employer satisfaction towards the training programme jcb
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PREFACE
The project work entitled “A STUDY ON JOB SATISFACTION OF EMPLOYEES OF JCB INDIA PVT. LTD.
I ______________” Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between one’s expectation of the job and the rewards that the job provides. Job Satisfactions a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an employee. Ina narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc.Contribute ultimately to job satisfaction.
Certificate
Declaration
I, _______________ student of 3rd sem. ____________ college have completed the Project on “Job Satisfaction” for the academic year 2010-2011.
The information given in this project is true to the best of my knowledge.
ACKNOWLEDGEMENT
A large number of individuals have contributed to project. This project is a humble attempt to sketch done the contribution of all those persons who have directly or indirectly given their precious time and help along with proper guidance for making this report in the following shape.
First of all I would like to thank Mr. S.N. Tiwari, project co-ordinater(manager H.R), B.H.E.L., .P Jagdishpur without whose permission project of B.H.E.L., I.Pwould have been castle in the air. Who always helped me and provided me relevant books and data in the subject to enable to prepare the project. And also I would like to give thank to Mr.Janmejay sing, Asst. Engineer (H.R) who’s supported to me, and my teacher Ms Shikha. Lastly but not the least, I pay my gratitude to my parents, family members, friends,faculty members of B.I.E.M and all executives of B.H.E.L., I.P Jagdishpur for their morelsupport and whole hearted co-operation in drafting this report.
NAME_______________
Company Profile
JCB, the magic initials. Many people think of ‘JCBs’ as just a
‘digger’ or backhoe loader. But JCB are much more that just
another word for a digger, and have grown bigger and bigger over
the years. It all started in October 1945 when Joseph Cyril
Bamford (Mr JCB) set up his company called; JCB! The company
started in Uttoxeter, Staffordshire, England in a garage that
measured only 12 ft by 15ft.
The first piece of equipment produced by JCB in 1945 was made
from war leftover parts, it was a tipping trailer (the sides and
bottom of this trailer used steel sheets that had been air raid
shelters!). Modest beginnings for the world’s best known digger
manufacturer.
By 1948 Mr JCB employed 6 people, and to their credit they
produced Europe’s first ever hydraulic tipping trailer. In 1950 Mr
JCB moved to an old disused cheese factory in Rochester, his total
workforce was still 6. In 1951 something happened that has stayed
the same to this day, Joseph started painting his machines and
trailers the magic yellow colour that still make little boys faces
light up with joy to this day. 1953 was an exciting year for JCB.
The JCB logo appeared, and it was then proudly displayed on their
first backhoe loader, this had not been tried much before so JCB
became a well known leader in this field.
In 1957 the company brought out the ‘hydra digger’ (see left) a
useful tool both on the building site and the farm it combined an
excavator with a heavy loader. In the 1960’s the famous ‘dancing
diggers’ started. It was a great success. By 1964 a grand total
of 3,000 3C backhoe loaders had been made.
In 1969 the great Joseph Cyril Bamford was awarded a CBE for
services to export. In1975 having steered the company for 30 year
Joe retired and Antony.
launched one of the world’s fastest production tractors, the
‘Fastrac’. It was capable of a top speed of 75KM/H (or 40MPH). It
was also one of the first tractors to have proper suspension. The
Fastrac was at the cutting edge of technology and was even
featured on a BBC TV programme. In 2001 sadness hit all who
worked at JCB. The company founder Joseph Cyril Bamford died
aged 84. In 2005 JCB bought German roller and compaction
equipment company vibromax. This was the first time since 1968
that JCB had ever bought a company. In 2006 JCB had 4,000
employees double that of the workforce in 1975.
In every corner of the world you'll find a JCB machine. JCB is one
of the world's top three manufacturers of construction equipment.
We employ around 7000 people on 4 continents and sell our
products in 150 countries through 1,500 dealer depot locations.
Throughout our 64 year history, we have always invested heavily
in research and development, keeping JCB at the cutting edge of
innovation. Today, JCB has some of the finest engineering
facilities across the globe, produces a range of over 300 machines
and maintains a reputation for unrivalled customer service.
JCB INDIA
JCB India Limited, India’s largest manufacturer of Earthmoving
and Construction equipment is a fully owned subsidiary of JC
Bamford Excavators Limited (U.K). J.C. Bamford Excavators
Limited UK, one of the leading manufacturers of earthmoving and
construction equipment is considered one of Britain’s a most
impressive success stories. It produces over 300 different models,
which are sold in over 150 countries. JCB is also the world number
one producer for backhoe loaders.
JCB India Limited started operations in 1979 as a joint venture
company. In 2003 JCB UK acquired 100% shares in the joint
venture and today JCB is the fastest growing company in the
Indian earthmoving and construction equipment industry. The
company is a pioneer in the industry and has been recording
excellent growth rates. The company has developed and expanded
through launching revolutionary products and adherence to world
class JCB corporate identity norms. Today in India, JCB has sold
over 100,000 machines and out of every two Construction
equipment sold in India, one is a JCB.
JCB India has the World’s largest Backhoe Loader manufacturing
facility at Ballabgarh in Haryana which was expanded and in April
2009 inaugurated by Sir Anthony Bamford. It has two
manufacturing facilities at Pune comprising of:
Fabrications – India Business Unit, is a component
manufacturing plant and is export-oriented. It caters to the
needs of JCB factories both in India and abroad.
Heavyline – India Business Unit, is a Heavy Line
manufacturing plant that produces Excavators, Wheel
Loading Shovels and Vibratory Compactors.
It has India’s largest Parts & Technical Training Centre for
construction equipment in India.
