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Project Report Job Satisfaction of Employees in Jaisamand Island Resort Preface Management is the art of getting things done with and through help of others. It is the process of planning, organising, staffing, directing, coordinating and controlling in an efficient manner for effective use of scarce resources. In past business organisations were managed by owner managers having no professional knowledge. But nowadays due to severe competition professional management has taken the place of the traditional management. The purpose of this project is to expose the students to go deep into the knowledge of the product of their interest. The purpose of this project is to expose the students on practical fronts in almost all functional areas while undertaking a project specific to the industry problem under the able guidance of faculty embers. The project gives a unique experience to the aspirants who an visualise things what they have been taught in the classrooms. As a complementary to every researcher has to prepare and submit a report on their project. This present project report is in continuation of that tradition. It is an attempt to present an account practical knowledge and observations collected during the Research Project. General information about “JOB SATISFACTION OF EMPLOYEES This project report include the general information about “JOB SATISFACTION OF EMPLOYEES IN JAISAMAND ISLAND RESORT” Introduction towards Job Satisfaction
Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale. Meaning of Job Satisfaction There are a number of different definitions of job satisfaction. One comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas: 1. Specific job factor 2. Individual adjustment 3. Group relationship These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techniques. For our purpose the definition which seems to be apt, at the same time simple, is that job satisfaction is the favorableness or unfavourableness with which employees view their work. It results when there is a fit between job requirements and the wants and expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfactory may refer either to a person or a group. Job satisfaction may be more clearly understood in the content of the employees extent of the satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to employees’ satisfaction with their home and community life. Some employees, for instance, may be very satisfied with their home and community life, but view their jobs as average. Consequently their Job satisfaction is lower than their other satisfaction. Some other employees may feel dissatisfied with home and community but they also feel their jobs are average. In this case the employees Job satisfaction will be actively high. But generally Job satisfaction and life satisfaction are closely related. The effect is of spillover of one over the other. Another kind of effect, which is also prevalent, is the
compensatory effect where people compensate for low Job satisfaction by trying to achieve higher satisfaction in various pursuits in society and in union activities Job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it . For instance when asked, the employees may say that they are dissatisfied with both the canteen and the company promotion policy. It win appear at this point, that both the factors are equal importance to employees. But. it asked further, the employees may say that company promotion policy is far more important to them than the canteen. Only when the management knows such relative importance of various factors then proper action can be taken. This approach has been largely followed in the psychological study in the J.B Institutes AH India survey of changing aspiration of workmen, referred to earlier and later. Another interesting approach to measuring Job Satisfaction as developed by Porter, is to find out the gap between what the Employees’ experiences about that particular factor. In his actual condition and what he thinks should be there. This gap along with the importance of the factor to the employee gives a clearer understanding of the extent and nature of Job satisfaction employees the following sample question gives an idea of job Satisfaction measures form a porter-type survey:The feeling of security in my Job (circle one number): (a) How much is there now 7 (min) 1234567 (max) (b) How much should there be? (Min) 1234567 (max) The lower the different between response to question (a) and that to question (b) the higher the Job Satisfaction assumed to be.
Job Satisfaction and Productivity : Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives. The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction. Relationship of Job Satisfaction and Productivity :
Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be the most desirable arrangement where high satisfaction and high productivity are combined together.
Fig: - Relation of Job Satisfaction and productivity Job Satisfaction Interpersonal Interaction : Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately Table - Satisfaction and dissatisfactory in interpersonal interaction
SATISFYING LEVEL 1 LEVEL 2 Satisfying to Sympathy, Love, Mutual Respect, Trust, other Affection, Acceptance and Friendliness, Confidence based on Agreement, Help and directed towards achieve common goal. Dissatisfying Superiority dominance authority control
DISSATISFYING TO SELF SUBMISSION Obedience, Inferiority, Punishment being controlled disciplined rejection/analysis criticism/attack
Hatred/ antagonize
to Other
disciplinary action command
Misunderstanding distrust Suspension/Neglect/Disrespect
Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table. The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels: • •
Level 1- which is based on somewhat superficially, socially desirable, mutual nice, sympathic and friendly sort of interactions. Level 2-, which is based on somewhat deeper, more purposeful interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses.
