a study to analyse the level of job satisfaction among employees in india infoline

8/6/2019 A Study to Analyse the Level of Job Satisfaction Among Employees in India Infoline

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Rajagiri college of Management and Applied Sciences

INTRODUCTION:

India Infoline Limited

The India Infoline Group (Bloomberg: IIFL), comprising the holding company, India

Infoline Ltd (NSE: INDIAINFO, BSE: 532636) and its subsidiaries, is one of the leading

players in the Indian financial services space. India Infoline offers advice and execution

platform for the entire gamut of financial services covering products ranging from Equities

and derivatives, Commodities, Wealth management, Asset management, Insurance, Fixed

deposits, Loans, Investment Banking, GoI bonds and other small savings instruments. It

owns and manages the website, www.indiainfoline.com, which is one of Indias leadingonline destinations for personal finance, stock markets, economy and business.

India Infoline has been awarded the Best Broker, India by FinanceAsia and the Most

improved brokerage, India in the AsiaMoney polls. India Infoline was also adjudged as

Fastest Growing Equity Broking House - Large firms by Dun & Bradstreet. A forerunner

in the field of equity research, India Infolines research is acknowledged by none other than

Forbes as Best of the Web and a must read for investors in Asia. India Infolines

research is available not just over the Internet but also on international wire services likeBloomberg, Thomson First Call and Internet Securities where it is amongst one of the most

read Indian brokers.

India Infoline ltd is a one-stop financial services shop, most respected for quality of its

advice, personalised service and cutting-edge technology. The India Infoline group,

comprising the holding company, India Infoline Limited and its wholly-owned subsidiaries,

straddle the entire financial services space with offerings ranging from Equity research,

Equities and derivatives trading, Commodities trading, Portfolio Management Services,

Mutual Funds, Life Insurance, Fixed deposits, GoI bonds and other small savings

instruments to loan products and Investment banking. India Infoline also owns and manages

the websites www.indiainfoline.com and www.5paisa.com The company has a network of

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976 business locations (branches and sub-brokers) spread across 365 cities and towns. It has

more than 800,000 customers.

History of India Infoline ltd:

India Infoline was founded in 1995 by Mr. Nirmal Jain (Chairman and Managing Director)

as an independent business research and information provider. It gradually evolved into a

one-stop financial services solutions provider. The strong management team comprises

competent and dedicated professionals

India Infoline ltd is a pan-India financial services organization across 1,361 business

locations having presence in 428 cities. The global footprint extends across geographies with

offices in New York, Singapore and Dubai. India Infoline ltd is listed on the Bombay Stock

Exchange (BSE) and the National Stock Exchange (NSE).

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INDUSTRIAL PROFILE:

SEBI

ESTABLISHMENT OF SEBI

The Securities and Exchange Board of India was established on April 12, 1992 in

accordance with the provisions of the Securities and Exchange Board of India Act, 1992.

PREAMBLE

The Preamble of the Securities and Exchange Board of India describes the basic functions of the Securities and Exchange Board of India as

..to protect the interests of investors in securities and to promote the

development of, and to regulate the securities market and for matters connected

therewith or incidental thereto

Stock Broking:

A stock broker or stockbroker is a regulated professional broker who buys and sells shares

and other securities through market makers or Agency Only Firms on behalf of investors .

A transaction on a stock exchange must be made between two members of the exchange

an ordinary person may not walk into the New York Stock Exchange (for example), and ask

to trade stock. Such an exchange must be done through a broker.

There are three types of stockbroking service.

Execution-only, which means that the broker will only carry out the client's

instructions to buy or sell.

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Advisory dealing, where the broker advises the client on which shares to buy and

sell, but leaves the final decision to the investor.

Discretionary dealing, where the stockbroker ascertains the client's investment

objectives and then makes all dealing decisions on the client's behalf.

Stockbrokers also sometimes or exclusively trade on their own behalf, as a principal,

speculating that a share or other financial instrument will increase or decline in price. In

such cases the term broker makes little sense and the individuals or firms trading in principal

capacity sometimes call themselves dealers, stock traders or simply traders. There are of

many other types of traders within capital markets, for example trading within the Foreign

exchange market .

Portfolio Management System

The art and science of making decisions about investment mix and policy, matching

investments to objectives, asset allocation for individuals and institutions, and balancing risk

against performance. Portfolio Management is all about strengths, weaknesses, opportunities

and threats in the choice of debt Vs equity, domestic Vs international, growth Vs safety, and

many other trade offs encountered in the attempt to maximise return at a given appetite for

risk.

Wealth Advisory services

Wealth management is an investment advisory discipline that incorporates financial

planning , investment portfolio management and a number of aggregated financial

services. High net worth individuals , small business owners and families who desire the

assistance of a credentialed financial advisory specialist call upon wealth managers to

coordinate retail banking, estate planning, legal resources, tax professionals and investment

management. Wealth managers can be independent certified financial planners, MBAs , CFA

Charterholders or any credentialed professional money manager who works to enhance the

income, growth and tax favored treatment of long-term investors. One must already have

accumulated a significant amount of wealth for wealth management strategies to be

effective.

