comparison of job satisfaction between manufacturing and it industry

RESEARCH METHODOLOGY

REPORT ON

COMPARISON OF JOB SATISFACTION

BETWEEN MANUFACTURING AND IT

INDUSTRY

SUBMITTED BY:-

NEHA MENON (7)

PRITI MANCHANKAR (6)

VAISHAKHI HALDAR (8)

DIPTI GOSAVI (5)

RAHUL GHAGADMAL (3)

DEEPIKA GATTANI (4)

AJAY SHINDE (1)

PRAVIN DESHMUKH (2)

Comparison of job satisfaction between manufacturing and software industry

1. Introduction of study:

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.

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

SR.NO. TOPIC PAGE

NO.

1 INTRODUCTION 3

1.1 NEED OF JOB SATISFACTION SURVEY 10

1.2 OBJECTIVES OF STUDY 16

1.3 HYPOTHESIS 16

2 LITERATURE REVIEW 17

3 RESEARCH METHODOLOGY 27

4 DATA ANALYSIS AND ITERPRETATION 40

5 FINDINGS AND SUGGESTION 43

6 LIMITATIONS 46

7 BIBLOGRAPHY 47

8 ANNEXURE 48

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Elton_Mayo

http://en.wikipedia.org/wiki/Individual

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 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,

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.

Locke and Lathan (1/976) give a comprehensive definition of job satisfaction as

pleasurable or positive emotional state resulting from the appraisal of ones job or job experience.

Job satisfaction is a result of employee's perception of how well their job provides those things

that are viewed as important. According to (Mitchell and Lasan, 1987), it is generally recognized

in the organizational behaviour field that job satisfaction is the most important and frequently

studied attitude. While Luthan (1998) posited that there are three important dimensions to job

satisfaction:

Job satisfaction is an emotional response to a job situation. As such it cannot be seen,

it can only be inferred.

http://en.wikipedia.org/wiki/Quality_of_working_life

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Piecework

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Scientific_management

Job satisfaction is often determined by how well outcome meet or exceed expectations.

For instance, if organization participants feel that they are working much harder than

others in the department but are receiving fewer rewards they will probably have a

negative attitudes towards the work, the boss and or coworkers. On the other hand, if they

feel they are being treated very well and are being paid equitably, they are likely to have

positive attitudes towards the job.

Job satisfaction represents several related attitudes which are most important

characteristics of a job about which people have effective response. These to Luthans are:

the work itself, pay, promotion opportunities, supervision and coworkers.

“Mid career employees and managers who should be at their peak of productivity are the

most dissatisfied segment of the workforce. The companies need to find ways to rekindle the

fires of this vast neglected group of people – or risk losing them all together.” Hippock defines

Job Satisfaction as, “any combination of psychological, physiological and environment

circumstances that causes a person truthfully to say, ‘I am satisfied with my job’”

The Executive Satisfaction Survey is an important tool to help the management

understand the views and aspirations of its workforce. Most organizations conduct employee

opinion surveys at some time. The Senior Management will say that surveying their executives is

indicative of their concern for people, and that the survey process should result in well-

motivated, productive and quality conscious officials; these same managers are often perplexed

because, no matter how many surveys they conduct, productivity and quality do not improve.

To improve executive morale and decrease their attrition, the executive satisfaction surveys can

be a useful management tool.

In addition to an interview with the management and the employees, we examine

professional journals to better understand the needs at hand. Secondly, we develop a survey

based on the requirements stated. In developing the survey, we evaluate the questions that are

necessary to assess a particular domain of satisfaction, and reviewing sampling methodologies

and question formats. Thirdly, administering the survey, write – up the findings, prepare an

executive summary and provide suggestions.

In constructing the survey, we are mindful of the reliability and validity of the instrument.

Reliability refers to the consistency of the responses and the effect on the measurement error. For

example, test-retest reliability or parallel forms of the survey may be employed to assess the

stability of the responses. Scales of high reliability distinguishes domains more accurately than

scales with low reliability; reliable assessment leads to an accurate discovery of relationships

among variables. Validity refers to measuring what you think you are measuring. Content

validity, criterion-related validity, and construct validity assess the degree to which we can

assure we can measure what we intend to measure.

People in the organizations are the most valuable assets. Most of the

organizations spend their resources in order to extract the best from them. As it is

rightly said, “man power is considered to be the dynamic factors because without

man power, things are just unimaginable to be done.”

There are few important elements of job satisfaction, and special compensation and benefits

elements.

Career Development

Organization’s commitment to professional development

Career advancement opportunities within the organization

Career development opportunities for learning and professional growth (mentorships,

cross training, etc.)

Job-specific training

Opportunities to network with others (within or outside the organization) to help in

advancing one’s career

Opportunities to use skills and abilities in work

Paid training and tuition reimbursement programs Relationship With Management

Communication between employees and senior management

Autonomy and independence to make decisions

Management recognition of employee job performance (feedback, incentives, rewards)

Relationship with immediate supervisor

Compensation and Benefits

Compensation/pay

Base rate of pay

Opportunities for variable pay (bonuses, commissions, other variable pay, monetary

rewards for ideas or suggestions)

Benefits

Health care/medical benefits

Family-friendly benefits (life insurance for dependents subsidized child care, elder care

service, etc.)

Paid time off (vacation, holidays, sick days, personal days, etc.)