2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied. Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and productivity is possible through an adjustment of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done.
Process of Establishing Job Satisfaction : Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive. Factors relating to Job Satisfaction and Dissatisfaction Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with
different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India. Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions. The details of two sets of factors are noted in table 2.
Factors associated with Job satisfaction and dissatisfaction in two-factor theory : According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings. An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity. As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall how ever confine our discussion to those, which are considered as more important. A) PERSONAL FACTORS:
• • • • • • • •
Sex Number of department Time on Job Level and Range of Intelligence Level of Education Age Attitude Personality, Exclusive of Intelligence
SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition. NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job. The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities. Same Indian companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work. TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year. RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence. Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in. On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job. LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists.
AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction. ATTITUDE: Person having positive attitude have more job satisfaction. PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not been conclusive as true measures of personality characteristics have not yet been fully possible. However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies, Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain. B) FACTOR INHERENT IN JOB
• • • • •
Type of work Skill required Occupational status Size of the plant Geography
1. Type of work: Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established. 2. Skill required: In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers. 3. Occupational Status: Occupational are usually found to arrange themselves in hierarchy according to their
relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs. 4. Size of the plant: Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability. 5. Geography: Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out. C) FACTORS CONTROLLABLE BY MANAGEMENT
• • • • • • • • •
Adequate Salary Fringe Benefits Co-workers Downward Communication Working Conditions Responsibility Supervision Wages Opportunities for Advancement
1. Adequate salary: Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the “expressed preferences” of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits, security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees. 2. Fringe benefits: Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance. 3. Co-workers: The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment 4. Downward communication: In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction. 5. Working conditions: Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker. 6. Responsibility: Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people. 7. Supervision: Job supervised by good tempered and human relations oriented - supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers. 8. Wages: Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled.
9. Opportunities for advancement: Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement.
Ways of Measuring Job satisfaction There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies. Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales, which are frequently used in practice. One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers. It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs. SOURCES OF JOB-SATISFACTION Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition. WAGES: Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards,
satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness. In the next chapter of project report, we will study the Benefits of Job Satisfaction issues and Increasing Job Satisfaction on employees.
Job Satisfaction - Introduction
The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play, the field of job satisfaction has become difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying.
Job Satisfaction - Theory
One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a building. These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not & could be a function of the effort of the individual on one hand & on the other the situational opportunities available to him. This can be better understood by taking example of a foreman in an engineering industry. He has been assigned the task to complete a special order by a certain, deadline. Person may experience positive job satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that he has been trusted and given a special task, he likes such kind of rush job and it may get him extra wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for extra wages. Each one of these variables lead to an end state of feeling, called satisfaction. Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of fulfillment of his needs in relation to his work & the situations surrounding it'. Theories of Job - Satisfaction : There are 3 major theories of job satisfaction. (i) Herzberg's Motivation - Hygiene theory. (ii) Need fulfilment theory. (iii) Social reference - group theory. Herzberg's Motivation - Hygiene Theory : This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that
there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organisation, workers feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organisation, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only. According to Herzberg following factors acts as motivators: • Achievement, • Recognition, • Advancement, • Work itself, • Possibility of growth, & • Responsibility. Hygiene factors are : • Company policy & administration, • Technical supervision, • Inter-personal relations with supervisors, peers & Subordinates, • Salary. • Job security, • Personal life,
• Working Conditions, & • Status. Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterised by 'motivators' & those which led people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'. Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations. Need Fulfillment Theory : Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the more he wants something or the more important it is to him, the more satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social achievement & for influence. a) Need for personal achievement :
Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. b) Need for social achievement : A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone. c) Need for influence : A desire to influence other people & surroundings environment. In the works situation, it means to have power status & being important as reflected in initiative taking and participation in decision making. In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to which one's personal & social needs are fulfilled in the job situation. Social References - Group Theory : It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do
neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment. To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the characteristics of the job meet with approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality. Relationship among motivation, attitude and job satisfaction : Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it. Relationship Between Morale & Job Satisfaction : According to Seashore (1959), morale is a condition which exists in a context where people are : a) motivated towards high productivity.
b) want to remain with organization. c) act effectively in crisis. d) accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) are satisfied with their job. According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals. Relationship Between job satisfaction and work behaviour : Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury.
