 Responsibilities: This suggest that when an employee is given a bigger

responsibility it makes him or her conscious about the fact that the
employers think him or her as a capable and trustworthy candidate. Jobs
where responsibility is involved always carry a higher level of
satisfaction. The idea of responsibility and the feel that one gets when the
18
responsibility gets accomplished cannot be traded for anything in the
world.
 Creativity in Job: Job satisfaction is always higher wherever creativity is

involved. The creative freedom gives a sense of fulfilment whenever any
project is complete.
 Personal Interest and Hobbies: People who pursue their hobbies and
interest as their career, gain the highest level of satisfaction in whatever
they do at their workplace. This is because their job is not a job for them,
but a way of getting closer to their interest and making money.
 Respect from Co-Workers: Employees seek to be treated with respect by

those they work with. A hostile work environment with rude or unpleasant
co-workers is one that usually has lower job satisfaction. Employees may
need to be reminded of what behaviours are considered inappropriate
when interacting with co-workers.
 Relationship with Supervisors: One of the major reasons employees think

about quitting a company is that their supervisor does not care about them.
A participative climate created by the supervisor seems to have a more
substantial effect on workers‟ satisfaction than does participation in a
specific decision.
 Feedback: Not receiving feedback on their work can be quite discouraging

for most people. Effective feedback will help the team members know
where they are and how they can improve. Authority also needs to know
what kind of feedback the team members respond to best. Research shows
19
that learners seek and respond to positive feedback, while experts respond
to negative feedback.
 Flexibility: Offering flexibility is a great way to show the team members

that what is expected from them. What‟s more, the gift of time is one of
the most appreciated workplace perks. Smart people work best when they
can choose their schedule.
 Nature of Work: The nature of work can define the willingness to work.
Most individuals have a liking for certain tasks and would prefer to handle
these tasks. Recent research has found that such job characteristics and
job complexity mediate the relationship between personality and job
satisfaction, and if the creative requirements of employees‟ jobs are met,
then they tend to be satisfied.
Here are some of the important personal factors of job satisfaction;
1. Gender
2. Age
3. Number of Dependents of the workers
4. Years of Service
5. Intelligence Quotient
6. Education
7. Non-intellectual Personality
 Gender: As a result of many investigative studies, it has been found that

women are more satisfied with their jobs as compared to men.
 Age: Studies conducted on the relationship of age to job satisfaction have
shown conflicting results in different groups. In some groups increasing
age was accompanied with higher job satisfaction, in some groups job
20
satisfaction reduced with increasing age and in some there was no
difference i.e., had not much relation with job satisfaction.
 Number of Dependents of the Worker: Studies reveal that job satisfaction
decreases with the increase in the number of people financially dependent
on the worker. This can be attributed to the stress of coping up with greater
financial responsibilities. Great financial needs become a burden and
exhaust the energy and enthusiasm of the worker leading to low job
satisfaction.
 Years of Service: Most investigations have shown relatively high job
satisfaction in a person when he is new on a job. The joy of getting
recruited, a pay cheque, new environment and eagerness to excel probably
motivate an individual to take real interest with their job.
 Intelligence Quotient: Individuals with a high intelligence quotient easily
get discontented if they realize that the job they do requires a low level of
intelligence or if the job is not sufficiently challenging for them. They
develop poor work attitudes if the job continues to be below their
satisfaction.
 Education: Generally, the less educated workers tend to be more satisfied
with their jobs as compared to the highly educated workers. This is
probably because the less educated workers have low expectations and so,
are easily satisfied by the company policies, the working conditions and
their job requirement whereas the educated expect incentives and
advancement opportunities in the light of their highly educated status.
 Non-intellectual Personality: Personality maladjustment has been shown
to be the source of job dissatisfaction. Investigations of female employees
of the Kimberley Clark Corporation found that among 25 most neurotic,
16 were more dis-satisfied than the average whereas among the 25 stable
employees, only 3 were dissatisfied. Employees having personality traits
that make them unhappy „off the job‟ are usually dissatisfied with their
job. This shows a relation between „general satisfaction in life‟, and „job
satisfaction‟.
These seven factors are the personnel factors related to job satisfaction.
21
CHAPTER IV
DATA ANALYSIS AND

