A

Summer Training Report

On

“A Study On level Of Employee Satisfaction at Victora

Industries private limited (Unit – IV) In Faridabad”

Towards partial fulfillment of

Master of Business Administration (MBA)

(MDU University , Rohtak)

Session : 2022-2024

Submitted To : Submitted By :

MDU University Harsh

Rohtak Roll No. 22015

Kedarnath Aggarwal Institute of Management Charkhi Dadri

(Affiliated to M.D. University, Rohtak)

 CONTENTS

 Preface
 Acknowledge
 Certificate
 Introduction
Introduction of Industry

Introduction to the company

Introduction to the topic

 Review of Literature
 Research Methodology
 Objectives of the study
 Data Analysis and Interpretation
 Findings
 Limitations
 Conclusion
 Bibliography
 Annexure
 PREFACE

In the preparation of this project of “A Study on Level of Employee Satisfaction” at

victora industries private limited. I have precisely demarcated all the important points . I
have made my best possible efforts to remove all the errors.

It is great pleasure for me to thank all those valuable suggestion that have been given to
me by Harsh. I must thank the almighty for this inspiration and guidance as well as my
parents, teachers who directed me to complete this file.
 ACKNOWLEDGE

I feel deeply in debted towards people who have guided me in this project. It would
have not have been possible to make such an extensive report without the help, guidance
and input from them .I would firstly like to express my gratitude towards faculty guide
Dr. Gitanjali Jindal of school of management for having shown much of flexibility and
guiding in such a way that I really learning the subject all the time.

He helped me in deciding the project topic. He showed a lot of openness in her approach
and I would like to thank him for her support in a way that has lead to proper & effective
learning. Last but not least I am great full to all my family members & my friends for
being my side always. Without their help and motivation it wouldn‟t have been possible
to complete my summer training report.

(HARSH)
 INTRODUCTION OF THE INDUSTRY

Automotive industry, all those companies and activities involved in the manufacture of
motor vehicles, including most components, such as engines and bodies,
but excluding tires, batteries, and fuel. The industry’s principal products are passenger
automobiles and light trucks, including pickups, vans, and sport utility vehicles.
Commercial vehicles (i.e., delivery trucks and large transport trucks, often called semis),
though important to the industry, are secondary. The design of modern automotive
vehicles is discussed in the articles automobile, truck, bus, and motorcycle; automotive
engines are described in gasoline engine and diesel engine. The development of the
automobile is covered in transportation, history of: The rise of the automobile.

The history of the automobile industry, though brief compared with that of many other
industries, has exceptional interest because of its effects on history from the 20th century.
Although the automobile originated in Europe in the late 19th century, the United
States completely dominated the world industry for the first half of the 20th century
through the invention of mass production techniques. In the second half of the century the
situation altered sharply as western European countries and Japan became major
producers and exporters.

The automotive industry began in the 1860s with hundreds of manufacturers that
pioneered the horseless carriage. Early car manufacturing involved manual assembly by a
human worker. The process evolved from engineers working on a stationary car, to a
conveyor belt system where the car passed through multiple stations of more specialized
engineers. Starting in the 1960s, robotic equipment was introduced to the process, and
today most cars are produced largely with automated machinery.

For many decades, the United States led the world in total automobile production. In
1929, before the Great Depression, the world had 32,028,500 automobiles in use, and the
U.S. automobile industry produced over 90% of them. At that time, the U.S. had one car
per 4.87 persons. After 1945, the U.S. produced about 75 percent of world's auto
production. In 1980, the U.S. was overtaken by Japan and then became a world leader
again in 1994. In 2006, Japan narrowly passed the U.S. in production and held this rank
until 2009, when China took the top spot with 13.8 million units. With 19.3 million units
manufactured in 2012, China almost doubled the U.S. production of 10.3 million units,
while Japan was in third place with 9.9 million units. From 1970 (140 models) over 1998
(260 models) to 2012 (684 models), the number of automobile models in the U.S. has
grown exponentially.
 INTRODUCTION TO THE COMPANY

Victora Industries is the flagship company of a leading Indian conglomerate with a

turnover exceeding INR 65 million. The group has diversified interests across verticals
such as the manufacture of sheet metal components, assemblies for the auto industry,
elevator industry, white goods, as well as in the telecom and hospitality sectors.
Established in 1972 by G S Banga, an acclaimed authority in the field of Tool
Engineering and recipient of "Self-made Industrialist" Award from the President of India,
the group has kept itself at the very forefront of technology ever since inception. Under
the inspiring leadership of S S Banga, our growth story is evident through our 11 state-of-
the-art, TS 1696 certified manufacturing facilities across the country today.

We attribute our success and edge over our peers to world-class infrastructure, a highly
skilled workforce, process and system delivery adhering to global quality standards,
wide-spectrum offerings and an unwavering commitment to customer satisfaction. We
also engaged in Precision manufacturing techniques ranging from CNC Turning, milling
and machining, precision drilling, boring and induction hardening are used to ensure the
degree of consistent critical accuracy in complete sync with customer demands and
specifications. Production runs ranging from one-offs to many hundred thousands are
produced, irrespective of the product complexities, without any compromise on the
precision standards. Operations are focused on producing high quality, cost-competitive
products that are synchronous, lean, flexible and agile to the customers’ ever changing
requirements. Witnessing year-on-year growth in turnover as well as product range, the
company is continuously engaged in a pursuit of excellence.

Our 42-year old experience, unparalleled quality & delivery standards, custom-made
dimensional accuracy in products, top-of-the-line technology and ethical and transparent
business practices join forces to culminate in a position of undisputed market leadership
in the industry. The sheer range of our products enables application across many
segments, such as the automobile industry, white goods industry and the housing sector.

INTRODUCTION TO THE TOPIC

Employee Satisfaction is a subjective indicator that indicates how contented an individual

feeling while performing his/her duties. It is subjective in the sense that it cannot be
defined by a single measurement alone. It is the amount of pleasure or
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. Job satisfaction is an emotional reaction to the job itself.
It is his attitude towards his job.

Hoppack introduced the term, Employee satisfaction in 1953 in his book on job
satisafaction. Hoppack defined job satisfaction as any combination of psychological,
physiological and environmental circumstances that make a person say I am satisfied
with the job. The definition is vague in so far as there are many parameters used by
Hoppak According to weiss and cropanzano(1996), Employee satisfaction represents a
person’s evaluation of one’s job and work context. This definition is still being debated.
It captures the most popular view that Employee Satisfaction is an evaluation and
represent both belief and feelings. It is an appraisal of the perceived job characteristics
and emotional experience at work. Satisfied employees have a favourable evaluation of
their job, based on their observations and emotional experiences. Saleh (1981) states that
job satisfaction is a feeling which is a function of the perceived relationship between all
that one wants from his job/life and all thatone perceives as offering or entailing.The
emphasis here is on all that one wants, whether it is important for self-definition or not.

Luthans(1989) states that job satisfaction is a pleasurable, or positive emotional state

resulting from the appraisal of one's job, or job experience, and is the result of the
employee's perception of how well the job provides those things which
are viewed as important. Locke(1976) states that job satisfaction is a collection of
attitudes about specific facets of the job. Employees can be satisfied with some elements
of the job while being simultaneously dissatisfied with others. Different types of
satisfaction will lead to different intentions and behaviour. An employee might complain
to the supervisor when dissatisfied with low pay but not with coworker dissatisfaction.
Overall job satisfaction is a combination of the person’s feeling towards the different
facets of job satisfaction.

He argues that the more important factors conducive to job satisfaction are mentally
challenging work, equitable rewards, supportive working conditions, and supportive
colleagues. one can also add the importance of good personality job fit and an individuals
genetic disposition (some people are just inherently up beat and positive about all things
including their job). Employees are concerned with their work environment for both
personal comfort and how it facilitates doing a good job. People get more out of work
than merely money or tangible achievements. For most employees, work also fills the
need for social interaction. Not surprisingly, therefore, having friendly and supportive co-
workers leads to increased job satisfaction.
Today an organization having a good inventory of human resources and a dynamic
personnel department is prospective one. So the technique and functions of personnel
management have now come closely integrated with the overall organization strategies n
search of excellence According to the job satisfaction for employer and working.
These are:

 Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement
(prospects),overtime regulations, interest in work, physical environment, and
machines and tools.

 Management- supervisory treatment, participation, rewards and

punishments, praises and blames, leaves policy and favoritism.

 Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity scalability and caste barrier.

 Personal adjustment-health and emotionality.

 Job satisfaction is an important indicator of how employees feel about their job
and a predictor of work behavior such as organizational citizenship, Absenteeism,
turnover.

 Job satisfaction benefits the organization includes reduction in complaintsand

grievances, absenteeism, turnover, and termination; as well as
improved punctuality and worker morale.

 Job satisfaction is also linked with a healt thier work force and has been found to
be a good indicator of longevity.

 Job satisfaction is not synonyms with organizational morale,

whichthe possessions of feeling have being accepted by and belonging
to a group of employees through adherence to common goals and confidence in
desirability of these goals.
Maslow’s Hierarchy of needs

If motivation is driven by the existence of unsatisfied needs, then it is worth while for a
manager to understand which needs are the more important for individual employees. In
this regard, Abraham Maslow developed a model in which basic, low-level needs such as
physiological requirements and safety must be satisfied before higher-level needs such as
self-fulfillment are pursued. In this hierarchical model, when a need is mostly satisfied it
no longer motivates and the next higher need takes its place. Maslow's hierarchy of needs
is shown in the following diagram:

Maslow's Hierarchy of Needs

 Self-Actualization

 Esteem Needs

 Social Needs

 Safety Needs

 Physiological Needs

Physiological Needs
Physiological needs are those required to sustain life, such as:

 Air

 Water

 Nourishment

 Sleep
According to Maslow's theory, if such needs are not satisfied then one's motivation will
arise from the quest to satisfy them. Higher needs such as social needs and esteem are not
felt until one has met the needs basic to one's bodily functioning.

Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order to
be free from the threat of physical and emotional harm. Such needs might be fulfilled by:

 Living in a safe area

 Medical insurance

 Job security
Financial reserves According to Maslow's hierarchy, if a person feels that he or she is in
harm's way, higher needs will not receive much attention.

Social Needs
Once a person has met the lower level physiological and safety needs, higher level needs
become important, the first of which are social needs. Social needs are those related to
interaction with other people and may include:

 Need for friends

 Need for belonging

  Need to give and receive love

Esteem Needs
Once a person feels a sense of "belonging", the need to feel important arises. Esteem
needs may be classified as internal or external. Internal esteem needs are those related to
self-esteem such as self respect and achievement. External esteem needs are those such as
social status and recognition. Some esteem needs are:

 Self-respect

 Achievement

 Attention

 Recognition

 Reputation

Maslow later refined his model to include a level between esteem needs and self-
actualization: the need for knowledge and aesthetics.

Self-Actualization Needs
Self-actualization is the summit of Maslow's hierarchy of needs. It is the request of
reaching one's full potential as a person. Unlike lower level needs, this need is never fully
satisfied; as one grows psychologically there are always new opportunities to continue to
grow. Self-actualized people tend to have needs such as:
  Truth

 Justice

 Wisdom

 Meaning

Self-actualized persons have frequent occurrences of peak experiences, which are

energized moments of profound happiness and harmony. According to Maslow, only a
small percentage of the population reaches the level of self-actualization.

Implications for Management

If Maslow's theory holds, there are some important implications for management. There
are opportunities to motivate employees through management style, job design, company
events, and compensation packages, some examples of which follow:

 Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of file.

 Safety Needs: Provide a safe working environment, retirement benefits, and job
security.

 Social Needs: Create a sense of community via team-based projects and social
events.
  Esteem Needs: Recognize achievements to make employees feel appreciated and
valued. Offer job titles that convey the importance of the position.

 Self-Actualization: Provide employees a challenge and the opportunity to reach

their full career potential.

However, not all people are driven by the same needs - at any time different
people may be motivated by entirely different factors. It is important to
understand the needs being pursued by each employee. To motivate an employee,
the manager must be able to recognize the needs level at which the employee is
operating, and use those needs as levers of motivation.

JOB SATISFACTION
Job satisfaction is not the same as motivation. It is more if an attitude, an internal state of
the person concerned. It could, for example, be associated with a personal feeling of
achievement.
Job satisfaction is an individual‟s emotional reaction to the job itself. It is his attitude
towards his job.

Definitions:
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates”.
- Robert L. Kahn

“Job satisfaction is a general attitude towards one‟s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”
-P. Robbins

“Job satisfaction defines as “The amount of overall positive affect (or feeling) that
individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman
“Job satisfaction is the amount of pleasure or 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.”
-By Andrew J Du Brins,

The practice of supervision, New Delhi

Job satisfaction is one part of life satisfaction. The environment influences
the job. Similarly, since a job is important part of life, job satisfaction influences one‟s
general life satisfaction. Manager may need to monitor not only the job and immediate
work environment but also their employees attitudes towards other part of life.
Human life has become very complex and completed in now-a-days. In modern society
the needs and requirements of the people are ever increasing and ever changing. When
the people are ever increasing and ever changing, when the peoples needs are not fulfilled
they become dissatisfied. Dissatisfied people are likely to contribute very little for any
purpose. Job satisfaction of industrial workers us very important for the industry to
function successfully. Apart from managerial and technical aspects, employers can be
considered as backbone of any industrial development. To utilize their contribution they
shouldbe provided with good working conditions to boost their job satisfaction. Any busi
ness can achieve success and peace only when the problem of satisfactional and
dissatisfaction of workers are felt understood and solved, problem of efficiency
absenteeism labour turnover require a social skill of understanding human problems and
dealing with them scientific investigation serves the purpose to solve the human
problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.

a) PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can
serve as symbol of achievement and a source of recognition. Employees often see pay as
a reflection of organization. Fringe benefits have not been found to have strong influence
on job satisfaction as direct wages.

b) THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are
challenging; they do want to be doing mindless jobs day after day. The two most
important aspect of the work itself that influence jobsatisfaction are variety and control
over work methods and work place. In general, job with a moderate amount of variety
produce the most jobsatisfaction. Jobs with too little variety cause workers to feel bored
and fatigue. Jobs with too much variety and stimulation cause workers to feel
psychologically stressed and „burnout‟.

c) PROMOTION
Promotional opportunities have a moderate impact on job satisfaction.
A promotion to a higher level in an organization typically involves positive changes I
supervision, job content and pay. Jobs that are at the higher level of an organization
usually provide workers with more freedom, more challenging work assignments and
high salary.

d)SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.

e)WORK GROUP
Having friendly and co-operative co-workers is a modest source of jobsatisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as
a source of comfort.

f)WORK CONDITION
The employees desire good working condition because they lead to
greater physical comfort. The working conditions are important to employees because
they can influence file outside of work. If people are require to work long hours and/or
overtime, they will have very little felt for their families, friends and creation outside
work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind
that: all individuals do no derive the same degree of satisfaction though they perform the
same job in the same job environment and at the same time. Therefore, it appears that
besides the nature of job and job environment, there are individual variables which affect
job satisfaction. Thus, all those factors which provide a fit among individual variables,
nature of job, and situational variables determine the degree of job satisfaction. Let us see
what these factors are.
Individual factors:
Individuals have certain expectations from their jobs. If their expectations are met from
the jobs, they feel satisfied. These expectations are based on an individuals level of
education, age and other factors.

Level of education
Level of education of an individual is a factor which determines the degree of job
satisfaction. For example, several studies have found negative correlation between the
level of education, particularly higher level of education and job satisfaction. The
possible reason for this phenomenon may be that highly educated persons have a very
high expectation from their jobs which remain unsatisfied. In their case, Peter‟s principle
which suggests that every individual tries to reach his level of incompetence, applies
more quickly.

Age:
Individuals experience different degree of job satisfaction at different stages of their life.
Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to
certain stage, and finally dips to a low degree. The possible reasons for this phenomenon
are like this. When individuals join an organization, they may have some unrealistic
assumptions about what they are going to drive from their work. These assumptions make
them more satisfied. However, when these assumptions fall short of reality, job
satisfaction goes down. It starts rising again as the people start to assess the jobs in
right perspective and correct their assumptions. At the last, particularly at the fag endof
the career, job satisfaction goes down because of fear of retirement and future outcome.

Other factors
:Besides the above two factors, there are other individual factors which
affect job satisfaction. If an individual does not have favourable social and familylife, he
may not feel happy at the workplace. Similarly, other personal problems
associated with him may affect his level of job satisfaction. Personal problems associated
with him may affect his level of job satisfaction.

Nature of job
Nature of job determines job satisfaction which is in the form of occupationlevel and job
content.

Occupation level
Higher level jobs provide more satisfaction as compared to lower levels. This happens
estige and status in the society which itself becomes source of satisfaction for the job
holders. For example, professionals derive more satisfaction as compared to
salaried people: factory workers are least satisfied.

Job content
Job content refers to the intrinsic value of the job which depends on there requirement of
skills for performing it, and the degree of responsibility and growth it offers. A higher
content of these factors provides higher satisfaction. For example, a routine and repetitive
lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.

Situational variables
Situational variables related to job satisfaction lie in organizational context formal and
informal. Formal organization emerges out of the interaction of individuals in the
organization. Some of the important factors which affect job important factors which
affect job satisfaction are given below:

1.Working conditions:
Working conditions, particularly physical work environment, like conditions of work
place and associated facilities for performing the job determine job satisfaction. These
work in two ways. First, these provide means job performance. Second, provision of
these conditions affects the individual‟s,perception about the organization. If these factor
are favourable, individuals experience higher level of job satisfaction.

2.Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree
of importance attached to individuals varies. In employee-oriented supervision, there is
more concern for people which is perceived favourably by them and provides them more
satisfaction. In job oriented supervision, there is more emphasis on the performance of
the job and people become secondary. This situation decreases job satisfaction.

3.Equitable rewards:
The type of link age that is provided between job performance and rewards determines
the degree of job satisfaction. If the reward is perceived to be based on the job
performance and equitable, it offers higher satisfaction. If the reward is perceived to be
based on considerations other than the job performance, It affects job satisfaction
adversely.

4.Opportunity:
It is true that individuals seek satisfaction in their jobs in the context of job nature and
work environment by they also attach importance to opportunities for promotion that
these job offer. If the present job offers opportunity of promotion is lacking, it reduces
satisfaction.

1.Work group:
Individuals work in group either created formally of they develop on their own to seek
emotional satisfaction at the workplace. To the extent such groups are cohesive; the
degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a
cohesive group, people derive satisfaction out of their interpersonal interaction and
workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual‟s physical and mental health, productivity, absenteeism, and turnover.

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 unfavorableness
affects the individual psychologically which ultimately affects his physical health For
example, Lawler 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 file, job satisfaction influences general life satisfaction. The result is that there is
spillover effect which occurs in both directions between job and file satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between jobsatisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic job performance. However, this may not be
true in all cases. For example, a worker having low expectations from his jobs may feel
satisfied but he may not put his efforts more vigorously because of his low logic behind
this is that a happy worker will put more efforts for expectations from the job. Therefore,
this view does not explain fully the complex relationship between job satisfaction and
productivity.

