A STUDY ON

“JOB SATISFACTION FOR THE MANAGERIAL STAFFS”

IN HINDALCO INDUSTRIES LIMITED ALUPURAM WORKS,
KALAMASERRY

In partial Fulfillment of the requirements

for the award of the Degree of

Bachelor of Business Administration

Of Mahatma Gandhi University
KOTTAYAM

submitted by
HEMA SANKAR
Reg. No.11153373
under the guidance of
Mr.ANEES K.A,

2011-2014

DEPARTMENT OF MANAGEMENT STUDIES

MES COLLEGE FOR ADVANCED STUDIES

EDATHALA, ALUVA
 DEPARTMENT OF MANAGEMENT STUDIES
MES COLLEGE FOR ADVANCED STUDIES

CERTIFICATE

This is to certify that this project report on JOB SATISFACTIONFOR THE MANAGERIAL
STAFFS IN HINDALCO INDUSTRIES LIMITED ALUPURAM WORKS,
KALAMASERRY At HINDALCO INDUSTRIES ltd, is a record of original work done
independently by HEMA SANKAR, under my supervision and guidance.

Signature:
Mr. ANEES K.A
Department of Management studies
MES College for Advanced Studies, Edathala

Signature:
Counted signed by
Mr. RAHUL THAMPI R
Head of the department
Department of Management studies
MES College for Advanced Studies, Edathala
 DECLARATION

I, Hema Sankar, hereby declare that this is a bonafide record of the PROJECT
WORK done by me titled “A STUDY ON JOB SATISFACTION FOR THE
MANEGERIAL STAFFS IN HINDALCO INDUSTRIES LIMITED ALUPURAM
WORKS/, KALAMASERRY” in partial fulfillment of the BBA program of Mahatma
Gandhi University under the guidance of K.N SUDHAKARAN, HR Manager of
HINDALCO INDUSTRIES LIMITED ALUPURAM WORKS/, KALAMASERRY
and MR.ANEES KAREEM, Faculty Guide, MES college for Advanced studies,
Edathala, and that this report has not formed the basis for the award of any
degree/diploma or other similar title to any candidate of any other university.

Place: HEMA SANKAR

Date: (Signature)
 ACKNOWLEDGEMENT

I would like to take this opportunity to express my sincere gratitude to all those
who have helped me throughout this Project work. It gives me immense pleasure to
acknowledge all those who have rendered encouragement and support for the successful
completion of this work.

I express my heartfelt thanks to Prof.A.THAJUDHEEN, Principal of MES

College for Advanced studies, Edathala and K.N SUDHAKARAN, HR manager
HINDALCO INDUSTRIES LIMITED ALUPURAM WORKS KALAMASERRY for
their constant encouragement and support during the entire project work.

I also extent my sincere gratitude, Jb. T.M. Zakkir Hussain, Secretary, MES
college for Advanced studies and MR. ANEES K.A Faculty Guide, MES College for
Advanced studies, Edathala, whose advice and guidance helped me in the successful
completion of this work.

HEMA SANKAR
 CONTENTS
Sl. N0 CHAPTER CONTENTS PAGE

1 1 INTRODUCTION 1

2 2 INDUSTRY PROFILE AND 11

COMPANY PROFILE

3 3 REVIEW OF LITERATURE 21

4 4 RESEARCH METHODOLOGY 48

5 5 DATA ANALYSIS AND 64

INTERPRETATION

6 6 FINDINGS AND SUGGESTIONS 83

7 7 CONCLUSION

8 APPENDIX

9 BIBLIOGRAPHY
 LIST OF TABLES
SL PARTICULARS PAGE
NO NUMBER
5.1 Table showing the satisfaction of working hours 64

5.2 Table showing the year of service 65

5.3 Table showing the use of skills and abilities 66

5.4 Table showing the satisfaction of promotional policies 67

5.5 Table showing the satisfaction in leisure time 68

5.6 Table showing the sharing of experience 69

5.7 Table showing the satisfaction among working hours 70

5.8 Table showing the opportunities for career development 71

5.9 Table showing the satisfaction in the income provided 72

Table showing the satisfaction in welfare activities provided by
5.10 73
the company

5.11 Table showing the appreciation inside the company 74

5.12 Table showing the most motivating factor of an employee 75

5.13 Table showing the relationship existing inside the company 76

5.14 Table showing the updating of knowledge 77

5.15 Table showing the participation in decision making 78

5.16 Table showing the duration of working hours 79

5.17 Table showing the opinion about the job rotation 80

Table showing the rating of employees about their remuneration

5.18 81
given by the company

5.19 Table showing the freedom to decide their job 82

 LIST OF CHART
SL PAGE
PARTICULARS
NO NUMBER

5.1 Graph showing the satisfaction of working hours 64

5.2 Graph showing the year of service 65

5.3 Graph showing the use of skills and abilities 66

5.4 Graph showing the satisfaction of promotional policies 67

5.5 Graph showing the satisfaction in leisure time 68

5.6 Graph showing the sharing of experience 69

5.7 Graph showing the satisfaction among working hours 70

5.8 Graph showing the opportunities for career development 71

5.9 Graph showing the satisfaction in the income provided 72

Graph showing the satisfaction in welfare activities provided by the
5.10 73
company

5.11 Graph showing the appreciation inside the company 74

5.12 Graph showing the most motivating factor of an employee 75

5.13 Graph showing the relationship existing inside the company 76

5.14 Graph showing the updating of knowledge 77

5.15 Graph showing the participation in decision making 78

5.16 Graph showing the duration of working hours 79

5.17 Graph showing the opinion about job rotation 80

Graph showing the rating of employees about their remuneration given

5.18 81
by the company
5.19 Graph showing the freedom to decide their job 82
 CHAPTER -1

INTRODUCTION

Job satisfaction is of positive feelings or attitudes that individuals have towards their
job. When a person says that he has job satisfaction, it means that he really likes his
job, feels good about it and values in job highly.

When an individual really likes job or he attained job satisfaction, it means

1. He is really flexible in work life

2. Satisfactory salary

3. Job security

4. Work itself

5. Career Advancement

6. Working condition is good for him

7. Meaningful work

8. Pay

9. Benefits

10. Safety in work Environment

11. Relationship of co-workers

12. Relationship of Management

13. Fun at workplace

These factors means or come to point that each and every employee feels flexible with
his job satisfaction.

DEFINITION OF JOB SATISFACTION

“Job satisfaction do not seem to reduce absence turn over and perhaps accident rates”

-Robert L Kalm

“Job satisfaction is a general attitude towards one’s job the difference between the
amounts of reward worker receive and amount they believe they should receive.

-P Robbins

According to Hugh J Arnoid and Daniel C defines “Job satisfaction as the amount of
overall positive affect (for feelings) that individual have towards their job”.
 Job satisfaction in the amount of pleasure or contentment associated with a job. If you
like your job intensely you will experience high job satisfaction. If you dislike your
job intensely you will experience job dissatisfaction.

-Feldman

According to E.A Locke,

“Job satisfaction is a pleasurable or positive emotion state resulting from the appraisal
of one’s job or job’s experience”.

There are important three dimensions to job satisfaction.

1. Job satisfaction cannot be seen, it can be only inferred it relates to ones feeling
towards one’s job

2. Job satisfaction is often determined by how will outcome meet the expectations or
exceed the expectations. If the employees working in the organization feel that they
are working much harder than others in the department but are receiving lowers
rewards, they will be dissatisfied and have a negative attitude towards the job, the boss
and co-workers. On the other hand, if they feel they are being paid fairly and treated
well by the organization, they will be satisfied with their jobs and will have positive
attitudes.

3. Job satisfaction and job attitudes are typically used interchangeably. Positive attitude
towards the jobs are conceptually equivalent to job satisfaction and negative attitudes
towards the job indicate job satisfaction. Job satisfaction is a subset of different
specific attitudes. Attitudes reflects one’s feeling towards Individuals’ organizations
and objects. But job satisfaction refers to one’s attitude towards a job.

Organization view. Individual view

Work Aptitude
Requireme Personnel
nts Style
 Person Job
fit

Good Met,
Job
Performance

Organization
provides Job related
rewards rewards

Overall Job
satisfaction

FACTORS AFFECTING JOB SATISFACTION.

There are a number of factors that influence job satisfaction. A number of research
studies have been conducted in order to establish some of the cause that result in job
satisfaction.
 Sources of Job satisfaction

Organizational Work Work itself Personal factors

factors environmental
factors  Job scope  Age and
 Salaries
and wages  Supervision seniority

 Variety

 Promotion  Work group  Tenure

Chances  Lack of  personality

autonomy
and role
 Company  Working conflict
policies conditions

Interestin
g work

Organization factors

1. Salary and wages

2. Promotion chances

3. Company policies
 Salary and Wages.

Salary and wages plays significant roles in influencing job satisfaction, basically of
three reasons.

1. Money is an important instrument in fulfilling ones need it satisfies the first level need
of Marlow’s need of satisfaction.

2. Employees often see money as a reflection of management concern for them.

3. It’s considered as a symbol of achievement since higher pay reflects high degree
of contribution towards organizational operations.

Non-monetary benefits are also important but they are not influential. One reason is
most of employees do not even know how much they are receive in benefits they do
not realize their monetary values.

Promotional chance

Promotion indicates an employee’s worth in the organization which is highly

morale boosting. They take promotion as their ultimate achievement in his career and
hey feels extremely satisfied and promotes positive changes.

Company Policies.

An autocratic and highly authoritative structure causes resentment among

employees as compared to a structure which is more open and democratic in nature.
 Liberal and fair policies usually result in more job satisfaction strict policies will
create job dissatisfaction.

Work Environmental factors

1. Supervision

2. Working conditions

3. Work Group

Supervision

There are two dimensions of supervisory styles which affect the job satisfaction.

1. Employees centeredness

2. Participation

Employees’ centeredness:-

Whenever supervisor is friendly and supportive of the workers there is job

satisfaction. The supervisor taken personal interest in employee welfare.

Participation:-

Superior who will allow their subordinates to participate in decisions that affect their
own jobs, helps in creating an environment which is highly conductive in job
satisfaction. Thus supervisors who establish a supportive personnel relationships with
subordinate and taken personnel interest on them, contribute job satisfaction.

Working conditions

Good working conditions are desirable by the employees, they lead to more physically
comfort. Temperature, humidity, ventilation, lightning and noise, hours of work,

Cleanness of the work place and adequate tools and equipment’s are the features
which affect job satisfaction.

Workgroup

Nature of the workgroup will have effect on job satisfaction on the following ways:-
1. A friendly and co-operative group provides opportunity to the group members to
interact with each other. It serves as a source of support, comfort, advice and
assistance to the individual group members.

2. The work group will be even a stronger source of satisfaction when members have
similar attitudes and values.

3. Smaller groups provide greater opportunity for building mutual trust and
understanding as compared to large groups.

Work itself

1. Job scope

2. Variety

3. Lack of autonomy and freedom

4. Role ambiguity and role conflict

5. Interesting work

Content of job itself plays a major role in determining the level of job satisfaction.
Some factors are:-

Job scope

It provide the amount of responsibility, work peace and feedback. The higher level of
job scope and higher level job satisfaction.

Variety

A moderate amount of variety is very effective. Excessive verities produce confusion

and stress and two little variety causes monotony and fatigue which are dissatisfies.

Lack of autonomy and freedom

It overwork pace can create helplessness and dissatisfaction. Employers do not like it
when there every step and every action is determine by their supervisors.

Role ambiguity and Role conflict

 It also leads to confusion and job dissatisfaction because Employee do not know
exactly what this task is and what is expected of them.

Interesting work

A work is very interesting, challenging and provides status will be proving satisfaction
to the employees as composed to work which is boring and monotonous.

Personal Factors

1. Age and seniority

2. Tenure

3. personality

Age and seniority

With the age, people become more mature and realistic and less idealistic, so that they
are willing to accept available resource and rewards and be satisfied with situation.
With the passage of time people move into more challenging and more responsible
situations and positions. People who do not move up at all with time are more likely to
be dissatisfied with their jobs.