INTERPRETATION
12
4.1 – Age of respondents
Table 4.1: Age of respondents
Particulars No of respondents Percentage
18-30 2 3.33
31-40 19 31.67
41-50 28 46.67
51-60 11 18.33
Total 60 100
(Source: Primary data)
From the table 4.1, it is clear that out of 60 respondents, 3.33% of the respondents
are between the ages of 18-30, 31.67% are between the ages of 31-40, 46.67%
are between the ages of 41-50, and 18.33% are between the ages of 51-60.
Figure 4.1: Age of respondents
Age of respondents
3.33
18.33
31.67
46.67
18-30 31-40 41-50 51-60
22
4.2 – Gender of respondents
Table 4.2: Gender of respondents
Male 21 35
Female 39 65
Other 0 0
Total 60 100
From the table 4.2, it is clear that out of 60 respondents, 35% are male and 65%
are female.
Figure 4.2: Gender of respondents
Gender of respondents
35
65
Male Female Others
23
4.3 – Marital status of respondents
Table 4.3: Marital status of respondents
Single 3 5
Married 57 95
Divorced 0 0
Total 60 100
From the table 4.3, it is clear that out of 60 respondents, 5% are single and 95%
are married.
Figure 4.3: Marital status of respondents
Marital status of respondents

0
95
Single Married Divorced
24
4.4 – Section in which the respondents work
Table 4.4: Section in which the respondents work
Revenue 19 31.67
General 17 28.33
Health 9 15
Engineering 15 25
Total 60 100
From the table 4.4, it is clear that out of 60 respondents, 31.67% of the
respondents work in the Revenue section, 28.33% work in General section, 15%
work in the Health section and 25% work in the Engineering section.
Figure 4.4: Section in which respondents work
Section in which the respondents

work
25
31.67
15
28.33
Revenue General Health Engineering
25
4.5 – No of years of work experience
Table 4.5: No of years of work experience
Particulars No of respondents percentage
Less than 5 years 11 18.33
5-10 Years 14 23.33
More than 10 years 35 58.33
Total 60 100
From the table 4.5, it is clear that out of 60 respondents, majority of the
respondents have work experience of more than 10 years. It is evident that
18.33% of respondents have below 5 years of work experience, 23.33% of them
have experience between 5-10 years and 58.33% have experience of more than
10 years.
Figure 4.5: Work experience of respondents
Work experience of respondents
18.33
58.33 23.33
less than 5 years 5-10 years more than 10 years
26
4.6 – Opinion about the working environment
Table 4.6: Opinion about the working environment
Very satisfied 18 30
Satisfied 30 50
Neutral 7 11.67
Not satisfied 5 8.33
Very dissatisfied 0 0
Total 60 100
From the table 4.6, it is clear that out of 60 respondents, 30% of the respondents
are very satisfied with the working environment, 50% are satisfied, 11.67% are
neutral, 8.33% are not satisfied and 0% responded as very dissatisfied.
Figure: 4.6: Opinion about working environment
Opinion about working environment
8.33
11.67 30
50
very satisfied satisfied neutral not satisfied
27
4.7 – Security in the job
Table 4.7: Security in the job
Highly secure 16 26.67
Secure 38 63.33
Insecure 6 10
Total 60 100
respondents are on the opinion that they feel highly secure on the job, 63.33%
feel secure and 10% feel unsecure.
Figure 4.7: Feeling of security in the job
Feeling of security in the job
10
26.67
63.33
Highly secure Secure Insecure
28
4.8 – Smooth relationship with employers and co-workers
Table 4.8: Smooth relationship with employers and co-workers
Strongly agree 13 21.67
Agree 41 68.33
Neutral 5 8.33
Disagree 1 1.67
Strongly disagree 0 0
Total 60 100
respondents strongly agree that there exist smooth relationship with employers
and co-workers, 68.33% agree, 8.33% are neutral, 1.67% disagree and 0%
responded as strongly disagree.
Figure 4.8: Smooth relationship with employers and co-workers
Smooth relationship with employers and

