1.

Acknowledgement

Presentation inspiration and motivation has always played a key role in the success of any
venture.

Firstly, I would like to thank Mr. Nabin Bajracharya, Instructor, Ace Institute of
management, New Baneshwor, for encouraging us to the highest peak and to provide us the
opportunity to prepare this project. We are immensely obliged to our friends for their
elevating inspiration, encouraging guidance and kind supervision in the completion of the
project.

This project is the result of incessant effort and assistance extended my many individuals.
This project would not have been possible without kind co-operation of all the employees of
organization who courageously spelled out their privacy.

Lastly, we would like to thank our parents for inspiring us. So, with due regards, we would
express our gratitude to all those people who helped us in any way for the completion of this
project.

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2. Executive Summary

The following report represents the findings of Job Satisfaction in employees, conducted in
August 2018 in Annapurna Higher Secondary School . The purpose of the annual employee
survey is to identify factors that influence overall employee satisfaction and engagement in
the workplace. This information will provide insight on employee preferences and highlight
key areas for organizations to consider as they develop and enhance initiatives for
organizational improvement.

To collect the information contained in this report, 10 employees were invited to participate
through the survey system at Annapurna higher secondary school and a total of 10 employees
completed the survey, which represents a participation rate of 100%.

It is clear that job satisfaction at Annapurna higher secondary school is being driven by a
combination of some very positive and very negative ratings on more specific items. In many
cases, both the high and low scores can be traced to the same sources – the school includes
hiring, managing and coordinating staff in far flung locations.

Going forward, the organization should build on its strengths of having a group of client-
focused employees with a high level of commitment to the organization, who are proud of the
work they do and feel motivated to do it well, while taking action on the key areas of concern
and improvement. The improvements that will have the strongest impact include training and
development opportunities, more clearly defined roles and responsibilities, reward and
recognition and opportunities for advancement. On the following pages, we provide specific
survey and recommendations for each of the employee engagement: Culture, Commitment,
Communications and Compensation.

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Table of Content

1.Acknowledgement...................................................................................................................2
2.Executive Summary................................................................................................................3
3. Introduction............................................................................................................................5
3.1Background.......................................................................................................................5
3.2About the organization......................................................................................................5
4.Objectives................................................................................................................................6
5.Methodology...........................................................................................................................7
5.1 Population and sampling..................................................................................................7
5.2 Data collection techniques...............................................................................................7
5.3 Data analysis tools............................................................................................................7
5.4 Study limitation................................................................................................................7
6.Data Analysis and Major Findings..........................................................................................8
6.1 Data presentation and Analysis.......................................................................................8
6.2 Major Findings of the study.............................................................................................9
7. Conclusion and Recommendation........................................................................................10
7.1 Conclusion......................................................................................................................10
7.2 Recommendation............................................................................................................11
8. Bibliography.........................................................................................................................12
9. Annex...................................................................................................................................13

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3. Introduction

3.1Background
Job satisfaction is the most frequently studied variable in organizational research because
employers want to know how to avoid labor turnover and reward their best workers. In
contrast to the organization's perspective on the relation of job satisfaction to productivity,
vocational psychology views job satisfaction from the perspective of the worker, defining job
satisfaction as the attitude or the general feeling that a worker has toward her or his job.

In general, most definitions cover the affective feeling an employee has towards their job.
This could be the job in general or their attitudes towards specific aspects of it, such as: their
colleagues, pay or working conditions. In addition, the extent to which work outcomes meet
or exceed expectations may determine the level of job satisfaction.

3.2About the organization

Annapurna Higher Secondary School located at Jyatha, Kathmandu was established in 1961
A.D. The school principle Mr. Chandra Prakash Rajbhandari has been successfully running
the school for around 50 years. The school have total of 60 staffs among which 40 are
teachers. The school consists of classes from kindergarten to +2(high school). There are 3
sections in every grade. The school has two buildings a new building and an old one. Both
the buildings are 5 storey tall and are connected through a small bridge. There are three
entrances among which two are used by students and other one leads to the reception for
parents and staffs. The school consists of a playground, library, canteen, hall, science lab as
well as computer lab. The school being located in a crowded or a market area has attracted a
lot of local students. The school organizes many programs throughout the year for children as
well as its staff. The staffs are taken to a picnic every year for refreshment and also trainings
session to enhance their personal skills and also to motivate them.

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4.Objectives

 To find out how much employees are satisfied with their jobs.