Tenure

Employees with longer tenure are expected to be highly satisfied with their jobs.
Tenure assures job security which is highly satisfactory to the employees. They can
easily plan for their future without any fear of losing their jobs.

Personality

Self-assurance, self-esteem, maturity, decisiveness, sense of autonomy, challenge and

responsibility are the some of the personality trials which influence job satisfaction.
Higher the person is on Maslow’s need Hierarchy, the higher is the job satisfaction.

This type of satisfaction comes from within the person and is a function of his
personality.

1.1 STATEMENT OF THE PROBLEM

HINDALCO LIMITED reports that 7% absenteeism per month. This value is higher
than the company standard value. Expected absenteeism rate of the company is 1.5 per
 month. Therefore that situation is not good for the Company. Therefore researcher can
formulate following problem statement. How do physical, psychological and
environmental factors in fact on job satisfaction among employees.

1.2 AIMS AND OBJECTIVES

1. To measure the satisfaction level of Employees.

2. To identify the factors which influences the job satisfaction of the employees.

3. To know the employees satisfaction towards facilities provide by the firm.

4. To offer valuable suggestion in order the satisfaction level of the Employees.

5. To identify what are the tools used by the Company in order to motivate the
Employees.

6. To study Employees perception towards the organization

1.3 SCOPE OF THE STUDY

1. To identify the employees level of satisfaction upon that job.

2. This study is helpful to that organisation for conducting further research.

3. It is helpful to identify the employer’s level of satisfaction towards welfare measure.

4. This study is helpful to the organization for identifying the area of dissatisfaction of
job of the employees.

5. This study helps to make a managerial decision to the company.

1.4 NEED OF STUDY

This study aims at eliciting the job satisfaction of the employees of HINDALCO

INDUSTRIES LIMITED. For this purpose HINDALCO INDUSTRIES LIMITED,

ALUPURAM works is selected and study was confined in this Unit. In these Unit, the
study was conducted among 70 Managerial Staffs.
1. In order to check out what are the factors that pressurise a person to leave an
organization.

2. In what extend job satisfaction avoid employees turn over.

3. Job satisfaction is an important output for the employees work for the organization.

4. It comprises helps to study both extrinsic and intrinsic factors and helps to maintain
and able and willing work forces.

5. The report is helpful to management and company to know the satisfaction level of the
Employees and they can take measures to improve productivity.

1.5 LIMITATIONS OF THE STUDY.

1. Study was conducted only in HINDALCO among the managerial staffs.

2. Due to limitation of the time, research could not be detailed.

3. Due to confidentially of some information’s, accurate response was not revealed by

some of the respondents.

4. Some of the replies of respondents are biased.

5. Respondents have marked the answers in questionnaire which may be socially

incorrect irrespective of actual feelings.

6. Chance to skip relevant information.

7. Busy schedule of Managerial Staff effected study.

8. Less availability of continuous leave for project delays the survey.

 CHAPTER 2
INDUSTRY PROFILE
AND
COMPANY PROFILE

Aluminum Industry in India is a highly concentrated industry with the top 5 companies
consisting the majority of the country’s production with the growing demand of Aluminum
in India, the Indian Aluminum Industry is also growing at an enviable pace. In fact, the
production of Aluminum in India is currently outpacing the demand. Indian Aluminum
Industry was first established in the year 1808, and it took almost 46 years to make its
production commercially viable. The research work of the country took several years and
resulted in extracting the aluminum from the Ore on Earth. Aluminum is third most
available element consisting almost 7.3% by mass. Currently aluminum is also the second
most used metal in the world after steel. Due to the fact that consistent growth of Indian
economy at a rate of 8% the demand for metal used for various sectors is also on the
higher side. As the result, the Indian aluminum Industry is growing consistently as in the
year 2009 the aluminum Industry in India saw a growth.

In the year 1938 the production of aluminum started in India, when the
aluminum Corporation of India’s plant was commissioned. The Plant was set up with a
financial and Technical collaboration with Alcan, Canada which had a capacity of
producing 2,500 tons per annum. In the year 1959 Hindustan aluminum Corporation
(HINDALCO) was set up, which had a capacity of producing 20,000 tons per annum.
A public sector enterprise MALCO which had a capacity of 10,000 tons per annum
was commissioned to produce aluminum with a capacity of producing 0.218 million
tons.

Indian aluminum Industry Government started regulating and controlling

during the 1970’s restrictions in entry and price distribution controls were common in
the aluminum Industry. Aluminum control order has been implemented where the
aluminum producers has to sell 50% of their products for electrical usage in the
country. Later in 1989 the order was removed as the Government decontrolling was
revoked. In the year 1991 with de-licensing of Industry, the liberal import of
technologies and capital goods are started. The liberalization resulted in a growth rate
of 6% during the 1980.

Though India’s per capita consumption of aluminum stands too low (under
1 Kg.) comparing to the per capita consumption of other countries like United States

and Europe (ranges from 25 to 30 Kgs), the demand is growing gradually. In India, the
industries that require aluminum most include power (44%), consumer durables,
transportation (10-20%), construction (17%) and packaging etc.
INDIAN ALUMINIUM INDUSTRY AT A GLANCE 2012-2013.

National aluminum Company (NALCO) was commissioned to produce aluminum.

It had a capacity of producing 0.218 million. During the 1970’s the Government
started regulating and controlling the Indian aluminum Industry restrictions in entry
and price distribution controls were quite common in the Indian aluminum sector.
Aluminum control order was implemented where the aluminum producers has to sell
50% of their products for electrical usage. However, in 1989, the order was removed
as the Government decontrolling was revoked. With de-licensing of Industry in 1991,
the liberal impact of technologies and capital good was started. The liberalization
resulted in the growth role of 12% of the

Industry comparing the growth rate of 6% during the 1980.

SIZE OF THE INDUSTRY.

The global requirement is estimated around 7.4 million tons against the
consumption in India as only around 110,000 tons India’s share in the global
downstream sector is low as compared to other developed countries. India has nearly
10% of the world’s bauxite reserves and growing aluminum sectors than leverages
this. Demand in the domestic market is expected to grow by 8-10 million. India is
expected to have an installed aluminum capacity of 1.7 to 2 million tons per annum by
2020.

MARKET CAPITALISATION

By the end of 1990’s to 2002 after a stagnant consumption of primary aluminum in

India when the consumptions where between 500 – 600 k and started rising. The

consumption reach at 1080 KT in 2006. The aluminum consumption in India is dominated

by the Industries like Power, infra-structure and transportation etc.

MAJOR PLAYERS
 INDALCO Industries Limited is dominated by four or five companies that
constitute the majority of India’s aluminum production. The following are the major
players in aluminum Industries in India.

1. HINDALCO Aluminium Industry

2. National Aluminium Company

3. Bharat Aluminium Company

4. MALCO

HINDALCO

HINDALCO is the biggest player in the aluminum Industry in India with around
39% of market shares. An Aditya Birla group flagship company, HINDALCO has its
aluminum plant at Renukoot in Uttar Pradesh. It has various aluminum products with a
market share of 42 in primary aluminum, 20% in extrusions, 63% rolled products,
31% in wheels and 44% in foils.

STERLITE INDUSTRIES

The aluminum business of Sterlite Industries Limited comprises of two Indian

aluminum giants – BALCO and MALCO. While BALCO is a partially integrated
MALCO is fully integrated producer of aluminum. Sterlite has got a market share of
around 32%.

NALCO

It is also one of the leading aluminum producers in India. Government of India has a
stake of 87.15% in this company. Its aluminum refinery is located at Damanjodi. It
also has a smelter located at Angoon, Orissa.

COMPANY PROFILE
HINDALCO industries is member of the Aditya Birla Groups and group comprises of
multi-cultural, multi lingual work force of nearly 1,00,000 employees belong to
twenty different nationality and its products and services reach across more than 100
countries. Alupuram works is a part of HINDALO Industries Limited, which is Flag
Ship Company of Aditya Birla Group. The group Business includes aluminum,
Copper, Cement, Viscose, and Staple Fiber, Carbon Black, Viscose filament yard,
Fertilizers, Insulated, Branded apparels, Insurance and asset Management, Software
and telecom. HINDALCO Industry Limited (HINDALCO) is engaged in the
production and marketing alumina, hydrate, aluminum metal and its value added semi-
fabricated products. Hindalco also produces and market value added products like
Carbon Block and Carbon paste. It bauxite mine and plants are located in the states of
Kerala, Karnataka, Maharashtra, West Bengal, Bihar and Orissa. Corporate office of
Hindalco is located in Mumbai. Hindalco employees about 15,000 employees
throughout India and enjoy high status at a good employer, Aditya Birla Group has
been conferred as “best employer for the year 2007” in India. Hindalco has good
image on business ethics. The belongingness and loyalty of the employees to the
organization is rated high. Extrusion business is one of the business of Hindalco and
has to extrusion plant. The main plant in Renukoot, Utter Pradesh, where 6 extrusion
presses are operating and at Alupuram two extrusion presses are operating.

Alupuram work is located in Ernakulum District of Kerala. The first extrusion

press of capacity 1250 tons was installed during 1955. The second extrusion press of
capacity 3300 tons was installed in 1961. Both the presses put together the production
 capacity is around 12000 TPA. Over the year, the all equipment were upgraded and
some outdated parts of the plants are replaced. There is major expansion plan was
executed after 1961. The die show, which is attached to the extrusion plant has a
production capacity of manufacturing 720 dies per annum. The cast house which is
attached to the extrusion press, erstwhile part of Alupuram smelter caters to need of
the aluminum billets for extrusion press.The major raw material use in extrusion
process in aluminum billets and die steel. Homogenized aluminum cut billets of 6”, 9”
and 12” diameter are supplied from two sources from December 2004 onwards.
Depends of the requirement of extrusion plant the billets are either source from our
own group plant at Renukoot, Utter Pradesh or manufactured at Alupuram case house.
The die steel used for making dies is mainly of imported procured through Indian
Agents. In extrusion process a block of solid aluminum metal is converted into a
continuous length of uniform close section by forcing it to flow in the solid state itself
under high pressure through a die orifice, which is so shape as to impart required form
to the products.The billets are usually manufactured from 97% aluminum with
different alloying elements to give strength and finishing properties.The two major
types of extrusion includes solid shapes like a simple channel or complex beat sink
and hollow shape like a simple tube or complex gear. The significant market scores
extrusion products at Alupuram works are for the building and construction segments,
industry segment, electrical component, appliances, and defense and transportation
industries. Majority of extruder products are sold to Indian customers in various
countries. Various testing equipment’s and a quality assurance in charge support
analytical requirements for the purpose of process of product quality controls. In the
total productions 20% are exported and the balance is sold in the domestic market.
The major customers are served as:-

1. Larsen & Toubro Limited

2. VSSC

3. LMW

4. Siemens

5. ABBGEI

6. Hamon
7. MICO

8. ALSTOM

9. EICHER

PROCESS FLOW DIAGRAM OF EXTRUSION PROCESS

ACTIVITY PROFILE
RAW MATERIALS

Aluminium ingots, received as raw materials is cast to billets of different alloy and
different sizes are as per requirements. As cast billets are also received from sister
units as and when required. Other major consumable material used in the process are
die steel, hydraulic oil from extrusion process, cutting tools for making dies, different
types of packing materials etc.

ELECTRICAL ENERGY.