Retirement benefits (defined contribution plans such as 401(k) and other defined plans

such as pensions)

Importance of these elements in an organization-

1.1 NEED OF JOB SATISFACTION SURVEY

Here, since the survey is concentrated on the middle management, it’s

referred to as Executive Satisfaction Survey. The development of customized

surveys helps to assess the executive’s population’s attitudes and perceptions. This

feedback helps us to determine the organizational strengths and areas of

development for ongoing growth and profitability.

The information gathered from the Executive Satisfaction Surveys can give

the Management at large, knowledge that directly impacts the bottom line

employees which therefore triggers pressures in the managerial levels.

These are some of the ways and means in which positive executive relations are

fostered:-

1. Identifying cost-saving opportunities

2. Curbing absenteeism

3. Strengthening supervision

4. Assessing training needs

5. Streamlining communication

6. Benchmarking the organization’s progress in relation to the industry

TEN REASONS FOR CONDUCTING AN EXECUTIVE SATISFACTION SURVEY

1. It produces useful quantifiable information about issues of concern. It reveals where the

actions should be taken to generate immediate positive results.

2. It identifies areas where the organization is doing well. It identifies and ensures where the

organization is doing well in terms of its executive’s performance satisfaction.

It identifies the strengths one can build on, and offers opportunity for giving praise where

deserved.

3. It reinforces the organizational values.

4. It improves communication and trust.

5. It can promote greater commitment and reduce turnover.

6. An organization can use it to build better leaders.

7. It enables to measure change over time.

8. An organization can use it to float proposed corporate changes.

9. It offers a reality check.

10. It aims at improving the productivity.

Why measuring job satisfaction?

Many organizations conduct executive satisfaction surveys. They are based on the premise

that happy, enthusiastic officials will perform more effectively. If the areas are found where the

they are not satisfied, initiatives can be taken to address the areas of dissatisfaction. This should

provide benefits in the areas of:-

Retention

Identifying reasons for unauthorized absence

Executive performance level

Product service quality

Customer satisfaction

Market share

Profit

So, an effort to improve the executive satisfaction should lead to an improvement in the

quality of the products or services, due to timely decisions taken, leadership ability, a

competitive advantage, increased market share and improved profits.

By conducting the survey, one can send a message to the executives that their views are of

interest to the management. This can effect their perceptions to a large degree and its most

important to remember that it creates expectations. Executives might conclude that the top

management would not ask about working conditions, if they were not willing to consider to

improving them. If the survey shows dissatisfaction about the working conditions, however and

you do nothing about them, and after a year has gone by, another survey comes out asking about

working conditions, the executive’s perception of an attitude towards them and the survey

process will dramatically change. Typically, the response rate will diminish and the cynicism of

the response will increase.

Measuring executive satisfaction

Executive satisfaction drives employee satisfaction and thus, customer satisfaction,

indirectly creating profit for an organization. Research on the service-profit chain shows that

satisfied executives are far better than unsatisfied ones at delivering excellent customer service

and hence enhancing customer satisfaction with the organization’s products/services.

Administration of job satisfaction survey:

Executive Satisfaction Survey is now easy to administer. With the Custom Insight Survey

Administrator, one can create online survey that executives in an organization can complete.

Employees will appreciate the convenience, case of use and the anonymity that custom insight

surveys provide. Once executives respond to executive’s survey, the management can generate

the full color reports that will highlight the strong and the weak areas within the organization

Examples of executive assessments delivered with custom insight survey administrator.

1. Executive Satisfaction Survey

2. Executive Attitude Survey

3. Executive Performance Survey

4. Organizational Culture and Effectiveness Survey

5. Group Feedback and Team Building Surveys

6. 360-Degree Ratings

2. Review of literature:

The purpose of review of literature is analyzing the job satisfaction of the

middle management officials. It also assists in knowing the various attributes which

influences their behavior. It helped in finding the perceptions, and precise and

elaborate information required for the study.

Some others who have made a study in this regard are:-

1. Hippock (1935): in his monograph ‘Job Satisfaction’

He proposed the following six major components of job satisfaction:-

Individual’s reaction to unpleasant situations

Facility of adjusting with other individuals

Standing in the socio-economic group with which he has been identified

Relationship between demands of job and employee’s abilities, interests and

training

Security

Loyalty

2. Evans and Laseau (1950): Made a study on employee attitudes

Dissatisfaction arising from off-the-job factors frequently reacts to job conditions

and also that low job adjustment co-exists with low social and personnel

adjustment

3. Shaik (1994): Conducted and enquiry in to the relationship between

attitudes of management and job satisfaction

4. Srivatsava (1992): Conducted a study to evaluate the relationship between job satisfaction and

need satisfaction. Indicated that overall job satisfaction was negatively correlated with the basic

needs. The other four needs showed no significant relation

Along with perception, personality, attitudes, and learning, motivation is a very

important part of understanding behaviour. Luthan (1998) asserts that motivation should not be

thought of as the only explanation of behaviour, since it interacts with and acts in conjunction

with other mediating processes and with the environment. Luthan stress that, like the other

cognitive process, motivation cannot be seen. All that can be seen is behaviour, and this should

not be equated with causes of behaviour. While recognizing the central role of motivation,

Evans (1998) states that many recent theories of organizational behaviour find it

important forthe field to re-emphasize behaviour. Definitions of motivation abound. One thing

these definitions have in common is the inclusion of words such as "desire", "want",

"wishes","aim","goals", "needs", and" incentives". Luthan (1998) defines motivation as, “a

process that starts with a physiological deficiency or need that activates a behaviour or a drive

that is aimed at a goal incentive”. Therefore, the key to understanding the process of

motivation lies in the meaning of, and relationship among, needs, drives, and incentives.