One of India's largest design centre for construction
equipment
JCB India therefore offers a diverse range of unmatched
Backhoe Loaders. Wheeled Loaders, Excavators, Skid Steer
loaders, Telehandlers, Compactors and Pick and Carry Crane:
Backhoes
Our choice of superlative Backhoe Loaders includes 3DX (76
HP). 3DX Xtra (84hp), 3DX Super (96 HP) and 4DX (96
HP) depending on the customers requirements and
applications
Wheel Loaders
The options in the exceptional two wheeled loaders are 430Z
(127 HP. 1.7 cu.m), 432ZX (150 HP, 2.3 cu.m) and 456ZX
(216 HP, 3.3 cu.m).
Excavators
Our best and India's finest Excavator range includes JS 80 (8
ton), JS 140 (14 ton), JS 200 (20 ton). JS 210 LC (21 ton) and
JS 330 (33 ton) and recently launched JS200HD (Quarry
Machine) suited to diverse weight requirements
Skid Steers
We also have 3 different Robotic Skid Steer Loaders, viz.
160/170/190 all of which come with a wide range of
attachments to suit specific customer needs
Tele handlers
We have two models in tele handlers namely 506C and 528S
which are widely used in construction of multi-storyed
buildings, material handling at ports, industrial purpose, etc.
Compactors
We have two models of compactor called Vibromax VM115
and VMT 850, which are widely used in construction of
roads and highways.
Mobile Cranes
JCB India has recently launched mobile crane – Liftall.
Currently there are two models Liftall 1253 and Liftall 1202
in the 12T category. Cranes are extensively used as Material
Handling as well as construction equipment.
JCB India designs and develops the products on the basis of needs
and requirements of the customers as well as on the growing
infrastructure needs of the country. All machines are high quality
products, at par with the world's best and built to withstand
extreme vagaries of climate, while delivering their optimum
performance.
JCB India believes in extraordinary customer satisfaction, as they
are the principal force guiding all JCB initiatives and endeavors.
We implement this mission through our comprehensive Network
of 51 dealers and over 362 outlets, which provide expert servicing
for our world-class machines. Our Product Support makes a
diligent and persistent effort to ensure that every JCB machine is in
best operational conditions at all times. We have a dedicated parts
center in Faridabad and parts depots in Chennai, Pune and Kolkata.
Engineering excellence and innovation are the hallmarks of JCB
and we are streamlining our facilities in India as per world
standards. With the valued inputs from our customers, JCB India
will continue to innovate and produce equipment and services to
best suit the needs of our markets. This indomitable spirit and our
unwavering commitment to serve while keeping pace with the
changing tastes of our customers, has helped in winning over our
customers over, time.
"Our growth has allowed us to help those around the globe who are
less fortunate than ourselves." Sir Anthony Bamford explains: "We
want a better future for our Children, where hard work and
dedication are given their just reward."
Success through responsibility
As a responsible company, JCB has the greatest respect for the
environment and its employees, as these were the foundations of
our success over the past 65 years. The world is changing and we
have to realign our responsibilities accordingly – we need to
respond to the threat of climate change, we must improve
workplace health and safety to an even higher level and we must
rise to the challenge of rebuilding global prosperity in the wake of
the financial crisis. As we emerge from recession, we must
increase our focus on improving carbon performance, health and
safety and on how we help to generate wealth from the products
we provide to customers.
Recent successes include a reduction of 23% in our direct carbon
emissions since 2007, a 50% drop in our accident potential rate and
a 16% improvement in fuel consumption from our new Backhoe
Loader model. Under the banner of JCB Sustainable Innovation,
we are committed to sharing our progress with our stakeholders.
We will collaborate with the world’s leading companies,
governments and individuals to help achieve our goals, as it is only
through co-operation that we will help to deliver collective
prosperity and a sustainable society for future generations.
Machine range of JCB INDIA
Compaction
Vibratory Single
Drum Compactors
Vibratory
Tandem Rollers
Generators
Attachment
Bucket Compactors Earthdrill Forks & Frames Grabs &
Grapples
Hammer Kerbmaster Loader Muck Fork & GrabPatch Planer
Agriculture
Agricultural
Telescopic
Handlers
Agricultural
Wheeled Loaders
Attachments Compact
Excavators
( Mini / Midi )
Fastrac tractors
Lighting Tower Skid Steer
Loaders
Telescopic
Handlers
Teletruks Utility Vehicles
Construction
Agricultural
Wheeled Loaders
Articulated Dump
Trucks
Attachments Backhoe Loaders Compact
Excavators
( Mini / Midi )
Dumpsters Lighting
Tower
Micro
Excavators
Global Support Network
To deliver our promise of world class customer support, JCB has
continued to invest in a comprehensive global network of dealers
who really deliver the support you need.
JCB boasts over 1,000 dealer depots worldwide, and 92 dealer
depots in the UK. Operating out of those UK depots are 357
service technicians, all JCB-trained, and 265 service vans.
JCB dealers understand that this is a business about relationships,
as well as machines. We aim for customer satisfaction every time,
and understand that this means supporting the machine throughout
its life.
1500 JCB dealer depots worldwide
92 JCB dealer depots in the UK
821 service technicians
660 service vans in the UK
Parts Support
At the heart of our support network is the purpose-built JCB World
Parts Centre: a state-of-the-art facility employing more than 200
people and dispatching around 4,000 orders every day. JCB has the
widest range of parts of any manufacturer - genuine JCB parts can
help your machine remain truly JCB. The Centre uses some of the
most advanced technology around, improving productivity to such
an extent that we now achieve 24-hour dispatch in 96% of cases.
All JCB parts are fitted by JCB-trained technicians and carry a 12-
month warranty for real peace of mind.