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Wealth management can be provided by large corporate entities, independent financial

advisers or multi-licensed portfolio managers whose services are designed to focus on high-

net worth customers. Large banks and large brokerage houses create segmentation

marketing-strategies to sell both proprietary and nonproprietary products and services to

investors designated as potential high net-worth customers. Independent wealth managers

use their experience in estate planning, risk management,and their affiliations with tax and

legal specialists, to manage the diverse holdings of high net worth clients. Banks and

brokerage firms use advisory talent pools to aggregate these same services.

Mutual fund

A mutual fund is a professionally managed type of collective investment scheme that pools

money from many investors and invests it in stocks , bonds , short-term money market

instruments, and/or other securities . The mutual fund will have a fund manager that trades

the pooled money on a regular basis. The net proceeds or losses are then typically distributed

to the investors annually.

Since 1940, there have been three basic types of investment companies in the United States :

open-end funds , also known in the U.S. as mutual funds; unit investment trusts (UITs); and

closed-end funds . Similar funds also operate in Canada . However, in the rest of the world,mutual fund is used as a generic term for various types of collective investment vehicles,

such as unit trusts , open-ended investment companies ( OEICs ), unitized insurance funds ,

and undertakings for collective investments in transferable securities ( UCITS ).

Insurance

Insurance, in law and economics , is a form of risk management primarily used to hedge

against the risk of a contingent loss. Insurance is defined as the equitable transfer of the risk

of a loss, from one entity to another, in exchange for a premium , and can be thought of as a

guaranteed and known small loss to prevent a large, possibly devastating loss. An insurer is

a company selling the insurance; an insured or policyholder is the person or entity buying

the insurance. The insurance rate is a factor used to determine the amount to be charged for a

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certain amount of insurance coverage, called the premium. Risk management, the practice of

appraising and controlling risk, has evolved as a discrete field of study and practice.

The six principles of insurance are:

1. Indemnity Insurance is a contract of indemnity where the insurance company

indemnifies the insured against certain risks for a consideration known as premium.

2. Insurable interest means the loss of which will directly affect the insured.

3. Utmost good faith means that the insured and the insurance company will not

willfully hide anything from each other.

4. Mitigation means the insured will not behave irresponsibly and will take due care

so that the risk of loss or the loss is minimized.

5. Subrogation means the insurance company acquires legal rights to act on behalf of

the insured i.e. the insurance company steps into the shoes of the insured.

6. Causa Proxima or Proximate Cause means the proximate cause of loss to

ascertain whether the loss is covered under the policy.

Insurance companies may be classified into two groups:

Life insurance companies, which sell life insurance, annuities and pensions products. Non-life , General , or Property/Casualty insurance companies, which sell other types

of insurance.

General insurance companies can be further divided into these sub categories.

Standard Lines

Excess Lines

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COMPANY PROFILE:

India Infoline Limited is listed on both the leading stock exchanges in India, viz. the Stock

Exchange, Mumbai (BSE) and the National Stock Exchange (NSE) and is also a member of

both the exchanges. It is engaged in the businesses of Equities broking, Wealth Advisory

Services and Portfolio Management Services. It offers broking services in the Cash and

Derivatives segments of the NSE as well as the Cash segment of the BSE. It is registered

with NSDL as well as CDSL as a depository participant, providing a one-stop solution for

clients trading in the equities market. It has recently launched its Investment banking and

Institutional Broking business.

Departments:

India Infoline Media and Research Services Limited:

The content services represent a strong support that drives the broking, commodities, mutual

fund and portfolio management services businesses. Revenue generation is through the saleof content to financial and media houses, Indian as well as global.

India Infoline Commodities Limited:

India Infoline Commodities Pvt Limited is engaged in the business of commodities broking.

India infoline enjoy memberships with the MCX and NCDEX, two leading Indian

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commodities exchanges, and recently acquired membership of DGCX. The company has a

multi-channel delivery model, making it among the select few to offer online as well as

offline trading facilities.

India Infoline Marketing & Services:

India Infoline Marketing and Services Limited is the holding company of India Infoline

Insurance Services Limited and India Infoline Insurance Brokers Limited.

(a) India Infoline Insurance Services Limited is a registered Corporate Agent with the

Insurance Regulatory and Development Authority (IRDA). It is the largest Corporate

Agent for ICICI Prudential Life Insurance Co Limited, which is India's largest

private Life Insurance Company. India Infoline was the first corporate agent to get

licensed by IRDA in early 2001.(b) India Infoline Insurance Brokers Limited is a newly formed subsidiary which will

carry out the business of Insurance broking. We have applied to IRDA for the

insurance broking licence and the clearance for the same is awaited. Post the grant of

license, we propose to also commence the general insurance distribution business.

India Infoline Investment Services Limited:

Consolidated shareholdings of all the subsidiary companies engaged in loans and financing

activities under one subsidiary. Recently, Orient Global, a Singapore-based investment

institution invested USD 76.7 million for a 22.5% stake in India Infoline Investment

Services. This will help focused expansion and capital raising in the said subsidiaries for

various lending businesses like loans against securities, SME financing, distribution of retail

loan products, consumer finance business and housing finance business. India Infoline

Investment Services Private Limited consists of the following step-down subsidiaries.