co -workers
1.67
8.33
21.67
68.33
Strongly agree Agree Neutral Disagree
29
4.9 – Supervisor provides with continuous feedback
Table 4.9: Supervisor provides with continuous feedback
Agree 41 68.33
Neutral 9 15
Disagree 2 3.33
Total 60 100
respondents strongly agree that their supervisor provides with continuous
feedback, 68.33% agree, 15% are neutral, 3.33% disagree and 0% responded as
strongly disagree.
Figure 4.9: Supervisor provides with continuous feedback
Supervisor provides with

continuous feedback
3.33
13.33
15
68.33
Strongly agree Agree Neutral Disagree
30
4.10 – Respondents who really enjoy/relax in tea time and
lunch break
Table 4.10: Respondents who really enjoy/relax in tea time and
lunch break
Yes 45 75
No 15 25
Total 60 100
really enjoy/relax in tea time and lunch break and 25% of them not.
Figure 4.10: Respondents who enjoy/relax in lunch break
Respondents who enjoy/relax in

lunch break
25
75
Yes No
31
4.11-Satisfaction with the appreciation or reward system
Table 4.11: Satisfaction with the appreciation or reward system
Very satisfied 7 11.67
Satisfied 29 48.33
Neutral 13 21.67
Total 60 100
From the table 4.11, it is clear that out of 60 respondents, 11.67% are very
satisfied with the appreciation and reward system, 48.33% are satisfied, 21.67%
are neutral, 13.33% are not satisfied and 5% are very dissatisfied.
Figure 4.11: Satisfaction with the appreciation or reward system
Satisfaction with the appreciation or

reward system
5
11.67
13.33
21.67
48.33
Very satisfied Satisfied Neutral Not satisfied Very dissatisfied
32
4.12 – Satisfaction with the bonus and incentives
Table 4.12: Satisfaction with the bonus and incentives
Very satisfied 9 15
Satisfied 32 53.33
Neutral 11 18.33
Very dissatisfied 1 1.67
Total 60 100
are very satisfied with the bonus and incentives, 53.33% are satisfied, 18.33% are
neutral, 11.67% are not satisfied and 1.67% are very dissatisfied.
Figure 4.12: Satisfaction with the bonus and incentives
Satisfaction with the bonus and

incentives
1.67
11.67 15
18.33
53.33
Very satisfied Satisfied
Neutral Not satisfied
Very dissatisfied
33
4.13 - Supervisor informs the office related matters on time
Table 4.13: Supervisor informs the office related matters on

time
Agree 40 66.67
Neutral 6 10
Disagree 1 1.67
Total 60 100
respondents strongly agree that the supervisor informs the office related matters
on time, 66.67% agree, 10% are neutral, 1.67% disagree and 0% responded as
strongly disagree.
Figure 4.13: Supervisor informs the office related matters on time
Supervisor informs the office related

matters on time
1.67 0
10
21.67
66.67
Strongly agree Agree Neutral Disagree Strongly disagree
34
4.14 – Observed or experienced any forms of discrimination
Table 4.14: Observed or experienced any forms of
discrimination
Racial 3 5
Age 0 0
Gender 1 1.67
None of the above 56 93.33
Total 60 100
have experienced racial discrimination, 0% age discrimination, 1.67% gender
discrimination and 93.33% responded as none of the above.
Figure 4.14: Observed or experienced any forms of

discrimination
Observed or experienced any forms of

discrimination
01.67
5
93.33
Racial Age Gender None of the above
35
4.15 – Job causes stress or anxiety
Table 4.15: Job causes stress or anxiety
Agree 20 33.33
Neutral 18 30
Disagree 13 21.67
Strongly disagree 1 1.67
Total 60 100
respondents strongly agree that the job causes stress or anxiety, 33.33%
agree, 30% are neutral, 21.67% disagree and 1.67% strongly disagree.
Figure 4.15: Job causes stress or anxiety
Job causes stress or anxiety