£35m World Parts Centre
89 parts delivery vans in the UK
Parts availability: JCB dealers have over 80% in stock
Genuine JCB parts
Technical Assistance
Whether you need machine servicing or emergency breakdown
solutions, with JCB technical assistance you're guaranteed the
highest possible service levels. In an emergency, it's all about
speed of response. Our dealers operate their own customer support
vehicles so that emergency parts can be delivered straight to your
door and expertly fitted on the spot. In addition, dealers can tap
into the expertise of our experienced Product Technical Specialists
and Field Service Managers. They all know their machines inside
out and can quickly offer the best solutions to ensure minimum
downtime for maximum earning potential.
821 service technicians
All service technicians JCB-trained
The World Parts Centre operates 24/7
660 service vans in the UK
Asset Care
JCB Asset care is a range of flexible service options designed to
ensure that all our customers receive the highest standards of
machine servicing. It guarantees you the optimum level of after
sales support, with highly skilled, JCB-trained technicians using
genuine JCB parts and lubricants to maintain maximum machine
performance.
Depending on the Asset care package, JCB Finance may be able to
arrange payment over a period of time, for example alongside
monthly finance payments for the machine (UK only).
JCB Sure Price Service
JCB Maintenance Agreement
JCB Machinery Protection Plan
Business Solution
JCB total business solutions are designed to give you, your
machine and your business the support you need to achieve your
true earning potential.
JCB Finance helps you to preserve your working capital whilst
spreading the cost in the most effective and tax-efficient manner.
Finance provided by JCB Finance Ltd is only available within the
United Kingdom (UK). JCB Insurance, regulated by the FSA,
specialises in construction and industrial insurance, as well as
offering Insurance Premium Finance facilities.
Finance options are available for new and used machinery,
cars, commercial vehicles, static plant and access equipment.
JCB Insurance offers the full insurance package, including
liability, motor and property cover
Service Exchange
Waste Batteries and Accumulators (UK) Regulations 2009
JCB, in the UK, will take back waste automotive batteries via its
dealer network and JCB Service, Uttoxeter. Once JCB has received
waste automotive batteries, disposal will be handled by a licensed
third party. The major components of all JCB machines, including
the engine, are intelligently designed so that they can be
remanufactured, providing multiple lifecycles.
To take advantage of the superb value for money offered by JCB
Service Exchange components, in most cases all you need to do is
make a few simple visual checks to ensure we can take your old
unit for remanufacturing. You'll also need to make sure it is
cleaned and assembled, not externally damaged and is drained of
all fluids.
Excellent value for money, costing up to 50% less than new
parts
Remanufactured to the latest specifications
12-month warranty on parts fitted by JCB dealer
Office Addresses of JCB INDIA
JCB India Headquarters
JCB India Limited, 23/7 Mathura Road, Ballabgarh-121004,
Haryana
Telephone: 0129-4299000(Board) Fax: 0129-2309050
Fabrications – India Business Unit
Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh
Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507
Telephone: 2114-304000(Board) Fax: 2114-304021 & 304022
Heavyline – India Business Unit
Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh
Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507
Telephone: 2114 305000(Board) Fax: 2114-304024 & 304025
India Design Centre
telegaon Floriculture & Industrial Park, Village Ambi, Navlakh
Umbhre, Tal. Maval, Tallegaon Dabhade, Distt. Pune-410507
Telephone: 2114 304000(Board) & 2114-305000 (Board)
REGIONAL OFFICES
New Delhi
JCB Office, B-I/I-I, 2nd Floor, Mohan Co-op. Industrial Estate,
Mathura Road, New Delhi-110044 Telephone: 011-40539745, 46
Kolkata
JCB Office, 'UDAYACHAL' Building, Suite #6, 2nd Floor, No. 9,
Sarojini Naidu Sarani, (Rawdon Street), Kolkata-700017
Telephone: 033-22802188, 22873693
Mumbai
JCB Office, 201,2nd Floor, Chintamani Plaza, Andheri Kurla
Road, Andheri (East), Mumbai-400099, Maharashtra
Telephone: 022-28255503, 66791738
Nagpur
JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South
Ambazari Road, Nagpur-440010 Telephone: 0712-2221450,
2220773, 2243066
Hyderabad
JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan
Bagh, No. 6-3-1192/1/1, Begumpeth, Hyderabad-500016
Telephone: 040-66361112
Chennai
JCB Regional Office, 8th Floor, Door No. 8A & B, Century Plaza,
560-562, Anna Salai, Teynampet, Chennai-600008
Telephone: 044-24312571
AREA OFFICES
Ahmedabad
JCB Office, 505, Time Square, C.G. Road, Ahmedabad-380009,
Gujarat Telephone 079-26462946 Fax: 079-26462947
Bangalore
JCB Office, 1102, Barton Centre, M.G. Road, Bangalore-560001,
Karnataka Telephone 080-25325983 Fax: 080-25325984
Bhopal
JCB Office, FF-5, Block-A, Mansarovar Complex, Near Habibganj
Railway Station, Bhopal-462016, Madhya Pradesh
Telephone 0755-2574936
Bhubaneshwar
JCB Office, F. No. 206, Block-A, Nirmala Plaza Complex, Forest
Park, Bhubaneshwar-751009, Orissa Tel/Fax: 0674-2595597
Chandigarh
JCB Office, 301, 3rd Flooar, S.C.O. 120-122, Sector-17 C,
Chandigarh
Telephone: 0172-4640120 Fax: 0172-2725482
Guwahati
JCB Office, B.K. Kakati Road, By-Lane Opp. DGP Office,
Ulubari Woodland Hall Compound, H/O Mr. P. Barman, 2nd
Floor, Guwahati-781007, Assam Telephone: 0361-
2464610 Fax: 0361-2464986
Hyderabad
JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan
Bagh, No. 6-3-1192/1/1, Begumpeth, Hyderabad-500016
Telephone: 040-66361112, 66361113, 23413973
Jaipur
JCB Office, 228, 2nd Floor, Laxmi Complex, M.I. Road, Jaipur-
302001, Rajasthan Telephone: 0141-4002770
Jamshedpur
JCB Office, 101, 111, Yash Kamal Complex, Main Road,
Bistupur, Jamshedpur-831001, Jharkhand Tel: 0657-
2431557 Mobile : 9470195110
Kochi
JCB Office, P.B. No. 2401, 39/4006 Kelmers Complex,
Sreekandath Road, Ravipuram, Kochi-682016 Telephone 09946
448305
Nagpur
JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South
Ambazari Road, Nagpur-440010 Telephone: 0712-2221450,
2220773, 2243066
Pune
JCB Office, Office No. 11, Business Avenure, Opp. Sony World,
Sanghvi Nagar, Aundh, Pune-411110 Telephone 020-32509533,
25893214
Raipur
JCB Office, Plot No. 01, Dongaji Colony, Besides Mahavir Park,
G.E. Road, Raipur-492009, Chhattisgarh
Telephone/Fax 0771-4267435 / 4267131
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 position. 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
satisfaction on 1-5 scale (where 1 represents "not at all satisfied"
and 5 represents "extremely satisfied").