The another view: That is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction 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. 1. Job performance leads to job satisfaction and not the other way round.
The basic factor for this phenomenon is there wards (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 be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may help to increase
productivity. The extrinsic reward is subject to control by management such as salary,
bonus, etc. Any increase in these factors does not hep to increase productivity though
these factors increase job satisfaction.

1.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 affects the managements expectations from the
individual in the 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
jobsatisfaction has no impact o productivity. A satisfied worker may not necessarily lead
to increased productivity but a dissatisfied worker leads to lower productivity.

Absenteeism
Absenteeism refers to the frequency of absence of job holder from 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 matter of concern. This
absence is due to lack of satisfaction from the job which produces a „lack of will to
work‟ and alienate a worker form work as for as possible. Thus, job satisfaction is
related to absenteeism.

Employee turnover:
Turnover of employees is the rate at which employees leave the organization within a
given period of time. When an individual feels dissatisfaction in the organization, he tries
to overcome this through the various ways of defense mechanism. If he is not able to do
so, he opts to leave the organization. Thus, in general case, employee turnover is related
to job satisfaction. However, jobsatisfaction is not the only cause of employee turnover,
the other cause being better opportunity elsewhere. For example, in the present context,
the rate of turnover of computer software professionals is very high in india. However,
these professionals leave their organization not simply because they are not satisfied but
because of the opportunities offered from other sources particularly from foreign
companies located abroad.
Cultural factors

Attitudes, beliefs and values. These factors affect job satisfaction of certain individuals
in a given set of circumstances but not necessarily in others. Some workers may be
satisfied with certain aspects of their work and dissatisfied with other aspects .Thus,
overall degree of job satisfaction may differ from person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job
satisfaction study importance can be understood by the answer of the following question.

1)Is there room for improvement?

2) Who is relatively more dissatisfied?

3) What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study

Job satisfaction surveys can produce positive, neutral or negative results. If planned
results. If planned properly and administered, they will usually produce a number
of important benefits, such as-

1.It gives management an indication of general levels of satisfaction in a company.

Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to
employee services and particular group of employee.
2.It leads to valuable communication brought by a job satisfaction
survey .Communication flow in all direction as people plan the survey, take it and discuss
the result. Upward communication is especially fruitful when employee are encouraged
to comment about what is on their minds instead of merely answering questions about
topics important to management.
3.As a survey is safety value, an emotional release. A chance to things gets off. The
survey is an intangible expression of management‟s interest in employee welfare, which
gives employees a reason to feel better towards management.

4.Job satisfaction surveys are a useful way to determine certain training needs.

5.Job satisfaction surveys are useful for identifying problem that may arise, comparing
the response to several alternatives and encouraging manager to modify their original
plans. Follow up surveys allow management to evaluate the actual response to a change
and study its success or failure.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produced anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead at absenteeism and unnecessary turnover. Job
satisfaction and occupational success are major factors in personal satisfaction, self-
respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity the quantity and
quality of output per hour worked seems to be a byproduct of improved quality of
working life. It is important to note that the literature on the relationship between job
satisfaction and productivity is neither conclusive nor consistent.. Unhappy employees,
who are motivated by fear of job loss, will not give hundred percent of their effort for
very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as
the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as
improvement puntuality and worker morale. Job satisfaction is also linked to a more
healthy work force and has been found to be a good indicator of longevity. And although
only little correlation has been found between job satisfaction and productivity, Brown
(1996) notes that some employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No
wonder Andrew Carnegie is quoted as saying:"

Take away my people, but leave my factories, and soon grass will grow on the
factory floors. Take away my factories, but leave my people, and soon we will have a
new and better factory"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems
in place that will ensure that workers are challenged and then rewarded for beingsuccessf
ul. Organizations that aspire to creating a work environment that enhances job
satisfaction need to incorporate the following:

 Flexible work arrangements, possibly including telecommuting

  Training and other professional growth opportunities

 Interesting work that offers variety and challenge and allows the worker
opportunities to "put his or her signature" on the finished product.

 Opportunities to use one's talents and to be creative

 Opportunities to take responsibility and direct one's own work

 A stable, secure work environment that includes job security/continuity.

Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy
with their jobs varies from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the
nature of the work itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of the work force.

For example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same workgroup.
Also, managers can enhance job satisfaction by carefully matching workers with the type
of work.

For example, a person who does not pay attention to detail would hardly make a good
inspector, and a shy worker is unlikely to be a good salesperson. As much as possible,
managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
challenge in the work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement. Large companies
that have used jobenrichment programs to increase employee motivation and job
satisfaction.

Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects
on job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:

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

 What did it look like?

 What aspects of the workplace were most supportive?

 What aspects of the work itself were most satisfying?

  What did I learn from that experience that could be applied to the present
situation?

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well-being on the job. The following suggestions can help a
worker find personal job satisfaction:

 Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.

 Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.

 Know more. Acquire new job-related knowledge that helps you to perform tasks
more efficiently and effectively. This will relieve boredom and often gets one
noticed.

 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased
responsibilities and rewards.
  Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done.

 Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism construction

 See the value in your work. Appreciating the significance of what one does can
lead to satisfaction with the work itself. This helps to give meaning to one's
existence, thus playing a vital role in job satisfaction.

 Learn to de-stress. Plan to avoid burnout by developing healthy stress-

management techniques.

Assuring Job Satisfaction

Assuring job satisfaction, over the long term, requires careful planning and
effort both by management and by workers. Managers are encouraged to consider suchth
eories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that
contribute to a stimulating, challenging, supportive, and rewarding work environment is
vital. Because of the relative prominence of pay in the reward system, it is very important
that salaries be tied to job responsibilities and that pay increases be tied to performance
rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied
with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh
the pains, there is some level of job satisfaction.

MODEL OF JOB SATISFACTION

Human resources are on major factors of production. It is human asset, which convert the
various resources in to the production resources. It has immense potentialities and it only
human resources, which appreciate with time whereas all other resources undergo the
process of depreciation. Success of an organization mainly depends on the quality of
manpower and its performance.

In early days human resource was not taken as an important factor of production. Human
begin was simple treated as log in the movement increasing emphasis has been given to
the worker as a whole man. The need of vast manpower and their importance was
realized by some of the progressive entrepreneurs. The emergence of Trade Union and
their gradual collective power forced some entrepreneurs to give some district feature of
human side by production. The first among the entrepreneurs who had contributed in the
development of human side of production was Robert Owen, and English Humanist. He
took a genuine interest in the welfare of the workers. But this magnetite was not
supported by a major chunk of entrepreneurs.

A number of social scientist advocated their valuable theories towards the beginning of
the 20th century. Abraham Maslow gave his “Hierarchy of needs” theory. Mc Clelland‟s
Afflation- Achievement theory is well accepted too. Christ Argyris theory of “four
system of Management” is also a milestone in the development of human factor in the
production process.
But the most important in this field was that of Elton Mayo‟s Human
Relation Approach. The great “Hawthorne Study “by Elton Mayo‟s and colleague,
revealed that the effectiveness of any organization depends upon the quality of the
relationship among the personnel and social needs of employees are very important and
that concentration by management exclusively on productivity, material and
environmental issue will to be a self-defecting aim.

Hence the management must give more emphasis on the human side and their proper
utilization. This then remains the cardinal objective of the human relations function to
discover newer ways of understanding man and to motive him to higher standard of
workmanship. Many new experiments such as study of his state university of Michigan
etc have developed the branch of Management beyond margin.

Today an organization having a good inventory of human resources and a dynamic

personnel department is prospective one. So the technique and functions of personnel
management have now come closely integrated with the overall organization strategies n
search of excellence.

OBJECTIVES OF HRM.
The following are main objectives of the study:

 To require the overall idea about the organization.

 Helping the skills and abilities of the workers efficiency.

 Providing the organization with well trained and well-motivated employees.

  Increasing to the fullest the employees‟ job satisfaction and self actualization.

 Developing and maintaining a quality of work life that makesemployment in the

organization desirable.

 Communicating of HRM policies to all employees.

 Helping to maintain ethical policies and socially responsible behavior.

 Managing change to mutual advantage of individuals groups, the enterprise and

public.

 To verify how far as the personnel practices methods are effective in meeting the
objective lay down by the enterprises.

 To study how the interacting agent i.e. managers, supervisors andworkers are
identifying themselves with the program objectives.

 To examine whether the managers, supervisors and workers aresatisfied with the
present system of personnel practices in theorganization.

PURPOSE OF STUDY:
As there is saying, practice makes a man perfect and the knowledge. This does not deal
with the practical application, is said to be unscientific and unsystematic. More over the
branch of management, which deals with the most critical and important factor of
production, requires not only theretic background but also some practical experience to
have some knowledge on day-to-day problem solving.

SCOPE OF THE STUDY

This project acts as a reference guide or as a source of information. It gives the idea about
the job satisfaction in company. The main scope of the study was to put
into practical the theoretical aspect of the study into real file work experience. The study
deals with analysis questions of many people and idea about company job satisfaction.
And also study has been conducted for gaining practical knowledge about HR practice.
This particular topic is selected because employee job satisfaction is a very important
element necessary for the smooth functioning of an organization. Employee Surveys
provide a channel for employee to communicate their views on a wide range of issues in
total confidence. They help management to build up an accurate picture of how
employees perceive the organization and highlight the causes of employee dissatisfaction.

Review of literature
During the past decades a large volume of work has been carried out regarding job
satisfaction amongst employees in various organizations. Considerable attention has also
been directed to the changing work values of the work force. Social researchers keep on
reviewing theories and ideas regarding the determinants of workers satisfaction at work,
their job commitment, involvement and values. The primary goal of this chapter is to
review and summaries literature that is relevant to the understanding of job satisfaction
among school teachers of private un-aided public schools in punjab.

