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PROJECT REPORTON

Job satisfaction of employees in Education Institutes

Submitted in partial fulfillment of requirement of Bachelor of Business dministration !B"B"# $eneral

 

BB %Ith Semester !B# !E&enin'#Batch ()*(+()*,

Submitted to- Submitted by-.S" R/PS0 B/R.N RO0N .N1OTISSISTNT PRO2ESSOER *,((3,)*4*(

J$NNT0 INTERNTION5 .N$E.ENT SC0OO5151JI

*

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ACKNOWLEDGEMENTS

 A lot of effort has gone into this training report. My thanks are due to many

people with whom I have been closely associated.

I would like all those who have contributed in completing this project. First of all, I

would like to send my sincere thanks to MS. !"S#A $!MA%  for her helpful

hand in the completion of my project.

I would like to thank my entire beloved family & friends for providing me monetary

as well as non ' monetary support, as and when re(uired, without which this

project would not have completed on time. )heir trust and patience is now

coming out in form of this thesis

(

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EXECUTIVE SUMMARY

Employee satisfaction and retention ha&e al6ays been important issues for physicians"

fter all7 hi'h le&els of absenteeism and staff turno&er can affect your bottom line7 astemps7 recruitment and retrainin' ta8e their toll" But fe6 practices !in fact7 fe6

or'ani9ations# ha&e made :ob satisfaction a top priority7 perhaps because they ha&e failed

to understand the si'nificant opportunity that lies in front of them" Satisfied employees

tend to be more producti&e7 creati&e and committed to their employers7 and recent studies

ha&e sho6n a direct correlation bet6een staff satisfaction and patient Satisfaction"*

2amily physicians 6ho can create 6or8 en&ironments that attract7 moti&ate and retain

hard+6or8in' indi&iduals 6ill be better positioned to succeed in a competiti&e health

care en&ironment that demands quality and cost+efficiency" ;hat

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CERTIFICATE OF COMPLETION

 I hereby certify that the student has completed the pro:ect under my 'uidance on the title?Job satisfaction of employees in Education InstitutesA"

 

.S" R/PS0 B/R.N RO0N .N1OTISSISTNT PRO2ESSOER *,((3,)*4*(

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CONTENTS

Description Page No.Chapter I+ Introduction to the topic *

Chapter II+ Ob:ecti&es and 5iterature Re&ie6 ++

Chapter III+ Industry Profile *

Chapter I% Research .ethodolo'y nd Sample >esi'n -

Chapter % nalysis nd 2indin's --

Chapter %I Conclusion //

Chapter %II Biblio'raphy nd References 010

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Chapter I-Introduction to the topic

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Employee satisfaction is a measure of ho6 happy 6or8ers are 6ith their :ob and 6or8in'

en&ironment" 1eepin' morale hi'h amon' 6or8ers can be of tremendous benefit to any

company7 as happy 6or8ers 6ill be more li8ely to produce more7 ta8e fe6er days off7 and

stay loyal to the company" There are many factors in impro&in' or maintainin' hi'h

employee satisfaction7 6hich 6ise employers 6ould do 6ell to implement"

To measure employee satisfaction7 many companies 6ill ha&e mandatory sur&eys or face+

to+face meetin's 6ith employees to 'ain information" Both of these tactics ha&e pros and

cons7 and should be chosen carefully" Sur&eys are often anonymous7 allo6in' 6or8ers

more freedom to be honest 6ithout fear of repercussion" Inter&ie6s 6ith company

mana'ement can feel intimidatin'7 but if done correctly can let the 6or8er 8no6 that

their &oice has been heard and their concerns addressed by those in char'e" Sur&eys and

meetin's can truly 'et to the center of the data surroundin' employee satisfaction7 and

can be 'reat tools to identify specific problems leadin' to lo6ered morale"

.any e@perts belie&e that one of the best 6ays to maintain employee satisfaction is to

ma8e 6or8ers feel li8e part of a family or team" 0oldin' office e&ents7 such as parties or 

'roup outin's7 can help build close bonds amon' 6or8ers" .any companies also

 participate in team+buildin' retreats that are desi'ned to stren'then the 6or8in'

relationship of the employees in a non+6or8 related settin'" Campin' trips7 paintball 6ars

and 'uided bac8pac8in' trips are &ersions of this type of team+buildin' strate'y7 6ith

6hich many employers ha&e found success"

Of course7 fe6 6or8ers 6ill not e@perience a boost in morale after recei&in' more money"

Raises and bonuses can seriously affect employee satisfaction7 and should be 'i&en 6hen

 possible" et money cannot sol&e all morale issues7 and if a company 6ith 6idespread

 problems for 6or8ers cannot impro&e their o&erall en&ironment7 a bonus may be quic8ly

for'otten as the daily stress of an unpleasant :ob continues to mount"

If possible7 pro&ide amenities to your 6or8ers to impro&e morale" .a8e certain they ha&e

a comfortable7 clean brea8 room 6ith basic necessities such as runnin' 6ater" 1eep

facilities such as bathrooms clean and stoc8ed 6ith supplies" ;hile an air of 

 professionalism is necessary for most businesses7 allo6in' 6or8ers to 8eep family photos