Job satisfaction is in regard to one's feelings or state-of-mind
regarding the nature of their work. Job satisfaction can be
influenced by a variety of factors, eg, the quality of one's
relationship with their supervisor, the quality of the physical
environment in which they work, degree of fulfillment in their
work, etc. (To my knowledge, there is no strong acceptance among
researchers, consultants, etc., that increased job satisfaction
produces improve job performance -- in fact, improved job
satisfaction can sometimes decrease job performance. For
example, you could let sometime sit around all day and do nothing.
That may make them more satisfied with their "work" in the short
run, but their performance certainly didn't improve.)
Job Satisfaction is the favorableness or un-favorableness with
which the employee views his work. It expresses the amount of
agreement between one’s expectation of the job and the rewards
that the job provides. Job Satisfaction is a part of life satisfaction.
The nature of one’s environment of job is an important part of
life’s Job Satisfaction influences one’s general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by
an employee. In a narrow sense, these attitudes are related to the
job under condition with such specific factors such as wages.
Supervisors of employment, conditions of work, social relation on
the job, prompt settlement of grievances and fair treatment by
employer. However, more comprehensive approach requires that
any factors are to be included before a complete understanding of
job satisfaction can be obtained. Such factors as employee’s age,
health temperature, desire and level of aspiration should be
considered. Further his family relationship, Social status,
recreational outlets, activity in the organizations etc. Contribute
ultimately to job satisfaction.
Definitions
“Job satisfaction does not seem to reduce absence, turnover and
perhaps accident rates”.
“Job satisfaction is a general attitude towards one’s job: the
difference between the amount of reward workers receive and the
amount they believe they should receive.” Job satisfaction defines
as “The amount of over all positive affect (or feeling) that
individuals have toward their jobs.”
“Job satisfaction is the amount of pleasure or contentment
associated with a job. If youlike your job intensely, you will
experience high job satisfaction. If you dislike your job intensely,
you will experience job dissatisfaction.”
Job satisfaction is one part of life satisfaction. The environment
influences the job. Similarly, since a job is important part of life,
job satisfaction influences one’s general life satisfaction. Manager
may need to monitor not only the job and immediate work
environment but also their employees attitudes towards other part
of life.
Human life has become very complex and completed in now-a-
days. In modern society the needs and requirements of the people
are ever increasing and ever changing. When the people are ever
increasing and ever changing, when the peoples needs are not
fulfilled they become dissatisfied. Dissatisfied people are likely to
contribute very little for any purpose.
Job satisfaction of industrial workers us very important for the
industry to function successfully. Apart from managerial and
technical aspects, employers can be considered as backbone of any
industrial development. To utilize their contribution they should be
provided with good working conditions to boost their job
satisfaction.
Any business can achieve success and peace only when the
problem of satisfaction and dissatisfaction of workers are felt
understood and solved, problem of efficiency absenteeism labour
turnover require a social skill of understanding human problems
and dealing with them scientific investigation serves the purpose to
solve the human problems in the industry.
PAY
Wages do play a significant role in determining of satisfaction.
Pay is instrumental unfulfilling so many needs. Money facilities
the obtaining of food, shelter, and clothing and provides the means
to enjoy valued leisure interest outside of work. More over, pay
conserve as symbol of achievement and a source of recognition.
Employees often see pay as a reflection of organization. Fringe
benefits have not been found to have strong influence on job
satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major
role in determining how satisfied employees are with their jobs. By
and large, workers want jobs that are challenging; they do want to
be doing mindless jobs day after day. The two most
important aspect of the work itself that influence job satisfaction
are variety and control over work methods and work place. In
general, job with a moderate amount of variety produce the most
job satisfaction. Jobs with too little variety cause workers to feel
bored and fatigue. Jobs with too much variety and stimulation
cause workers to feel psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job
satisfaction. A promotion to a higher level in an organization
typically involves positive changes I supervision, job content and
pay. Jobs that are at the higher level of an organization usually
provide workers with more freedom, more challenging work
assignments and high salary.
SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish
a supportive personal
relationship with subordinates and take a personal interest in
them.
2. The other dimension of supervisory style influence
participation in decision making, employee who participates in
decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of
job satisfaction to individual employees. The working groups also
serve as a social support system of employees. People often used
their co-workers as sounding board for their problem of as a source
of comfort.