Relative to this, Minner, Ebrahimi, and Watchel, (1995) state that in a system sense,

motivation consists of these three interacting and interdependent elements, i.e., needs,

drives, and incentives. Managers and management researchers have long believe that

organizational goals are unattainable without the enduring commitment of members of the

organizations. Motivation is a human psychological characteristic that contributes to a person's

degree of commitment (Stoke, 1999). It includes the factors that cause, channel, and sustain

human behaviour in a particular committed direction. Stoke, in Adeyemo (1999) goes on to say

that there are basic assumptions of motivation practices by managers which must be understood.

First, that motivation is commonly assumed to be a good thing. One cannot feel very

good about oneself if one is not motivated. Second, motivation is one of several factors that go

into a person's performance (e.g., as a librarian). Factors such as ability, resources, and

conditions under which one performs are also important. Third, managers and researchers alike

assume that motivation is in short supply and in need of periodic replenishment. Fourth,

motivation is a tool with which managers can use in organizations. If managers know what

drives the people working for them, they can tailor job assignments and rewards to what makes

these people “tick.” Motivation can also be conceived of as whatever it takes to encourage

workers to perform by fulfilling or appealing to their needs.

Parameters of job satisfaction

Numerous studies found that job stress influences the employees’ job satisfaction and

their overall performance in their work. Because most of the organizations now are more

demanding for the better job outcomes. In fact, modern times have been called as the “age of

anxiety and stress” (Coleman, 1976).The stress itself will be affected by number of stressors.

Nevertheless, Beehr and Newman (1978) had defined stress as a situation which will force a

person to deviate from normal functioning due to the change (i.e. disrupt or enhance) in his/her

psychological and/or physiological condition, such that the person is forced to deviate from

normal functioning. From the definition that has been identified by researchers, we can conclude

that it is truly important for an individual to recognize the stresses that are facing by them in their

career.

Management role of an organization is one of the aspects that affect work-related stress

among workers (Alexandros-Stamatios et. al., 2003).Workers in an organization can face

occupational stress through the role stress that the management gave. Role stress means anything

about an organizational role that produces adverse consequences for the individual (Kahn and

Quinn, 1970). Management will have their own role that stands as their related. Role related are

concerned with how individuals perceive the expectations other have of them and includes role

ambiguity and role conflict (Alexandros-Stamatios et. al., 2003).

Family and work are inter-related and interdependent to the extent that experiences in one

area affect the quality of life in the other (Sarantakos, 1996). Home-work interface can be known

as the overlap between work and home; the two way relationship involves the source of stress at

work affecting home life and vice versa affects of seafaring on home life, demands from work at

home, no support from home, absent of stability in home life. It asks about whether home

problems are brought to work and work has a negative impact on home life (Alexandros-

Stamatios G.A et al., 2003). For example, it questions whether the workers have to take work

home, or inability to forget about work when the individual is at home. Home-work interface is

important for the workers to reduce the level of work-related stress. According to Lasky (1995)

demands associated with family and finances can be a major source of ‘extra-organisational’

stress that can complicate, or even precipitate, work-place stress. Russo & Vitaliano (1995)

argued that the occurrence of stressors in the workplace either immediately following a period of

chronic stress at home, or in conjunction with other major life stressors, is likely to have a

marked impact on outcome. Several studies have highlighted the deleterious consequences of

high workloads or work overload. According to Wilkes et al. (1998) work overloads and time

constraints were significant contributors to work stress among community nurses. Workload

stress can be defined as reluctance to come to work and a feeling of constant pressure (i.e. no

effort is enough) accompanied by the general physiological, psychological, and behavioral stress

symptoms (Division of Human Resource, 2000).

Rapidly changing global scene is increasing the pressure of workforce to perform

maximum output and enhance competitiveness. Indeed, to perform better to their job, there is a

requirement for workers to perform multiple tasks in the workplace to keep abreast of changing

technologies (Cascio,1995; Quick, 1997). The ultimate results of this pressure have been found

to one of the important factors influencing job stress in their work (Cahn et al., 2000). A study in

UK indicated that the majority of the workers were unhappy with the current culture where they

were required to work extended hours and cope with large workloads while simultaneously

meeting production targets and deadlines (Townley, 2000). Role ambiguity is another aspect that

affects job stress in the workplace. According to Beehretal. (1976), Cordes & Dougherty (1993),

Cooper (1991), Dyer & Quine (1998) and Ursprung (1986) role ambibuity exists when an

individual lacks information about the requirements of his or her role, how those role

requirements are to be met, and the evaluative procedures available to ensure that the

role is being performed successfully. Jackson & Schuler (1985) and Muchinsky (1997) studies

found role ambiguity to lead to such negative outcomes as reduces confidence, a sense of

hopelessness, anxiety, and depression.

Link between Job Stress and Job Satisfaction

Several studies have tried to determine the link between stress and job satisfaction. Job

satisfaction and job stress are the two hot focuses in human resource management researches.

According to Stamps & Piedmonte (1986) job satisfaction has been found significant relationship

with job stress. One study of general practitioners in England identified four job stressors that

were predictive of job dissatisfaction (Cooper, et al., 1989). In other study, Vinokur-Kaplan

(1991) stated that organization factors such as workload and working condition were negatively

related with job satisfaction. Fletcher & Payne (1980) identified that a lack of satisfaction can be

a source of stress, while high satisfaction can alleviate the effects of stress. This study reveals

that, both of job stress and job satisfaction were found to be interrelated. The study of

Landsbergis (1988) and Terry et al. (1993) showed that high levels of work stress are associated

with low levels of job satisfaction.