 Hulin and smith (1964) studied 5 separate aspects of job satisfaction, data for
which were collected from 295 male workers and 163 female workers, drawn
from 4 different plants, and the data was analyses with respect to the mean job
satisfaction for male and female workers. Analysis indicated that in 3 plants the
female workers were significantly less satisfied than their male counterparts,
while in the 4th plant there was no significant difference.

 Lodahl and kejner (1965) defined job involvement as “the degree to which a
person’s work performance affects his self esteem.” In the highly involved jobs,
work becomes “a very important part of life.” The study concluded that highly
job-involved individualswere found to be more involved in socially oriented work
activities.

 Sinha and sekharan (1965) asserted in their study of factory workers that a
satisfied worker is usually more skilled, very regular in attendance and is
generally adjusted by supervisor as compared to less satisfied worker.

 Hulin (1966) investigated job satisfaction of female clerical workers employed in

300catalogue order firms. The results showed that satisfaction and group
productivity were not associated, whereas job satisfaction and particularly pay
satisfaction, were negatively associated with measures of community prosperity.
 Lawler and porter (1967) summarized the results of research on a sample of 148
middle and lower level managers in five organizations on the relationships
 between job satisfaction and performance, indicating little or no relationship. The
study hypothesized that there is a strong relationship between performance and
intrinsic rewards, which is derived from the performance of the task itself, while
extrinsic rewards, such as pay, security and working conditions, were found
subject to several other influences.

 Blum and naylor (1968) in their book on industrial psychology found that job
satisfaction is the result of various factors related to attitude like wages,
supervisor, steadiness of employment, conditions of work, advancement
opportunities etc. And also health, age, temperament, level of aspiration etc.
Possessed by an employee. To support their argument they quoted various
theories like vroom, maslow etc. And developed a technique to measure persons’s
correlation of job satisfaction.

 Dubin (1968) found that job satisfaction is based on the workers attitude about
their jobs and its correlation with characteristics of the work they do. The study
further mentioned that there is positive correlation between job satisfaction and
working conditions, but dissatisfaction with pay could overpower all other factors.

 Goldthorpe et al., (1968) tested empirically the widely accepted thesis of working
class bourgeoisie i.e. The thesis that as manual workers and their families achieve
relativelyhigh incomes and living standards, they adopt a way of life which is
more characteristically assimilated into middle class.

 Betz (1969) interviewed one hundred and eighty six female employees of a chain
of discount department stores and interpreted them as supportive of the hypothesis
 that job satisfaction results from the “correspondence” of individual needs and
environmental reinforces. The good fit principle was applied to know the level of
job satisfaction. Five indicators of need reinforces were applied for each
employee to know the level of their job satisfaction.

 Hardin (1969) analyses that the identified questionnaire data collected from 196
office employees at the start and end of a six months period showed that change
in26overall job satisfaction as perceived at the end was very poor. Perceived chan
ge in jobsatisfaction had zero regression on initial satisfaction but regressed very
significantly onterminal satisfaction and on change in 14 job aspects as perceived
at the end of the period.

 Friedlander et al. (1969) studied 95 workers in an electronics company and

found that perception of organizational climate is related to three facets of specific
job satisfaction. Organizational climate dimensions like spirit (members feel that
their social needs are being satisfied and at the same time, they are enjoying a
sense of task accomplishment) ,low hindrance (feeling by members that they are
burdened with routine duties) and management thrust (management behaviour
characterized by efforts to get the organization moving) are strongly related to
satisfaction. Further analysis of data showed that climate variables had various
degrees of impacts, depending on employees’ evaluation of job facets. In
conclusion, the authors stated that satisfaction was found maximum among those,
for whom work was important; an organizational climate in which management
gets things moving maximized satisfaction; among those for work was less
important, an organizational climate high in spirit and low in dissension and
disruption etc.
 Clayton (1969) presented a modification of maslow’s theory, postulating three
categories of human needs: existence, relatedness and growth (erg). The author
postulated a satisfaction progression mechanism, i.e. The more existence needs
are satisfied, the more relatedness will come to be desired and vice-versa.

 Lawler and douglas (1970) studied 291 scientists working in research and
development laboratories and assessed the independence of three job attitudes,
namely, involvement , intrinsic motivation and higher-order need satisfaction and
examined the relationship of these factors with job design and worker’s
behaviour. The study found that higher order need satisfaction was most strongly
related to job design factors, associated with opportunities for creativity, control,
influence and use of abilities.

 Maier (1970) in his book “psychology in industry” attempted to explain

satisfaction at work and values of work. The author is of the view that money
represents 27 the satisfaction of different kinds of needs and as such economic
structure motivates them to produce by incentive of money. Efficiency and
production of goods become outstanding values to work; whereas culture and
leisure comes out to be regarded as wasteful. He adds if method of pay were
universally produced it would be necessary to establish formula by which the
value of work could be translated into that of another.

 Patcher’s (1970) research was based on determinants of job involvement,

especially those indicated by motivation for achievement and identification with
work organization. A total of 834 non-supervisory employees of the tennessee
valley authority were interviewed and revealed that identification with the work
organization increased with participation in decision making at the decision or
branch level, as well as in the immediate work group.
 Hackman and lawler (1971) developed and tested a conceptual framework
emphasizing the importance of the “fit” between job characteristics and individual
worker needs job satisfaction, performance and absenteeism. Data was collected
from 208 telephone company employees (about one third female/and 62
supervisors). It was found that job satisfaction was high on four core dimensions,
namely, variety, autonomy, task identity (the opportunity to do whole piece needs
apreceding job satisfaction, performance and absenteeism. Data was collected fro
m 208telephone company employees (about one third female/and 62 supervisors].
It was found that job satisfaction was high on four core dimensions, namely,
variety, autonomy, task identity (the opportunity to do whole piece of work) and
feedback as compared to other job characteristics. It also depicted that the
importance of employee’s perception of their jobs influenced work related
attitudes and behaviours.

 Herman and hulin (1972) focused in their study of 307 managers in a large
manufacturing company, on variation associated with position in the
organizational structure and with individual characterizations. Structural
variables, namely, level in the supervisory hierarchy; functional division
(production, production service and staff) and work related attitudes included
evaluation of management, assessment of lien staff relationships etc. It was found
that structure variables were better predictor of attitude than individual attribute
variables of age, education or tenure. They further found that difference between
organizational structure groups were more complex.

 Hrebiniak and alutto (1972) attempted to study the significance of personal

characteristics and role related factor as bases of organizational commitment. The
data were collected from 318 teachers and 395 nurses. Tension, as indicated by
 uncertainty about role requirement, lack of organizational influence and resources
and inability tocope with social demands, tended to decrease commitment,
although years of experience in the organization enhanced it. Dissatisfaction with
organizational reward and recognition policies were also significantly related to
the commitment of the respondents.

 Iris and barrett (1972) found a positive relationship between importance of work
and file satisfaction on the basis of variables such as promotions, co-workers,
supervision, pay etc.. They found it apparent that degree of job satisfaction could
moderate the relationship between importance of job aspects and life satisfaction.

 Jeanneret et al. (1972) viewed human work from various frames of reference and
characterized it in terms of different ‘classes’ of job related variables. They came
to the conclusion that there are common demonstrators of jobs of behavioral
nature, which existin jobs of different types and thus exist in varying degrees.

 Schultz (1973) in his book ‘psychology and industry today’ attempted to explain
work values, motivation and job satisfaction on the basis of a brief review of
literature. The study found traditional values for work for older workers. These
variables include, “a strong loyalty to the company for which they worked; a
strong motivation force: drive for money and status; a strong need for job security
and stability and a strong identification with work roles rather than with personal
roles off the job.” The study found that values of work of new breed of
work differ sharply from those of the old breed.
 Shepard (1973) studied three occupational groups to examine the relationship
between job satisfaction and autonomy discrepancy. The author concluded that no
nchallengingwork is associated with job satisfaction, even though there was some
evidence that highly specialized work lowers individual expectations for
autonomy.

 Pritchard and peters (1974) interviewed 629 enlisted naval personnel for studying
the effect of job duties and workers interests on intrinsic and extrinsic job
satisfaction. They found that job duties were more strongly related to both
intrinsic and extrinsic satisfaction than were the indicators of interests.

 Quinn et al. (1974) conducted a comprehensive review of trends in job

satisfaction,based primarily on seven national worker surveys, and supplemented
by eight national polls from 1958 to 1973. The study concluded with comparison
of job satisfaction levels among groups of workers and with a brief overview of
experience with programs designed to increase the job satisfaction of workers
such as job enrichment, job enlargement, job rotation and flexi time and other
rearranged work schedules.

 Tannebaum et al. (1974) conducted an international study of the effects of

workers’participation on ten industrial plants taking 2 units from each of five cou
ntries selectedfor study (israel, yugoslavia, austria, italy and the united states).
They found that position in the organizational hierarchy was positively related to
job satisfaction in each country. In all countries except austria, the strongest
correlate of job satisfaction was an index of opportunities provided by work and
education, which had a negative net effect on job satisfaction in each country.
 Herman et al. (1975) studied 392 workers in a printing plant and investigated the
relative importance of demographic characteristics of employees and their
position in the organizational structure in explaining job satisfaction and other
attitudes. Demographic factors like age, sex, marital status, family size, number of
family wage earners and education were taken for the analysis. It was found that
employees organizational position (which was indexed by job level, shift,
department, tenure in corporation) was a far more important predictor of attitudes
than the individual demographic variables.

 Irancevich and donnelly (1975) studied 295 salesmen for supporting the
hypothesis that job satisfaction is greater in “flatter” organizational structures. In
organizational with relatively few hierarchical levels, salesman reported more
satisfaction 30 with self actualization and autonomy and less anxiety and stress,
than workers in “medium” and “tall” organizational structures.