WORK CONDITION
The employees desire good working condition because they lead
to greater physical comfort. The working conditions are important
to employees because they can influence life outside of work. If
people are require to work long hours and / or overtime, they will
have very little felt for their families, friends and recreation outside
work.
SUPERVISION
To a worker, Supervision is equally a strong contributor to the job
satisfaction as well as to the job dissatisfaction. The feelings of
workers towards his supervisors are usually similar to his feeling
towards the company. The role of supervisor is a focal point for
attitude formation. Bad supervision results in absenteeism and
labor turnover. Good supervision results in higher production and
good industrial relations.
CO-WORKERS
Various studies had traced this factor as a factor of intermediate
importance. One’s associates with others had frequently been
motivated as a factor in job satisfaction. Certainly, this seems
reasonable because people like to be near their friends. The
workers derive satisfaction when the co-workers are helpful,
friendly and co-operative.
AGE
Age has also been found to have a direct relationship to level job
of satisfaction of employees. In some groups job satisfaction is
higher with increasing age, in other groups job satisfaction is lower
and in other there is no difference at all.
MARITAL STATUS
Marital status has an important role in deciding the job satisfaction.
Most of the studies have revealed that the married person finds
dissatisfaction in his job than his unmarried counterpart. The
reasons stated to be are that wages were insufficient due to
increased cost of living, educations to children etc.
EDUCATION
Studies conducted among various workers revealed that most of
workers who had not completed their school education showed
higher satisfaction level. However, educated workers felt less
satisfied in their job.
Determinants of job satisfaction:
While analyzing the various determinants of job satisfaction, we
have to keep in mind that: all individuals do no derive the same
degree of satisfaction though they perform the same job in the
same job environment and at the same time. Therefore, it appears
that besides the nature of job and job environment, there are
individual variables which affect job satisfaction. Thus, all those
factors which provide a fit among individual variables, nature of
job, and situational variables determine the degree of job
satisfaction. Let us see what these factors are. Individuals have
certain expectations from their jobs. If their expectations are met
from the jobs, they feel satisfied. These expectations are based on
an individual’s level of education, age and other factors.
Level of education :
Level of education of an individual is a factor which determines
the degree of job satisfaction. For example, several studies have
found negative correlation between the level of education,
particularly higher level of education, and job satisfaction. The
possible reason for this phenomenon may be that highly educated
persons have very high expectations from their jobs which remain
unsatisfied. In their case, Peter’s principle which suggests that
every individual tries to reach his level of incompetence, applies
more quickly.
Other factors :
Besides the above two factors, there are other individual factors
which affect job satisfaction. If an individual does not have
favorable social and family life, he may not feel happy at the
workplace. Similarly, other personal problems associated with him
may affect his level of job satisfaction. Personal problems
associated with him may affect his level of job satisfaction.
Nature of job :
Nature of job determines job satisfaction which is in the form of
occupation level and job content.
Occupation level :
Higher level jobs provide more satisfaction as compared to lower
levels. This happens because high level jobs carry prestige and
status in the society which itself becomes source of satisfaction for
the job holders.
For example, professionals derive more satisfaction as compared to
salaried people:
Factory workers are least satisfied.
Job content :
Job content refers to the intrinsic value of the job which depends
on the requirement of
Skills for performing it, and the degree of responsibility and
growth it offers. A higher
Content of these factors provides higher satisfaction. For example,
a routine and repetitive lesser satisfaction; the degree of
satisfaction progressively increases in job rotation, job
enlargement, and job enrichment.
Situational variables :
Situational variables related to job satisfaction lie in organizational
context – formal and informal. Formal organization emerges out of
the interaction of individuals in the organization. Some of the
important factors which affect job important factors which affect
job satisfaction are given below:
Working conditions :
Working conditions, particularly physical work environment, like
conditions of workplace and associated facilities for performing
the job determine job satisfaction. These work in two ways. First,
these provide means job performance. Second, provision of these
conditions affects the individual’s perception about the
organization. If these factors are favorable, individuals experience
higher level of job satisfaction.
Supervision :
The type of supervision affects job satisfaction as in each type of
supervision; the degree of importance attached to individuals
varies. In employee-oriented supervision, there isomer concern for
people which is perceived favorably by them and provides them
more satisfaction. In job oriented supervision, there is more
emphasis on the performance of the job and people become
secondary. This situation decreases job satisfaction
.
Equitable rewards :
The type of linkage that is provided between job performance and
rewards determines the degree of job satisfaction. If the reward is
perceived to be based on the job performance and equitable, it
offers higher satisfaction. If the reward is perceived to be based on
considerations other than the job performance, it affects job
satisfaction adversely.
Opportunity :
It is true that individuals seek satisfaction in their jobs in the
context of job nature handwork environment by they also attach
importance to opportunities for promotion that these job offer. If
the present job offers opportunity of promotion is lacking, it
reduces satisfaction.
Work group : Individuals work in group either created formally of
they develop on their own to seek emotional satisfaction at the
workplace. To the extent such groups are cohesive; the degree of
satisfaction is high. If the group is not cohesive, job satisfaction is
low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading
to job satisfaction.
Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen
in the context of an individual’s physical and mental health,
productivity, absenteeism, and turnover.
Physical and Mental Health :
The degree of job satisfaction affects an individual’s physical and
mental health. Since job satisfaction is a type of mental feeling, its
favorableness or unfavourablesness affects the individual
psychologically which ultimately affects his physical health.
For example, Lawler has pointed out that drug abuse, alcoholism
and mental and physical health result from psychologically
harmful jobs. Further, since a job is an important part of life, job
satisfaction influences general life satisfaction. The result is that
there is spillover effect which occurs in both directions between
job and life satisfaction.