Job satisfaction and productivity : Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organisation should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. Job Satisfaction and absenteeism : One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job.
Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organisational behaviourists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimise it's impact on work behaviour. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People
with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs. Determinants of Job Satisfaction : According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are : 1) Organisational variables ; and 2) Personal Variables. Organisational Variable : 1) Occupational Level : The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. 2) Job Content : Greater the variation in job content and the less repetitiveness with which the tasks must be performed, the greater is the satisfaction of the individual involved. 3) Considerate Leadership : People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. 4) Pay and Promotional Opportunities : All other things being equal these two variables are positively related to job satisfaction. 5) Interaction in the work group :
Here the question is : When is interaction in the work group a source of job satisfaction and when it is not ? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the ready calculability of the others behaviour and constitutes a validation of one's self ; (b) It results in being accepted by others ; and (c) It facilitates the achievements of goals. Personal Variables : For some people, it appears most jobs will be dissatisfying irrespective of the organisational condition involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc. are responsible for this difference. (1) Age : Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constant, seems to indicate that there is generally a positive relationship between the two variales up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement blocked, his satisfaction declines. (2) Educational Level : With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.
(3) Role Perception : Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviours they should engage in to perform there job successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual, the greater his satisfaction. (4) Sex : There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally low occupational aspiration of women. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc. How Sales Persons Can Express Dissatisfaction Sales Person dissatisfaction can be expressed in a number of ways. For example, rather than quit, Sales Persons can complain, be insubordinate, steal organisational property, or shirk a part of their work responsibilities. In the following figure, four responses are given along to dimensions : Constructiveness / Destructiveness and Activity / Passivity. These are defined as follow :
Exit : Behaviour directed towards leaving the organisation. Includes looking for a new position as well as resigning. Active Exit Destructive neglect loyalty Passive Voice : Actively and constructively attempting to improve conditions includes suggesting improvements, discussing problems with superiors, and some forms of union activity. Loyalty : Passively but optimistically waiting for conditions to improve. Includes speaking up for the organisation in the face of external criticism and trusting the organisation and its management to 'do the right thing'. Neglect : Passively allowing the conditions to worsen. Includes chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviours encompass our performances variables-productivity, absenteeism and turnover. But this model expands Sales Person response to include voice and loyalty, constructive behaviours that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. The importance of high job satisfaction : The importance of job satisfaction is obvious. Managers should be concerned with the level of job satisfaction in their organisations for at least three reasons: Voice Constructive
(1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely to resign ; (2) It has been demonstrated that satisfied Sales Persons have better health and live longer ; and (3) Satisfaction on the job carries over to the Sales Person's life outside the job. Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an Sales Person's decision to leave the organisation. Although satisfaction and absence are also negatively related, conclusions regarding the relationship should be more guarded. An often overlooked dimension of job satisfaction is its relationship to Sales Person health. Several studies have shown that Sales Persons who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease. For managers, this means that even if satisfaction did not lead to less voluntary turn over and absence, the goal of a satisfied work force might be jutificable because it would reduced medical costs and the premature loss of valued Sales Persons by way of heart disease or strokes. Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole. When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the dissatisfied Sales Person carries that negative attitude home. Some benefits of job satisfaction accure to every citizen in society. Satisfied Sales Persons are more likely to be satisfied citizens. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. So job satisfaction is very important. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as well as into lower medical and life insurance costs. Additionally, there are benefits for society in general. Satisfaction on the job carries over to the Sales
Person's off the job hours. So the goal of high job satisfaction for Sales Persons can be defended in terms of both money and social responsibility.