A blend of Hyde and thermal power plant supplied from Kerala State Electricity Board
(KSEB) scattered to 100% of the need of Alupuram works. The domestic supply to
colony and adjoining villages is being fed by KSEB.
ORGANISATION CHART

HINDALCO INDUSTRIES LIMITED ALUPURAM WORKS, ELOOR

KUTTIKATTUKARA

UNIT HEAD: K.KUMARA VEL

SAFETY OFFICER: A. K SREEDHARAN

CONFIDENTIAL SECRETARY: O.S GOPI

PRODUCTION HEAD: P.P JOSEPH

MECHANICAL HEAD: V. SREEKUMAR

ELECTRICAL HEAD: S. MADHUMOHAN NAIR

PROJECTS & MATERIAL HEAD: A. J MATHEW

HR HEAD: J. HARIDAS

FINANCE HEAD: M.K. NANDAKUMAR

SYSTEMS HEAD: R.VISWANATHAN

PLANNING AND DISPATCH HEAD: BABU SEBASTIAN

 CHAPTER 3
REVIEW OF LITERATURE
MEANING AND DEFINITION OF JOB SATISFACTION:
Hoppock indicates that job satisfaction means the mental, physical and environmental
satisfaction of employee and the extent of job satisfaction can be known by inquiring
employees about the job satisfaction extents. The academic definitions of job
satisfaction can be divided into three types. Namely:

(1) Integral definition:

This definition emphasizes workers’ job attitude toward environment with focal
attention on the mental change for individual job satisfaction of employee (Locke,
1976; Fogarty, 1994; Robbins, 1996).

(2) Differential definition:

It emphasizes job satisfaction and the difference between the actually deserved reward
and the expected reward from employees; the larger difference means the lower
satisfaction (Smith et al., 1969; Hodson, 1991).

(3) Reference structure theory:

It emphasizes the fact that the objective characteristics of organizations or jobs are the
important factors to influence employees’ working attitude and behaviours but the
subjective sensibility and explanation of working employees about these objective
characteristics; the said sensibility and explanation are also affected by self-reference
structures of individual employee (Morse, 1953; Homans, 1961).Within this research,
for the dimension of job satisfaction, we adopt the frequently applied Minnesota
Satisfaction Questionnaire and divide the job satisfaction of employee into the
external satisfaction and internal satisfaction for the subsequent researching
investigation. Although no uniform definition of job satisfaction exists (Siegel &
Lane, 1982); job satisfaction is generally considered to be the overall feeling that a
worker has about a job.

Young (1984) defined job satisfaction as “the affective reaction that employees have
about their jobs”. According to Young, job satisfaction has implications for the
individual related to physical and mental health, for the organization related to the
acceptance of and good performance on the job, and for society related to quantity and
quality of life. Job satisfaction was defined by Lofquist and Dawis (1969) as “the
pleasurable emotional state resulting from the appraisal of the extent to which he work
environment fulfils an individual’s requirement”

Solly and Hohenshil (1986)stated “Job satisfaction is defined as an attitude

individuals hold about their work consisting of a general or global factor of
satisfaction as well as a collection of specific factors related to sources of work
reinforcement” .

According to Hoppock, job satisfaction can be defined as essentially any combination

of psychological, physiological, and environmental circumstances that cause a person
to say, “I am satisfied with my job”.

Business Definition for: Job Satisfaction

The sense of fulfilment and pride felt by people who enjoy their work and do it well.
Various factors influence job satisfaction, and our understanding of the significance of
these stems in part from Frederick Herzberg. He called elements such as remuneration,
working relationships, status, and job security "hygiene factors" because they concern
the context in which somebody works. Hygiene factors do not in themselves promote
job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators
contribute to job satisfaction and include achievement, recognition, the work itself,
responsibility, advancement, and growth. An absence of job satisfaction can lead to
poor motivation, stress, absenteeism, and high labour turnover.

Some other definitions of job satisfaction

(a)Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s
job. Weiss has argued that job satisfaction is an attitude but points out that researchers
should clearly distinguish the objects of cognitive evaluation which are affect
(emotion), beliefs and behaviours. This definition suggests that we form attitudes
towards our jobs by taking into account our feelings, our beliefs, and our behaviours.
 (b) "Job satisfaction is defined as "the extent to which people like (satisfaction) or
dislike (dissatisfaction) their jobs". This definition suggests job satisfaction is a
general or global affective reaction that individuals hold about their job. While
researchers and practitioners most often measure global job satisfaction, there is also
interest in measuring different "facets" or "dimensions" of satisfaction.

Examination of these facet conditions is often useful for a more careful examination
of employee satisfaction with critical job factors. Traditional job satisfaction facets
include: co-workers, pay, job conditions, supervision, nature of the work and
benefits." -Williams

(c) “Job satisfaction is a positive emotional state that occurs when a person's job
seems to fulfil one's needs”. It is not always related with the money factor-because
some people also work to satisfy their urge to work.

(d) Following is the exact entry as defined by Dictionary.com. –noun

1. An act of satisfying; fulfilment; gratification.

2. The state of being satisfied; contentment.
3. The cause or means of being satisfied.
4. Confident acceptance of something as satisfactory, dependable, true, etc.
5. Reparation or compensation, as for a wrong or injury.
6. The opportunity to redress or right a wrong, as by a duel.
7. Payment or discharge, as of a debt or obligation.
8. Ecclesiastical.

(e) Paul Spector‘s refers to job satisfaction as “a cluster of evaluative feelings about
the job” and identifies nine facets of job satisfaction that are measured by the Job
satisfaction:

1. Pay - amount and fairness or equity of salary

2. Promotion - opportunities and fairness of promotions
3. Supervision - fairness and competence at managerial tasks by one’s supervisor

4. Benefits - insurance, vacation, and other fringe benefits

5. Contingent rewards - sense of respect, recognition, and appreciation
6. Operating procedures - policies, procedures, rules, perceived red tape
7. Co-workers - perceived competence and pleasantness of one’s colleagues
8. Nature of work - enjoyment of the actual tasks themselves
9. Communication - sharing of information within the organization.

IMPORTANCE OF JOB SATISFACTION:

After reading about job satisfaction and the factors related to it, you may want to know
that why job satisfaction important is? The importance of job satisfaction plays a
major role in our occupational life. It has relation with many aspects because it affects
a person's

1. Mental health
2. Physical health
3. Increase in output

Mental Health:

If a person remains continuously dissatisfied with the job it affects the mental health
of the individual. The continuous tension leads to much maladjustment in the
behaviour.

Physical Health: Job Satisfaction affects the physical health of the person. If a person
is under continuous stress, he/she will suffer from health problems like headaches,
heart and digestion related diseases etc.

Increase in output:

The output automatically increases with job satisfaction because when a person is
happy with his job situation, he would like to put more effort in his work, which in
turn will increase the output.

THEORIES OF JOB SATISFACTION:

Regardless of the authors, generally it is agreed that job satisfaction involves the
attitudes, emotions, and feelings about a job, and how these attitudes, emotions and
feelings affect the job and the employee’s personal life. Given the many definitions of
 job satisfaction, many scholars have proposed various theories of job satisfaction.
These theories have been developed, then either supported or rejected by others in the
field of work motivation and behavioural research. Today the classic theories of
Maslow (1943), Herzberg (1968), and Vroom (1964) on job satisfaction are the basis
for much of the modern day studies. These classic theories have served as a basis for
the evolution of job satisfaction research and have served as a springboard for research
inside and outside the field of education. Because these classic theories have
transcended into the field of education, from a historical perspective, it is important to
look at the classic theories of job satisfaction.

In their book on theories of job satisfaction, Campbell, Dunne tee, Lawler, and Weik
(1970) divide the present-day theories of job satisfaction into two groups, content
theories which give an account of the factors that influence job satisfaction and
process theories that try to give an account of the process by which variables such as
expectations, needs, and values relate to the characteristics of the job to produce job
satisfaction. Maslow’s (1943) Needs Hierarchy Theory and its development by
Herzberg into the two factor theory of job satisfaction are examples of content theory.
Equity, fulfilment and Vroom’s (1964) expectancy theory are examples of process
theory.

1. Content theory
2. Motivation and hygiene theory
3. Process theory
4. Expectation and equity theory
5. Reference group theory
6. Needs or fulfilment theory
7. Work adjustment theory
8. Job characteristics theory
9. Dispositional Theory

10. Affect Theory

Content Theories:

Content theories were concerned with the specific identity of what it is within an
individual or his/her environment that energize sand sustains behaviour. In other
words, what specific things motivate people (Campbell et al, 1970)? Maslow (1954)
suggested that people are driven by unsatisfied needs that shape their behaviour. He
 theorized that after a person has moved from a lower to a higher level of need, the
higher-level needs assume less prominence since they have been adequately met.
Although lower level needs may at times increase in importance as a consequence of
progressing through stages of psychological development, a person tends to develop a
“personality structure” in which his various needs form a hierarchical system. Maslow
(1954) and Hoppock (1935) suggested that job satisfaction and dissatisfaction share a
single continuum. They reasoned that both intrinsic and extrinsic factors have the
capacity to create satisfaction and dissatisfaction. Maslow described one end of this
continuum as a “growth” needs and, at the other end of the continuum “deficiency”
needs. Pinder (1998) describes the first set of needs as basic survival needs, which can
be looked at as those needs being concerned with the avoiding of pain and discomfort
and as providing primary needs such as sex, thirst, and hunger. Pinder describes the
second set of growth needs as those that express themselves in attempts by people to
become all that they are capable of becoming.

Motivator/Hygiene Theory (Two-Factor Theory):

Herzberg (Herzberg, Mausner, Patterson, & Capwell, 1957; Herzberg, Mausner,

Patterson, & Capwell, 2002) used Maslow’s needs hierarchy to formulate the
motivator/hygiene theory of employee motivation. In 1968, Herzberg wrote about the
two different needs of man. The first need is the one that comes from human’s animal
nature – or the ingrained drive to avoid pain from the environment or the learned
practices that arise as a response to the basic biological needs. The other set of needs
relates to the unique characteristics of humans, the ability to achieve. It is through this

achievement that a person experiences psychological growth (Gruenberg, 1976).

Herzberg also theorized that growth or motivation factors intrinsic to the job are:
achievement, recognition for achievement, the work itself, responsibility, and growth
for advancement (Gruenberg, 1979). He also theorized that the hygiene factors or
those factors that produce dissatisfaction are: company policy and administration,
supervision, interpersonal relationships, working conditions, salary, status, and
security (Gruenberg). Herzberg’s two-factor theory was tested by Schmidt (1976),
when he conducted a study using 74 educational administrators in Chicago. Schmidt
 collected data using a modification of Herzberg’s interview technique and a
questionnaire on characteristics of the job. Each principal was asked to think of an
incident that made him feel exceptionally good or exceptionally bad about his job as
an administrator, either in his present position or in previous administrative positions.
Each participant was limited to four specific sequences of events: two positive and
two negative. The written responses were then coded by a set of encoders. 14 Using an
ANOVA to determine relationships, Schmidt found that achievement, recognition, and
advancement, significant at the .01 level were perceived to be major determinants of
his subjects ‘overall satisfaction. The author also reported that interpersonal relations
with subordinates, policy and administration, interpersonal relations with superiors,
and interpersonal relations with peers were perceived to be major determinants of
overall dissatisfaction.

Process Theories:

Process theories try to explain and describe the process of how behaviour is energized,
directed, sustained, and stopped. To explain and describe behaviour these theories try
to define the major variables that are important for explaining motivated people
(Campbell et al, 1970). Process theorists see job satisfaction as being determined not
only by the nature of the job and its context within the organization, but also by the
needs, values and expectations that the individuals have in relation to their job
(Gruenberg, 1979). For example some individuals have a greater need for pay and
achievement than others and where a job gives no opportunity for increased pay or
achievement; such individuals are likely to be more frustrated than those whose need

for higher pay and achievement is less. Three sub-theories of process theory have been
developed: theory based on discrepancy between what the job offers and what is
expected, theory based on what an individual needs, and theory based on what the
individual values.