Productivity :
There are two views about the relationship between job satisfaction
and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship
between job satisfaction and productivity; when job satisfaction
increases, productivity increases; when satisfaction decreases,
productivity decreases. The basic logic behind this is that a happy
worker will put more efforts for job performance. However, this
may not be true in all cases.
For example, a worker having low expectations from his jobs may
feel satisfied but he may not put his efforts more vigorously
because of his low expectations from the job. Therefore, this view
does not explain fully the complex relationship between job
satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a
productive worker explains the relationship between job
satisfaction and productivity. Various research studies also support
this view.
This relationship may be explained in terms of the operation of
two factors: effect of job performance on satisfaction and
organizational expectations from individuals for job performance.
Job performance leads to job satisfaction and not the other way
round. The basic factor for this phenomenon is the rewards (a
source of satisfaction) attached with performance. There are two
types of rewards intrinsic and extrinsic. The intrinsic reward stems
from the job itself which may be in the form of growth potential,
challenging job, etc. The satisfaction on such a type of reward may
help to increase productivity. The extrinsic reward is subject to
control by management such as salary, bonus, etc. Any increase in
these factors does not help to increase productivity though these
factors increase job satisfaction.
A happy worker does not necessarily contribute to higher
productivity because he has to operate under certain technological
constraints and, therefore, he cannot go beyond certain output.
Further, this constraint affects the management’s expectations from
the individual in the form of lower output. Thus, the work situation
is pegged to minimally acceptable level of performance. However,
it does not mean that the job satisfaction has no impact o
productivity. A satisfied worker may not necessarily lead to
increased productivity but a dissatisfied worker leads to lower
productivity.
THE RELATION BETWEEN PERFORMANCE AND
SATISFACTION
Absenteeism :
Absenteeism refers to the frequency of absence of job
holder from the workplace either unexcused absence due to some
avoidable reasons or long absence due to some unavoidable
reasons. It is the former type of absence which is a matter of
concern. This absence is due to lack of satisfaction from the job
which produces a ‘lack of will to work’ and alienate a worker form
work as for as possible. Thus, job satisfactions related to
absenteeism.
Employee turnover :
Turnover of employees is the rate at which employees leave the
organization within given period of time. When an individual feels
dissatisfaction in the organization, he tries to overcome this
through the various ways of defense mechanism. If he is not able
to dose, he opts to leave the organization. Thus, in general case,
employee turnover is related to job satisfaction. However, job
satisfaction is not the only cause of employee turnover, the other
cause being better opportunity elsewhere.
For example, in the present context, the rate of turnover of
computer software professionals is very high in India. However,
these professionals leave their organizations not simply because
they are not satisfied but because of the opportunities offered from
other sources particularly from foreign companies located abroad.
DIMENSIONS OF JOB SATIFACTION
Job satisfaction is a complex concept and difficult to measure
objectively. The level of job satisfaction is affected by a wide
range of variables relating to individual, social, cultural,
organizational factors as stated below:-
DIMENSIONS
INDIVIDUAL
SOCIAL
ORGANIZATIONAL
ENVIRONMENTAL
CULTURAL
FACTORS
Individual:- Personality, education, intelligence and abilities,
age, marital status, orientation to work.
Social factors :-Relationship with co-workers, group working
and norms, opportunities for interaction, informal relations
etc.
Organizational factors :- Nature and size, formal structure,
personnel policies and procedures, industrial relation,
nature of work, technology and work organization,
supervision and styles of leadership, management systems,
working conditions.
Environmental factors :-Economic, social, technical and
governmental influences.
Cultural factors:-Attitudes, beliefs and values.
These factors affect job satisfaction of certain individuals in a
given set of circumstances but not necessarily in others. Some
workers may be satisfied with certain aspects of their work and
dissatisfied with other aspects .Thus, overall degree of job
satisfaction may differ from person to person.
IMPORTANCE TO STUDY JOB SATISFACTION
The importance to the study of job satisfaction level is very
important for executives. Job satisfaction study importance can be
understood by the answer of the following question
1)Is there room for improvement?
2)Who is relatively more dissatisfied?
3)What contributes to the employee satisfaction?
4) What are the effects of negative employee attitudes?
Benefits of job satisfaction study Job satisfaction surveys can
produce positive, neutral or negative results. If planned properly
and administered, they will usually produce a number of important
benefits, such as-
It gives management an indication of general levels of satisfaction
in a company. Surveys also indicate specific areas of satisfaction
or dissatisfaction as compared to employee services and particular
group of employee.2. It leads to valuable communication brought
by a job satisfaction survey. Communication flow in all direction
as people plan the survey, take it and discuss the result. Upward
communication is especially fruitful when employee are
encouraged to comment about what is on their minds instead of
merely answering questions about topics important to
management.
As a survey is safety value, an emotional release. A chance to
things gets off. The survey is an intangible expression of
management’s interest in employee welfare, which gives
employees a reason to feel better towards management. 4. Job
satisfaction surveys are a useful way to determine certain training
needs.
Job satisfaction surveys are useful for identifying problem that
may arise, comparing the response to several alternatives and
encouraging manager to modify their original plans. Follow up
surveys allows management to evaluate the actual response to a
change and study its success or failure.
Frequently, work underlies self-esteem and identity while
unemployment lowers self-worth and produces anxiety. At the
same time, monotonous jobs can erode a worker's initiative and
enthusiasm and can lead to absenteeism and unnecessary turnover.
Job satisfaction and occupational success are major factors in
personal satisfaction, self-respect, self-esteem, and self-
development. To the worker, job satisfaction brings a pleasurable
emotional state that often leads to a positive work attitude.