Project Description :
Title : Project Report on Job Satisfaction of Employees Project Description : MBA Project Report on Job Satisfaction of Employees Theory of Job Satisfaction, Relationship Between job satisfaction and work behaviour, productivity, absenteeism, Turnover, Adjustment & How Sales Persons Can Express Dissatisfaction Pages : 73 Category : Project Report for MBA This project is our paid category, its cost is Rs. 2499/- only without Synopsis and Rs. 2999/- only with synopsis. If you need this project, mail us at this id : [email protected] or Phone/SMS at 9468269340 We will send you a hardcopy with hard binding and a softcopy in CD from courier.
Project Report Job Satisfaction of Employees in Jaisamand Island Resort Preface Management is the art of getting things done with and through help of others. It is the process of planning, organising, staffing, directing, coordinating and controlling in an efficient manner for effective use of scarce resources. In past business organisations were managed by owner managers having no professional knowledge. But nowadays due to severe competition professional management has taken the place of the traditional management. The purpose of this project is to expose the students to go deep into the knowledge of the product of their interest. The purpose of this project is to expose the students on practical fronts in almost all functional areas while undertaking a project specific to the industry problem under the able guidance of faculty embers. The project gives a unique experience to the aspirants who an visualise things what they have been taught in the classrooms. As a complementary to every researcher has to prepare and submit a report on their project. This present project report is in continuation of that tradition. It is an attempt to present an account practical knowledge and observations collected during the Research Project. General information about “JOB SATISFACTION OF EMPLOYEES This project report include the general information about “JOB SATISFACTION OF EMPLOYEES IN JAISAMAND ISLAND RESORT” Introduction towards Job Satisfaction
Job satisfaction is one of the most crucial but controversial issues in industrial psychology and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale. Meaning of Job Satisfaction There are a number of different definitions of job satisfaction. One comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas: 1. Specific job factor 2. Individual adjustment 3. Group relationship These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techniques. For our purpose the definition which seems to be apt, at the same time simple, is that job satisfaction is the favorableness or unfavourableness with which employees view their work. It results when there is a fit between job requirements and the wants and expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfactory may refer either to a person or a group. Job satisfaction may be more clearly understood in the content of the employees extent of the satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to employees’ satisfaction with their home and community life. Some employees, for instance, may be very satisfied with their home and community life, but view their jobs as average. Consequently their Job satisfaction is lower than their other satisfaction. Some other employees may feel dissatisfied with home and community but they also feel their jobs are average. In this case the employees Job satisfaction will be actively high. But generally Job satisfaction and life satisfaction are closely related. The effect is of spillover of one over the other. Another kind of effect, which is also prevalent, is the
compensatory effect where people compensate for low Job satisfaction by trying to achieve higher satisfaction in various pursuits in society and in union activities Job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it . For instance when asked, the employees may say that they are dissatisfied with both the canteen and the company promotion policy. It win appear at this point, that both the factors are equal importance to employees. But. it asked further, the employees may say that company promotion policy is far more important to them than the canteen. Only when the management knows such relative importance of various factors then proper action can be taken. This approach has been largely followed in the psychological study in the J.B Institutes AH India survey of changing aspiration of workmen, referred to earlier and later. Another interesting approach to measuring Job Satisfaction as developed by Porter, is to find out the gap between what the Employees’ experiences about that particular factor. In his actual condition and what he thinks should be there. This gap along with the importance of the factor to the employee gives a clearer understanding of the extent and nature of Job satisfaction employees the following sample question gives an idea of job Satisfaction measures form a porter-type survey:The feeling of security in my Job (circle one number): (a) How much is there now 7 (min) 1234567 (max) (b) How much should there be? (Min) 1234567 (max) The lower the different between response to question (a) and that to question (b) the higher the Job Satisfaction assumed to be.
Job Satisfaction and Productivity : Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives. The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction. Relationship of Job Satisfaction and Productivity :
Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be the most desirable arrangement where high satisfaction and high productivity are combined together.