Expectations and Equity Theory:

 Equity theory was most heavily influenced by James Adams and originated around
1965 (Pindar, 1998). Equity theory was based upon three main assumptions. First, that
people develop beliefs about what constitutes a fair and equitable return for their
contributions to their jobs. Secondly, equity theory assumes that people tend to
compare what they perceive to be the exchange they have with their employers to that
which they perceive co-workers have with their employers. Thirdly, equity theory
holds that when people believe that their own treatment is not equitable, relative to the
exchange they perceive others to be making, and they will be motivated to do
something about the inequity (Pindar, 1998). For example, one employee believes that
another employee makes twice as much as they do. Whether that belief results in
dissatisfaction depends on their beliefs about the value of contributions they make as
compared to their co-worker. People can tolerate seeing others earn more in pay and
benefits if they do believe that others are contributing more in the way of inputs
(Pindar, 1998). One main criticism of equity theory is that issues of fairness and
justice can be a matter of “the eye of the beholder”. There is always the possibility that
what one thinks or believes is not congruent with what is actually happening. Another
limitation to this theory is that it can be hard to compare one organization to another,
thus this theory is localized for the person.

Reference Group Theory:

Reference group theory gave rise to the thought that employees compare their inputs
and outputs from his/her job to others, such as his/her friends, co-workers, and others
in the industry. One can easily see this is prevalent in the field of education as teachers

and administrators often compare salary and benefits between districts and states.
Theorists, such as Hulin and Blood (1968) have argued that the understanding of the
groups to whom the individuals relate is critical to understanding job satisfaction.

Needs/Fulfilment Theory:

Fulfilment theorists believed that people’s satisfaction is a function of how much of a

reward or outcome they are receiving for their work. Theorists simply viewed
 satisfaction depending on how much of a given outcome or group of outcomes a
person receives (Lawler, 1994). The weakness of this theory was that in the
researchers failing to take into account the individual-difference factors of a person.
The individual-difference factor is how people feel about what they receive and what
outcomes they feel they should receive for their work. A person who expects to be
paid more for their work is more likely to be dissatisfied than someone who feels that
he is paid adequately for his work. “Individual-difference factors suggest that the
fulfilment-theory approach to job satisfaction is not valid, since this approach fails to
take into account differences in people’s feelings about what the outcomes they should
receive” (Lawler, p.83). Theorists believed that satisfaction is determined by the
differences between the actual outcomes a person receives and some other outcome
level. They would say 16 that what is received should be compared with another
outcome level, and when the outcome level is below the other outcome level,
dissatisfaction results (Lawler, 1994). This theory is clearly evident in teacher salaries.
Teachers who feel their salaries or benefits are below the state or regional level
become dissatisfied with their employer. Vroom (1964) developed two forms of need
fulfilment theory. The first model was the subtractive model which states that job
satisfaction is negatively related to the degree of discrepancy between what the worker
needs and the extent to which the job meets those needs. His second model is the
multiplicative model in which the need for importance is taken into account by
multiplying the perceived amount of need fulfilment offered by the job by the
importance of the individual of that need (Gruenberg, 1979).

Work Adjustment Theory:

In 1964, the first version of work adjustment theory was published by Dawis,
England, and Lofquist. The theory was revised in 168, and extended forms of the
theory were published in book form in 1969 (Lofquist & Dawis, 1969). The theory of
work adjustment is based on the concept of correspondence between the individual
and environment (Davis & Lofquist, 1984). This theory includes a basic assumption
that the individual seeks to achieve and to maintain correspondence with the
environment. While many kinds of environments exist for an individual – home,
 school, work, church – to which an individual must relate, achieving and maintaining
correspondence with one environment may affect the correspondence with other
environments. Work then represents one such environment in which one must relate.
Satisfaction then indicates the correspondence between the individual and the work
environment (Davis & Lofquist, 1984). Davis, England and Lofquist (1964)
formulated a theory of vocational psychology that was based on the idea that the
individual is a responding organism. As individuals respond to their environment, their
responding becomes associated with reinforces in the environment. Davisetal. (1964)
summarized the theory of work adjustment in the following statements:

1. Work is conceptualized as an interaction between an individual and a work

environment.

2. The work environment requires that certain tasks be performed, and the individual
brings skills to perform the tasks.

3. In exchange, the individual requires compensation for work performance and

certain preferred conditions, such as a safe and comfortable place to work.

4. The environment and the individual must continue to meet each other’s
requirements for the interaction to be maintained. The degree to which the
requirements of both are met may be called correspondence.

5. Work adjustment is the process of achieving and maintaining correspondence. Work

adjustment is indicated by the satisfaction of the individual with the work environment
and by the satisfaction of the work environment with the individual, by the
individual’s satisfaction.

6. Satisfaction and satisfactoriness result in tenure, the principal indicator of work

adjustment.

7. Work personalities and work environments can be described in terms of structure

and style variables that are measured on the same dimensions (p. 9-10).

Job Characteristics Model:

 Hackman & Oldham proposed the Job Characteristics Model, which is widely used as
a framework to study how particular job characteristics impact on job outcomes,
including job satisfaction. The model states that there are five core job characteristics
(skill variety, task identity, task significance, autonomy, and feedback) which impact
three critical psychological states (experienced meaningfulness, experienced
responsibility for outcomes, and knowledge of the actual results), in turn influencing
work outcomes (job satisfaction, absenteeism, work motivation, etc.).The five core job
characteristics can be combined to form a motivating potential score (MPS) for a job,
which can be used as an index of how likely a job is to affect an employee's attitudes
and behaviours----. A meta-analysis of studies that assess the framework of the model
provides some support for the validity of the JCM.

Dispositional Theory:

Another well-known job satisfaction theory is the Dispositional Theory. It is a very

general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also
indicates that identical twins have similar levels of job satisfaction. A significant
model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are
four Core Self-evaluations that determine one’s disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism. This

model states that higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over her\his
own life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.

Affect Theory:
 Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job. Further,
the theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B
is indifferent about autonomy, then Employee A would be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a
particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.

MEASURING JOB SATISFACTION:

There are many methods for measuring job satisfaction. By far, the most common
method for collecting data regarding job satisfaction is the Likert Scale (named after
Rensis Likert). Other less common methods of for gauging job satisfaction include:
Yes/No questions, True/False questions, point systems, checklists, and forced choice
answers. This data is typically collected using an Enterprise Feedback Management
(EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a
specific questionnaire of job satisfaction that has been widely used. It measures one’s
satisfaction in five facets: pay, promotions and promotion opportunities, co-workers,
supervision, and the work itself. The sale is simple, participants answer either yes, no,
or can’t decide (indicated by ‘?’) in response to whether given statements accurately
describe one’s job. The Job in General Indexes an overall measurement of job
satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses
too much on individual facets and not enough on work satisfaction in general. Other
job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
 (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures
job satisfaction in 20 facets and has a long form with 100 questions (five items from
each facet) and a short form with 20 questions (one item from each facet). The JSS is a
36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces
Scale of job satisfaction, one of the first scales used widely, measured overall job
satisfaction with just one item which participants respond to by choosing a face.

VARIABLES OF JOB SATISFACTION:

Some research has been completed on principals’ job satisfaction and the relationship
to specific characteristics. Throughout the research, little consistency is apparent in the
findings. The characteristics most often examined include: age, gender, salary, number
of assistant principals, experience, tenure, school socio-economic level, school size,
and school accreditation status. In 1966, Klien and Maher use Herzberg’s theories to
complete a study of educational level, pay, and job satisfaction. Using an attitude
questionnaire, Klien and Maher, surveyed 727 first-level managers of an electronics
manufacturing population. Using a simple t test, they found that there was a negative
relationship between education and job satisfaction (M=2.64, SD=.94), p<.001. One of
the studies in education, using Herzberg’s theory, was conducted by Friesen, Hold
away and Rice (1983). They surveyed 410 principals from Alberta, Canada. The
principals were given a questionnaire that asked them two main questions:

1. What two factors contribute most to your overall satisfaction with the principal ship?

2. Which two factors contribute most to your overall dissatisfaction with the principal
ship?

They reported that the major characteristics of satisfaction for the principals they
studied were:

1. interpersonal relationships;
2. achievement;
3. Responsibility/job autonomy.

They also reported that student attitudes and performance, job challenge, recognition
and status, and job importance had secondary significance in terms of satisfaction.
 Frisen, Holdaway and Rice also reported the highest characteristics of job
dissatisfaction as:

1. Relationships with parents

2. Amount of work
3. Coverall constraints
4. Attitudes of society
5. Working conditions

DIMENSION OF JOB SATISFACTION:

Satisfaction is a psychological factor. It cannot be seen and cannot quantify. But its
expression in human mind is understandable. When an employee is satisfied with his
assigned task and can discharge his faction’s satisfactorily, it is called ‘job satisfaction’
Hoppock has brought the term ‘job satisfaction’ to limelight. After reviewing 32
studies on job satisfaction prior to 1933, he said, ‘job satisfaction’ is ‘‘(the
combination of psychological, physiological and environmental circumstances that
cause a person to truthfully say, “I am satisfied with my job” He has laid importance
on the factors affecting job satisfaction but does not indicate the nature of job
satisfaction. A comprehensive definition of job satisfaction is given by Locke is “a
pleasurable or positive emotional state resulting from the appraisal of one’s job or job

experience)’’. It is the result of employee’s perception of how well their job provides
those things that are viewed as important. Job satisfaction is generally recognized in
the organizational behaviour field that it is the most important and frequently studies
attitude. There are three dimensions of job satisfaction —

1. It is an emotional response to a job situation

2. It is often measured by how well outcomes meet or exceed expectations,
3. It represents several related attitudes.

Smith, Kendall, and Mullin have suggested that there are five job dimensions. These
are

1. The work itself.

2. Pay support for work
3. Promotion opportunities,
4. Supervision
5. Co-workers.

There are a number of outcomes of job satisfaction. For example, although the
relationship with productivity is not clear, low job satisfaction tends to lead to both
turnover and absenteeism, while high job satisfaction often results in fewer on the job
accidents and work grievances and less time needed to learn new job related tasks.
Most recently, satisfied workers have been found to exhibit desirable pro social
“Citizenship” behaviours and activities.

FACTORS INFLUENCING JOB SATISFACTION:

There a number of factors that influences one's satisfaction in the job situation.

They can be categorized under two broad headings.

1) Organizational Factors.
2) Personal Factors.

Organizational Factor:

A major amount of time is spent in the work place by all of us. The place where we spend
such a lot of time should fulfil our needs to some extent. The factors related to the work
place are:

Reward:

Reward includes all incentives like raise in pay, perks, facilities and promotion. The
promotion factor is a major factor in job satisfaction. An employee can only achieve
job satisfaction and work better when he knows that he will get his dues and raises in
due time.

Physical Working Condition:

 The physical working conditions like availability of necessary furniture, lighting
facilities, work hazard* also plays a major role in the factor of job satisfaction.

Cooperation:

Cooperation and attitude of the staff members with the person is also an important
factor in the Job satisfaction of the person.

Personal Factors:

The second major factors are the personal factors. These are as follows:

Interest:

Whether the nature of the work is of interest to the employee is a question. Answer of
which tells the job satisfaction of the person.

Personality Traits:

Some jobs are suitable only to a certain type of personalities. For example a doctor or
a sales person Job is such that they are in regular contact with general public. If they
are shy in nature or cannot talk much they will not be able to be successful in that
setting which will cause dissatisfaction to them. While choosing for a job one should

see that they have those personality traits which are necessary for that job because
matching of the personality traits with the job is very necessary.

Status and Seniority:

It has been found that the higher a person's position within the organization the job
satisfaction reported is also high.