1.67
13.33
21.67
33.33
30
36
4.16 – Able to carry on your work and personal life equally
Tabe 4.16: Able to carry on your work and personal life equally
Yes 51 85
No 3 5
Somewhat 6 10
Total 60 100
were able to carry on their work and personal life equally, 5% were not and 10%
responded as somewhat.
Figure 4.16: Able to carry on work and personal life equally
Able to carry on work and

personal life equally
10
85
Yes No Somewhat
37
4.17 – Feel overworked
Table 4.17: Feel overworked
Yes 21 35
No 18 30
Sometimes 21 35
Total 60 100
feel overworked, 30% don‟t and 35% responded as sometimes.
Figure 4.17: Feel overworked
Feel overworked
35 35
30
Yes No Sometimes
38
4.18 – Office has all the facilities needed in work
Table 4.18: Office has all the facilities needed in work
Strongly agree 9 15
Agree 25 41.67
Neutral 7 11.67
Disagree 14 23.33
Total 60 100
strongly agree that the office as all the facilities needed in work, 41.67% agree,
11.67% are neutral, 23.33% disagree and 8.33% strongly disagree.
Figure 4.18: Office has all the facilities needed in work
Office has all the facilities needed in

work
8.33 15
23.33
41.67
11.67
39
4.19 – Done wrong things under the pressure of supervisor
Table 4.19: Done wrong things under the pressure of
supervisor
Yes 1 1.67
No 53 88.33
Sometimes 6 10
Total 60 100
respondents had done wrong things under the pressure of their supervisor, 88.33%
had not and 10% responded as sometimes.
Figure 4.19: Done wrong things under the pressure of supervisor
Done wrong things under the

pressure of supervisor
1.67
10
88.33
Yes No Sometimes
40
4.20 – There have been instances where political parties have
influenced the work
Table 4.20: There have been instances where political parties
Strongly agree 3 5
Agree 10 16.67
Neutral 19 31.67
Disagree 22 36.67
Total 60 100
strongly agree that there had been instances where political parties have
influenced their work, 16.67% agree, 31.67% are neutral, 36.67% disagree and
10% strongly disagree.
Figure 4.20: There have been instances where political parties

There have been instances where political

parties have influenced the work
10 5
16.67
36.67
31.67
41
4.21 – Promotion and transfer of employees are going right in
the office
Table 4.21: Promotion and transfer of employees are

going right in the office

Agree 24 40
Neutral 11 18.33
Disagree 12 20
Total 60 100
respondents strongly agree that the promotion and transfer of employees are
going right in the office, 40% agree, 18.33% are neutral, 20% disagree and 8.33%
strongly disagree.
Figure 4.21: Promotion and transfer of employees are going

right in the office
Promotion and transfer of employees are

going right in the office
8.33
13.33
20
40
18.33
Strongly agree Agree Neutral

Disagree Strongly disagree
42
4.22 - Get enough time to complete the job
Table 4.22: Get enough time to complete the job
Yes 31 51.67
No 29 48.33
Total 60 100
respondents get enough time to complete the job and 48.33% not.
Figure 4.22: Get enough time to complete the job
Get enough time to complete the job
48.33
51.67
Yes No
43
4.23 – Get the training needed for the job
Table 4.23: Get the training needed for the job
Strongly agree 6 10
Agree 25 41.67
Neutral 11 18.33
Disagree 14 23.33
Total 60 100
strongly agree that they get the training needed for their job, 41.67% agree,
18.33% are neutral, 23.33% disagree and 6.67% strongly disagree.
Figure 4.23: Get the training needed for the job
Get the training needed for the job
6.67 10
23.33
41.67
18.33
44
4.24 – Overall level of job satisfaction
Table 4.24: Overall level of job satisfaction
Very satisfied 9 15
Satisfied 41 68.33
Neutral 6 10
Total 60 100
are very satisfied, 68.33% are satisfied, 10% are neutral, 6.67% are not satisfied
and 0% responded as very dissatisfied.
Figure 4.24: Overall level of job satisfaction
Overall level of job satisfaction