(a) India Infoline Distribution Company Limited (distribution of retail loan products)

(b) Moneyline Credit Limited (consumer finance)

(c) India Infoline Housing Finance Limited (housing finance)

IIFL (Asia) Pte Limited:

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IIFL (Asia) Pte Limited is wholly owned subsidiary which has been incorporated in

Singapore to pursue financial sector activities in other Asian markets. Further to obtaining

the necessary regulatory approvals, the company has been initially capitalized at 1 million

Singapore dollars.

Milestones:

1995

Incorporated as an equity research and consulting firm with a client base that included

leading FIIs, banks, consulting firms and corporate.

1999

Restructured the business model to embrace the internet; launched

archives.indiainfoline.com mobilised capital from reputed private equity investors.

2000Commenced the distribution of personal financial products; launched online equity trading;

entered life insurance distribution as a corporate agent. Acknowledged by Forbes as Best of

the Web and ...must read for investors.

2004

Acquired commodities broking license; launched Portfolio Management Service.

2005

Listed on the Indian stock markets.

2006

Acquired membership of DGCX; launched investment banking services.

2007

Launched a proprietary trading platform; inducted an institutional equities team; formed a

Singapore subsidiary; raised over USD 300 mn in the group; launched consumer finance

business under the Moneyline brand.

2008

Launched wealth management services under the IIFL Wealth brand; set up India Infoline

Private Equity fund; received the Insurance broking license from IRDA; received the

venture capital license; received inprinciple approval to sponsor a mutual fund; received

Best broker- India award from FinanceAsia; Most Improved Brokerage- India award

from Asiamoney.

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2009

Received registration for a housing finance company from the National Housing Bank;

received Fastest growing Equity Broking House - Large firms in India by Dun &

Bradstreet.

Services:

a. Share broking

b. Insurance

c. Mutual fund

d. Portfolio management system (PMS)

e. Venue marketing

f. Credit loans

1. Housing loan

2. Personal loan

Promoters:

1. Mr. Nirmal Jain (Chairman and Managing Director)

2. Mr R Venkataraman (Executive Director)

3. Mr Sat Pal Khattar (Non executive director)

4. Mr Nilesh Vikamsey (Independent director)

5. Mr Kranti Sinha (Independent Director)

6. Mr A K Purwar (Independent Director)

Objective of India Infoline:

To become the most respected player in financial services space.

Global presence of India Infoline limited:

China, Brazil, Dubai, Russia, Singapore, UK, USA

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Organisation chart :

Board of directors

Committee of board

Share transfer and investor grievance committee

Chief financial officer

Core management team

Auditors

Internal auditors

Registrar and Share transfer agents

Registered office

Bankers

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INTRODUCTION

The topic is a study to analyse the job satisfaction of employees of India Infoline withreference to India Infoline, Cochin. Job satisfaction is the content of satisfaction an

employee has toward his job. A happy employee is always satisfied with the job he has. Job

satisfaction is a very important aspect for bringing up the prestige of a company. The

backbone of a particular company is its employees and their satisfaction over the job and the

company is very much important for the smooth working of the company.

Job dissatisfaction happens when the employees are not satisfied with the job they are doing.

This would make their loyalty toward the company less. It has a negative reaction toward the

company. It leads to high absenteeism, high employee turnover, industrial disputes like

strikes, lockouts, gheraos etc. This would affect the public image of the company.

As companies are of different types the level of job satisfaction in each should vary. The

company selected for the project is India Infoline, which deals with share broking, wealth

advisories and portfolio management. It belongs to the service sector industry and is

controlled by SEBI. In such companies the job to be done is tedious and the employees must be concentrating on their jobs completely. Job satisfaction is a very important aspect in such

issues. They should be happy with their jobs to keep on working in the same company.

Productive employees must be retained in the company. This justifies the need for Job

satisfaction in the organisation.

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JOB SATISFACTION

It had often been said that A HAPPY EMPLOYEE IS A PRODUCTIVE

EMPLOYEE . A happy employee is generally, that employee who is satisfied with his job.

Job satisfaction is very important because most of the people spend a major portion of their

life at their working place. Moreover, job satisfaction has its impact on the general life of the

employees also, because a satisfied employee is a contented and happy human being. A

highly satisfied employee has better physical and mental well being.

Job satisfaction is simply how people feel about their jobs and different aspects of their jobs.

It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. As it

is generally assessed, job satisfaction is an attitudinal variable. In the past, job satisfaction

was approached by some researchers from the perspective of need fulfilment- that is,

whether or not the job met the employees physical and psychological needs for the things

provided by work such as pay. However, this approach has been de-emphasized because

today most researchers tend to focus attention on cognitive processes rather than on

underlying needs. The attitudinal perspective has become the predominant one in the study

of job satisfaction.

Job satisfaction describes how content an individual is with his or her job. The happier

people are within their job, the more satisfied they are said to be. Job satisfaction is not the

same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction

and performance; methods include job rotation, job enlargement and job enrichment. Other

influences on satisfaction include the management style and culture, employee involvement,

empowerment and autonomous work groups. Job satisfaction is a very important attribute

which is frequently measured by organizations. The most common way of measurement is

the use of rating scales where employees report their reactions to their jobs. Questions relate

to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work

itself and co-workers. Some questioners ask yes or no questions while others ask to rate

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satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents

"extremely satisfied").

Job satisfaction can be considered as a global feeling about the job or as a related

constellation of attitudes about various aspects or facets of the job. The global approach is

used when the overall or bottom line attitude is of interest.