 O’reilly and roberts (1975) used a sample of 578 naval officers and investigated
the influence of organizational characteristics and individual traits on five job
satisfaction facets. The study found no significant relationships between job
satisfaction and individual traits. The study concluded that structural
characteristics appeared to be more directly linked to job attitudes than
personality traits.

 Stone and porter (1975) studied 556 employees in a western telephone company
and used variables, like job satisfaction, organizational commitment, motivational
force and sources of organizational attachment. They found direct relationship
between pay, satisfaction and degree of commitment.
 Schneider et al. (1975) conducted a research on 50 life insurance agencies (n =
522) to find relationship among two measures of job satisfaction, one measure of
organizational climate and seven production and turnover indices of
organizational effectiveness. They found that climate and satisfaction measures
were correlated in regard to some people; people agree more on the climate of
their agency and satisfaction. However, climate was found uncorrelated with
turnover data.

 Sheridan and slower (1975) explored interrelationships between job satisfaction

and performance on the basis of 35 managers and 59 machine operators. The auto
rs interpreted their findings that job satisfaction developed from the managers
perceptions that previous performance had resulted in the presence of desirable
facets on the job and provided the ‘pull’ for continued high performance; on the
other hand the machine operator’s performance was highly sensitive to changes in
their need satisfaction.

 Locke (1976) presented a thorough review of theory and research on job

satisfaction, beginning with the historical development of this area of inquiry. He
gave considerableattention to consequences of job satisfaction, analyzed
relationship between satisfaction and productivity and concluded that satisfaction
can be an outcome 31 of productivity when high productivity leads to rewards
such as approval, pay increases and promotion.

 Newman et al. (1976) studied on the job versus off the job satisfaction and found
that this distinction had an important bearing on how a manager seeks to motivate
his subordinate. They developed a table of human needs related to work.
 Newman et al.(1976) they found limitations in the ‘off the job satisfaction’ since
in our society it depends largely on money we use to buy things that satisfy
physical needs and contribute towards social status. Economic security during old
age or in time of catastrophe is also assured by money. The study indicated that
the total range of human needs were found overpowering and the job satisfaction
is a challenge to management a sit is not easy to satisfy all.

 Seybolt (1976) interviewed 926 public sector employees to find relationship

between rewards offered by the job and satisfaction with the work itself. It was
found that rewards of greater magnitude (pay, job variety and task complexity)
are required to satisfy the higher educated employees. The direct effect of rewards
was considerably stronger than the effect of education or the interaction
of education and rewards.

 Glenn and taylor (1977) in their study of 1080 males and 461 female respondents,
reveal that for both sexes, a moderate but consistent correlation between age and
job satisfaction existed. The correlation may result from influences associated
with aging or cohort membership or both.

 Freeman (1977) in his study attempted to show that subjective variables like job
satisfaction, which economists traditionally viewed with suspicion, contain useful
information for predicting and understanding behaviour. The study found that job
satisfaction is a major determinant of labour market mobility.
 Dowell’s (1978) study was based on an assumption that if an individual’s work
satisfaction is low then the quality of that individual’s life will also be low. He
examined this belief across a variety of desired class. The study was conducted on
289 employees of two catalog order plants (one located in south and one in mid
west with population in excess of one million) on four occupational sub groups,
namely, blue collar non-supervisory personnel, white collar non-supervisory
personnel, first line supervisors and middle managers. The result indicates that
significant differences exist between occupational groups in the satisfaction of
security and social desires within work context. James and hamilton (1978)
challenged the view that young generation of workers had markedly different
occupational values(stressing meaning and self fulfillment) compared with older
workers. The study concluded that ‘young workers, above all else, value
opportunities for promotion and advancement. They need opportunity to obtain
high in comes or advanced benefits. Older workers were found more satisfied,
because simply they had better jobs.

 Shrivastava (1978) found that variables such as age, length of service, number of
dependents, marital status, working conditions affect the satisfaction and
dissatisfaction of job among workers.

 Voydanoff (1978) tested herzberg’s two factor job satisfaction theory. From a
series of 66 items measuring perception of job characteristics, the researcher
derived seven factor based scales. The study concluded 33 that intrinsic job
feature were not of great importance than the extrinsic in explaining overall job
satisfaction.

 Katzell (1979) on the basis of examination of trends revealed by attitude surveys

and opinion polls identified several changes in work attitudes. On the basis of the
 findings, the study recommended several strategies emphasizing the
individualistic treatment of workers that employers might utilize to enhance job
satisfaction in the context of a changing attitude climate by increasing the
flexibility of rewards and work schedules, provisions of more part time jobs, job
rotation, job enrichment and participative management.

 Mortimer and lorence (1979) examined the impact of reward values on work of
central importance in occupational selection and career development. The
findings suggested that, overtime, occupational experiences reinforce the same
values at constructed the basis of initial work selection.
High income strengthened extrinsic reward values, while work autonomy
reinforced the importance of intrinsic and people oriented rewards.

 Sharma (1980) conducted a study on 8 well-known organizations and found a

positive relationship amongst variables such as monthly emoluments, opportunity
to use own ability with job satisfaction. An 18 item scale was developed.
Variables such as monthly income, work technology, occupational aspirations and
recruitment policy were found positively related to job satisfaction.

 Kumar et al. (1981) have referred to job satisfaction as a person’s feelings of

satisfaction on the job, which acts as a motivation to work, and job as an activity
which is performed under contractual agreement and for which a person gets
remuneration. The data supported the hypothesis that motivational factors are
primarily related to the feelings of satisfaction and maintenance factors.

 Misra (1983) conducted a study concerned with job satisfaction of the workers in
textile industries and found that job satisfaction is related (positive relationship)
 with pay, promotion, working conditions supervision, co-worker etc.
34 bose (1984) conducted a case study of rohtas industries lt dalmia nagar which
indicated that for most of the workers work does not simply function as a means
of earning a livelihood and most of the workers find the producing role important
for maintaining their sense of well being. Bose, tried to find out the commitment
of the workers towards their job and found that if the workers had enough money
to support themselves, they would still want to work. Work gives them a feeling
of being tied to the society. They found a purpose in life while doing their work.

 Khaleque and choudhury (1984) perceive job satisfaction and dissatisfaction as a

function of the perceived relationship between what one expects and obtains from
one’s job and how much importance or value he attributes to it. They also
corroborated with the other studies and suggested that job satisfaction scores
weighted by importance are not better indicator of overall job satisfaction than un-
weighted components.

 Srivastava (1984) in his book ‘job motivation: managers supervisors, workers’,

attempted to find out what kind of attitudes people have towards their jobs. He
also investigated factors that contributed to or were associated with formation of
such attitudes. The study presented evidence that motivational factors for our
managers desire to lead a “luxurious” file, money, power and status, the so called
hygiene factors of Herzberg. attitudes.

 Preisendorfer (1985) examines the importance of responsibility and its roles in the
work place e.g. In regard to job status, decision making, power and salary.
Responsibility can be assigned or assured. The study pointed out that the holders
of assigned responsibility hold jobs of higher status and pay but they are at risk if
 they make mistakes. Those who assume responsibility seek higher wages and job
status.

 Singh and suri (1985) were of the opinion that job satisfaction among the women
workers was influenced by major variables, namely, achievement, recognition,
responsibility status and advancement for job satisfaction.

 Putti and chingling (1987) found that job satisfaction of subordinates was related
to the leadership style of the supervisor which was affected by various factors
such as supervision, work group, wages etc.

 Aggarwal (1988) proposed stratification theory of work motivation where in

proximity to the source of production determines the degree of work motivation.
Locke has defined job satisfaction as a “pleasurable/positive emotional state
resulting from the appraisal of one’s job or job experience.” Following the
definition of job satisfaction and emphasizing on different variables like pay,
promotion, recognition, benefits, working conditions ,supervisor, co-worker,
company and management empirical research was done for national labour
institute. The research found that job satisfaction had a positive relationship with
all the variables given above.

 Shantamani (1988) found in his study that industrial morale was related to the
satisfaction that a worker derives from his job, the organization he works for and
the people with whom he comes into contact.
 Arvey et al. (1989) in their work examined the job satisfaction items to reflect
intrinsic, extrinsic, and general satisfaction with the current job. Intra class
correlations were computed to estimate the proportion of observed variability
resulting from genetic factors for all job satisfaction items. Resulting values
indicated that approximately 30 percent of the observed variance in general job
satisfaction was due to genetic factors.

 Ostroff (1992) investigated the relationship between employee satisfaction, job

related attitudes (commitment, adjustment and psychological stress), and
organizationalperformance. Organizational performance data were collected from
298 schools; employee satisfaction and attitude data were collected from 13,808
teachers working in these schools. Correlation and regression analysis supported
the expected relationships between employee satisfaction/attitudes and
organizational performance etc.

 Judge et al. (1993) study is related to the relationship between job satisfaction and
file satisfaction. The analysis is based on the results of a national probability
sample of workers, which indicated the job and life satisfaction were closely and
significantly related. The cross-sectional results suggested a relatively strong
relationship between job and life satisfaction.

 Melamed et al. (1995) study found a close relationship between objective work
conditions (work under load, repetitive or varied work) and subjective monotony
to job satisfaction, psychological distress, and sickness absence was examined in
1278 male and female workers. It was found that subjective monotony was
moderately related to the objective work conditions. Hierarchical regression
analyses showed that the effects on all outcomes were partially mediated by
subjective monotony and were also directly related to repetitive work and work
 under load. Job satisfaction and psychological distress were mainly related to
subjective monotony, whereas sickness absence was equally related to the work
conditions and subjective monotony. The highest impact was observed for short-
cycle repetitive work testing sex interactions revealed that sickness absence was
related to the work conditions in women but not in men. The findings highlight
the significance of the actual work conditions in predicting employee work
behaviour.