0
6.67
15
10
68.33
Very satisfied Satisfied Neutral Not satisfied Very dissatisfied
45
CHAPTER V
FINDINGS, SUGGESTIONS AND
CONCLUSION
22
5.1 FINDINGS
 Out of 60 respondents, 3.33% of the respondents are between the ages of
18-30, 31.67% are between the ages of 31-40, 46.67% are between the
ages of 41-50, and 18.33% are between the ages of 51-60. From this data
it is seen that majority are between the ages of 41-50.
 Out of 60 respondents, 35% are male and 65% are female. Majority of the
respondents are female.
 Out of 60 respondents, 5% are single and 95% are married. Majority of
them are married.
 Out of 60 respondents, 31.76% of the respondents work in the Revenue
section, 28.33% work in General section, 15% work in the Health section,
and 25% work in the Engineering section. Majority of the respondents
belong to revenue section.
 Out of 60 respondents, majority of the respondents have work experience
of more than 10 years. It is evident that 18.33% of respondents have below
5 years of work experience, 23.33% of them have experience between 5-
10 years and 58.33% have experience of more than 10 years.
 Out of 60 respondents, 30% of the respondents are very satisfied with the
working environment, 50% are satisfied, 11.67% are neutral, 8.33% are
not satisfied and 0% responded as very dissatisfied. Majority of
respondents are satisfied with the working environment.
 Out of 60 respondents, 26.67% of the respondents are on the opinion that
they feel highly secure on the job, 63.33% feel secure and 10% feel
unsecure. Majority of them feel secure on their job.
 Out of 60 respondents, 21.67% of the respondents strongly agree that
there exist smooth relationship with employers and co-workers, 68.33%
agree, 8.33% are neutral, 1.67% disagree and 0% responded as strongly
disagree. Majority of them agree that there exist smooth relationship with
employers and co-workers.
 Out of 60 respondents, 13.33% of the respondents strongly agree that their
supervisor provides with continuous feedback, 68.33% agree, 15% are
neutral, 3.33% disagree and 0% responded as strongly disagree.
46
 Out of 60 respondents, 75% of the respondents really enjoy/relax in tea
time and lunch break and 25% of them don‟t.
 Out of 60 respondents, 11.67% are very satisfied with the appreciation
and reward system, 48.33% are satisfied, 21.67% are neutral, 13.33% are
not satisfied and 5% are very dissatisfied. Majority of the respondents are
satisfied with the existing appreciation or reward system.
 Out of 60 respondents, 15% of the respondents are very satisfied with the
bonus and incentives, 53.33% are satisfied, 18.33% are neutral, 11.67%
are not satisfied and 1.67% are very dissatisfied. Majority of the
respondents are satisfied with the bonus and incentives given.
 Out of 60 respondents, 21.67% of the respondents strongly agree that the
supervisor informs the office related matters on time, 66.67% agree, 10%
are neutral, 1.67% disagree and 0% responded as strongly disagree.