Job Satisfaction can be an important indicator of how employees feel about their jobs and a

predictor of work behaviours such as organizational citizenship, absenteeism , and turnover.

Further, job satisfaction can partially mediate the relationship of personality variables and

deviant work behaviors.

One common research finding is that job satisfaction is correlated with life satisfaction. This

correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with

their job and people who are satisfied with their job tend to be satisfied with life. However,

some research has found that job satisfaction is not significantly related to life satisfaction

when other variables such as nonwork satisfaction and core self-evaluations are taken into

account.

An important finding for organizations to note is that job satisfaction has a rather tenuous

correlation to productivity on the job. This is a vital piece of information to researchers and

businesses, as the idea that satisfaction and job performance are directly related to one

another is often cited in the media and in some non-academic management literature. A

recent meta-analysis found an average uncorrected correlation between job satisfaction and

productivity to be r=.18; the average true correlation, corrected for research artifacts and

unreliability, was r=.30. Further, the meta-analysis found that the relationship between

satisfaction and performance can be moderated by job complexity, such that for high-

complexity jobs the correlation between satisfaction and performance is higher (=.52) thanfor jobs of low to moderate complexity (=.29). In short, the relationship of satisfaction to

productivity is not necessarily straightforward and can be influenced by a number of other

work-related constructs, and the notion that "a happy worker is a productive worker" should

not be the foundation of organizational decision-making.

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With regard to job performance, employee personality may be more important than job

satisfaction. The link between job satisfaction and performance is thought to be a spurious

relationship ; instead, both satisfaction and performance are the result of personality

Job satisfaction is a result of employees perception of how well their jobs provide those

things which are viewed important. Job satisfaction is considered the most important and is

frequently studied.

There are three important dimensions in job satisfaction:

a. Job satisfaction cannot be seen, it can only be inferred. It relates to ones feeling

towards ones job.

b. Job satisfaction is often determined by how will outcome meet expectations or

exceed the expectations. If the employee working in the organisation feels that theyare working much harder than others in the department but are receiving lower

rewards, they will be dissatisfied and have a negative attitude towards the job, the

boss and the workers. On the other hand, if they feel that they are being paid fairly

and treated well by the organisation, they will be satisfied with their jobs and will

have positive attitudes.

c. Job satisfaction and job attitudes are typically used interchangeably. Positive

attitudes toward the jobs are conceptually equivalent to job satisfaction and negative

attitudes towards the job indicate job dissatisfaction.

Definitions:

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job.

Weiss (2002) 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 behaviors.

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Assessment of job satisfaction:

Job satisfaction is usually measured with interviews or questionnaires administered to the

job incumbents in question. Although interviews are used in some cases, most research is

done with questionnaires. This is because interviews are expensive and time consuming to

conduct. One can survey a large number of people with a paper-and-pencil questionnaire

with very little effort or expense. Furthermore, it is easy to quantify and standardise

questionnaire responses. However it is possible to get more extensive information in an

interview, as respondents can elaborate about the issues that they are discussing.

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 ones satisfaction in

five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the

work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated

by ?) in response to whether given statements accurately describe ones job.

The Job in General Index is 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.

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History:

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These

studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School ,

sought to find the effects of various conditions (most notably illumination) on workers

productivity. These studies ultimately showed that novel changes in work conditions

temporarily increase productivity (called the Hawthorne Effect ). It was later found that this

increase resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay, which

paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism ) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor s 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book

contributed to a change in industrial production philosophies, causing a shift from skilled

labor and piecework towards the more modern approach of assembly lines and hourly

wages . The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became exhausted

and dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott , andHugo Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from which early researchers could

develop job satisfaction theories.

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Models of job satisfaction

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous jobsatisfaction 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/arent

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 doesnt 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.

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 ones 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 ones 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

ones own competence) lead to higher work satisfaction. Having an internal locus of control

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(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.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg s Two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. An employees motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals

to attain personal and organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating

factors are those aspects of the job that make people want to perform, and provide people

with satisfaction, for example achievement in work, recognition, promotion opportunities.

These motivating factors are considered to be intrinsic to the job, or the work carried out.

Hygiene factors include aspects of the working environment such as pay, company policies,

supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg'soriginal formulation of the model may have been a methodological artifact. Furthermore, the

theory does not consider individual differences, conversely predicting all employees will

react in an identical manner to changes in motivating/hygiene factors. [5] Finally, the model

has been criticised in that it does not specify how motivating/hygiene factors are to be

measured.

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,

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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 behaviors----. A meta-analysis of studies

that assess the framework of the model provides some support for the validity of the JCM.