Different stress and performance levels

The relationship between psychological job demands and control

The Demand/Control Model is based on two central assumptions, reflected by diagonals

A and B in Figure above. The first assumption (diagonal A) is that psychological strains are

caused by high psychological demands and low decision latitude, and is constituted by low strain

and high strain jobs. Karasek and Theorell stated that such a combination can be described as an

interactive effect. The effect job demands have on health and well-being varies according to the

amount of decision latitude that the job provides. The second assumption (diagonal B) is that

work motivation as well as learning and development opportunities will occur if both the job

demands and decision latitude are high. The active and passive jobs, taken together, trace

diagonal B in the figure (Karasek & Theorell 1990: 38).

Four distinctly different kinds of psychosocial work experience are generated by the

interactions of high and low levels of psychological demands and decision latitude; high strain

jobs, active jobs, low strain jobs and passive jobs (Karasek & Theorell 1990: 31). These four

situations, which are combinations of high and low job decisions latitude and psychological

demands, illuminate the importance of psychological demands and decision latitude in predicting

health and behaviour (Karasek & Theorell 1990).

High strain jobs

The first prediction in Karasek and Theorell’s model is that the most undesirable

reactions of psychological strain such as depression, anxiety and physical illness, occurs when

the psychological demands of the job are high and the worker’s decision latitude in the task is

low. This category is called high strain jobs, and is placed in the lower right-hand cell in the

model (Karasek & Theorell 1990).

When workers experience job situations with high demands combined with a low control

over environmental circumstances, the response is psychological strain. This arousal energy is

transformed into damaging, unused residual strain, which can lead to physical and psychological

damage. According to Karasek and Theorell there are still high levels of strain in jobs in the

modern world, but in less acute form. One example of high strain jobs are assembly-line jobs.

Assembly-line workers behaviour is rigidly constrained. If the line is speeded up and the workers

are expected to perform more, the arousal level consequently ascends. If the pace is kept up and

long-lasting and the worker’s control over the situation is non-present, the arousal will be

transformed to psychological and physical strain (Karasek & Theorell 1990: 33).

Karasek and Theorell claim that responses to high strain situations can go beyond arousal to

psychological strain, and in the long term, to stress-related illnesses such as heart disease

(Karasek & Theorell 1990: 34). Unintended outcomes may occur depending on the severity of

the requirements. Low-level stressors can cause simple symptoms as fatigue, whereas long-time

and high strain situations can lead to personal breakdowns.

Active jobs

The second prediction in the model is that active jobs, with high control and high

psychological demands, also have a high degree of learning and growth, which are conducive to

high productivity. Active jobs are found in the upper right-hand corner of the figure, and

although these jobs are high in demand they don’t cause negative psychological strain (Karasek

& Theorell 1990).

Active jobs situations are intensely demanding, and involve activities in which the

worker feels a large measure of control. Together with a high level of control, the worker has the

freedom to use all available skills. Karasek and Theorell call this kind of job active jobs because

research in both Swedish and American populations has shown this group of workers, in spite of

heavy work demands, to be the most active in leisure and popular activity outside of work

(Karasek & Theorell 1990: 35).

Karasek and Theorell claim that these jobs result in positive psychological outcomes such

as learning and growth, which both are conducive to high productivity. The energy aroused by

the active job is translated into action through, for instance, effective problem-solving. This way,

the amount of residual strain to cause disturbance is kept on an average level. When the worker

has the freedom to decide the most effective course of action in response to a stressor, he or she

can test the efficacy of the chosen course of action, and then reinforce it if it has worked or

modify it if it has failed (Karasek & Theorell 1990: 36).

Psychologically demanding work is associated with more active leisure, rather than less

active leisure. There are findings from Sweden which indicates that active job situation with high

psychological demand and high decision latitude is associated with high rates of participation in

socially active leisure and political activities. Passive workers do not compensate for passive jobs

with active leisure but instead appear to carry over social patterns of behaviour from work to

leisure (Karasek & Theorell 1990).

Low strain jobs

Low strain jobs are found in the upper left-hand quadrant of the model, and represent the

third prediction in Karasek and Theorell’s model. The third prediction is that high degree of

decision latitude combined with few demands and challenges, creates a lower than average levels

of residual psychological strain. This low-strain job category represents the other end of the

residual psychological strain diagonal, labelled A.

Passive jobs

The last cell in the figure represents situations which are low on demand and low on

control, which are called passive jobs in a work context. The passive job setting is the second

major psychosocial work problem which, according to Karasek and Theorell, can be described in

the model. If compared to high strain jobs, passive jobs can result in different injuries on health

and involve different strategies for eliminating injuries. Janitors, dispatchers and miners are

examples of passive occupations (Karasek & Theorell 1990: 43).

Karasek and Theorell claim that passive jobs which lack job challenges, can lead to negative

learning or gradual loss of previously acquired skills. A passive work situation can influence

workers leisure activities outside the job in a negative way. Environmentally rigid restrictions

preventing workers from testing their own ideas for improving the work process can only mean

an extremely unmotivating job setting and result in long-term loss of work and productivity

(Karasek & Theorell 1990: 38). For passive jobs, like for active work, Karasek and Theorell

hypothesise only an average level of psychological strain and illness risk.

The Demand/Control Model and learning

The changes in demands can be perceived as both negative and positive for an employee,

since demands can be a clear contributor to psychological strain, but also is necessary for

effective learning. Work demands can be interpreted as burdens to the individual, but also

represent challenges and opportunities for growth and learning. Diagonal B represents the second

hypothesis in the Demand/Control Model, which proposes that high demands in the work

situation combined with high control increases the probability of learning, and motivation to

develop new behaviour patterns. According to the model learning is important to workers health

(Karasek & Theorell 1990).