Life Satisfaction:

Whether the job which a person is doing giving the person life satisfaction too? Life
satisfaction is a term which is referred to Maslow's hierarchy of need of self-
actualization. A person wants to establish or reach a goal in his life and it can be
accomplished through the work which one is doing. It is other than the monetary part.
For example taking out publications or conducting researches etc.
THE RELATIONSHIP OF JOB SATISFACTION WITH
SOMEFIELD OF ORGANIZATION BEHAVIOR:
The relationship between leadership and job satisfaction:

Robbins (2003) indicates the management function of leadership is mainly aimed to

manage employee behaviour and by explaining and predicting employee productivity,
resign rate and job satisfaction in an effort to reach the ultimate goals for employees’
aggressive job involvement and the commitment to companies. From developing the
models of causality variables to affect job satisfaction, Seashore and Taber (1975)
proposes that the entire internal organization environment includes organizational
climate, leadership types and personnel relationship can affect the job satisfaction of
employee. Robbins (2003) conducts an experiment with the subject of Fedex. From
the research, it indicates that managers adopting the transformational leadership
management style cannot only bring with better work performance rated by companies
but also trigger their superiors to allow them with more job promotion opportunities.
The subordinates under transformational leadership in less resign rate than that of
transactional leadership but higher productivity and job satisfaction. Transformational
leadership is positively correlated with the improvement of subordinates’ working
environment, the satisfaction of demands and executed performance (Liu et al., 2003).

From above discussions, we can deduce leadership has a significantly positive effect
on job satisfaction of employee.

The relationship between organizational culture and job satisfaction of

employee:

McKinnon et al. (2003) conducts a research with the subjects of diversified

manufacturing company in Taiwan. They find organizational cultural values of respect
for people; innovation, stability and aggressiveness had uniformly strong association
with affective commitment, job satisfaction and information sharing. Robbins (1996)
contends whenever the individual demand is congruent with cultures, it will result in
the highest job satisfaction. For example, the individuals with high autonomy and high
achievement motives will result in higher satisfaction under the organizational culture
with loose supervision and emphasis of achievement rewarding. Within the research,
 Huang and Wu (2000) indicate the organizational culture of public business agencies
will cause significant effect on organization commitment and job satisfaction. Among
the cultural dimensions of result orientation, professional features, severe control and
management and practical affairs, the said cultural dimensions show significantly
positive effect on aggressive commitment and job satisfaction of employee. Also, the
closed systems will cause negative effect on every dimension within aggressive
commitment and job satisfaction of employee. By reviewing aforesaid scientific
lectures, we can find most scholars’ confirmation of the significant relationship
between organizational culture and job satisfaction. It means organizational culture
can actually affect the extent of job satisfaction. Thus, if employees show higher
identity extent to organizational cultures, the extent of job satisfaction shall be higher
naturally. According to above discussions, we can deduce organizational culture has a
significantly positive effect on job satisfaction of employee.

The relationship between the operation of learning organization and job

satisfaction of employee:

Gardiner and Whiting (1997) indicate some well-established research results and the
said research results indicate within the altered behaviours conducted by learning
organizations in response to external environment cannot only bring with beneficial

effect on organization performance but also improve the job performance and
satisfaction of employee. Hong (2001) contends the operation efficiency of learning
organization can allow employees to firmly possess the skills about personnel
companionship interaction and correct social manners so that it is available to boost
morale and reduce the absence rate and job alternation rate. We can find from the
practical researches that the promotion of learning organization can help improve job
satisfaction. Under flexible experiment, the encouragement of continuous learning,
extensive learning of culture, and system thinking, it is available to change employees’
attitude and opinions toward jobs and enhance the internal satisfaction mentally.
Furthermore, improving employees’ idea about values and authorizing employees can
actually enhance job willing and motives and also intensify the external satisfaction.
Seeing from above literatures, we can find the operation of learning organization has a
significantly positive effect on job satisfaction of employee.
Job satisfaction and emotions:

Mood and emotions while working are the raw materials which cumulate to form the
affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be
longer lasting but often weaker states of uncertain origin, while emotions are often
more intense, short-lived and have a clear object or cause. There is some evidence in
the literature that state moods are related to overall job satisfaction. Positive and
negative emotions were also found to be significantly related to overall job
satisfaction. Frequency of experiencing net positive emotion will be a better predictor
of overall job satisfaction than will intensity of positive emotion when it is
experienced. Emotion regulation and emotion labour are also related to job
satisfaction. Emotion work (or emotion management) refers to various efforts to
manage emotional states and displays. Emotion regulation includes all of the
conscious and unconscious efforts to increase, maintain, or decrease one or more
components of an emotion. Although early studies of the consequences of emotional
labour emphasized its harmful effects on workers, studies of workers in a variety of
occupations suggest that the consequences of emotional labour are not uniformly
negative. It was found that suppression of unpleasant emotions decreases job
satisfaction and the amplification of pleasant emotions increases job satisfaction. The

understanding of how emotion regulation relates to job satisfaction concerns two

models:

1. Emotional dissonance
2. Social interaction model

Emotional dissonance.

Emotional dissonance is a state of discrepancy between public displays of emotions

and an internal experience of emotions that often follows the process of emotion
regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction.

Social interaction model.

Taking the social interaction perspective, workers’ emotion regulation might beget
responses from others during interpersonal encounters that subsequently impact their
 own job satisfaction. For example: The accumulation of favourable responses to
displays of pleasant emotions might positively affect job satisfaction.

HOW TO GET MORE THAN SATISFACTION AT WORK:

Find meaning in your work, even if your job is un-challenging, or menial, finding
meaning will make it much more bearable, if indeed that is how you feel.(that your
work is unbearable)

There are three levels of meaning that we as teachers can obtain from our work.

1. No meaning. Work makes no sense to you

2. Work has meaning because it supports you and your family

3. Work has meaning in itself because you are contributing to something great or you
are making the world a better place.

The important thing here is that to some of us, work has no meaning, or that the job
they do has no meaning (to them). The difference is that some people understand the
meaning of their work, and sadly some don't.

CREATING JOB SATISFACTION:

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

•Flexible work arrangements, possibly including telecommuting

•Training and other professional growth opportunities

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

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

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

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

•An environment in which workers are supported by un accessible supervisor who

provides timely feedback as well as congenial team members

•Flexible benefits, such as child-care and exercise facilities

•Up-to-date technology

•Competitive salary and opportunities for promotion Probably the most important
point to bear in mind when considering job satisfaction is that there are many factors

that affect job satisfaction and that what makes workers happy with their jobs varies
from one worker to another and from day to day. Apart from the factors mentioned
above, job satisfaction is also influenced by the employee's personal characteristics,
the manager's personal characteristics and management style, and the nature of the
work itself. Managers who want to maintain a high level of job satisfaction in the
work force must try to understand the needs of each member of the work force. For
example, when creating work teams, managers can enhance worker satisfaction by
placing people with similar backgrounds, experiences, or needs in the same
workgroup. Also, managers can enhance job satisfaction by carefully matching

workers with the type of work. For example, a person who does not pay attention to
detail would hardly make a good inspector, and a shy worker is unlikely to be a good
salesperson. As much as possible, managers should match job tasks to employees'
personalities. Managers who are serious about the job satisfaction of workers can also
take other deliberate steps to create a stimulating work environment. One such step is
job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
challenge in the work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement. Large
companies that have used job-enrichment programs to increase employee motivation
and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997). Good
management has the potential for creating high morale, high productivity, and a sense
of purpose and meaning for the organization and its employees. Empirical findings by
Ting(1997) show that job characteristics such as pay, promotional opportunity, task
 clarity and significance, and skills utilization, as well as organizational characteristics
such as commitment and relationship with supervisors and co-workers, have
significant effects on job satisfaction. These job characteristics can be carefully
managed to enhance job satisfaction. Of course, a worker who takes some
responsibility for his or her job satisfaction will probably find many more satisfying
elements in the work environment. Everett (1995) suggests that employees ask
themselves the following questions:

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

•What did it look like?

•What aspects of the workplace were most supportive?

•What aspects of the work itself were most satisfying?

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

ASSURING JOB SATISFACTION:

Assuring job satisfaction, over the long term, requires careful planning and effort both
by management and by workers. Managers are encouraged to consider such theories
as Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that
contribute to a stimulating, challenging, supportive, and rewarding work environment

is vital. Because of the relative prominence of pay in the reward system, it is very
important that salaries be tied to job responsibilities and that pay increases be tied to
performance rather than seniority. So, in essence, job satisfaction is a product of the
events and conditions that people experience on their jobs. Brief (1998) wrote: "If a
person's work is interesting, her pay is fair, her promotional opportunities are good,
her supervisor is supportive, and her co-workers are friendly, then a situational
approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if
the pleasures associated with one's job outweigh the pains, there is some level of job
satisfaction.

TEN WAYS TO MAINTAIN JOB SATISFACTION:

1. Believe - Believe in what you are doing

2. Be Honest - Trust in yourself and in others

 3. Don’t be afraid - Fear can and will hold you back -Overcome your fears

4. Be objective - Look at the big picture

5. Respect differences - Be non-judgmental

6. Learn from your mistakes - Learning is key

7. Support your co-workers -

8. be enthusiastic - Enthusiasm is contagious

9. Be results orientated - Performance = potential minus interference

10. Work as part of a team

FACTS OF JOB SATISFACTION:

Several studies on job satisfaction of industrial sales people have followed a multi
attribute approach to define and measure job satisfaction. Churchill, Ford and walker
(1974) in their pioneering study defined job satisfaction in terms of seven attributes.
These attributes dealt with satisfaction related to the sales person’s:

1. Job

2. Fellow workers

3. Supervision

4. Company policy and support

5. Pay

6. Promotion and advancement

7. Customers.

This classification of job satisfaction attributes for sales persons was more or less
followed in subsequent studies though in certain studies job satisfaction measures
developed in the larger organization context was modified for measuring job
satisfaction of sales persons. The multiplicity of approaches necessitates the adoption
of context specific methodologies for identifying different facets of job satisfaction.
The present study was carried out among the sales persons in a pharmaceutical
organization in India. Due to the peculiarities of the task environment and the
 distinctive cultural orientation, it became necessary to define job satisfaction in a
contextually meaningful manner. In order to understand the dimensions of job
satisfaction, we conducted a series of depth interviews with sales people as well as
sales managers in the organization. The main objective of this qualitative research was
to understand the structure and components of the job satisfaction construct relevant to
the cultural and organizational context of the sales people. The qualitative research
also provided us with the opportunity to develop context specific items to measure the
job satisfaction construct. The qualitative research led to the identification of five
dimensions for describing job satisfaction. These dimensions comprise of:

(I) Satisfaction with the overall human resources related policies and strategies

(ii) Satisfaction with compensation

(iii) Satisfaction with supervisory behaviour

(iv) Satisfaction with the extent of task clarity and

(v) Satisfaction with the career prospects in the organization.

While these dimensions broadly follow the dimensions developed by Churchill, Ford
and Walker (1974), they do differ in certain aspects.

Satisfaction with Overall Human resources Policies and Strategies:

Through our discussions and depth interviews with sales person’s one main dimension
of job satisfaction that emerged was the overall satisfaction with the Human Resources
policies and strategies of the organization. This is often verbalized in terms of such
statements like “This company always acts for the well-being of its personnel” or the
“I am satisfied with the overall working conditions”. This is a reflection of the trust in
the organization’s inclination in favour of its employees. The informed sales persons
tend to analyse the strategy of their present organization in terms of its present
strategies, policies and programs. Elements of the domain that emerged out of the
survey and which were included in operational sing this construct include “the extent
to which the management is fair in its policies towards personnel”,

“A clear path for the employee’s advancement”. “Confidence in the leadership”, “the
provision for training”. While issues like supervisory behaviour and compensation
form part of the micro issues regarding a sales person’s engagement with the
 organization, the overall policies and strategies regarding the personnel is associated
with a macro perspective with regard to a sales person’s evaluation of the
organization. For instance, even if the particular supervisor is fair and empathetic, if
the overall policies of the organization with regard to personnel are not up to the
satisfaction level of the sales person, he/she may be inclined to quit. Being boundary
spanners, it is often the sales force who get a first-hand opportunity to compare the
personnel related strategies and policies of the company with that of other companies.
It is quite possible that strategies that are perceived as unfair or that which is
comparatively inferior to that of the other organizations might create sufficient levels
of dissatisfaction in the minds of the sales persons so that they are more inclined to
quit. People with high levels of industry experience are better equipped to both
analyse weak strategies on the part of the organization as well as better positioned to
take up other employment. Thus sales persons with high levels of experience are more
inclined to quit in the face of a lower level of satisfaction with the strategies of the
organization. On the other hand, a less experienced person with higher levels of
satisfaction will be more inclined to stay due to both his/her relative lack of other
options as well as because of a sense of optimism with the organization.