Communication overload and communication overload

One of the most important aspects of an individuals work in a modern organization

concerns the management of communication demands that he or she encounters on the job

(Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication

load, which refers to the rate and complexity of communication inputs an individual must

process in a particular time frame (Faraca, Monge, & Russel, 1977). Individuals in an

organization can experience communication over-load and communication under- load

which can affect their level of job satisfaction. Communication overload can occur when an

individual receives too many messages in a short period of time which can result in

unprocessed information or when an individual faces more complex messages that are more

difficult to process (Farace, Monge, & Russel, 1997). Due to this process, given an

individuals style of work and motivation to complete a task, when more inputs exist than

outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L., p.86) which can be positively or negatively related to job satisfaction. In comparison,

communication under load can occur when messages or inputs are sent below the

individuals ability to process them (Farace, Monge, & Russel, 1997). According to the

ideas of communication over-load and under-load, if an individual does not receive enough

input on the job or is unsuccessful in processing these inputs, the individual is more likely to

become dissatisfied, aggravated, and unhappy with their work which leads to a low level of

job satisfaction.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisors behavior can positively

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or negatively influence job satisfaction. Communication behavior such as facial expression,

eye contact, vocal expression, and body movement is crucial to the superior-subordinate

relationship. Nonverbal messages play a central role in interpersonal interactions with

respect to impression formation, deception, attraction, social influence, and emotional

expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor

helps to increase interpersonal involvement with their subordinates impacting job

satisfaction. The manner in which supervisors communicate their subordinates may be more

important than the verbal content . Individuals who dislike and think negatively about their

supervisor are less willing to communicate or have motivation to work where as individuals

who like and think positively of their supervisor are more likely to communicate and are

satisfied with their job and work environment. The relationship of a subordinate with their

supervisor is a very important aspect in the workplace. Therefore, a supervisor who usesnonverbal immediacy, friendliness, and open communication lines is more willing to receive

positive feedback and high job satisfaction from a subordinate where as a supervisor who is

antisocial, unfriendly, and unwilling to communicate will naturally receive negative

feedback and very low job satisfaction from their subordinates in the workplace..

Job satisfaction and emotions

Mood and emotions while working are the raw materials which cumulate to form theaffective 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 labor 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,

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maintain, or decrease one or more components of an emotion. Although early studies of the

consequences of emotional labor emphasized its harmful effects on workers, studies of

workers in a variety of occupations suggest that the consequences of emotional labor 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 . Emotional dissonance is a state of discrepancy between

public displays of emotions and internal experiences 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.

2. 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. Performance of emotional labour that produces desired outcomes could

increase job satisfaction.

Factors influencing Job satisfaction:

a. Organisational factors

b. Work environmental factors

c. Work itself

d. Personal factors

A. Organisational factors:

Some organisational factors which affect job satisfaction are:

1. Salaries and wages

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Wages and salaries play a significant role in influencing job satisfaction. This is

basically because of a few basic reasons. Firstly, money is an important instrument in

fulfilling ones needs. Money also satisfies the first level needs of Maslows model

of satisfaction. Secondly, employees often see money as a reflection of the

managements concern for them. Thirdly, it is considered a symbol of achievement

since higher pay reflects higher degree of contribution towards organisational

operations. Non monetary benefits are also important but they are not as influential.

One reason for that is that most of the employees do not even know how much they

are receiving in benefits. Moreover, a few tend to undervalue their benefits because

they do not realise their monetary value. The employees, generally, want a pay

system which is simple, fair and inline with their expectations.

2. Promotion chances

Firstly, promotion indicates an employees worth to the organisation which is high

morale boosting. This is particularly true in case of high level jobs. Secondly,

employee takes promotion as the ultimate achievement in his career and when it is

realised, he feels extremely satisfied. Thirdly, promotion involves positive changes

e.g. higher salary, less supervision, more freedom, more challenging work

assignments, increased responsibilities, status and like.

3. Company policies

Organisational structure and policies also play an important role in affecting the job

satisfaction of employees. An autocratic and highly authoritative structure causes

resentment among the employees as compared to a structure which is more open and

democratic in nature. Organisational policies also govern the human behaviour in the

organisations. These policies can generate positive or negative feelings towards theorganisation. Liberal and fair policies usually result in more job satisfactions. Strict

policies will create dissatisfaction among the employees because they feel that they

are not being treated fairly and may feel constrained. Thus, a democratic

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organisational structure with fair and liberal policies is associated with high job

satisfaction.

B. Work environmental factors

The work environmental factors include the following important factors:

1. Supervision

Supervision is a moderately important source of job satisfaction. There are two

dimensions of supervisory styles which affect the fob satisfaction. First is employee

centeredness. Whenever the supervisor is friendly and supportive of the workers

there is job satisfaction. In this style the supervisor takes personal interest inemployees welfare. Second is participation. The superiors, who allow their

subordinates to participate in decisions that affect their own jobs, help in creating an

environment which is highly conducive to job satisfaction. Thus, the supervisors who

establish a supportive personal relationship with subordinates and take personal

interest in them contribute to the employees satisfaction.

2. Work group

A friendly and co-operative group provides opportunities 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. If on the other hand, the people are

difficult to get along with, the work group will have a negative impact on job

satisfaction. The work group will be even a stronger source of satisfaction when

members have similar attitudes and values. In such a group, there will be less friction

on day to day basis. Smaller groups provide greater opportunity for building mutual

trust and understanding as compared to larger groups. Thus group size and quality of

interpersonal relations within the group play a significant role in workers

satisfaction.

3. Working conditions

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Good working conditions are desirable by the employees, as they lead to more

physical comfort. People desire that there should be clean and healthy working

environment. Temperature, humidity, ventilation, lighting and noise, hours of work,

cleanliness of the work place and adequate tools and equipment are the features

which affect job satisfaction. Poor working conditions do become a source of job

dissatisfaction. Simply they lead to physical discomfort and physical danger.