Fig: - Relation of Job Satisfaction and productivity Job Satisfaction Interpersonal Interaction : Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately Table - Satisfaction and dissatisfactory in interpersonal interaction
SATISFYING LEVEL 1 LEVEL 2 Satisfying to Sympathy, Love, Mutual Respect, Trust, other Affection, Acceptance and Friendliness, Confidence based on Agreement, Help and directed towards achieve common goal. Dissatisfying Superiority dominance authority control
DISSATISFYING TO SELF SUBMISSION Obedience, Inferiority, Punishment being controlled disciplined rejection/analysis criticism/attack
Hatred/ antagonize
to Other
disciplinary action command
Misunderstanding distrust Suspension/Neglect/Disrespect
Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table. The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels: • •
Level 1- which is based on somewhat superficially, socially desirable, mutual nice, sympathic and friendly sort of interactions. Level 2-, which is based on somewhat deeper, more purposeful interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses.
2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied. Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and productivity is possible through an adjustment of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done.
Process of Establishing Job Satisfaction : Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive. Factors relating to Job Satisfaction and Dissatisfaction Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with
different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India. Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions. The details of two sets of factors are noted in table 2.
Factors associated with Job satisfaction and dissatisfaction in two-factor theory : According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings. An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity. As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall how ever confine our discussion to those, which are considered as more important. A) PERSONAL FACTORS:
• • • • • • • •
Sex Number of department Time on Job Level and Range of Intelligence Level of Education Age Attitude Personality, Exclusive of Intelligence
SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition. NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job. The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities. Same Indian companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work. TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year. RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence. Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in. On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job. LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists.
AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction. ATTITUDE: Person having positive attitude have more job satisfaction. PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not been conclusive as true measures of personality characteristics have not yet been fully possible. However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies, Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain. B) FACTOR INHERENT IN JOB
• • • • •
Type of work Skill required Occupational status Size of the plant Geography
1. Type of work: Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established. 2. Skill required: In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers. 3. Occupational Status: Occupational are usually found to arrange themselves in hierarchy according to their
relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs. 4. Size of the plant: Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability. 5. Geography: Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out. C) FACTORS CONTROLLABLE BY MANAGEMENT
• • • • • • • • •
Adequate Salary Fringe Benefits Co-workers Downward Communication Working Conditions Responsibility Supervision Wages Opportunities for Advancement
1. Adequate salary: Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the “expressed preferences” of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits, security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees. 2. Fringe benefits: Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance. 3. Co-workers: The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment 4. Downward communication: In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction. 5. Working conditions: Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker. 6. Responsibility: Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people. 7. Supervision: Job supervised by good tempered and human relations oriented - supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers. 8. Wages: Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled.
9. Opportunities for advancement: Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement.
Ways of Measuring Job satisfaction There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies. Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales, which are frequently used in practice. One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers. It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs. SOURCES OF JOB-SATISFACTION Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition. WAGES: Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards,
satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness. In the next chapter of project report, we will study the Benefits of Job Satisfaction issues and Increasing Job Satisfaction on employees.
Job Satisfaction - Introduction
The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. It has come a long way from a simple explanation based on money to a more realistic but complex approach to job satisfaction. New dimensions of knowledge are added every day & with increasing understanding of new variables & their inter play, the field of job satisfaction has become difficult to comprehend. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying.