Satisfaction with Supervisor

The satisfaction with supervision has been widely discussed in the sales person
satisfaction research. Churchill, Ford and Walker (1974) consider this facet as one of
the dimensions of job satisfaction. Later studies have analysed this variable in terms of
different dimensions like supervisory trust (Mulki, Jramillo and Locander, 2006)
supervisory behaviour types (Kohli, 1989) etc. From our interviews with the sales
persons, it became very evident that the behaviour and attitude of the supervisor was
one of the main components of job satisfaction. Several sales persons stated very
explicitly their positive (negative) feelings about the supervisor as an important
dimension of their satisfaction with the job. An experienced sales person can be
assumed to be very sensitive about the quality of supervision. At low levels of
satisfaction with the supervision, an experienced sales person can be expected to be
much more inclined to leave than a less experienced sales person who may be willing
to tolerate poor supervision for the sake of several other considerations. Further, in the
 case of a highly experienced sales person, high levels of satisfaction with the
supervisor might not necessarily affect the disinclination to leave merely due to the.

Satisfaction with Compensation levels

Churchill, Ford and walker (1974) consider compensation as one among the
dimensions of job satisfaction among sales people. Satisfaction with the compensation
plan would therefore inevitably influence a sales person’s inclination to leave.
However, the extent to which a salesperson who is satisfied with the compensation
package will stay back would also depend on his overall assessment of various factors
like, the compensation package in other organization in relation to the work load, the
possibility of getting better compensation packages etc. These factors are all directly
related to a sales person’s level of industrial experience. Hence, a sales person’s level
of industrial experience in the field can be assumed to moderate the direct relationship
between the two constructs. For instance, an experienced sales person has a much
more well informed assessment about the compensation package and hence with
higher levels of satisfaction, his/her strength of disinclination to quit will be much
more higher than that of a relatively less experienced sales person as he/she is not

sufficiently informed about the industry standards as a comprehensive knowledge

about compensation. At the same time a highly experienced sales persons with less

satisfaction with the compensation will be that much more inclined to quit than a less
experienced sales person with the same lower level of satisfaction with the
compensation package.

Satisfaction with task clarity

Based on our qualitative research, an important dimension of job satisfaction that

emerged was the satisfaction with the decision making and reporting system. This
dimension was verbalized in terms of lack of adhoc decisions, well defined job
responsibilities, uncompromising and transparent application of rules etc. It was felt
that sales persons prefer a system where the rules and roles are well defined and
implemented. This apparently gives them a fair chance of assessing their career
 progression and we label this construct as ‘task clarity’ since the construct effectively
implies a level of satisfaction with how the task is properly defined and implemented.
Past studies have considered such constructs like ‘role ambiguity’ (Behrman and
Perreault, 1984; Churchill, Ford and Walker, 1976). The extent to which a sales person
is satisfied with the task clarity influences his/her intention to quit. However, a sales
person’s industrial experience plays an important part in determining the extent to
which the satisfaction with task clarity affects his/her (dis)inclination to quit. For
instance, experienced sales persons are expected to prefer lack of task uncertainly
since it gives them more opportunities to work independently. Here, it should be
understood that this dimension does not deal with the satisfaction with rules and
procedures per se but the extent to which these are followed in a transparent and
uncompromising manner by the management.

Satisfaction with Career Development

This dimension is associated with the perceived satisfaction with the extent to which
the sales person is able to apply him and gets opportunities to grow. The opportunities
and promotion dimension used by Churchill, Ford and walker (1974) comes close to
this construct. But this construct is also related to the extent to which the sales person

feels that his skills are adequately utilized and are given opportunities to grow. While
this aspect of job satisfaction is bound to critically affect the intention to leave, the
moderating effect of a sales person’s experience in this context cannot be ruled out.
Experienced people for instance are in a much better position to assess the extent to
which their skills are adequately being used and their opportunities to grow related to
that they would receive in other organizations. Thus, at high levels of satisfaction with
career development opportunities, an experienced sales person would be stronger in
their resolve to stay in the organization. At lower levels of satisfaction with this
attribute, highly experienced sales people would be the first to leave since they have a
good idea about better opportunities.
CHAPTER 4
 RESEARCH METHODOLOGY

RESEARCH
According to Clifford Woody

“Research comprises of defining and redefining problems, formulating hypothesis,

collecting, organizing and evaluating data, making deductions and research conclusions to
determine whether they fit the formulating hypothesis”.

Research means search for knowledge it aims at discovering the truth. It is essential
and powerful tool in leading men towards progress. It is an original contribution to the
existing stock of knowledge. It is the search for knowledge through objective and
systematic method of finding solution to problems. It is a process of systematic and in-
depth study or search of any particular topic, subject or area of investigation backed by
collection, computation, presentation and interpretation of relevant data. Research is
necessary to examine the extent of the validity of the old conclusion or to find out some
new facts and generating new ideas in connection with the existing ones. It may involve
the manipulation of concepts in order to correct or verify existing knowledge. A research
finding may give rise to new problem which may require further research. So research
leads to another research. It is discovering and verification of old ones.

RESEARCH METHODOLOGY
Research Methodology is a service. It is a method to solve research problems. It helps
in studying how research is done scientifically. It provides various steps that can be
adopted by the researcher in studying his research problems. Research Methodology
includes not only research but also consider the logic behind those methods. It
explains why we are using particular method and why we are not using another so that
the research results are capable of being evaluated either by researcher or by others. It
also explains why a research has been undertaken, how the research problem has been
defined in what way and why the hypothesis has been formulated, what data’s have
been collected, how to calculated various statistical measures like mean, medium,
mode, standard division etc. how to apply a particular research technique which of the
various research method available is more relevant and so on.

RESEARCH DESIGN
A research is a plan of the proposed research work. The research design is
simply a specific presentation of the various steps in the process of research. Design
means adopting that type of technique of research which is most suited for research and
study of problem.

According to F. N. Ker linger,

“Research Design is the plan, structure and strategy of investigation conceived so as to

obtain answers to research questions and to control variance”. It consist of the blue
print for collection, measurement and analysis of data.

PHASES OF RESEARCH DESIGN

A practical research design have the following phase. They are:-

1. Sampling Design
2. Observational Design

3. Statistical Design

4. Operational Design

Sampling Design

It deal with the method of selecting items to be observed for the given study.

Observational Design

It relates to the condition under which the observations are to be made while conducting
research studies.

Statistical Design

These designs concern with the quantitative and statistical aspects of the design such
as technique of study method of model buildings etc.

Operational Design

These design deals with some operational part of work.

Features of Research work.

1. It is a plan that specifics the sources and types of information relevant to research
problem.

2. It is the strategy specifying which approach will be used for gathering and analyzing
data.

3. It also includes the time and cost budgets.

Type of Research Design

Based on fundamental objection or purpose research design can be classified into:-

1. Research Design for Exploratory or formulate studies.

2. Research Design for Descriptive or diagnostic studies.
3. Research Design for Experimental studies.
4. Exploratory studies is said to be primary stage of research.
 The next stage is occupied by the descriptive study and final stage of research is find
out causal relationship through experimental studies.

Exploratory or Formulative Research Design

Exploratory research design is applied when the researches is not acquainted with the
problem it arise at gaining familiarity with a new phenomenon. Exploratory research
design is flexible enough to permit the consideration of many different aspects of a
phenomenon. It is highly unstructured.

Research design for descriptive and diagnostic studies

A study which wants to portray the characteristics of a group or individual or situation

called a descriptive study. A study which wants to determine the frequency occurrence of
an event of its association with something else is known as diagnostic study. The main
objective of these studies are to diagnose the problems to specify accurately the
characteristics, to determine the frequencies of significant variables and to find out
whether certain variable are associated. The research design for these studies must be
carefully planned so that subjective basis can be eliminated.

The main method of data collection –

1. Using documents

2. By observation

3. Through interviews or questionnaire method

Experimental Design

Experiment is the procedure for gaining knowledge by collecting observation under

controlled conditions. Experimental methods refers to the frame work or structure of an
experiment. It is concerned with making experiments to find out the cause and effect
relationship of the phenomenon under study. The main purpose is to test a casual
hypothesis. A casual hypothesis is one that states the cause and effect relationship between
two or more variables.

COLLECTION OF DATA
A researcher can collect his required information from two sources namely:-
 1. Primary Data

2. Secondary Data

PRIMARY DATA (DATA FROM PRIMARY SOURCES)

When researcher himself trying to collect data from his particular purpose from source
available it become primary data. It is collected by the investigator himself for the first
time and thus they are in original character. They are collected for a particular purpose.

Empirical method used for collecting data

1. Observation method

2. Interview method

3. Questionnaire method (mail survey)

4. Schedule method

OBSERVATION METHOD

Observation may be defend as a systematic viewing of a specific phenomenon in proper

setting for the specific purpose of gathering data for particular study. It is the process of
acquiring knowledge through a use of sense organs. Observation method is the classical
method of scientific research. It is the oldest method of investigation. In observation
method a relationship is established between the researcher and respondents.

KINDS OF OBSERVATION

There are many observation techniques. The type of observation technique to be chosen in
a particular study depends on the purpose of study. The observation technique may
classified into the following basis:-

1. Controlled and Uncontrolled observation.

2. Structured and Unstructured observation.

3. Participant and Non participant observation.

4. Direct and indirect observation.

UNCONTROLLED OBSERVATIONS

Here no external factors or agencies influence. Data is collected without standardizing the
method. Investigator become a part of the group upon which he is studying. So the
member of the group required his as the participant and do not consider him as an
observer. The limitations of the uncontrolled observation is that results obtained by this
method are not very reliable. The prejudice and basis of the observer may influence the
observation. He may be influenced by the surroundings.

CONTROLLED OBSERVATIONS

Observer exercise control over the phenomena and the observation. Controlled observation
limits the bias of individual observer.

STRUCTURED OBSERVATIONS

In this method accuracy is achieved by using precise and exact measuring instruments
which measures the variables.

UNSTRUCTURED OBSERVATIONS

There is no scope for the bios of the researcher influencing methodology.

PARTICIPANT OBSERVATIONS

Here the observer himself participants in the activities of group which he is studying. The
merits of participant observation is:-

1. Accruing wider information

2. Direct study of the community behaviour

3. Study or real behaviour

4. Acquiring true and correct information.

NON PARTICIPATE OBSERVATION

 In non-participant observation, the observer is present in the group, but he does not
participate in their activities. He only maintains the status of an observer and does not
experience the feelings of the member of the group.

DIRECT OBSERVATION

This is flexible and allows the observer to see and record suitable aspects of venues
as they occur. He is free to one place to another.

INDIREST OBSERVATION

In tape recorder a speech or a conversation can be recorded which can be verified

on a later date. By the photo camera important events can be photo graphed and these
skills can be carefully studied at leisure. With a movie camera the entire sequence of
events can recorded and later on them can be studied. Tape recorder can keep a permanent
record of various sounds of a phenomenon. These devices can be used by the recorder to
present a mass of details in a concise and effective form. But this method is less flexible.
They are less biased and less erratic.

INTERVIEW METHOD

Interview method is a direct method of collecting data and is the most important method of
collection of data. It is based on interview. It is a verbal method of screwing data in the
field of surveys. It is a method of social method.

QUALITIES OF AN INTERVIEW

1. Interviewer should be honest, sincere, intelligent and impartial.

2. He should be interested in conducting interviews.

3. He should be adaptable to all the respondents.

4. He should possess a good personality.

5. He must be temperamentally good.

6. He should have necessary education.

7. Interviewers must possess technical competence and practical.

8. The interviewer should be able to speak and understand the dialect and language of
the people whom to be studied.
PROCESS OF INTERVIEW (STEPS IN INTERVIEW METHOD)

1. Preparation of the interview.

2. Introduction of the interviewer to the respondents.

3. Developing rapport.

4. Carrying the interview forward.

5. Recording the interview.

6. Closing the interview.

TYPES OF INTERVIEW

Interviews can be classified on the basis of various characteristics and qualities.