3. Research methodology:

Background of research topic:

“ A Study on Job Satisfaction in the Software Industry and manufacturing industry with

special focus to the Middle Management Group” was carried out by us in Pune. When we

conduct the research to ascertain how the executives feel about any organization and their

situation in it, we call it an “EXECUTIVE SATISFACTION SURVEY”

Every organization would probably agree that executives are most likely to be successful

in delivering customer satisfaction if they are themselves satisfied with their work and the

environment in which they work in. So, organizations take as much interest in executive

satisfaction as it will do in customer satisfaction and therefore term the survey as “EXECUTIVE

SATISFATION SURVEY”

Executive satisfaction survey allows an organization to understand executive perceptions.

Perceptions are reality. As employees at any organization act on the basis on their perceptions,

management must be keenly aware of the executives’ view.

Research design:

Statement of problem:

To study the job satisfaction of the middle management, working in the Software

Industry and manufacturing industry.

Its imperative to understand the satisfaction of the executives because nowadays there is

increasing rate of attrition. Therefore, companies are doing their best to retain the best talent pool

within the organization.

Need of study:

In these days, the job satisfaction of the employees is having a vital role in each and

every business sector because of its HUMAN RESOURCE MANAGEMENT. This study is very

helpful to know the management of human resources in practical concerns. This study will help

the top management to understand the mindset of the executives and make necessary changes for

a satisfied workforce to enhance productivity and efficiency.

1.2 Objectives of study:

The study has the following objectives:

a. To identify the criteria for job satisfaction in an organization

b. To evaluate the employee’s job satisfaction level on the basis of the criteria identified

c. Comparison of job satisfaction between software and manufacturing industry.

1.3 Hypothesis:

Ho: There is less job satisfaction for the middle management officials in the Software

Industry as compared to manufacturing industry.

H1: There is more job satisfaction for the middle management officials in the software

industry as compared to manufacturing Industry.

According to Clifford Woody research comprises of “defining, redefining problem,

formulating hypothesis or suggested solution, collecting, organizing and evaluating data, making

deductions and reading conclusions to determine whether they fit the formulating hypothesis”.

It is a way to systematic solution of the research problem. The encyclopedia of social

science defines research as the manipulation of generalizing to expand, correct or verify

knowledge. The researcher needs to understand the assumption underlying various techniques

and procedures that will be applicable to certain problem. This means that it is necessary for the

researcher to design its methodology.

There are various factors such as the personal factors as well as the organizational factors

that motivate a person to join this industry. Thus the questionnaire will be directed towards the

respondents to understand the factors and the preferences by the use of rating scales.

The primary focus of the study was to measure the employee satisfaction and their

perception on their work, relations, career growth etc within the organization that leads to their

disengagement in their duties and responsibilities that trigger them to find for the best suitable

work place. These lead to attrition of employees in the organization. This will also help in

knowing the perception of the employees, towards their benefits given by the company. The

research design employed for the purpose of the study was directive in nature and a simple

survey was conducted for the purpose of generation. The steps involved were:

Determining the need to survey

Setting the survey to the management

Selecting the methodology

When to require questioning

Proofing and testing

Marketing and survey

Inviting the officials

Obtain high response rates

Selecting the norms to use

Interpreting the results

Action on the results

A Schematic diagram of the conceptual framework

Dimensions of job satisfaction survey:

Each item in an executive satisfaction survey is combined with other related survey systems

to produce dimensions.

Overall job satisfaction

Satisfaction with work

Co – workers performance and their co-operation

Pay satisfaction

Promotions

Supervisory considerations

Communication

Concern for colleagues

Productivity/efficiency

Training and Development

Physical working conditions

Strategy/mission

Job stress

Organization and individual should develop and progress simultaneously for their survival

and attainment of mutual goals. So, every modern management has to develop the organization

through Human Resource Development.

Satisfaction surveys:

Satisfied customers and employees ensure the business success. Knowing customer and

employee needs and achieving satisfaction are the basis for successful business activities. The

employees and customers’ feedback are the most important source of information for improving

products and services. Satisfied and convinced customers and employees ensure the company’s

success in the long term.

Customer surveys and employee surveys provide the company with this feedback:

Motivate employees with higher levels of productivity

Inspire employee trust, respect and loyalty

Manage differences, including but not limited to gender, age, ethnicity, education,

personality, experience and values

Hone presentation skills to influence and persuade

Manage conflicts constructively

Help people think in new and innovative ways

Manage performance, using the most current , updated tools and systems

Sampling:

All items under study in any field of survey is known as a universe or population. A

complete enumeration of all items in the population is census enquiry, which is not practically

possible. Thus sample design is done which basically refers to the definition plan defined by any

data collection for obtaining a sample from a given population.

Sampling technique:

The sampling technique used in this study is purposive in nature as we are concentrating

on the factors that made employees to quit the firm due to various reasons and is trying to draw a

conclusion that compensation is the main factor.

This study is not based on any concept or the personal opinion of any individual. It is

recorded in the real environment with the actual employees to find out exactly the factors. Thus

the research is descriptive in nature. Simple random sampling is the method adopted here, thus

each unit has an equal chance of being selected.

Sample size:

The sample size of 200 taken to analyze the above stated objectives.

Sample type:

The sample consists of Managers and employees of two different streams(manufacturing and

software industry).