 Venakatachalam and reddy (1996) conducted a study to find out the impact of job
level, job tenure and type of organization on job involvement and job satisfaction
amongemployees working in three organizations, namely, banks, schools, and
government offices. The data was analyzed by means of analysis of variance. The
type of organizations in which the employees are working significantly influenced
the jobsatisfaction but not on work and job involvement. The result further
revealed that the jobtenure do not show significant impact on job involvement,
work involvement and jobsatisfaction.

 Daftuar and anjali (1997) in their work examined the impact of occupational
stress, organizational commitment and job involvement and personality of lower
and middle level managers working in electrical manufacturing company. It
revealed that there was a positive relationship between the above mentioned
variables and job satisfaction.

 Bhatt (1997) explored the level of job stress, job involvement and job satisfaction
of maleand female primary teachers in public and private schools. It was found
that the level of job stress was higher among the public school teachers.
 Joshi (1998) in his study has made a comparative analysis of level of job
satisfaction and job involvement of private and public sector employees. The
study concluded that the 37 public sector employees differ significantly in terms
of job satisfaction and job involvement.

 Chellandurai (1999) indicated that job satisfaction is an attitude people have about
their job. Further, job satisfaction was defined as the feelings a worker has about
his or her job or job experiences in relation to previous experiences, current
expectations, or available alternative. The study further categorized job
satisfaction theories either into content theories or process theories. Content
theories were based on various factors, which influence job satisfaction. Further,
process theories taken into account the process by which variables such as
expectations, needs and values, and comparison interest with the job to produce
job satisfaction.

 Patel (1999) in his work on employees of nationalised and co-operative banks

focused on the impact of age and organisational commitment on job involvement.
It was found that younger employees have less job involvement and
organisational commitment than the middle aged and elderly employees.

 Hossain and islam (1999) investigated the overall quality of working life and
jobsatisfaction and performance of the government hospital nurses in bangladesh.
The study found a significant positive correlation between qwl and job
satisfaction. Perceptions ofqwl and job satisfaction were higher among the
respondents of small organizations than in the large organizations. .morning shift
nurses perceived higher qwl and job satisfaction than the night shift nurses.
 Janseen (2000) studied 170 non-management employees from a dutch industrial
organization in the food sector. Results showed a positive relationship between
job demands and innovative work behaviour when employees perceived effort
reward fairness.

 Manickavasagam (2000) analysed morale and some related factors of job

performance such as productivity, labour cost turnover, absenteeism and
accidents. This study found2/3 of its employees with a high morale and very
significant relationship between morale and accidents. The study pointed out that
inverse relationships of morale with production, absenteeism, labour cost and
profitability need deeper 38 investigation. The study cautioned that inverse
relationship may be a temporary phenomenon but concrete steps such as good
working conditions, better prospects of promotion etc. May help to enhance the
morale of employees of the undertaking. Joshi (2001) attempted to study and
compare the extent of job satisfaction among the employees of public and private
sector organizations and to find out relationship between job satisfaction and
occupational level in both the sectors. A sample of 60 each was taken from both
the sectors

 Takahashi (2002) studied white-collar workers engaged in lifetime employment

system and seniority-based pay system in japan. The study tested a version of
e.l. deci’s (1975), hypothesis that, if a person’s feeling of self-determination
enhanced, his or her jobsatisfaction will increase. With a measure of self-
determination which was first developed, the hypothesis was supported by data
from 10, 916 white-collar workers in 385 organizational units of japanese major
companies. The study found a strong linear relationship between the job
satisfaction and the degree of self-determination.
 Rai and sinha (2002) argued that mere job satisfaction might not be a valid
concept in the modern times particularly in the context of skilled work force. The
workers had as mucha choice of organizations to work with as a consumer in the
market place with varieties available. Data was obtained from 261 managers of
nationalized bank. The results showed that compared to intrinsic job satisfaction,
intrinsic job delight was a better predictor of selfesteem, and of the two measures
of personal effectiveness. The result were supportive of the implicit hypothesis
that job delight is a more worth while variable compared to job satisfaction under
specified conditions.

 Bovier and perneger (2003) studied doctors practicing in geneva, switzerland

on predictors of work satisfaction. The study found that, in general, physicians we
re moresatisfied with the following aspects of their current work situation: patient
care, professional relation, and personal reward (intellectual stimulation, opportun
ities forcontinuing medical education, and enjoyment at work).

 Rao (2003) identified the importance of job satisfaction in the life and career of
teachers of secondary schools. The study found that there is no significant
influence of age, sex, qualification etc. On the job satisfaction of the teachers.

 Mishra and wagh (2004) in their joint work on public and private sector
executives explained that reward, work culture and environment, challenging job,
delegation of powers were found to have positive effect on job involvement.

 Asaari and kariau’s (2004) study focused on the work satisfaction of working
adult learners in relation to their spouse’s support. The study concluded that
spouse played an important factor in determining the work satisfaction of working
 adult learners. Peace of mind for the working adult learners is needed to focus
their concentration and commitment on the job.

 Eskildsen et al. (2004) studied differences in job satisfaction and intrinsic work
motivation between employees with different characteristics. The study was based
on 9,263 employees from randomly selected households. The study found that
Danish workers were found to be more satisfied and there were no differences
between the genders with respect to job satisfaction.

 Rode (2004) studied that job satisfaction is significantly related to life

satisfaction. The study tested a comprehensive model that examined the
relationship between job and file satisfaction and a broad personality, construct
called “core self evaluations’ as well as non-work satisfaction and environmental
variables, using a nationally representative(u.s.), longitudinal data set. Results
indicated that core self evaluations was significantly related to both job and life
satisfaction over time and the relationship was not significant after taking into
account the effects of core self evaluations and non-work satisfaction.

 Feather and rauter (2004) investigated organisational citizenship behaviour

(ocb’s) in a sample of 154 school teachers from victoria, australia, of whom 101
were in permanent employment and 53 were on fixed term contacts. Ocb’s were
positively related to perceived job in security and negatively related to
opportunities to satisfy influence and skill utilization work values for the contact
teachers and positively related to organizational commitment, organizational
identification and to opportunities to satisfy variety and skill utilization work
values for the permanent teachers. Results were discussed in relation to the
different functions that ocb’s were assumed to serve for both groups of teachers
 and the possibility of conceptualizing ocb’s using a motivational analysis based
on expectations and goal structures.

 Alas (2005) in his study compared people from different countries according to
their job related attitudes and ethical values based on empirical data from 15
countries. The results indicated that countries with a socialist past have and deal
with the satisfaction of need sat a lower level than traditional capitalist countries
and this consequently influences attitudes and expectations towards society,
organizations and work. Attitudes towards society and facets of job satisfaction
predict ethical values differently in countries with a different history as well. In
traditional capitalist countries ethical values were influenced by attitudes towards
society and almost not connected with facets of job satisfaction.

 Walters (2005) analysed data from 50 qualitative interviews with female part time
workers in low level jobs in britain to illustrate their attitudes, orientations and
aspirations towards paid work. The research reported two main findings. Firstly,
female part-time workers at the bottom end of the occupational structure were not
a homogeneous group of workers. Secondly, they were not all highly satisfied
with their jobs. The study found that many of them (especially in working class
households) still do not have a genuine choice between ‘family work’ and ‘market
work’.

 Sharma (2005) found that the job satisfaction level of private sector banks was
higher than public sector banks. The study reveals that quality of work life was
better in private sector banks in some chosen parameters like, employees
participation in management, loan facilities, extent of authority etc. The
performance was found better in private banks because the superiors motivate
them in the form of awards and constant verbal encouragement.
 Chirayath (2006) analysed the relationship between orgainsational climate schools
and job satisfaction of teachers in kerala. It was found that there is a close relation
ship between orgainsational climate and job satisfaction. The study found that hea
dmasters behaviour has a significant impact on increasing the morale of the
teachers.

 Randhawa (2007) in a study collected data from 300 scientists (150 from national
dairy research institute, karnal and 150 from agriculture extension centres in
haryana).the results showed a significant negative correlation between job
satisfaction and turnover intentions. This signifies that higher the job satisfaction,
lower was the intent of a person to quit the job. The results revealed that the two
groups of scientists do not differ significantly on the measures of job satisfaction
and turnover intentions.

 Bono et al. (2007) examined the role of organizational leaders in employees’

emotional experiences. Data was collected from health care workers 4 times a
day, for 2 weeks.

 Sharma and sharma (2007) investigated the determinants of job satisfaction. The
12independent variables used in the study included 3 personal traits, 7 task
characteristics and 2 dimensions of organizational climate. The results revealed
that 4 out of 12independent variables could explain only 29 percent of variance in
job 42 satisfaction. These 4 included 2 tasks related and 2 organisational related
characteristics.
 Katuwal and randhawa (2007) in their study attempted to measure and compare
the jobsatisfaction of workers in private and public sector in textile industry in
nepal. Data was collected from 372 workers. The results reveal that in both
sectors the workers were by and large, similar in their perceptions towards the
facets of job. The study found that the workers were highly dissatisfied with the
facets of the job that involve monetary expenditure of the firm, the behavioural
aspects of management and the employment policy of the organization.

 Hussain et al. (2007-2008) conducted a study to examine the level of occupational

stress and life satisfaction among high school female teachers and to see the
relationship between occupational stress and life satisfaction. A sample of 120 hig
h school femaleteachers was purposively taken from different public and
government schools of faridabad. It was found that stress among public school
teachers were significantly higher than the government school teachers. Same was
for the married teachers, their stress level was more than the unmarried
teachers .on the other hand life satisfaction of government school teachers were
much higher than their public school counterparts and it was significantly higher
for unmarried teachers of each type of school.