1) CLINICAL INTERVIEW:-

Under this type of interview an attempt is made to identify the cause of certain
abnormalities. After identifying the cause, the remedial measures are sought. Clinical

interview is concerned with the course of individual’s life experience. The interviewer
knows in advance what aspect of feeling or experience he wants the respondents to
talk about, but the method of electing information is more or less completely left to his
discretion.

2) STRUCTURED INTERVIEW:-

Structured interview is the one which is based on structured set of questions. In this
type of interview a complete set of well defend questions are used and therefore it is
highly standardized in form or content. In this method information is collected by the
investigator by directly asking the respondents on the basis of a questionnaire. The
specific questions and their orders are prefaced. Interviewer has no freedom to ask
extra questions. Structured interview method is used when data is to be collected from
a large number of persons. It helps in systematic collection, comparison organization
and analysis of data within a limited time period. The success of interview depends to
a great extent on how the questionnaire is administrated.

3) UNSTRUCTURED INTERVIEW:-
 Unstructured interview method is the one in which the questions are not essentially
preplanned, structured or ordered. The interviewer are given some board topics upon
which they have to collect information. The respondents are free to narrate their
experiences and incidents of life in unstructured interview. The interviewer must be
able to handle lengthy conversation. He should be capable of collecting highly
personal matters.

4) FOCUSSED INTERVIEW:-

This is a controlled interview. The main object of this type of interview is to focus the
attention of the respondent on a particular aspect to get his reaction. It is used to test a
particular type of hypothesis. The interviewer knows in advance the aspect of a
question he has to cover. He has more or less complete freedom to decide the manner
and the sequence in which the question should be asked. The question in this type of
interview are predetermined and preplanned. The questions are framed on the basis of
the explanations about the behavior of person about which study has already been
made and hypothesis formulated.

5) NON DIRECTED INTERVIEW:-

This is an uncontrolled interview in which no classification plan is drawn about questions

to be asked. Here initiative is more or less completely in the hands of the respondent. The
interviewers function is simply to encourage the respondent to talk about the given topic
with a basic minimum guidance. Through dialogue and conversation, the respondent is
encouraged to exhibit and express his knowledge and his views. There is no controlled
direction as far as questions are concerned.

6) DIAGONSTIC INTERVIEW:-

When the object of the interview is to find out the serious causes of some social events
or problems it is called diagnostic interview. This interview is confused to finding out the
cause.

7) RESEARCH INTERVIEW:-

Under this type of interview we try to gather information pertaining to a specific

problem. For this purpose, a comprehensive study is made about the problem so that
 the causes will be found out in details. Under this method the questions to be asked are
predetermined.

8) SELECTION INTERVIEW:-

This type of interview is done with the object of selecting a person on the basis of
certain traits and qualities that are required and make selection.

9) REPEATED INTERVIEW:-

These are the interviews carried out after certain interviews in a repeated manner. The
main task of this interview is to study those dynamic functions and attitudes that
influence, guide and determine the behavior of certain individuals. Such interviews are
conducted at a regular intervals to mark the gradual effect respectively. They are
helpful from the point of view of study of human behavior. They save a lot of time and
energy as compared to the result that is secured through this type of interview.

10) DEPTH INTERVIEW:-

This is an intensive and search interview aiming at studying the respondents opinion
emotions or convictions on the basis of an interview guide. This aims at eliciting

unconscious as well as extremely personal feelings and emotions. This is generally a

lengthy procedure designed to encourage free expressions of information from
respondents. Depth interview are designed to discover underlying motives and desires
of respondents. They are often used in motivational research. Depth interview may be
projective or non-projective.

11) GROUP INTERVIEW:-

When interview are conducted on a group of respondents is called Group interviews.

Here information are collected by ascertaining the views of a group of persons.

12) INDIVIDUAL INTERVIEW:-

When the individual is confirmed to an individual informant, it is called individual

interview. So in individual interviews the information are collected from individual.

13) TELEPHONE INTERVIEW:-

 Telephone interview consist in contacting respondent on telephone itself. It is not
widely used method. It plays an important role in Industrial surveys in developed
region. This method is flexible and faster than many other methods. It is less costly
too. The replies are recorded without causing embarrassment to respondents. No field
staff is required.

QUESTIONAIRE METHOD (MAIN SURVEY)

This is very important and popular method of data collection. This is adopted by
individuals, organizations and Government. In this method a questionnaire is prepared and
sent to respondent by post. Questionnaire is a printed list of questions. The questionnaire
when sent to the respondent, a request is made that the questions should be answered and
returned. The success of this method largely depends on the proper drafting of questions.
Drafting questionnaire required a great deal of skill and experience.

CONSTRUCTION OF QUESTIONNAIRE

Steps are to be followed in constructing a questionnaire.

1. Explaining the model and specifying the variable to be measured.

2. Farming of a questionnaire.

3. Pilot survey or pretesting

4. Printing of the questionnaire

5. Method for administrating questionnaire.

1) EXPLAINING THE MODEL AND SPECIFYING THE VARIABLE TO BE

MEASURED

Examine the conceptual model of the questionnaire through literature survey,

exploratory interview and analysis. This is done for explaining the model and for
locating the variable. The variables is to be measured must be known. Otherwise it is
difficult to know what information are to be collected.

2) FRAMING OF A QUESTIONNIARE
 Questionnaire are to be framed very carefully. If they are not properly set up, the
survey is bound to fail. So the main aspect of a questionnaire are to be understood
properly.

The main aspect are:-

1. Form of questionnaire

2. Question sequence

3. Question formulation and wording

3) PILOT SURVEY OR PRE TESTING.

After drafting the questionnaire, it is pretested through pilot survey. Pilot survey is
conducted to edit finally the questionnaire and to ensure that content from, sequence
of question, spacing arrangements, appearances etc. of the question are checked. The
interviewer is able to improve the questionnaire if it is found necessary.

4) PRINTING OF THE QUESTIONNAIRE.

After pretesting and find corrections, the questionnaire are printed. Printing should be
clear, legible and unambiguous.

5) METHOD FOR ADMINISTRATING QUESTIONNAIRE.

When the questionnaire has been printed, they are to be applied for data’s collection
administrating any of the following methods:-

1. Interview method

2. Distribution method

3. Postal delivery method

SCHEDULE METHOD

A schedule is a device used in collecting field data when survey method is applied. A
Schedule is a Performa containing a set of questions and tables.

TYPE OF QUESTIONS IN A SCHEDULE:

The questions used in a schedule can be of different types on the basis of the topics of
research and nature of data’s to be collected.

1. Open ended questions.

2. Close ended questions.

3. Pictorial questions.

4. Dichotomous questions

5. Multiple choice questions

6. Leading questions.

7. Ranking items of questions.

SECONDARY DATA (DATE FROM SECONDARY SOURCES)

Secondary data are those which have been collected by some other person for his purpose
and published. Secondary data are always in the form of finished products.

PRECAUTIONS TO BE TAKEN BEFORE USING SECONDARY DATA.

Careful scrutiny must be made before using secondary data. The investigator should
consider the following aspect before using the secondary data.

SUITABILITY

The investigator should satisfy himself that the data available are suitable for enquiry on
hand. The suitability may be judged by comparing the nature and scope of enquiry.

ADEQUACY

The adequacy of data should be listed by studying the items covered by the original
enquiry and the item to be covered by the enquiry.

RELIABILITY

The reliability of secondary data should be tested by ascertaining:-

1. The authority collected and supplied

2. The purpose for which the information was originally collected.
3. The method used for collection
4. Degree of accuracy achieved.
5. Statistical units applied.

SOURCES OF SECONDARY DATA

Sources of secondary data may be classified broadly as internal and external. Internal
sources of data represents the data that may already available with the research
organization. These are collected only for their record purpose. So they are only internal.

The information available with outside organization are external. These external
sources may be personal and public sources. Personal sources refers to information
complied by the individuals. An individual may record his view for his own sake in
various forms. Such forms are autobiographies, diaries, letters etc. A researcher can
collect information relevant to his study from those personal records. Public sources
are those which deal with issue rather than lives and histories of people. These public
sources are some published and some unpublished.

OFFICIAL REPORTS OF THE CENTRAL STATE AND LOCAL GOVERNMENT

In our Country every Government department bring out annual and other periodical
reports on its working. These reports are very useful for a researcher

OFFICIAL PUBLICATION OF THE FOREIGN GOVERNMENT AND

INTERNATIONAL BODIES LIKE UNO AND ITS SUBORDINATES BODIES.

The progress in the field of science and technology, social life etc. achieved in various
foreign countries can be learnt from the journals, magazines and other publications of
those countries. The reports published by the UNESCO, WHO, ILO etc. are useful to
study the development in the field of education, health, labor etc. in the different parts
of the world.

REPORT AND PUBLICATION OF TRADE ASOCIATION, BANK,

CORPORATIVE SECTORS AND SEMI GOVERNMENT AND OTHER NORMAL
ORGANIZATIONS.

These bodies also publish reports about their activities. These reports are materials on
various subjects. Report published by controller and Audit General of India, Public
Accounts Committee etc. are much authenticated records. Publications of Reserve
Bank of India are very useful to Researchers.
TECHNICAL JOURNALS, NEWS PAPERS, BOOKS, PERIODICALS.

Journals provide a lot of research material to a scholar. They supply material of

current interest. There are large number of weekly, monthly and annual magazines in
which there are matters relating to different development in the country. Books are
significant among the published sources of information.

PUBLICATIONS OF RESEARCH ORGANIZATION, CENTER INSTITUTES

AND REPORT SUBMITTED BY ECONOMIST, RESEARCH SCHOLARS ETC.

NCAER, NIPEP, NRID, IIE are the some organizations and centers which conduct
research studies on various subjects and publish their reports. There are university
department which help the research to make studies and publish their findings. Research
scholar who work for Ph.D. also submit their thesis to the respective organization. These
reports are useful to other research workers for conducting their studies. These secondary
sources are also in the form of unpublished sources for reasons like confidential nature of
them they remain unpublished.

SAMPLING SIZE

Sample size is a representative unit of the population, a representative group of 60

respondents were selected for the purpose.

SAMPLING PROCEDURE

Both primary and secondary data are used in this project. The primary data those are
collected a fresh and for the first times and thus happens to be original in character.
Secondary data on the other hand, are those which already be collected by someone else
and which have already passed through statistical process. For this research website
(www.hindalco.com)

SAMPLING METHODS:

For the study the researcher has used convenient sampling method. A convenient sampling
is obtained by selecting by a convenient population.

TOOLS USED FOR DATA COLLECTION:

For the study, questionnaire is the tool used for collecting data. Personnel information was
collected through open ended questions and other data are collected through close ended
questions.

DATA ANALYSIS AND INTREPRETATION:

For the particular study, tables, graphs are used for data analysis and interpretation.

TOOLS FOR ANALYSIS:

Tools used for analysis includes simple percentage analysis. Interpretations were made for
each and every statement on the basis of analysis.

DIAGRAMATIC REPRESENTATIONS:

Pie diagram and bar diagram were used for diagrammatic representation.

CHAPTER 5
 DATA ANALYSIS AND
INTREPRETATION

SATISFACTION OF WORKING HOURS

TABLE 5.1

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes I'm
54 90
satisfied

no I'm not
5 10
satisfied

total 60 100

GRAPH 5.1
INTERPRETATION
By analysing the above figure, most of the managerial staffs are satisfied with their
working conditions and only a small percentage are not satisfied which can be
negligible. This denotes the overall satisfaction of the working hours

YEAR OF SERVICE

TABLE 5.2

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

below 15
23.33
years 14

15-20 years 10 16.66

20-25 years 23 38.66

more than 25
21.66
years 13

total 60 100
 GRAPH 5.2

INTERPRETATION
While considering working year of service, we can find that the ranges between 20-25
years belongs to most of the managerial staffs.