Sample design:

Sample design or sample procedure refers to a definite plan followed for the collection of

sample from as given population. The process followed was, firstly a questionnaire being prepare

with the objective in the mind. The respondent who includes the various managerial cadre from

the IT industry and manufacturing industry , Pune was determined. The second step includes

selection of sample and the questionnaire was administered.

4.Data analysis and interpretation:

Process used to study:

Our investigation process had following steps:

Determine Collaboration Selection Criteria: We began our efforts in January 2011 by

identifying a set of criteria, which would define the job satisfaction level.

Conduct Initial Survey: Based on our selection criteria, we developed a short survey that

we used to identify candidate collaborations. The survey contained 25 questions intended

to highlight the selection criteria and to elicit some general information about

respondent’s background, age,marital status, satisfaction level,salary,

workload,professional development and work culture etc. Primary data was being

collected afresh from the executives with the help of questionnaire. The questionnaire

was specifically designed to accomplish the objectives of the study. It collected

information such as age, sex, experience, professional status, marital status, position, and

so on. Secondary data are used such as books, survey reports, internet etc.

During month of Februrary we distributed this survey to a variety of software and

manufacturing industry.

Filter Respondent Information: The next step in our process was to apply the selection

criteria to the results of the initial survey and to filter the respondent information. This

processes involved deleting the unwanted and missing data and selecting only the

authentic information.

Administer the questionnaire : Our next step, carried out was to administer the

questionnaire in a detailed manner. And use various qualitative analysis for carrying out

the research.

evaluate questionnaire results: Upon receiving responses from the questionnaires and

interviews, we used various statistical techniques and tools to find out correlation

between various variables. During the end of the month of February 2011, we tabulated

the results of the questionnaire of both manufacturing and software industry to

determine characteristics of successful correlations.

Ananlysis and design of the survey is done on the basis of SPSS statistical technique.This

study used a descriptive survey design. The purpose of descriptive surveys, according to Ezeani

(1998), is to collect detailed and factual information that describes an existing phenomenon.

Overall Total 200 samples were taken , 100 samples from software industry and 100 from


There were 200 participants , age distribution of participating employees are given below :

Data Analysis:

On the basis of SPSS technique code book and master chart is prepared and data analysis is done.

Inferential Statistics: Pearson Correlation

The Pearson correlation matrix is used to indicate the direction, strength and significance

of the bivariate relationships of all the variables in the study. The Pearson correlation matrix

obtained for the variables of manufacturing industry is given below.

Manufacturing Industry:

The variables used for the descriptive analysis is job satisfaction and salary in


Descriptive Statistics

Mean

Std.

Deviation N

Salary 20.00 18.166 5

satisfaction 20.00 18.534 5

Correlations

salary satisfaction

Salary Pearson Correlation 1 .683

Sig. (2-tailed) .204

N 5 5

satisfaction Pearson Correlation .683 1


N 5 5

From the above table we can see that there is a positive correlation between job

satisfaction and salary. Thus we can say that higher the salary of the individual greater is the

level of job satisfaction.

Next we found of the correlation between other two variables that is job satisfaction and

recognition of an individual in the manufacturing industry.

From the above table we found significant correlation at 0.01 level. And thus we can

interpret that recognition and respect by the superiors boosts the moral of an individual and thus

increases their job satisfaction.

Correlations

satisfaction

Recognitio

n

satisfaction Pearson Correlation 1 .966**


N 5 5

recognition Pearson Correlation .966** 1


N 5 5

**. Correlation is significant at the 0.01 level (2-tailed).

The table below shows the correlation between two variables, that is job satisfaction and

workload in manufacturing industry.

Correlations

Satisfaction Workload

Satisfaction Pearson Correlation 1 .711


N 5 5

Workload Pearson Correlation .711 1


N 5 5

We can see that there is a positive correlation between the two variables. Thus the greater

the amount of workload in the industry, the more difficult it is to achieve the targets and that

effects the level of satisfaction.

Next we found out the correlation between job satisfaction and professional development.

From the above table we can say that there is a significant correlation at the 0.01 level.

And hence both the variables are positively correlated. Professional development of the

individual in an industry, greater opportunities causes increasing level of job satisfaction.

Correlations

satisfaction

proffesional

development

Satisfaction Pearson Correlation 1 .959**


N 5 5

proffesional

development

Pearson Correlation .959** 1


N 5 5


The Pearson correlation matrix obtained for the variables of software industry is given

below.

Software Industry:

The variables used for the descriptive analysis is job satisfaction and salary in software

industry.

Descriptive Statistics

Mean

Std.

Deviation N

satisfaction it 20.00 17.678 5

salary it 20.00 16.432 5

Correlations

satisfaction it salary it

satisfaction

(It)

Pearson Correlation 1 .160


N 5 5

salary (It) Pearson Correlation .160 1


N 5 5

From the above table we can see that there is a positive correlation between job satisfaction and

salary. Thus we can say that higher the salary of the individual greater is the level of job

satisfaction

The table below shows the correlation between two variables , that is job satisfaction and

workload in software industry.

Correlations

satisfaction it workload it

Satisfaction

( It)

Pearson Correlation 1 .986**


N 5 5

workload (It) Pearson Correlation .986** 1


N 5 5


We can see that there is a positive correlation between the two variables. From the above

table we found significant correlation at 0.01 level. Thus the greater the amount of workload in

the industry, the more difficult it is to achieve the targets and that effects the level of satisfaction.

Next we found of the correlation between other two variables that is job satisfaction and

recognition of an individual in the software industry.