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5.Methodology

Research methodology is a way to systematically solve the problem. It may be

understood has a science of studying how research is done scientifically. Here we
have used various research methodologies:

5.1 Population and sampling

Sampling is the process of selecting some employees from a population of interest. In this
research, sample was taken on random basis. The advantage is that it was quicker, less costly
and analysis was easier. Sample size taken was 10 employees.

5.2 Data collection techniques

Data can be collected from various sources. We have collected data from questionnaire i.e.
primary data. We have used job satisfaction test questionnaires by Paul E. Spector,
Department of Psychology, University of South Florida to collect data for our analysis.

5.3 Data analysis tools

There are various tools for data analysis. Here, to calculate the overall job satisfaction level
of employees from collected data we have used average method i.e. arithmetic mean method.

5.4 Study limitation

The study was thoughtful for knowing the existing job satisfaction level of the employees of
Annapurna Higher Secondary School. There are various limitation for the study like small
size of sample, absence of being representative, inherent defects, no accuracy etc.

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6.Data Analysis and Major Findings
6.1 Data presentation and Analysis

SAMPLE JOB SATISFACTION

1 121
2 120
3 125
4 127
5 127
6 126
7 99
8 117
9 107
10 144
Total 1273

Average mean= 127.3

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6.2 Major Findings of the study

A survey was conducted in Annapurna higher secondary school to examine job satisfaction
level among employees. The survey was done by providing a questionnaire to the employees
so we can examine and analyze their response regarding job satisfaction. All together there
were 36 questions and the employees were asked to score from 1 to 6.

Accordingly, for the 36 item total where possible scores range from 36 to 216, the ranges are
36 to 108 for dissatisfaction, 144 to 216 for satisfaction, and between 108 and 144 for
ambivalent.

From our survey of job satisfaction among 10 employees in the organization l we can
conclude that only one employee is satisfied with his job, 2 are dissatisfied and 7 others are
ambivalent.

So we can say that the job satisfaction among employees is neither high nor low , it is
ambivalent in the organization.

Job Satisfaction

Satisfaction
Dissatisfaction
Ambivalent

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7. Conclusion and Recommendation

7.1 Conclusion

For the first time in several years, the number of employees who say they are satisfied with
their current job took a big jump, rising from 81% in 2013 to 88% in 2016, according to
the Employee Job Satisfaction and Engagement Report by the Society for Human Resource
Management (SHRM). Most organizations strive for employee job satisfaction, but not all
attain this goal. That’s why it’s important for human resources professionals to know more
about the factors that can increase employee satisfaction, and how it fits into a company’s
overall success.

In our survey Employees were asked various items on their feelings and attitudes towards job
satisfaction, workplace climate, and values. Such prompts included “My work is satisfying”
and “I value collaboration” where employees indicated their level of agreement on a scale
from 1 to 6.From the survey conducted above we could see that 10% of the employees are
satisfied with their job , 20% are dissatisfied and the remaining 70% are ambivalent.

Data from this research show that many employees place equal emphasis on financial factors,
such as competitive compensation and benefits, and nonfinancial factors, such as
communication between employees and management and respectful treatment of all workers.
As a result, creating a workplace environment that balances these factors should be a top
priority of HR professionals.

It doesn’t take much extra effort to keep employees happy. They want to feel respect and
trust, while working in a safe environment, with good pay and opportunities to advance.
When your organization develops ways to deliver on these important factors, it can satisfy
employees – and help build a stronger, more stable and profitable future.

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7.2 Recommendation
Employees represent the engine of your organisation. They have the wheels and power to
make your business move from A to B. That’s why it’s important to think about their
wellbeing, and especially understand their preferences, passions and wishes. The more you
know about them, the better equipped you will be to find winning solutions that are optimum
and adapted to improve the satisfaction at work.Changes in these areas have the greatest
potential to alter overall job satisfaction.

 Respectful treatment of all employees at all levels

 Trust between employees and senior management
 Benefits overall
 Compensation/pay overall
 Job security
 Motivating employees from time to time
 Relationship with immediate supervisor
 Opportunities to use skills and abilities in your work
 Immediate supervisor’s respect for employee ideas
 Organization’s financial stability
 Management’s recognition of employee job performance

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8. Bibliography

 https://medium.com/@EmployeeConnect/8-recommendations-to-improve-employee-
job-satisfaction-3713f02088e1
 https://www.shrm.org
 https://www.insightlink.com/insightlink4cscomprehensiveanalysisreportexcerpts.pdf

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9. Annex

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