 Rao and mohan (2008) in their study examined perceptions of the quality of work
file among a sample of indian employees. The study identified four dimensions of
quality of work life, namely, favourable work environment, personal growth and
autonomy, nature of job and job opportunities and co-workers.

 Thomas and feldman (2008) attempted to provide a expanded meta-analysis on

the relationship between age and job performance, that includes 10 dimensions of
jobperformance, namely, core task performance, general counter productive work
behaviours, work place aggression, tardiness and absenteeism. Results show thatal
 though age was largely unrelated to core task performance, creativity and
performance in training programs, it demonstrated stronger relationship with the
other dimensions.

 Chiaburu and harrison (2008) in their study proposed that broad aspects of lateral
relationship conceptualized as co-workers support and co-worker antagonism are
linked to important employee outcome in a framework that synthesis several
theoretical predictions. The authors also observed differential strengths of co-
workers, influence based on its valence, content and severity and on the social int
ensity of the taskenvironment.

 Sen (2008) conducted a comparative study to find the relationship between

jobsatisfaction and job stress amongst teachers and managers in the national
capital region. The study found that there is possibility of negative relationship
between job satisfaction and job stress among the managers. However, in case of
teachers, the job satisfaction and the job stress were immensely related to each
other.

 Indradevi and gomatri (2008) in their article focused on the perception of

employees, on human capital valuation, with reference to software companies in
chennai. The study revealed that, valuing human capital increases the efficiency
of the organization. According to the study human capital management focused
on the right kind of people and transforming of a worker into a resource that
is competitive.

 Biswas (2008) in his study reveals that the psychological climate of the workplace
is one of the most important environment factors affecting an individual’s
 workplace attitude. They should be provided ample scope to express themselves
at their workplace. The result demonstrated that a positive psychological climate
leads to an individual experiencing psychological empowerment, which is
reflected in positive attitudinal change towards the execution of the job. The study
reveals that participatory management practices such as open communication and
participatory leadership style would be positively associated with higher level of
employee performance. Transformational leadership influences the employee’s
level of job satisfaction.

 Punnoose and modekurti (2008) in their study of 340 firms in the indian textile
industry have attempted to establish a valid relationship between labour
productivity and wages. The study found that there exists a positive relationship
between wages and output produced by the firms. This relationship
holds valid across 44 size categories. However, the expected increase in output is
more than proportionate increase in salary in the high category. This could
possibly imply economies of scale effect or the learning curve effect.

 Sahoo and sahu (2009) pointed out that in post liberalisation , privatisation and
globalisation era, today’s employees in the organization are treated more than
an“employee”. Employee engagement is a winning formula for making
organizational excellence. Human capital has been recognized as a key asset if
nurtured and developed appropriately.

 Zafrull and habtemariam (2009) on the basis of the study reveals that job
authority, job enrichment, age, tenure, quality of life etc. Were found significantly
related with job involvement. The study further found that job involvement was
higher among private sector employees as compared to public sectors.
 Raymond et al. (2009) examined the day to day variability in satisfaction level of
231 fulltime employees in hongkong for 25 days. The outcome of the study was
that both daily interpersonal and informational justice were positively related to
daily jobsatisfaction. The analysis was based on four types of organizational
justice as the authors used hierarchical liner modeling to test their hypothesis.

 Hom, tsui et al. (2009) work is based on two major studies in china in which the
first study involved a sample of 953 managers of upper category and second 526
of middle category. The focus of the study was to explain and examine the
dynamics of the working of the employee-organisation relationship (eor). The
authors tested whether social exchange and job embeddedness mediate the mutual
investment (whereby employers offer higher inducements to employees for their
higher contributions) and overinvestment (high inducements without
corresponding high expected contributions). The study found that, eors motivates
greater work force and loyalty.

 Montes and zweig (2009) in their study to asses the role of promises ,
manipulated promises and delivered inducements separately in hypothetical scena
rios in study 1 andstudy 2 and measured them separately in study 3. The study
revealed that 45 promises may matter little; employees are concerned primarily
with what the organization delivers.

 Sharma and mohapatra (2009) in his study of 88 managers from two

manufacturing organizations from the same industry and same state attempted to
test the validity in indian context of a widely accepted theory which suggests that
human behaviour is the product of a combination of both personal attributes and
situational factors. The findings show that while the theory is fully supported,
 the situational factors are far more powerful than personal attributes in
influencing behaviour.

 Srivastava (2009) has attempted to find out the predictors of managerial

motivation in indian public enterprises. A sample of 72 managers of two public
sector enterprises was included. According to the findings, the organizational
culture does indeed have an impact on level of managerial motivation in pses in
india. Since organization culture is the product of organizational policies and
practices, it is not necessary that in every organization the same set of dimensions
of culture must explain why some employees are more and some are less
motivated. This is because each organization is a unique social system in terms of
the sum total of its policies and procedures.

 Thekedam (2010) in his study examined specific organization and variables

commonly associated with job satisfaction of teachers. A sample of 500 female
and male teachers from 100 schools was selected. The study found that the job
satisfaction of the teachers is affected by number of variables, which include
organization and teacher characteristics. Of the organizational variables, the
school climate was found to have a significant effect on teacher job satisfaction.
Another significant variable is an individual characteristic referring to the degree
to which the teacher believes that he or she has attained his or
her professional goal. The distribution of leadership responsibilities and the partic
ipation of teachers’ decision–making have positive effect on job satisfaction.

 Mueller et al. (2011) have used a longitudinal modelling approach to examine the
effect of job satisfaction on survey non-response in an applied employee attitude
46 survey. Members of a large electronics company were invited to participate in
the survey in each of four consecutive years. It was found that the participants
 who were more satisfied on a given occasion were more likely to respond one
year later, than those who were less satisfied. it was also found that satisfaction
with one’s supervisor plays an important role in survey participation.

 Pen-yuan liao (2011) applied social exchange theory to develop a model of the
processes linking work-family conflict to job attitudes. A sample of 236
employees in taiwan’s high technology industry was tested .it was found that the
influences of work-family conflict on job satisfaction are both direct and
indirect .this implies that employees cannot be completely satisfied with their jobs
if their organizations do their best to enhance the employees’ perceived qualities
of leader member exchange and perceived organization support but do not put any
effort into reducing the employees’ work family conflict.

 Koster et al. (2011) focused on whether it is beneficial for the firms to invest in
the general skills of their workforce or whether these training investments merely
encourage personnel turnover. A sample of 2833 dutch pharmacy assistants was ta
ken. The resultreveals that participation in general training does not induce
employees’ intention to quit as predicted by human capital theory. On the
contrary it contributed to the perceived support in employee development (psed)
among the workforce as predicted by social exchange theory. Moreover, the study
found that psed is negatively related to employees’ intention to quit; however, this
effect is to a large extent mediated by employee jobsatisfaction.

 Corine et al. (2011) conducted a study based on 412 employees in two large
organizations in netherland: one in retail and one in health care. It was found that
 hr practices help employees to feel better able to meet the requirements of their
jobs and to feel that their needs are fulfilled by the job, which in turn enhances job
satisfaction. The study shows a direct relationship as well as mediating and
moderating role of person organization and person job fit in the relationship
between perceived practices and employee job satisfaction.

 Huang (2011) in the study of 453 and 558 of blue collar and knowledge workers
in china and japan respectively found that knowledge workers have more
motivating work characteristics including learning ,autonomy etc than blue collar
workers. It was found that job satisfaction of knowledge workers was lower than
their blue collar workers in china. But the marginally higher job satisfaction of
japanese knowledge workers than their blue collar workers might be related to
more advanced economic development and the prior development of its
knowledge economy
 RESEARCH METHODOLOGY
Research is a common parlance which refers to search for knowledge. It is a procedure
of logical and systematic application of the fundamentals of science to the general and
overall question of a study and scientific technique which provide precise tools, specific
procedures, and technical rather philosophical means for getting and ordering the data
prior to their logical analysis and manipulating different type of research designs is
available depending upon the nature of research project, availability of manpower and
circumstances.

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research design is the conceptual structure within which research is
conducted. This research was descriptive in nature.

DESCRIPTIVE RESEARCH
The research undertaken was a descriptive research as it was concerned with specific
predictions, with narration of facts and characteristics concerning a study on Job
satisfaction of employees working in victora industries private limited, faridabad.

METHODS OF DATA COLLECTION

. There are several methods of collecting primary data, particularly in surveys and
descriptive researches. In descriptive research, we obtain primary data either through
observation or through direct communication with respondents in one form or another
or through personal interviews. I have used questionnaires(Primary) and Internet source
(Secondary) for data Collection.
DATA SOURCE
There were two types of data sources used in this research. These were

1.PRIMARY DATA
Primary data is the data collected for the first time from the source and never have been
used earlier. The data can be collected through interviews, observations and
questionnaires.

2.SECONDARY DATA
Secondary data is the data collected from already been use or published information like
journals, diaries, books, etc .In this research project, secondary source used were
various journals, and website of various online journals.

SAMPLE DESIGN
A sample design is made up of two elements. Sampling method. Sampling method
refers to the rules and procedures by which some elements of the population are included
in the sample. Some common sampling methods are simple random sampling, stratified
sampling , and cluster sampling . I have used convenient sample for study.

UNIVERSE OF STUDY:
Universe of the study means all the employees of VICTORA INDUSTRIES PRIVATE
LIMITED in Faridabad.
SAMPLE AREA:
Victora Industries Private Limited, Faridabad.

SAMPLE SIZE:
A sample of minimum respondents will be selected from victora Industries Private
Limited, Faridabad. An effort was made to select respondents evenly. The survey
was carried out on 100 respondents.