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or small trin8ets on their des8 can ma8e them feel more comfortable and nested at their 

6or8station" Basic considerations li8e these can impro&e employee satisfaction7 as

6or8ers 6ill feel 6ell cared for by their employers"

The bac8bone of employee satisfaction is respect for 6or8ers and the :ob they perform"In e&ery interaction 6ith mana'ement7 employees should be treated 6ith courtesy and

interest" n easy a&enue for employees to discuss problems 6ith upper mana'ement

should be maintained and carefully monitored" E&en if mana'ement cannot meet all the

demands of employees7 sho6in' 6or8ers that they are bein' heard and puttin' honest

dedication into compromisin' 6ill often help to impro&e morale"

How to improve employee satisfaction?

Factors that can improve employee satisfaction

!rgani"ation development

F Shared mission or &ision- In many or'ani9ations7 employee doesn=t 8no6 6hat is

mission7 &ision7 ob:ects" Buildin' a corporate culture that requires employees to be an

inte'ral part of the or'ani9ation can be an effecti&e 6ay of 'ettin' the most from the

talents or competencies brou'ht to the or'ani9ation by each employee"

F 2eedbac8 pro'rams- These pro'rams 6ill help or'ani9ation 6hat is opinions of their 

employees"

#or$ itself 

ou can increase :ob satisfaction by

F Job rotation

F Job enlar'ement- 8no6led'e enlar'ement7 tas8 enlar'ement"

F Job enrichment

Compensation and %enefits

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Policies of compensation and benefits are most important part of or'ani9ation" But you

should build your policies at ?suitabilityA not ?the bestA"

&ppraisal program

ou should build the proper e&aluation and fair and encoura'e employees perform 6or8"

'elationship with supervisors

Relationship 6ith mana'ement is the 8ey factor often happen dissatisfaction of 

employees" The company should ha&e policies to-

F .ana'ement must be fair treated 6ith staff"

F Ready to help them"

F 2ull trainin' for staff 

F Ready to listen and respond to employee"

Promotions and career development

F >e&elop pro'rams to promote all titles in the or'ani9ation"

F >e&elop trainin' pro'rams for employees

F Build pro'rams for career de&elopment of each title"

(uild corporate culture

F Build channel of communication in or'ani9ation

F Relationship 6ith co6or8ers

F Build sharin' culture"

#or$ing condition and environment

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F Build occupational health and safety pro'ram"

Improvement programs of employee satisfaction

0R department must ha&e the monitorin' methods for impro&ement pro'rams of 

employee satisfaction" .any or'ani9ations :ust do appraisal of employee satisfaction but

not pay attention to role of monitorin'"

Build solutions to impro&e satisfaction

Trainin' all le&el of mana'ement about the importance of satisfaction and methods to

increase satisfaction"

)mployees %y them self 

F 0irin' the ri'ht employees-

F Clearly defined and communicated employee e@pectations"

Process of improvement

Identification of method used

ou should identify methods that can be implemented to impro&e the assessment

satisfaction of employees"

Determining the level of satisfying the *uestion

E@ample ratin' scale of relation 6ith super&isors is ("(," nd you intend toimplement ( solutions and the e@pectation scale is 3,"

Determining the increasing rate of each method.

ou 'et a ne6 le&el satisfy subtract satisfyin' old le&el7 in e@ample abo&e is

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 3 ("( *"G"

Total of the increasin' scale is G for e@ample" .ethods to impro&e factor-

?relation 6ith super&isorsA accountin' for !*"G *)) ((",K"#

+., ethod options.

>ependin' on the desire to resol&e issues of the business"

>ependin' contain any mLn le&els need to resol&e"

>ependin' on the resources of the business" .ainly resources can impro&e satisfaction of 

employees is money7 time7 6or8force of mana'ement7 mana'ement methods" ou can

chan'e the resources at many different le&els to consider the rate of chan'e as part of the

(""

Employee satisfaction inde@

*" >efinition of employee satisfaction inde@ !ESI#

Employee satisfaction inde@ is a inde@ to measure satisfaction of employee in an

or'ani9ation"

(" 0o6 to calculate ESIM

There is a fi&e+point scale in the questionnaire or sur&ey from employee responses" They

are

F Stron'ly 'ree7

F 'ree7

F /ndecided7

F >isa'ree7

F Stron'ly >isa'ree"

ou should remar8 number attached7 include stron'ly a'ree !,# to stron'ly disa'ree !*#"

**

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Then7 total number of questions 6ith ans6ers a'ainst each response is calculated !,7 37 7

(7 *#"

Identify total point of each response"

Identify total number of questions ans6ered

ESI ! total point total question # *))"

" naly9e employee satisfaction inde@

ou can identify ESI by company7 department7 fieldand then7 you can use G)()

 principle or Pateto tool to analy9e employee satisfaction"

Importance of employee satisfaction

*" Importance of employee satisfaction for or'ani9ation

F Enhance employee retention"

F Increase producti&ity"