A satisfied worker is more likely to be creative, flexible,
innovative, and loyal. For the organization, job satisfaction of its
workers means a work force that is motivated and committed to
high quality performance. Increased productivity the quantity and
quality of output per hour worked seems to be a byproduct of
improved quality of working life.
It is important to note that the literature on the relationship
between job satisfaction and productivity is neither conclusive nor
consistent.. Unhappy employees, who are motivated by fear of job
loss, will not give 100 percent of their effort for very long. Though
fear is a powerful motivator, it is also a temporary one, and as soon
as the threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization
include reduction in complaints and grievances, absenteeism,
turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked to a more healthy
work force and has been found to be a good indicator of longevity.
And although only little correlation has been found between job
satisfaction and productivity, Brown (1996) notes that some
employers have found that satisfying or delighting employees is
a prerequisite to satisfying or delighting customers, thus protecting
the "bottom line." No wonder Andrew Carnegie is quoted as
saying: "Take away my people, but leave my factories, and soon
grass will grow on the factory floors.
Take away my factories, but leave my people, and soon we will
have a new and better factory" 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. Good
management has the potential for creating high morale, high
productivity, and a sense of purpose and meaning for the
organization and its employees.
Empirical findings show that job characteristics such as pay,
promotional opportunity, task clarity and significance, and skills
utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers,
have significant effects on job satisfaction. These job
characteristics can be carefully managed to enhance job
satisfaction.
Of course, a worker who takes some responsibility for his or her
job satisfaction will probably find many more satisfying elements
in the work environment. Everett (1995) suggests that employees
ask themselves the following questions:
When have I come closest to expressing my full potential in a
work situation?
What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to
the present situation?
REVIEW OF LITERATURE:
JOB SATISFACTION
This study attempts to evaluate job satisfaction of JCB India Ltd. It
focuses on the relative importance of job satisfaction factors and
their impacts on the overall job satisfaction of officers. It also
investigates the impacts such as, work experience, age, and sex
differences on the attitudes toward Job Satisfaction.
The result shows that salary, efficiency in work, fringe
supervision, and co- worker relation are the most important factors
contributing to job satisfaction. Private sectors have higher levels
of job satisfaction than those from public sectors as they enjoy
better facilities and supportive work environment. Sex and
age differences have relatively lower level of impact on it. The
overall job satisfaction of the employees is at the positive level.
This study attempts to evaluate job satisfaction of bank officers in
Bangladesh. It focuses on the relative importance of job
satisfaction factors and their impacts on the overall job satisfaction
of officers. It also investigates the impacts of bank type, work
experience, age, and sex differences on the attitudes toward job
Satisfaction.
The result shows that salary, efficiency in work, fringe supervision,
and co-worker relation are the most important factors contributing
to job satisfaction. Private bank officers have higher levels of job
satisfaction than those from public sectors as they enjoy better
facilities and supportive work environment. Sex and age
differences have relatively lower level of impact on it. The overall
job satisfaction of the bank officers is at the positive level.
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 of assembly
lines andhourly 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, and Hugo Munsterberg set the tone for
Taylor’s work.
Some argue that Maslow’s 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.
Job satisfaction can also be seen within the broader context of the
range of issues which affect an individual's experience of work, or
their quality of working life. Job satisfaction can be understood in
terms of its relationships with other key factors, such as general
well-being, stress at work, control at work, home-work interface,
and working conditions.
Models of 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
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.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional
Theory Template: Jackson April 2007. 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.
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 employee’s 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 organizational 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's
original 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. Finally,
the model has been criticized 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, 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 Underload
One of the most important aspects of an individual’s work in a
modern organization concerns the management of communication
demands that he or she encounters on the job. 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. 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. Due to this
process, “given an individual’s style of work and motivation to
complete a task, when more inputs exist than outputs, the
individual perceives a condition of overload 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 individual’s ability to process them. 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.
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. 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 are
sometimes 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, coworkers, supervision,
and the work itself. The scale 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 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.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on
job satisfaction in the workplace. The way in which subordinate’s
perceive a supervisor’s behavior can positively 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.
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
uses nonverbal 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.
Emotions
Mood and emotions 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 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 work (or emotion management) refers to various efforts
to manage emotional states and displays. Emotion management
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 work
emphasized its harmful effects on workers, studies of workers in a
variety of occupations suggest that the consequences of emotional
work 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 favorable responses to displays of
pleasant emotions might positively affect job satisfaction
performance of emotional labor that produces desired
outcomes could increase job satisfaction.
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees
feel about their jobs and a predictor of work behaviors 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 no work 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 = 0.18; the average true
correlation, corrected for research artifacts and unreliability, was r
= 0.30. 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 than for jobs of low
to moderate complexity.
Job Satisfaction also have high relationship with intention to quit.
It is found in many research that Job Satisfaction can lead to
Intention to Stay / Quit in an organization. Recent research has also
shown that Intention to Quit can have effect like poor performance
orientation, organizational deviance, and poor organizational
citizenship behaviors. 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. 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.
Distractions At Work
Sounds familiar? Here are some tips on how to tackle workplace
distractions and use your time at work more effectively:
Access your e-mail only at certain times of the day. Doing it as
your day begins will give you a head start. If at all possible, never
touch the same e-mail twice. Avoid the tendency to go through the
same mail again and again. Do not open your mail unless you have
time to read it and take some action on it, ie reply to it, delegate it,
save it or delete it.
Create separate folders
Avoid a flooded inbox by creating separate folders for your boss,
special projects, clients, colleagues, etc. Learn the Traffic Light
principle:
Red folder: For mails from the boss, clients, projects that are on the
verge of completion and deadlines that you need to meet.
Yellow folder: Meeting highlights or minutes can be placed in a
yellow folder for your perusal at a later date. These are the types of
things that can be read during free time, lunch, while backing up
files, printing, etc.