 Out of 60 respondents, 5% of the respondents have experienced racial
discrimination, 0% age discrimination, 1.67% gender discrimination and
93.33% responded as none of the above.
job causes stress or anxiety, 33.33% agree, 30% are neutral, 21.67%
disagree and 1.67% strongly disagree. Majority of them agree that job
causes stress or anxiety.
 Out of 60 respondents, 85% of the respondents were able to carry on their
work and personal life equally, 5% were not and 10% responded as
somewhat. Majority of them were able to carry on their work and personal
life equally.
 Out of 60 respondents, 35% of the respondents feel overworked, 30%
don‟t and 35% responded as sometimes.
 Out of 60 respondents, 15% of the respondents strongly agree that the
office has all the facilities needed in work, 41.67% agree, 11.67% are
neutral, 23.33% disagree and 8.33% strongly disagree. Majority of the
respondents agree that the office has all the facilities needed in work.
 Out of 60 respondents, 1.67% of the respondents had done wrong things
under the pressure of their supervisor, 88.33% had not and 10% responded
as sometimes.
47
 Out of 60 respondents, 5% of the respondents strongly agree that there
had been instances where political parties have influenced their work,
16.67% agree, 31.67% are neutral, 36.67% disagree and 10% strongly
disagree.
promotion and transfer of employees are going right in the office, 40%
agree, 18.33% are neutral, 20% disagree and 8.33% strongly disagree.
 Out of 60 respondents, 51.67% of the respondents get enough time to
complete the job and 48.33% not.
 Out of 60 respondents, 10% of the respondents strongly agree that they
get the training needed for their job, 41.67% agree, 18.33% are neutral,
23.33% disagree and 6.67% strongly disagree.
 Out of 60 respondents, 15% of the respondents are very satisfied, 68.33%
are satisfied, 10% are neutral, 6.67% are not satisfied and 0% responded
as very dissatisfied. Majority of the respondents are satisfied with the job.
5.2 SUGGESTIONS
 Work load needs to be reduced, so that the all the employees can relax in
the break time, which in turn lead to higher satisfaction.
 Majority of the employees agree that job causes stress for them, so
required measures should be taken to reduce the stress level of employees,
thereby performance of employees can be improved.
 The facilities in the office need to be improved, so that all the employees
can work properly.
 Many of the employees are on the opinion that they are not getting enough
time to complete the job. In order to increase the job satisfaction, the
employees should be given adequate time required to complete the job.
 Some employees responded that there had been instances where political
parties have influenced their work. So, adequate steps should be taken to
prevent the influence of political parties on the work of employees.
 Training should be provided equally to all the employees.
48
5.3 CONCLUSION
Job satisfaction is a frequently studied subject in work and organisational