Correlations

satisfaction it recognition it

satisfaction

(It)

Pearson Correlation 1 .805


N 5 5

recognition

(It)

Pearson Correlation .805 1


N 5 5

And thus we can interpret that recognition and respect by the superiors boosts the moral

of an individual and thus increases their job satisfaction.

Next we found out the correlation between job satisfaction and professional development.

Correlations

satisfaction it

professional

development

it

satisfaction (It) Pearson Correlation 1 .851


N 5 5

professional

development (It)

Pearson Correlation .851 1


N 5 5

From the above table we can say that there is a positive correlation. And hence both the

variables are positively correlated. Professional development of the individual in an industry,

greater opportunities causes increasing level of job satisfaction.

Comparison between Manufacturing and Software industry :

Variables manufacturing Software

1. Salary

32% 55%

2. Recognition 44% 36%

3. Work overload 48% 57%

4. Professional development 56% 54%

Interpretation:

Graphical Representation

1. Sala

ry

2. Reco

gnition

3. Work

overlo

ad

4. Pro

fessio

nal dev

elopmen

t0%

10%

20%

30%

40%

50%

60%

manufacturing

software

On this bar chart on x-axis taken variables, on y-axis values in percentage.

This graph shows the comparison between manufacturing & information technology on

the basis of fore variables.

Salary:- 55% employee agree that salary given by software industries are satisfactory.

32% employee agrees that salary given by manufacturing industry is satisfactory. Thus

we can say that maximum number of employee satisfy with the salary given by software.

Recognition:- 44% of employee agree that satisfactory recognition and praise is received

in manufacturing industry, & 36% agree with software industry.

Workload:- in case of workload software industry is more than manufacturing.

Professional Development:- here neck to neck Professional Development in both the

sector. 56% in manufacturing & 54% in software.

4. Findings and suggestions:

It was found according to the survey software staffers reported feeling frustrated when

sometimes their role of job involves maintenance rather than new projects. It was found that

software employees are frustrated by lack of recognition. Unrelenting pressure and unrealistic

expectation and deadlines make IT professions especially vulnerable to work exhaustion and

burnout. Excessive demands to keep technology working & computer applications functioning

around the clock in organization causes ubiquitous reports of being on call on weekends and

vacations often lead to work exhaustions. In manufacturing job stability is a hallmark of success,

but IT has created a labor market in which job hopping serves as a means to gain vital skills

needed for carrier opportunities.

Low turnover factors in manufacturing industry was because of good working conditions

and management style that provided open communication with workers and an understanding of

their day-to-day problems. Managers were cited as being “accessible and approachable”,

“respected and trusted”, and “help you out if you have a problem”.

Manager’s approach to the work force is generally pro-active. In each of these factories,

initiatives have been introduced to ease work/family conflicts such as;

• Having flexible hours,

• Ignoring occasional lateness,

• Providing transportation for workers.

Maintaining open communication was important because it is the only way to identify

problems before they disrupt work. In each factory, the majority of workers were crosstrained

so that absences could be easily covered. Workers saw this in a positive light since it

suggested that the factory was committed to them. Managers stated that this fostered a

culture of cooperation and maintained productivity levels.

In each of the factories in this category, workers commented that managers “seemed to care

about what happened to workers” as well as responding to their perceived needs (and

complaints) in a positive manner. Many cited the pleasant social atmosphere in the

workplace; “the factory is a friendly, happy environment, a nice place to work…more like a

family.” Workers also cited loyalty to the company as being an important factor.

The retention of workers in the software category of factories is less a function of

satisfaction and more of the absence of employment opportunities elsewhere. While some talked

of their satisfaction with their current employment it appeared to be based more upon resignation

than any intrinsic pleasure derived from work. Some of these workers saw themselves as

survivors and built a sense of a protected group. Most took an instrumental approach with

pay seen as assuring the otherwise negative aspects of work. As one employee mentioned,

“I stay here because I can earn more than I could elsewhere. Is it enough? No.

Suggestions:

In order to keep high satisfaction level, it appears that managers must create the

conditions for:

Young workers to acquire the necessary skills to perform efficiently, and

Enable older skilled workers to maximize their earnings

This implies that investment in training and appropriate support mechanisms is necessary to

facilitate the transition from a training wage to a production wage. When skilled workers

complained about pay it was often because the work process was poorly organized and they

were left idle for extended periods of the day. Since for factories labor turnover by skilled

workers is more problematic than turnover among unskilled workers, it remains to be an

important work organizational issue that managers need to address. The fact that they have

in some instances reaffirms the importance of managers in shaping instrumental aspects of

work.

Second, a supportive and considerate work environment appears to be a crucial feature of

factories with low rates of job satisfaction. Having managers who are sympathetic to, and

understanding of, workers domestic constraints can, as we have seen, mediate the overall

worker concerns of low wages endemic to the industry. Not only had low turnover factories

facilitated and encouraged informal inter-personal networks and friendship-based work

groups, but they have created a culture of mutual trust with their predominantly female

workforce. At this stage managers' role is significant because they were aware of the

problematic aspects of work in this industry (pay, status, work pressure) and sought to

ameliorate this as much as possible.

The third and a similarly expressive function of managers refer to the importance of

friendship attachments at work. Many workers view working with friends as crucial to

maximizing their individual production effectiveness and this can significantly reduce the

probability of leaving. The longer the tenure at work is translated into stronger bonds of

friendship and attachment to the work place.

In the face of heightened competitive pressures, managers should thus foster a work

environment based upon information sharing, training and skill development.