USE OF SKILLS AND ABILITIES

TABLE: 5.3

NO. OF
RESPONSE RESPONDENT PERCENTAGE
S

yes I'm
27 45
satisfied

somewhat 30 50

no I'm not
satisfied
3 5

total 60 100

GRAPH: 5.3
 INTERPRETATION
From the given graph, most of the managerial staffs are satisfied by the job and it
helps them to use their abilities and skills.

SATISFACTION IN PROMOTIONAL POLICIES

TABLE: 5.4

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes I'm
12 20
satisfied

somewhat 31 51.66

no I'm not
17 28.33
satisfied

total 60 100

GRAPH: 5.4
 INTREPRETATION
From the above data, the HINDALCO Company’s managerial staffs had an overall
satisfaction in promotional policies.

SATISFACTION IN LEISURE TIME PROVIDED

TABLE: 5.5

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

absolutely 13 21.66

satisfied 26 43.33

agree 15 25

disagree 6 10

total 60 100

GRAPH: 5.5
INTERPRETATION
Most of the managerial staffs were satisfied with leisure time, but some of them needs
more time which relaxes their stress on them

SHARING OF EXPERIENCE
TABLE: 5.6

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 32 53.33

somewhat 27 45

no 1 1.66

total 60 100

GRAPH: 5.6
INTERPRETATION
From the above diagram, it is understood that managerial staffs inside the company
will share experience each other and there is effective communication between each
other.

SATISFACTION WITH WORKING ENVIRONMENT PROVIDED BY THE

COMPANY
TABLE: 5.7

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 36 60

somewhat 23 38.33

no 1 1.66

total 60 100

GRAPH: 5.7
INTER PRETATION
Managerial staffs in HINDALCO Company had highly satisfaction in working
environment.

OPPURTUNITIES FOR CAREER ADVANCEMENT

TABLE: 5.8

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 15 25

somewhat 39 65

no 6 10

total 60 100

GRAPH: 5.8
INTERPRETATION
Through the pie diagram, it’s clear that this company is providing satisfactory
opportunity for career advancement.

SATISFACTION IN INCOME PROVIDED

TABLE: 5.9

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 23 38.33

somewhat 29 48.33

no 8 13.33

total 60 100

GRAPH: 5.9
INTERPRETATION
From the above figure company is providing overall workers in the company could
meet their needs through the income provided.

SATISFACTION OF WELFARE ACTIVITIES PROVIDED BY THE

COMPANY
TABLE: 5.10

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 15 25

somewhat 38 63.33

no 7 11.66

total 60 100
 GRAPH: 5.10

INTERPRETATION
Most of the staffs inside HINDALCO Company is satisfied with
the welfare facilities provided to them. But 11.66 % of the employees highlights their
disagreement.

APPRECIATION INSIDE THE COMPANY

TABLE: 5.11

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

monetary
22 36.66
rewards

promotion 16 26.66

pat on the
10 16.66
back

providing
tour 6 10
packages
 total 60 100

GRAPH: 5.11

INTERPRETATION
From the above graph, even though most of the managerial staffs were appreciated by
all of the options given above, most appreciating factor is monetary rewards.

MOST MOTIVATING FACTOR OF AN EMPLOYEE

TABLE: 5.12

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

salary 37 61.66

promotion 2 3.33

infrastructural
facilities 4 6.66

recreational
facilities 0 0
 rewards and
recognition 8 13.33

total 60 100

GRAPH: 5.12

INTERPRETATION
Through conducting the survey among managerial staffs, staffs inside HINDALCO
Company had expressed their strong opinion that their mostly motivating factor is
salary and they preferring the most. It also be noted that none of the staffs were
motivating in recreational facilities.

RELATIONSHIP EXISTING IN THE COMPANY

TABLE: 5.13

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

peer-peer
relationship 31 51.66

superior-
subordinate
relationships 22 36.66

autocracy 7 11.66
 total 60 100

GRAPH: 5.13

INTERPRETATION
Relationship existing in this company is highly peer-peer relationship. A person
relationship is depends upon the situation in which he is acting. So we can see among
peer-peer relationship, superior- subordinate and autocracy is existing.

UPDATION OF KNOWLEDGE
TABLE: 5.14

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

conducting
the seminars 12 20

orientation
classes 8 13.33
 providing
training and
development 31 51.66

e-learning 47 78.33

total 60 100

GRAPH: 5.14

INTERPRETATION
From the above figure showing, through e-learning most of the managerial staffs are
updating their knowledge and HINDALCO also cautious in proving conducting
seminars, orientation classes, and training and development of the existing employees
inside the company.

PARTICIPATION IN DECISION MAKING

TABLE: 5.15

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

yes 25 41.66

rarely 22 36.66
 no 13 7.94

total 60 100

GRAPH: 5.15

INTERPRETATION
Only an average number of employees were participating in decision making, because
the staffs who selected the option as ‘no’ also not negligible.

DURATION IN WORKING HOURS

TABLE: 5.16

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS
 less than 8
0 0
hours

8 hours 8 13.33

more than 8
52 86.66
hours

total 60 100

GRAPH: 5.16

INTERPRETATION
From the given data, most of the managerial staffs have enough overtime because
most of the staffs belongs to more than 8 hours category.

OPINION ABOUT JOB ROTATION

TABLE: 5.17

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS
 I’m really
interested in 40 66.66
job rotation

No I’m not
interested in 20 33.33
job rotation

total 60 100

GRAPH; 5.17

INTERPRETATION
Most of the person were interested in job rotation.

RATING OF EMPLOYEES ABOUT THEIR REMUNERATION GIVEN BY

THE COMPANY

TABLE: 5.18

RESPONSE NO. OF PERCENTAGE

 RESPONDENTS

poor 5 8.33

average 28 46.66

good 25 41.66

excellent 2 3.33

total 60 100

GRAPH: 5.18

INTERPRETATION
According to their opinion company is providing average remuneration to the
employees, that emphasis they need improvement.

FREEDOM TO DECIDE THEIR JOB

TABLE; 5.19

NO. OF
RESPONSE PERCENTAGE
RESPONDENTS

very much 14 23.33

 to a certain
45 75
extend

not freedom
1 1.66
at all

total 60 100

GRAPH:5.19

INTERPRETATION
By analysing the graph, this company is providing freedom to a certain extend.
 CHAPTER 6
FINDINGS
AND
SUGGESTIONS

FINDINGS
 Most of the managerial staffs are satisfied with their working conditions and only a
small percentage are not satisfied which can be negligible. This denotes the overall
satisfaction of the working hours
 Most of the employees working inside HINDALCO Company is about 20-25
years.
 Most of the managerial staffs are satisfied by the job and it helps them to use their
abilities and skills
 HINDALCO Company’s managerial staffs had an overall satisfaction in
promotional policies
 Most of the managerial staffs were satisfied with leisure time, but some of them
needs more time which relaxes their stress on them

 Company is providing satisfactory opportunity for career advancement.

 Company is providing overall workers in the company could meet their needs
through the income provided.

 Most of the person were interested in job rotation

SUGGESTIONS
 Effective participation in decision making improves self-esteem of an
employee regulates job satisfaction.
 Improved leisure time pleasures will helps to reduce the stress among
employees.
 More welfare facilities must be provided to the employees like recognition
certificates, pay on performance etc.
 CHAPTER 7
CONCLUSION

HINDALCO INDUSTRIES LIMITED always tries to

maintain an overall satisfaction. Due to the continuous works mostly more than 8 hours,
most of the employees seeks leisure time facilities which enhances their satisfaction
towards job and reduces tiredness , helps the managerial staffs to work more effectively
and enhances productivity. The effective communication between the staffs emphasis that
the relationship within employees and helps to update their knowledge through
experiences from different environment. . Providing the opportunity for career
advancement enhances the proud among employees which results self-satisfaction.
Employees had high level of satisfaction among their updating of their knowledge. It also
be noted that increase the participation of staffs in decision making which enhances the
feeling HINDALCO Company- our own company.
 APPENDIX

4 JAN 2014

HEMA SANKAR

III BBA
 MES COLLEGE FOR ADVANCED STUDIES

ALUVA, EDATHALA (P.O)

DEAR EMPLOYEE,

I Hema Sankar, III BBA, MES College for Advanced Studies presenting here a
questionnaire for the project work as per curriculum of Mahatma Gandhi University
Kottayam. I will be grateful if you could spare some of your valuable time to respond
the questionnaire attended. Your response will be kept as confidential and will be used
only for academic purposes.

JOB SATISFACTION SURVEY QUESTIONNAIRE FOR THE

MANAGEMENT STAFF IN HINDALCO INDUSTRIES LIMITED,
ALUPURAM WORKS, PB NO: 21, KALAMASERRY, 683104

NAME OF THE EMPLOYEE

(Optional):_____________________________________

JOB BAND: _____________________________

AGE: ________ SEX: MALE FEMALE

OCCUPATION (Optional):______________________

1. What is your educational qualifications?

Plus 2 or pre-degree
Degree or diploma

Post-Graduation
Engineering

2. Are you satisfied with your working hours provided?

Yes I’m satisfied

No I’m not satisfied

3. How long you have been working at HINDALCO Company?

Below 15 years
15-20 years
 20-25 years
More than 25 years

4. Your job lets to use your skills and abilities?

Yes I’m satisfied

Somewhat
No I’m not satisfied

5. Are you satisfied with the promotion policies in the Company?

Yes I’m satisfied

Somewhat
No I’m not satisfied

6. Are you satisfied with the leisure time provided?

Absolutely
Satisfied
Agree
Disagree

7. Employees in HINDALCO Company will share experiences to help each other?

Yes
Somewhat
No

8. Are you satisfied with the work environment provided by the company?

Yes
Somewhat
No

9. Do you think you have the opportunity of career development?

Yes
Somewhat
No

10. Do you feel that income from your job alone is enough to meet your family’s
usual monthly expenses?

Yes
Somewhat
No

11. Are you satisfied on the welfare facilities provided in the company?

Yes
 Somewhat
No

12. How the employees are appreciated inside the company? (more than one option
can be selected)

Monetary Rewards
Promotions
Pat on back
Providing tour packages

13. Which of the following factors motivates you most? (more than one option can be
selected)

Salary
Promotions
Infra structural facilities
Recreational facilities
Rewards and Recognition

14. What kind of relationship existing inside HINDALCO Company?

Peer-Peer Relationship
Superior –Subordinate Relationship
Autocracy

15. In what ways company is updating your knowledge? (more than one option can
be selected)

Conducting Seminars
Orientation Classes
Providing training and development
E-Learning

16. Are you participating in decision making?

Yes
Rarely
No

17. How long you work daily?

Less than 8 Hours

8 Hours
More than 8 hours

18. What is your opinion about job rotation?

 I’m really interested in job rotation
No I’m not interested in job rotation

19. Do the company providing satisfactory remuneration according to your work?

Rate your satisfaction?

Poor
Average
Good
Excellent

20. Are you given freedom to decide how to do your jobs?

Very much
to certain extend
No freedom at all

BIBLIOGRAPHY
 http://www.hindalco.com/alupuram

 http://www.hindalcoindustries.co.in/

 http://en.wikipedia.org/wiki/Hindalco_Industries

 http://adityabirla.com/Businesses/Profile/hindalco-industries-limited
 http://www.scribd.com/doc/55420169/Review-of-Literature-job-
Satisfaction

 http://www.scribd.com/doc/8465619/Job-Satisfaction

 http://shodhganga.inflibnet.ac.in/bitstream/10603/715/8/08_chapter1.pdf

 http://en.wikipedia.org/wiki/Methodology

 L.R POTTI- RESEARCH METHODOLOGY- YAMUNAH

PUBLICATIONS.

 SHASHI K .GUPTA, ROSY JOSHI ORGANISATION BEHAVIOUR -

KALYANI PUBLICATIONS.