literature. This is mainly due to the fact that many experts believe that job
satisfaction trends can affect labour market behaviour and influence work
productivity, work effort, and employee absenteeism and staff turnover.
Moreover, job satisfaction is considered a strong predictor of overall individual
well-being, as well as a good indicator of intentions or decisions of employees to
leave a job.
This study focusses on measuring the job satisfaction of employees at

Kodungallur municipality. The data is collected from 60 respondents. Different
factors like age, gender, work experience, working environment, pay, promotion,
relationship with employers etc were taken into consideration. It is seen that
majority of the employees belong to the age group of 41-50. Majority of them
were female and majority were satisfied with the working environment, reward
system, bonus and incentives existing in the office. Many of them were satisfied
with available facilities for work. More than half of the respondents agreed that
the promotion, transfer are going well and they are getting training needed for
their job.
It is seen the factors such as gender, age and section of work have no relationship
with job satisfaction. While factors such as reward system, bonus and incentives,
working environment etc affects job satisfaction. And it is concluded that more
than half of the respondents responded as satisfied regarding the overall level of
job satisfaction.
49
BIBLIOGRAPHY
46
JOURNALS
 Mark C. Ellickson, Kay Logsdon, Determinants of Job Satisfaction of

Municipal Government Employees, Public Personnel Management,
Volume 31, Issue 3, 2002, Page 343-358
 Hong Lu, Alison E. While, K. Louise Barriball, Job satisfaction among
nurses: a literature review, International Journal of Nursing Studies,
Volume 42, Issue 2, February 2005, Pages 211-227
 Irene Van Ham, Anita A. H. Verhoeven, Klaas H. Groenier, Johan W.
Groothoff & Jan De Haan, Job satisfaction among general practitioners: a
systematic literature review, European Journal of General Practice,
Volume 12, 2006-Issue 4, Pages 174-180
 Kati Utriainen PhD, Helvi Kyngas PhD, Hospital nurses‟ job satisfaction:
a literature review, Journal of Nursing Management, Volume 17, issue 8,
December 2009, Pages 1002-1010
 Brikend Aziri, Job satisfaction: A Literature Review, Management
Research and Practice, Volume 3, ISSUE 4 (December 2011) PP: 77-86,
ISSN 2067 – 2462
 Giancarlo Cicolini RN, MSN, PhD, Dania Comparcini RN, MSN,
Valentina Simonetti RN, MSN, Workplace empowerment and nurses‟ job
satisfaction: a systematic literature review, Journal of Nursing
Management, Volume 22, Issue 7, October 2014, Pages 855-871
 Alam Zeb, Shafiq ur Rehman, Gouhar Saeed, Hamid Ullah, A Study of
the Relationship between Reward and Recognition and employees Job
Satisfaction: A Literature Review, Abasyn Journal of Social Sciences,
Volume-7, Issue 2, 2014, Page 278-291
 George Kafui Agbozo, Isaac Sakyi Owusu, Mabel A. Hoedoafia, Yaw
Boateng Atakorah, The Effect of Work Environment on Job Satisfaction:
Evidence from the Banking Sector in Ghana, Journal of Human Resource
Management, Volume 5, Issue 1, 2017, Page 12-18
 Kum Fai Yuen, Hui Shah Loh, Qingji Zhon, Yiik Diew Wong,
Determinants of job satisfaction and performance of seafarers,
Transportation Research Part A: Policy and Practice, Volume 110, April
2018, Page 1-12
50
 Juan Meng, Bruce K. Berger, The impact of organizational culture and
leadership performance on PR professionals‟ job satisfaction: Testing the
joint mediating effects of engagement and trust, Public Relations Review,
Volume 45, Issue 1, March 2019, Page 64-75
 Zafarullah Sahito, Pertti Vaisanen, A literature review on teachers‟ job
satisfaction in developing countries: Recommendations and solutions for
the enhancement of the job, Review of Education, Volume 8, Issue 1,
February 2020, Page 3-34
 PAAIS Maartje, Pattiruhu Jozef R, Effect of Motivation, Leadership, and
Organizational Culture on Satisfaction and Employee Performance, The
Journal of Asian Finance, Economics and Business, Volume 7, Issue 8,
2020, Page 577-588
 Hassan Mahmood Aziz, Baban Jabbar Othman, Bayar Gardi, Shahla Ali
Ahmed, Bawan Yassin Sabir, Nechirwan Burhan Ismael, Pshdar Abdalla
Hamza, Sarhang Sorguli, Bayad Jamal Ali, Govand Anwar, Employee
Commitment: The Relationship between Employee Commitment and Job
Satisfaction, Journal of Humanities and Education Development, Volume
3, Issue 3, May-June 2021, ISSN:2581-8651, Pages 54-66
 Zaw Min That, Yongjin Chang, Determinants of Public Employee Job
Satisfaction in Myanmar: Focus on Herzberg‟s Two Factor Theory,
Public Organization Review, Volume 21, Issue 3, September 2021, Page
157-175
 Atishree Bhardwaj, Swati Mishra, Trilok Kumar Jain, An analysis to
understanding the job satisfaction of employees in banking industry,
Materials Today: Proceedings, Volume 37, Part 2, 2021, Pages 170-174
BOOKS
 Human Resource Management, Dr A M Viswambharan