C. Work itself

The content of the work itself plays a major role in determining the level of job satisfaction.

Some of the aspects of job satisfaction are

1. Job scope

It provides the amount of responsibility, work pace and feedback. The higher the

level of these factors, higher the job scope and higher the level of satisfaction.

2. Variety

A moderate amount of variety is very effective. Excessive variety produces

confusion and stress and too little variety causes monotony and fatigue which aredissatisfiers.

3. Lack of Autonomy and Freedom

Lack of autonomy and freedom over work methods and work pace can create

helplessness and dissatisfaction. Employees do not like it when their every step and

every action are determined by their supervisor.

4. Role ambiguity and role conflict

Role ambiguity and role conflict also lead to confusion and job dissatisfaction

because employees do not know exactly what their task is and what is expected of

them.

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5. Interesting work

A work which is very interesting, challenging and provides status will be providing

satisfaction to the employees as compared to work which is boring and monotonous.

D. Personal factors

Personal attributes of individuals also play a very important role as to whether they are

satisfied at the job or not. Pessimists and people with negative attitudes will complain about

everything including the job. They will always find something wrong in every job to

complain about. Some important personal factors are:

1. Age and Seniority

With age, people become more mature and realistic and less idealistic so that they

are willing to accept available resources and rewards and be satisfied about the

position. With the passage of time, people move into more challenging and

responsible positions. People who do not move up at all with time are more likely to

be dissatisfied with their jobs.

2. Tenure

Employees with longer tenure are expected to be highly satisfied with their jobs.

Tenure assures job security, which is highly satisfactory to employees. They can

easily plan for their future without any fear of losing their jobs.

3. Personality

Some of the personality traits which are directly related to job satisfaction are self

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

and responsibility. Higher the person is on Maslows needs hierarchy, the higher is

the job satisfaction. This type of satisfaction comes from within the person and is a

function of his personality.

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Job satisfaction and Employee turnover:

There is moderate relationship between job satisfaction and employee turnover. High

employee turnover is a matter of concern for the management as it disrupts the normal

operations and continuous replacement of employees who leave the organisation is costly

and technically undesirable. Managerial concern is mostly for the turnover which arises

because of job dissatisfaction. The employers, thus, tries to keep the employees satisfied on

their jobs to minimise the turnover. Though, high job satisfaction in itself cannot keep the

turnover low, but considerable job dissatisfaction will definitely increase the employee

turnover.

Job satisfaction and Absenteeism:

It has been conclusively proved that there is an inverse relationship between job satisfaction

and absenteeism. When satisfaction is high, absenteeism is low and when satisfaction is low,

absenteeism is high. Less satisfied employees are more likely to be absent from work due, to

avoidable reasons. This is known as voluntary absenteeism as against unavoidable reasons.

This is known as voluntary absenteeism as against unavoidable absenteeism which is due to

illness or other emergency reasons. Management must be concerned with voluntary

absenteeism, because it is related to job satisfaction.

JOB DISSATISFACTION

Job dissatisfaction is frequently caused by the following factors.

1. Low pay and/or promotion chances

2. Monotonous and boring work

3. Feeling of inequity

4. Unfavourable working environment

5. Personal attributes of the employees

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TITLE OF STUDY

A study to analyse the level of job satisfaction among the employees of India Infoline,

with special reference to Cochin branch.

INTRODUCTION

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of ones job (Locke); an affective reaction to ones job (Cranny Smith &Stone);

and an attitude towards ones job.

Job satisfaction describes how content an individual is with his or her job.

The happier the people are within their job, the more satisfied they are said to be. Job

satisfaction is not the same as motivation, although it is clearly linked. Job design aims to

enhance job satisfaction and performance; methods include job rotation, job enlargement

and job enrichment. Other influences on satisfaction include the management style and

culture, employee involvement, empowerment and autonomous work groups. Job

satisfaction is a very important attribute which is frequently measured by organisations.

STATEMENT OF THE PROBLEM

The Cochin branch of India Infoline has about 52 employees working. Each person has

his/her own perception about the job they are doing and the job which they actually wish to

do. Many employees like their jobs and many dont. The project is focussed on finding the

reason for the dissatisfaction or the satisfaction of the employees over particular jobs in the

company.

SIGNIFICANCE OF STUDY

1. To study if the employees are well satisfied with the information and feedback they

receive from their superiors over their job performance.

2. To study about the variety in activities a particular job gives.

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3. To study of about the freedom of an employee over a particular job.

4. To study if the employees are satisfied with the pay they receive.

5. To study the work relationships.

OBJECTIVES

General Objectives

To analyse the level of job satisfaction among the employees of India Infoline,

with special reference to Cochin branch.

Specific Objectives

1. To study the extent of clarity and the role of information in

increasing the level of satisfaction.

2. To study the extent of satisfaction in relation to variety in job.

3. To understand the role played by work environment, remuneration,

incentives and benefits given by the company, in job satisfaction.

4. To understand the role of positive work relationship on job

satisfaction.

DATA COLLECTION

Primary data collection Questionnaire based on scaling (rating)

Secondary data collection - Internet and books

TOOLS OF DATA ANALYSIS

The primary data of the study is collected using Questionnaires only. Convenience

sampling has been done for the distribution of the questionnaires.

Internet and books have been used for the collection of secondary data.