SAMPLE UNIT:
Employees of Victora Industries Private Limited, Faridabad.

STATISTICAL TOOLS TO BE USED:

A structured questionnaires is used to collect the data and data will be analyze with the
help of percentage table, respective graph, bar graph and pie charts.

TOOLS OF PRESENTATION:
It means what all tools are used to present the data in a meaningful way so that it
becomes easily understandable. In this research tables and graphs were used for
presenting the data.
 OBJECTIVE OF THE STUDY

1)To study the satisfaction parameters of employee in victora industries private limited,
faridabad.

2)To study the gap in expectations and actual standards of satisfactions.

3)To study the impact of job satisfaction on performance of employees.

 DATA ANALYSIS AND INTERPRETATION

Ques 1.Does working hours of organization is convenient?

No.of Respondent
Strongly agree 20
Somewhat agree 3
Neither agree nor disagree 8
Somewhat disagree 9
Strongly disagree 60
total 100
 convienience of working hour

20
Strongly agree
Somewhat agree
Neither agree nor disagree
3
Somewhat disagree
Strongly disagree
8
60

Analysis:
This chart shows that the 60 are strongly disagree, the 20 are strongly agree and the
others are somewhat agree or disagree

Ques 2.State the level of satisfaction towards the salary paid by you by the company?

No. of Respondent
Strongly agree 20
Somewhat agree 3
Neither agree nor disagree 8
Somewhat disagree 9
Strongly disagree 60
Total 100
 satisfaction towards towards salary

2 2
6

completely satisfied

20 satisfied
neither satisfied nor dissatisfied
dissatisfies
completely dissatisfies

60

Analysis:
This chart shows that the 60 are strongly , 20 are strongly agree and others are somewhat
agree and disagree on the satisfaction of the salary paid by the company.

Ques 3. How do you feel about working condition in your organization?

No. of Respondent
Completely satisfied 78
Satisfied 17
Neither satisfied nor dissatisfied 2
Somewhat dissatisfied 3
Completely dissatisfied 0
total 100
 working condition
2
3 completely satisfied
17 satisfied
neither satisfied nor satisfied
somewhat dissatisfied
completely dissatisfied

78

Analysis:
This chart shows that the 78 are completely satisfied, 17 are satisfied and 3 are somewhat
dissatisfied with the working condition of the organization.

Ques 4.What do you feel about the scope provided by company for your bright future?
No. of Respondent
Completely satisfied 78
Satisfied 17
Neither satisfied nor dissatisfied 2
Somewhat dissatisfied 3
Completely dissatisfied 0
total 100
 scope

2 3

17
completely satisfied
satisfied
neither satisfied nor dissatisfied
somewhat dissatisfied
completely dissatisfied

78

Analysis:
This chart shows that the 78 are completely satisfied, 17 are satisfied and others are nor
dissatisfied or somewhat dissatisfied for the scope provided by the company.

Ques 5What do you feel by transport facility?

No. of Respondent
Extremely satisfied 70
Somewhat satisfied 15
Neither satisfied nor dissatisfied 5
Somewhat dissatisfied 5
Completely dissatisfied 5
 transport facility
5
5
5

extremely satisfied
somewhat dissatisfied
15 neither satisfied nor dissatisfied
somewhat dissatisfied
completely dissatisfied

70

Analysis:
This chart shows that the 70 are extremely satisfied, 15 are somewhat satisfied and others
are somewhat dissatisfied by the transport facility of the organization.

Ques 6 Are you satisfied with the medical facilities provided to you?
No. of Respondent
Strongly agree 68
Somewhat agree 12
Neither agree nor disagree 10
Somewhat disagree 2
 strongly disagree 0

medical facility

2
10 strongly agree
somewhat agree
neither agree nor disagree
12
somewhat disagree
strongly disagree

68

Analysis:
This chart shows that the 68 are strongly agree, 12 are somewhat agree and others are
nor disagrees or somewhat disagree for the medical services provided by the company.

Ques 7 Are the management handles grievances and complaints on time in your
organization?

No. of Respondent
 Strongly agree 81
Somewhat agree 12
Neither agree nor disagree 3
Somewhat disagree 4
strongly disagree 0

Sales

3 4

12
strongly disagree
somewhat agree
neither agree nor disagree
somewhat disagree
strongly disagree

81

Analysis:
This chart shows that the 81 are strongly disagree, 12 are somewhat agree and others are
nor disagree or somewhat disagree for the grievances and complaints of the company.

Ques 8 Do you think the relation between employee and management is good?

No. of Respondent
Strongly agree 73
Somewhat agree 22
 Neither agree nor disagree 3
Somewhat disagree 2
strongly disagree 0

Sales

3 2

strongly disagree
22
somewhat agree
neither agree nor disagree
somewhat disagree
strongly disagree

73

Analysis:
This chart shows that the 73 are strongly disagree, 22 are somewhat agree and others are
nor disagree or somewhat disagree on the relation between employee and management of
the company.

Ques 9 What is your opinion about the fringe benefits provided by your organization?

No. of Respondent
Completely satisfied 76
satisfied 14
Neither satisfied nor dissatisfied 3
dissatisfied 5
Completely dissatisfied 2
 Sales

completely satisfied
satisfied
neither satisfied nor dissatisfied
dissatisfied
completely dissatisfied

Analysis:
This chart shows that the 76 are completely satisfied, 14 are satisfied and others are nor
dissatisfied or somewhat dissatisfied for the benefits provided by the company.
Ques 10. Do you think job promotion in this organization is partial?

No. of Respondent
Strongly agree 66
Somewhat agree 17
Neither agree nor disagree 7
Somewhat disagree 10
strongly disagree 0

Sales
10

7
strongly agree
somewhat agree
neither agree nor disagree
somewhat disagree
17 strongly disagree

66

Analysis:
This chart shows that the 66 are strongly agree , 17 are somewhat agree and others are
nor disagree or somewhat disagree for the job promotion by the company.
 LIMITATIONS OF THE STUDY
1. The study is limited to the HR of victora Industries Private Limited (VIPL). So the
study is subject to the limitation of area.

2. The time period of the study was limited which may provide a deceptive picture in
comparison of the study based on long run.

3. Sampling size was of only 100, because only these people had attended soft skill
development training.

4. The study is based only on secondary & primary data so lack of keenobservations and
interactions were also the limiting factors in the proper conclusion of the study.
 CONCLUSION
Job Satisfaction may act as key to progress for any organization. Because, if the
employees are satisfied with their job, with their management and over all organizational
structure, then their they will be willing to exert their productivity, the rate
of absenteeism will be low enough, they will be reluctant to turn over to another
company, will keep themselves away from deviant workplace behavior and will engage
in organizational citizenship behavior- all of these attitudes will ultimately help the
company to achieve its goal and maximize its profitability. So, from the perspective of
victora industries private limited. Job Satisfaction should be the major concern for
organizations to ensure better work force, better work environment as well as further
development. It was good learning session for me during my tenure with victora
industries private limited. There were well organized environment. While doing the
project, I learnt a lot about various banking operation. This study was conducted on job
satisfaction among victora industries private limited employees. Job satisfaction is a very
big concept as it includes various factors associated with job satisfaction of employees.
Satisfaction varies from employee to employee. Employees are given equal salaries then
also some employees are satisfied with it and some are not. So at end I would like to say,
that organization should try to take every possible step to enhance job satisfaction among
employees because if employees are satisfied then customers associated with it will also
be satisfied.
 BIBLIOGRAPHY

Books

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Abel, M. H. and Sewell, J. (1999),“Stress and Burnout in Rural and Urban Secondary
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 Annexure
1. Does Working hours of the organization is convenient?
1. Strongly agree
2. Somewhat agree
3. Neither agrees Nor Disagree
4. Somewhat disagree
5. Strongly disagree

2. State the level of satisfaction towards the salary paid to you by thecompany?
1. Completely satisfied
2. Satisfied
3. Neither Satisfied nor dissatisfied
4. Dissatisfied
5. Completely dissatisfied

3.How do you feel about working conditions in your organization?

1. Completely satisfied
2. Satisfied
3. Neither Satisfied nor dissatisfied
4. Dissatisfied
5. Completely dissatisfied

4.What do you feel about the scope provided by company for your brightfuture
1.Extremely satisfied
2.Somewhat satisfied
3.Neither satisfied Nor dissatisfied
4.Somewhat dissatisfied
5.Extremely dissatisfied

5. What do you feel about the transport facility?

1. Completely satisfied
2. Somewhat satisfied
3. Neither satisfied nor dissatisfied
4. Somewhat dissatisfied
5. Completely dissatisfied

6. Are you satisfied with the medical facilities provided to you?

1. Strongly agree
2. Somewhat agree
3. Neither agrees Nor Disagree
4. Somewhat disagree
5. Strongly disagree

7. Are the management handles grievances and complaints on time in yourorganization?

1. Strongly agree
2. Somewhat agree
3. Neither agrees Nor Disagree
4. Somewhat disagree
5. Strongly disagree

8. Do you think the relationship between employee and management is good?

1. Strongly agree
2. Somewhat agree
3. Neither agrees nor disagrees
4. Somewhat disagree
5. Strongly disagree

9. Do you think that your talent or intelligence is encouraged by yourorganization?

1. Strongly agree
2. Somewhat agree
3. Neither agrees Nor Disagree
4. Somewhat disagree
5. Strongly disagree

10. What is your opinion about the fringe benefits provided by yourorganization?
1. Completely satisfied
2. Satisfied
3. Neither Satisfied nor dissatisfied
4. Dissatisfied
5. Completely dissatisfied

11. Do you think that the Job promotion in this organization is impartial?
1. Strongly agree
2. Somewhat agree
3. Neither agrees Nor Disagree
4. Somewhat disagree
5. Strongly disagree