 Human Resource Management, Dr Sreedhar P Nair, Dr Deepa Mathew
 Business Research Methods, Dr P A Damodaran
51
WEBSITE
 https://www.researchgate.net
 https://www.iedunote.com
 https://en.wikipedia.org
52
APPENDIX
50
QUESTIONNAIRE
1. Name ……………………….
2. Age
a)18-30 b) 31-40
c) 41-50 d)51-60
3.Gender
a) Male b) Female c) other
4. Marital Status
a) Single b) Married c) Divorced
5. Section in which you work.
a) Revenue b) General
c) Health d) Engineering
6. No of years you have been working in the government sector.
a) less than 5 b) 5-10 years c) More than 10 years
7. Opinion about the Working Environment.
a) Very satisfied
b) Satisfied
c) Neutral
d) Not satisfied
e) Very dissatisfied
8. How secure do you feel in your job?
a) Highly Secure b) Secure c) Insecure
53
9. There exists smooth relationship with your employers and co-workers.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
10. My supervisor provides me with continuous feedback.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
11. Do you really enjoy/relax in your tea time and lunch break?
a) Yes b) No
12. Are you satisfied with the appreciation or reward system existing in your
office?
a) Very satisfied
b) Satisfied
c) Neutral
d) Not satisfied
13. Are you satisfied with the Bonus and incentives given?
a) Very satisfied
b) Satisfied
c) Neutral
54
d) Not satisfied
14. The Supervisor informs you the office related matters on time.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
15. Have you ever observed or experienced any of the following forms of
discrimination in the office?
a) Racial b) Age
c) Gender d) None of the above
16. Job causes you stress or anxiety.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
17. Are you able to carry on your work and personal life equally?
a) Yes b) No c) Somewhat
18. Do you feel overworked?
a) Yes b) No c) Sometimes
19. The office has all the facilities needed in work.
a) Strongly agree
b) Agree
55
c) Neutral
d) Disagree
20. Have you ever had to do wrong things under the pressure of your supervisor?
a) Yes b) No c) Sometimes
21. There have been instances where political parties have influenced your work.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
22. Promotion and Transfer of employees are going right in your department.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
23. Do you get enough time to complete your job?
a) Yes b) No
24. You get the training you need for your job.
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
56
25. How would you describe your overall level of job satisfaction?
a) Very satisfied
b) Satisfied
c) Neutral
d) Not satisfied
57

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“A STUDY ON THE JOB SATISFACTION OF EMPLOYEES AT

Project Report submitted to

CHRIST COLLEGE (AUTONOMOUS), IRINJALAKUDA

In partial fulfillment of the requirement for the award of the degree of

Under the guidance of

Ms. SHINE PAUL

POST GRADUATE AND RESEARCH DEPARTMENT OF COMMERCE

CHRIST COLLEGE (AUTONOMOUS), IRINJALAKUDA

This is to certify that the project entitled “A STUDY ON THE JOB

Dr. JOSHEENA JOSE Ms. SHINE PAUL

(Head of the Department) (Project Guide)

I, ANJUSREE V R, hereby declare that the bonafide record of “A STUDY ON

Place: Irinjalakuda ANJUSREE V R

Date: 24-03-2022 CCATBCM036

Place: Irinjalakuda ANJUSREE V R

Date: 24-03-2022 CCATBCM036

Chapter I Introduction 1-4

Chapter II Review of Literature 5 - 11

Chapter III Theoretical Framework 12 - 21

Chapter IV Data Analysis and Interpretation 22 - 45

Findings, Suggestions and

4.1 Table showing age of respondents 22

4.2 Table showing gender of 23

Table showing section in which the

Table showing no of years of work

Table showing opinion about

4.7 Table showing security in the job 28

Table showing smooth relationship

Table showing supervisor provides

Table showing respondents who

Table showing supervisor informs

Table showing observed or

Table showing able to carry on your

Table showing feel overworked

Table showing office has all the

Table showing done wrong things

Table showing there have been

Table showing get the training

4.24 Table showing overall level of job 45

Figure showing age of respondents

Figure showing gender of

Figure showing marital status of

Figure showing section in which the

Figure showing work experience of

Figure showing opinion about

Figure showing feeling of security in

Figure showing smooth relationship

Figure showing supervisor provides

Figure showing respondents who

Figure showing satisfaction with the

Figure showing supervisor informs

Figure showing observed or

Figure showing able to carry on

Figure showing feel overworked

Figure showing office has all the

Figure showing done wrong things

Figure showing there have been