Green folder: This can be your 'On the move' folder. Store all the
mails, articles and presentations you will need to carry in the next
meeting or a client review.
e-mail management tips
As far as possible, attach the old message when replying to an e-
mail. Try using the 'Reply with history' option in your mail if
available. This feature is offered by some e-mail providers like
'Lotus Notes' and enables you to automatically attach all the
original e-mails that may have been exchanged so far.
Select the reply option and you will see a 'drop down menu' with
several options. Choose 'reply to all with history' or just 'reply with
history'. This will help the recipient remember its original content.
Use e-mail tools such as auto-responders and the 'Out of office
option' in case you are away for a long time. This will make sure
that people who mail know of your status and can possibly stop
mailing you during that period.
For long or complicated e-mails, type your message in MS word
and copy it to your e-mail. This allows you easy access for editing
and retrieval and also saves you time. Quick tip: Don't provide
your official e-mail ID to friends and do not send forwards to
others on their official IDs as far as possible.
Online chat
There are several service providers who provide online chat
services (also known chat clients). Rediffbol, Yahoo Messenger,
MSN, AOL, etc, are some of the popular ones. Remember that co-
workers, customers or supervisors may be nearby, so be tactful in
your conversations. Should you chat at all when in office? What is
the company's policy? Some organizations monitor the online
activities of their employees. The last thing you want is to be
caught flirting with the cutie in the next cubicle.
Use chat only for business communication. When you don't want
to be interrupted, you can use the following options:
Select the 'Away' option
Select the 'Busy' option
Appear offline ie you can only see who all are online but
cannot chat with anyone.
"I prefer to appear 'busy' on MSN while talking to my clients over
the phone so that I am not interrupted by friends/ colleagues who
may try to initiate a chat session," says Noida-based Amita
Pandey, a 23-year-old technical support associate with a leading
BPO.
Phone calls
If friends or spouse often call you 'just to say Hi', then start by
informing them of your work timings. Give them a convenient
time to call you like, say, later in the evening unless it is very
urgent.
Don't give your cell number to everyone
You must aim at keeping your number as private as possible.
Limit the number of incoming calls by distributing your number to
fewer people. Avoid printing your cell phone number on your
business card. If possible, try to print a landline number on your
business card unless you are self-employed and need to get in
touch with customers directly. Provide your cell phone number
only to select work-related people: business contacts, clients, the
boss and fellow employees.
Get a caller ID
A caller ID service will provide you with the luxury of screening
your messages; consequently, you'll be able to limit the time you
spend answering unimportant calls. "I never pick up phone calls
from unidentified numbers when I am at work," says Shelly Jain, a
Delhi-based consultant with NIIT.
Switch to voice mail
Let calls go into voice mail. Return calls when you have a set time
to talk. Chalk out a 30-45 minutes slot to return all phone calls.
Keep a notepad handy while calling back to jot down important
parts of the conversation.
Checking voice messages can also give you time to prepare for
what the caller wanted and avoid having to call back and forth.
Letting your voice mail pick up your calls gives you an
uninterrupted hour or two which can be extremely productive.
Most phones have voice mail as an inbuilt feature. Some service
providers will charge between Rs 1-2 per voice mail left for you.
Sometimes, it is a part of the basic offering or part of the plan you
subscribe to, so you don't have to pay any extra. You may have to
pay a small subscription fee to activate this service every month.
Do check with your service provider for details.
The 'Do not call' option
Calls from your mobile service provider/ bank?
Most banks and cell phone companies offer a 'Do not call' service.
Just visit their Web site and, under customer preferences, type your
phone number and choose the 'Do not disturb' option. This will
reduce those pesky sales calls to a large extent.
SMS
This is a necessary evil that comes with the convenience of having
a cell phone. There are jokes, tit-bits, pictures and everything else
that one can think of that gets exchanged over an SMS.
Don't reply to jokes or forwarded messages and, soon, you will
stop getting them from your friends. Your attempt to be polite may
be costing you an extra hour at work everyday. Not worth it!
If it's not a forward, do you need to reply immediately? Not really.
If it's an emergency, you would have received a phone call for
sure. What if it is your boss or colleagues? The cliché 'What goes
around, comes around' stands true. If you keep texting them, then
you are sending a strong message that it is your preferred mode of
communication.
This is for the benefit of those around you: Deactivate the SMS
ring tone and just put it on silent. You may like it but it can be
quite irritating for others to listen to the same Himesh Reshammiya
track or a baby gurgling every time you receive an SMS.
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the
problem. It may be understood has science of studying how
research is done scientifically. In it we study the various steps that
all generally adopted by a researcher in studying his research
problem along with the logic behind them. The scope of research
methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for
pertinent information on a specific topic”. Research is an art of
scientific investigation. Research is a systemized effort to gain new
knowledge. It is a careful inquiry especially through search for
new facts in any branch of knowledge. The search for knowledge
through objective and systematic method of finding solution to a
problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections
and analysis of the data in a manner that aims to combine
relevance to the research purpose with economy in procedure. In
fact, the research is design is the conceptual structure within which
research is conducted; it constitutes the blue print of the collection,
measurement and analysis of the data. As search the design
includes an outline of what the researcher will do from writing the
hypothesis and its operational implication to the final analysis of
data.
The design is such studies must be rigid and not flexible and most
focus attention on the following Research Design can be
categorized as:
The present study is exploratory in nature, as it seeks to discover
ideas and insight to brig out new relationship. Research design is
flexible enough to provide opportunity for considering different
aspects of problem under study. It helps in bringing into focus
some inherent weakness in enterprise regarding which in depth
study can be conducted by management.
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