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RESEARCH DESIGN

This project follows Descriptive research design as the title of study is mainly focused with

the identification of the problem in hand measuring their influence and devising

means/nodes to control such influence.

POPULATION

India Infoline, Cochin branch has 45 employees working in it.

SAMPLE SIZE

Out of the total population, a sample size of 37 employees was taken for survey.

LIMITATION OF THE STUDY

This project dealt with a few limitations in gathering necessary data which involved in

completion of the project. A few limitations are mentioned below:

Lack of co-operation from some of the respondents.

Hefty time schedule of the employees of the organisation, restricted the duration of

interview.

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Table 3.1 Showing the satisfaction on the adequacy of the information received for

performing the job

Frequency Percentage

Extremely Dissatisfied 1 3%

Dissatisfied 0 0%

Somewhat Satisfied 21 57%

Satisfied 13 35%

Extremely Satisfied 2 5%

Total 37 100%

Diagram 3.1 - Showing the satisfaction on the adequacy of the information received for

performing the job

3%

0%

57%

35%

5%

Extremely Dissatisfied

Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are only satisfactory with the information that theyreceive, while a very small minority of the respondents are extremely

dissatisfied.

.

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Table 3.2 Showing the satisfaction over the feedback given by branch heads



Dissatisfied 3 8%


Satisfied 15 41%


Total 37 100%

Diagram 3.2 - Showing the satisfaction over the feedback given by branch heads

0% 8%

32%

41%

19%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied. While a small minority (8 per cent) of the respondents are dissatisfied with the feed back that they receive from their

superiors.

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Table 3.3 Showing the satisfaction over the opportunities given by the company to

improve the job done



Dissatisfied 6 16%


Satisfied 12 32%


Total 37 100%

Diagram 3.3 - Showing the satisfaction over the opportunities given by the company to

improve the job done

3%

16%

27%

32%

22%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied with the oppurtunities given by thecompany in improving the job done, while a very small minority is extremely

dissatisfied.

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Table 3.4 Showing the satisfaction on the clarity of the information received



Dissatisfied 5 14%


Satisfied 15 40%


Total 37 100%

Diagram 3.4 - Showing the satisfaction on the clarity of the information received

0%14%

35%40%

11%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (40 per cent) are satisfied with the clarity of information received, while none of the respondents are extremely dissatisfied.

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Table 3.5 - Showing the satisfaction level of employees on the position they hold is

according to their skill and knowledge possessed



Dissatisfied 2 5%


Satisfied 21 57%


Total 37 100%

Table 3.5 - Showing the satisfaction level of employees on the position they hold is

according to their skill and knowledge possessed

3% 5%

19%

57%

16%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (57 per cent) are satisfied about the position theyhold according to the skills and knowledge they have. A minority of

respondents (3 per cent) is extremely dissatisfied.

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Table 3.6 Showing whether the opportunities received are helpful in improving existing

skills



Dissatisfied 4 11%


Satisfied 16 43%


Total 37 100%

Diagram 3.6 Showing whether the opportunities received are helpful in improving

existing skills

8%

11%

22%

43%

16%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Most of the respondents were satisfied with the opportunities that they receiveto improve their skills. While almost 22 per cent of the respondents are

somewhat satisfied. 16 per cent of the total respondents are extremely satisfied

followed by 11 per cent who are dissatisfied. About 8 per cent of the total

respondents are extremely dissatisfied.

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Table 3.7 Showing the satisfaction received over the training and education received



Dissatisfied 4 11%


Satisfied 18 48%


Total 37 100%

Diagram 3.7 Showing the satisfaction received over the training and education

received

3%11%

24%

48%

14%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Most of the respondents are satisfied with the training and education they

receive. A minority of the respondents are extremely dissatisfied.

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Table 3.8 Showing if there is enrichment in the job offered



Dissatisfied 5 14%


Satisfied 16 42%


Total 37 100%

Diagram 3.8 Showing if there is enrichment in the job offered

0%14%

41%

42%

3%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: 42 per cent of the respondents are satisfied with the enrichment in the job

offered, followed by 41 per cent who are somewhat satisfied. 3 per cent of therespondents are extremely satisfied and the rest 14 per cent are dissatisfied.

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Table 3.10 Showing whether the job demands enough interaction with others



Dissatisfied 1 3%


Satisfied 21 56%


Total 37 100%

Diagram 3.10 Showing whether the job demands enough interaction with others

0%

3%

19%

56%

22%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied with the interaction the job demands,

while a minority of respondents are dissatisfied. None of the respondents areextremely dissatisfied.

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Table 3.11 Showing whether the job gives enough opportunity for independent thought

and action



Dissatisfied 1 3%


Satisfied 19 51%


Total 37 100%

Diagram 3.11 - Showing whether the job gives enough opportunity for independent

thought and action

3%

3%

27%

51%

16%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied with the opportunities the job offersthem for independent thought and action. A minority of respondents are

extremely dissatisfied.

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Table 3.12 Showing if adequate co-operation is received from within the organisation to

fulfil the responsibilities of the job



Dissatisfied 1 3%


Satisfied 20 53%


Total 37 100%

Diagram 3.12 - Showing if adequate co-operation is received from within the

organisation to fulfil the responsibilities of the job

3%

3%

27%

53%

14%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (53 per cent) are satisfied with the co-operationreceived from within the organisation to fulfil the responsibilities of the job,

while a minority of respondents (3 per cent) are extremely dissatisfied.