Constant appraisal programs and appreciation should be given to reinstate

and motivate the employees. Motivation is a key factor as well in affecting job stress among

employees. Employees who are highly motivated will feel happier and are more willing to work

for the organizations. Unhealthy job stress among the people responsible in assisting the future

generation’s education will ultimately affect their intellectual and social abilities.

At the end of the day, both employer and employees are responsible when it comes to the

issue of handling stress. Because it is the institution, internal and external environment that cause

the stress, the employees face the stress and the employers will experience the effect of the

stresses.

5. Limitation of study:

Only a percentage of total executives could be interviewed but the analysis is generalized.

The findings and conclusion drawn out of the study will reflect only existing trends in the

organization.

The accuracy and authenticity of the observation made and conclusions drawn largely

depend upon the corresponding accuracy and authenticity of the information supplied by

the concerned organization authorities and employees.

Study is conducted only in Pune

The study can be strengthened by increasing the sample size as the data analysis results

and findings may vary substantially when the sample size is increased or decreased.

6. Bibliography:

http://www.mindtools.com

http://www.wikipedia.com/jobsatisfaction

http://www.unjobs.org/tags/job-satisfaction

http://scholar.google.com/scholar?q=job+satisfaction

Model from a Work Psychological Perspective, International Journal of Stress

Management (4).

Survey report from society of human resource management(SCHRM). Abercrombie, N.,

Hill, S. and Turner, B. (1994): Dictionary of Sociology. England: Penguin Books.

Agervold, M. (1998).

Argyris, C. & Schön, D. A. (1978): Organisational learning. Reading, MA: Addison-

Wesley.

Argyris, C. & Schön, D. A. (1996): Organisational learning II. Theory, method and

practice .

New York: Addison-Wesley Publishing Company.

Rokeach, M. (1968). Beliefs, attitudes, and values: A theory of organization and change.

San Francisco: Jossey-Bass. Schommer, M. (1990).

Effects of beliefs about the nature of knowledge on comprehension. Journal of

Educational Psychology, 82, 498–508.

http://scholar.google.com/scholar?q=job+satisfaction

http://www.unjobs.org/tags/job-satisfaction

http://www.wikipedia.com/jobsatisfaction

http://www.mindtools.com/

7. Annexure : Questionnaire

Survey of Job Satisfaction in Manufacturing & IT industry

Name of Company: …………………………………Name of Employee: ………………………………………………

1. In which sector do you work?

Manufacturing …………………………….…………. Information Technology……………....…………….

2. What is your age?

Under 21........................................................21 to 34..........................................................35 to 44..........................................................45 to 54..........................................................55 or older.....................................................

3. What is your sex?

Male...............................................................Female...........................................................

4. What is your marital status?

Married.........................................................Unmarried....................................................

5. How long have you worked?

Less than one year........................................One year to less than two years..................Two years to less than five years................Five years to less than ten years..................Ten years or more........................................

6. Overall, how satisfied are you with the company as an employee? (Please circle one number)

Very VeryDissatisfied Satisfied 1 2 3 4 5

7. Your role at company (Please circle one number for each statement)

DisagreeAgree

StronglyStrongly

I am given enough authority to make decisions I need to make.1.............2.............3.............45

I like the type of work that I do.....................................................1.............2.............3.............45

I believe my job is secure................................................................1.............2.............3.............45

8. Corporate culture (Please circle one number for each statement)

DisagreeAgree

StronglyStrongly

Company’s corporate communications Are frequent enough.......................................................................1.............2.............3.............4

5

I feel I can trust what company tells me.......................................1.............2.............3.............45

I believe there is a spirit of cooperation at company ..................1.............2.............3.............45

9. People are held accountable for achieving goals

And meeting expectations……………….......................................1……….2….……3………4……......5

10.Are the targets in the organization

Achievable……………………………………………….. 1……….2….……3………4………..5

11. Unnecessary bureaucratic procedures and delays are minimal in this organization. …............................................1……….2….……3………4………..5

12. Employee input is considered before important decisions

Or changes are made…………………………………………............1……….2….……3………4………..5

13. I can disagree with my manager without fear of getting in trouble

……………..1……….2….……3………4………..514. When I do a good job, I receive praise and recognition I deserve. .........................................................................................1……….2….……3………4………..5

15. My job does not cause stress or anxiety in my life. ..................1……….2….……3………4………..5

16. I am paid fairly for the work I do. ........................................... .1……….2….……3………4………..5

17. My workplace is well maintained. ..............................................1……….2….……3………4………..5

18. The benefits I receive are comparable to those offered by

other organizations. ........................................................................ 1……….2….……3………4………..5

19. High ethical standards are always maintained throughout This organization. ............................................................................ 1……….2….……3………4………..5

20. I am extremely proud to tell people that I work for this organization. …………………………………………...1……….2….……3………4………..5

21. I have plenty of opportunities for professional growth in this Organization. ..................................................................................1……….2….……3………4………..5

22. Your relations with your immediate supervisor (Please circle one number for each statement)

My supervisor treats me fairly………………………...1………2……….3………4………5

My supervisor asks me for my input to help make decisions1............2.............3.............45

23. Training program (Please circle one number for each statement)

Did the company provide

as much initial training as needed...........................................1.............2.............3.............45

24. Pay and Benefits (Please circle one number for each statement)

My salary is fair for my responsibilities……………..1………...2…….....3……..4………5

25. Specifically, I'm satisfied with the:Amount of vacation...................................................................1.............2.............3.............4

5

What do you like most about working for this organization?………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..

What causes you most stress at work?………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

Thank you…….

comparison of job satisfaction between manufacturing and it industry

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