Job Satisfaction - Theory
One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether it is highly individualistic effort of writing a book or a collective endeavour of constructing a building. These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be positive or negative depending upon whether need is satisfied or not & could be a function of the effort of the individual on one hand & on the other the situational opportunities available to him. This can be better understood by taking example of a foreman in an engineering industry. He has been assigned the task to complete a special order by a certain, deadline. Person may experience positive job satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that he has been trusted and given a special task, he likes such kind of rush job and it may get him extra wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for extra wages. Each one of these variables lead to an end state of feeling, called satisfaction. Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of fulfillment of his needs in relation to his work & the situations surrounding it'. Theories of Job - Satisfaction : There are 3 major theories of job satisfaction. (i) Herzberg's Motivation - Hygiene theory. (ii) Need fulfilment theory. (iii) Social reference - group theory. Herzberg's Motivation - Hygiene Theory : This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200 engineers and accountants of the Pittsburgh area in the USA, he established that
there are two separate sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers. When one set of conditions (called 'motivator') is present in the organisation, workers feel motivated but its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is absent in the organisation, the workers feel dissatisfied but its presence does not motivate them. The two sets are unidirectional, that is, their effect can be seen in one direction only. According to Herzberg following factors acts as motivators: • Achievement, • Recognition, • Advancement, • Work itself, • Possibility of growth, & • Responsibility. Hygiene factors are : • Company policy & administration, • Technical supervision, • Inter-personal relations with supervisors, peers & Subordinates, • Salary. • Job security, • Personal life,
• Working Conditions, & • Status. Herzberg used semi-structured interviews (the method is called critical incident method). In this technique subjects were asked to describe those events on the job which had made them extremely satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were generally characterised by 'motivators' & those which led people to extreme dissatisfaction were generally characterized by a totally different set of factors which were called 'hygiene factors'. Hygiene factors are those factors which remove pain from the environment. Hence, they are also known as job - environment or job - context factors. Motivators are factors which result in psychological growth. They are mostly job - centered. Hence they are also known as job - content factors. The theory postulated that motivators and hygiene factors are independent & absence of one does not mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors while their predominance is reversed in unpleasant situations. Need Fulfillment Theory : Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the more he wants something or the more important it is to him, the more satisfied he is when he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social achievement & for influence. a) Need for personal achievement :
Desires for personal career development, improvement in one's own life standards, better education & prospects for children & desire for improving one's own work performance. b) Need for social achievement : A drive for some kind of collective success is relation to some standards of excellence. It is indexed in terms of desires to increase overall productivity, increased national prosperity, better life community & safety for everyone. c) Need for influence : A desire to influence other people & surroundings environment. In the works situation, it means to have power status & being important as reflected in initiative taking and participation in decision making. In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to which one's personal & social needs are fulfilled in the job situation. Social References - Group Theory : It takes into account the point of view & opinions of the group to whom the individual looks for the guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in which he should look at the world and evaluate various phenomena in the environment (including himself). It would be predicted, according to this theory that if a job meets the interest, desires and requirements of a person's reference group, he will like it & if it does not, he will not like it. A good example of this theory has been given by C.L. Hulin. He measures the effects of community characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order offices. He found that with job conditions held constant job satisfaction was less among persons living in a well-to-do
neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for evaluation may be provided by one's social groups and general social environment. To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the characteristics of the job meet with approved & the desires of the group to which the individual looks for guidance in evaluating the world & defining social reality. Relationship among motivation, attitude and job satisfaction : Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it. Relationship Between Morale & Job Satisfaction : According to Seashore (1959), morale is a condition which exists in a context where people are : a) motivated towards high productivity.
b) want to remain with organization. c) act effectively in crisis. d) accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) are satisfied with their job. According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals. Relationship Between job satisfaction and work behaviour : Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury.
Job satisfaction and productivity : Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organisation should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. Job Satisfaction and absenteeism : One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job.
Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers. Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organisational behaviourists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimise it's impact on work behaviour. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People
with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs. Determinants of Job Satisfaction : According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction of an individual. These are : 1) Organisational variables ; and 2) Personal Variables. Organisational Variable : 1) Occupational Level : The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. 2) Job Content : Greater the variation in job content and the less repetitiveness with which the tasks must be performed, the greater is the satisfaction of the individual involved. 3) Considerate Leadership : People like to be treated with consideration. Hence considerate leadership results in higher job satisfaction than inconsiderate leadership. 4) Pay and Promotional Opportunities : All other things being equal these two variables are positively related to job satisfaction. 5) Interaction in the work group :
Here the question is : When is interaction in the work group a source of job satisfaction and when it is not ? Interaction is most satisfying when (a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the ready calculability of the others behaviour and constitutes a validation of one's self ; (b) It results in being accepted by others ; and (c) It facilitates the achievements of goals. Personal Variables : For some people, it appears most jobs will be dissatisfying irrespective of the organisational condition involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level, sex, etc. are responsible for this difference. (1) Age : Most of the evidence on the relation between age and job satisfaction, holding such factors as occupational level constant, seems to indicate that there is generally a positive relationship between the two variales up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement blocked, his satisfaction declines. (2) Educational Level : With occupational level held constant there is a negative relationship between the educational level and job satisfaction. The higher the education, the higher the reference group which the individual looks to for guidance to evaluate his job rewards.
(3) Role Perception : Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviours they should engage in to perform there job successfully. Job satisfaction is determined by this factor also. The more accurate the role perception of an individual, the greater his satisfaction. (4) Sex : There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men, holding such factors as job and occupational level constant. One might predict this to be the case, considering the generally low occupational aspiration of women. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc. How Sales Persons Can Express Dissatisfaction Sales Person dissatisfaction can be expressed in a number of ways. For example, rather than quit, Sales Persons can complain, be insubordinate, steal organisational property, or shirk a part of their work responsibilities. In the following figure, four responses are given along to dimensions : Constructiveness / Destructiveness and Activity / Passivity. These are defined as follow :
Exit : Behaviour directed towards leaving the organisation. Includes looking for a new position as well as resigning. Active Exit Destructive neglect loyalty Passive Voice : Actively and constructively attempting to improve conditions includes suggesting improvements, discussing problems with superiors, and some forms of union activity. Loyalty : Passively but optimistically waiting for conditions to improve. Includes speaking up for the organisation in the face of external criticism and trusting the organisation and its management to 'do the right thing'. Neglect : Passively allowing the conditions to worsen. Includes chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviours encompass our performances variables-productivity, absenteeism and turnover. But this model expands Sales Person response to include voice and loyalty, constructive behaviours that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions. The importance of high job satisfaction : The importance of job satisfaction is obvious. Managers should be concerned with the level of job satisfaction in their organisations for at least three reasons: Voice Constructive
(1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely to resign ; (2) It has been demonstrated that satisfied Sales Persons have better health and live longer ; and (3) Satisfaction on the job carries over to the Sales Person's life outside the job. Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an Sales Person's decision to leave the organisation. Although satisfaction and absence are also negatively related, conclusions regarding the relationship should be more guarded. An often overlooked dimension of job satisfaction is its relationship to Sales Person health. Several studies have shown that Sales Persons who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease. For managers, this means that even if satisfaction did not lead to less voluntary turn over and absence, the goal of a satisfied work force might be jutificable because it would reduced medical costs and the premature loss of valued Sales Persons by way of heart disease or strokes. Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole. When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the dissatisfied Sales Person carries that negative attitude home. Some benefits of job satisfaction accure to every citizen in society. Satisfied Sales Persons are more likely to be satisfied citizens. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. So job satisfaction is very important. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as well as into lower medical and life insurance costs. Additionally, there are benefits for society in general. Satisfaction on the job carries over to the Sales
Person's off the job hours. So the goal of high job satisfaction for Sales Persons can be defended in terms of both money and social responsibility.
Project Description :
Title : Project Report on Job Satisfaction of Employees Project Description : MBA Project Report on Job Satisfaction of Employees Theory of Job Satisfaction, Relationship Between job satisfaction and work behaviour, productivity, absenteeism, Turnover, Adjustment & How Sales Persons Can Express Dissatisfaction Pages : 73 Category : Project Report for MBA This project is our paid category, its cost is Rs. 2499/- only without Synopsis and Rs. 2999/- only with synopsis. If you need this project, mail us at this id : [email protected] or Phone/SMS at 9468269340 We will send you a hardcopy with hard binding and a softcopy in CD from courier.