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Table 3.13 Showing if remuneration plays a key role in Job satisfaction



Dissatisfied 3 8%


Satisfied 17 46%


Total 37 100%

Diagram 3.13 Showing if remuneration plays a key role in Job satisfaction

0% 8%

27%

46%

19%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents agree that remuneration play a key role in jobsatisfaction.

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Table 3.14 Showing if incentives play a vital role in motivating employees



Dissatisfied 2 5%


Satisfied 13 36%


Total 37 100%

Diagram 3.14 Showing if incentives play a vital role in motivating employees

0%

5%

24%

36%

35% Extremely Dissatisfied

Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Most of the respondents are satisfied with the role of incentives in motivation.

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Table 3.15 Showing if the incentives are disbursed promptly



Dissatisfied 8 22%


Satisfied 8 22%


Total 37 100%

Diagram 3.15 Showing if the incentives are disbursed promptly

Inference: Majority of the respondents are only somewhat satisfied with the prompt

disbursement of incentives.

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Frequency

0

2

4

6

8

10

12

14

16

ExtremelyDissatisfied

Dissatisfied SomewhatSatisfied

Sat is fied Ext remelySatisfied


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Table 3.16 Showing the satisfaction over the job security received in the organisation



Dissatisfied 7 19%


Satisfied 14 38%


Total 37 100%

Diagram 3.16 - Showing the satisfaction over the job security received in the

organisation

14%

19%

24%

38%

5%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the employees are satisfied with the job security offered by the

company. But about 14 per cent of the respondents are extremely dissatisfiedabout job security.

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Table 3.17 Showing if there is enough opportunities for promotion



Dissatisfied 9 24%


Satisfied 9 24%


Total 37 100%

Diagram 3.17 Showing if there is enough opportunities for promotion

5%

24%

42%

24%

5%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (42 per cent) are only somewhat satisfied with theopportunities for promotion

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Table 3.18 Showing if the branch heads maintain good relations with the employees



Dissatisfied 2 5%


Satisfied 16 43%


Total 37 100%

Diagram 3.18 Showing if the branch heads maintain good relations with the

employees

3% 5%

30%

43%

19%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: 43 per cent of the total respondents are satisfied with superior subordinaterelationships, followed by 30 per cent who are somewhat satisfied. 19 per cent

are extremely satisfied. 5 per cent are dissatisfied and only 3 per cent are

extremely dissatisfied.

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Table 3.19 Showing the satisfaction of the employees over relations with each other



Dissatisfied 2 5%


Satisfied 24 65%


Total 37 100%

Diagram 3.19 Showing the satisfaction of the employees over relations with each

other

0%

5%

11%

65%

19%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (65 per cent) are satisfied with peer to peer relationship, followed by 11 per cent who are extremely satisfied. 11 per cent

seem to be somewhat satisfied. Only a 5 per cent of the total respondents seem

to be dissatisfied.

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Table 3.20 Showing if the company clearly communicates its goals and strategies to each

employee



Dissatisfied 2 5%


Satisfied 19 52%


Total 37 100%

Diagram 3.20 Showing if the company clearly communicates its goals and strategies

to each employee

0%

5%

27%

52%

16%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents (52 per cent) are satisfied with the communication of

the goals and strategies of the company. 27 per cent are somewhat satisfied

followed by 16 per cent who are extremely satisfied. Only 5 per cent of the

respondents are dissatisfied.

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Table 3.21 Showing the satisfaction over team spirit in the work environment



Dissatisfied 1 3%


Satisfied 12 32%


Total 37 100percentage

Diagram 3.21 Showing the satisfaction over team spirit in the work environment

3%

3%

35%

32%

27%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are only somewhat satisfied over the team spirit in

the work environment.

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Table 3.22 Showing the sufficiency of the benefits received over working in the company



Dissatisfied 4 11%


Satisfied 15 41%


Total 37 100%

Diagram 3.22 Showing the sufficiency of the benefits received over working in the

company

0% 11%

40%41%

8%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied with the benefits received. 40 per centare only somewhat satisfied. 11 per cent are dissatisfied and the remaining 8 per

cent are extremely satisfied.

Table 3.23 Showing the satisfactory level of work related stress

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Dissatisfied 5 14%


Satisfied 11 30%


Total 37 100%

Diagram 3.23 Showing the satisfactory level of work related stress

0%14%

40%30%

16%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied with the stress levels they have to go

through. None of the respondents are extremely dissatisfied.

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Table 3.24 Showing the satisfaction of the employees over the work environment in the

company



Dissatisfied 0 0%


Satisfied 15 41%


Total 37 100%

Diagram 3.24 - Showing the satisfaction of the employees over the work environment in

the company

0%

0%

32%

41%

27%


Dissatisfied

Somewhat Satisfied

Satisfied

Extremely Satisfied

Inference: Majority of the respondents are satisfied (41 per cent) over the work

environment in the company. This is followed by respondents who are

somewhat satisfied (32 per cent) and extremely satisfied (27 per cent).

- 54 -

8/6/2019 A Study to Analyse the Level of Job Sa

a study to analyse the level of job satisfaction among employees in india infoline

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