F Increase customer satisfaction

F Reduce turno&er7 recruitin'7 and trainin' costs"

F Enhance customer satisfaction and loyalty"

F .ore ener'etic employees"

F Impro&e team6or8"

F 0i'her quality products andor ser&ices due to more competent7 ener'i9ed employees"

(" Importance of employee satisfaction for employee

F Employ 6ill belie&e that the or'ani9ation 6ill be satisfyin' in the lon' run"

F They 6ill care about the quality of their 6or8"

F They 6ill create and deli&er superior &alue to the customer"

*(

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F They are more committed to the or'ani9ation"

F Their 6or8s are more producti&e"

2actors influences to employee satisfaction

*" Or'ani9ation de&elopment factors

F Brand of or'ani9ation in business field and comparison 6ith leadin' competitor"

F .issions and %ision of or'ani9ation"

F Potential de&elopment of or'ani9ation"

(" Policies of compensation and benefits factors

F ;a'e and salary

F Benefits

F Re6ards and penalties

" Promotions and career de&elopment factors

F Opportunities for promotion"

F Trainin' pro'ram participated or 6ill do"

F Capacity of career de&elopment

3" ;or8 tas8 factors

F uantity of tas8 

F >ifficult le&el of tas8 

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," Relationship 6ith super&isor factors

F 5e&el of coachin'

F 5e&el of assi'nment for employee

F Treatment to employee etc

D" ;or8in' conditions and en&ironment factors

F Tools and equipment

F 6or8in' methods

F ;or8in' en&ironment

4" Corporate culture factors

F Relationship 6ith co6or8ers

F 5e&el of sharin' etc

G" Competencies7 Personalities and E@pectations of employee factors

F Competencies and personalities of employee are suitable for :obM

F E@pectations of employee are suitable for policies of or'ani9ationM

Procedure of employee satisfaction

*3

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/&ND&'D !P)'&/IN0 P'!C)D1') 2!P3 F!' 

)P4!5)) &/IF&C/I!N

*" Purpose of procedure of employee satisfaction-

F >e&elop or chan'e the policy for satisfaction of employees"

F 1no6led'e7 satisfaction and e@pectations need to be measured in order to de&elop

company prepared for tomorro6"

F To deri&e and analy9e the current satisfaction le&el of the employees in the company"

F ssessment of the mana'ement de&elopmental needs and areas of impro&ement"

F ssessment of le&el of pro'ress in performance impro&ement and o&erall company=s

climate"

(" Policies of employee satisfaction-

F The employee satisfaction sur&ey is carried one time per months"

F The sample si9e for the sur&ey is about 3)K of the total tar'et population" The total tar'et population for the employee satisfaction sur&ey includes the complete employee

stren'th at the company"

" Steps of implementin' employee satisfaction-

tep 6 7 )mployee satisfaction study 8 research.

Each quarter7 0R .ana'er re&ie6s the information needed to determine the satisfaction

of employees based on the follo6in' basis"

F Information and results of the sur&ey times before"

F Comments by company directors"

F Proposal by 0R staff and >epartment mana'ers"

*,

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F Other contents in the purpose of this process"

tep + 7 Develop evaluation plan

F Pursuant to the need to e&aluate7 0R .ana'er create a draft of content assessed in the

form and attached this procedure"

F 0R mana'er also discuss 6ith other mana'er about content7 method assessed" Then the

draft must be sent to director for appro&al"

F.ethods of appraisal also indicate clearly" ou also use employee satisfaction sur&ey

soft6are for appraisal"

tep 9 7 /ransfer form to employees

Pursuant to the plan 6as appro&ed by >irector7 0R mana'er deployed to 0R staff do the

follo6in'-

F Photo sufficient number of sur&ey"

F Preparin' small en&elope enou'h based on number of sur&ey"

F Preparin' lar'e en&elope by department"

F >eployment to .ana'er Super&isors about sur&ey plan"

F .o&e the sur&ey to department heads" Each employee 6ill be recei&ed )* form attached

6ith an en&elope"

F ;hen employees complete the assessment7 they must be closed en&elope by pastin' on

it7 send to the department head"

F 0ead of department is responsible for collectin' en&elope and then send to 0R 

department"

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tep , 7 0ather and analy"e data

F Ne@t time +, days from the date of distributin' sur&ey7 0R department is responsible

for collectin' sur&ey and send it to director"

F Based on the opinions of staff7 >irector of the company 6ill assi'n people to enter and

analy9e data"

F nalysts are responsible to analy9e sur&ey data and preparation of reports"

F Presentation of results to directors7 department mana'ers"

F Communication of the results to employees throu'h employees meetin'7 Company

ne6sletters7 memoranda and feedbac8 meetin's conducted by trained leaders to clarify

and identify issues"

F >e&elopment of plans by department mana'ers to respond to issues identified in

feedbac8 sessions"

tep : 7 Implement improvement.

F 0R department is responsible for implementin' impro&ement solutions7 super&isin'result and reportin' result to director"

" >eployment of procedure-

F This document 6as distributed to Board of >irectors7 all departments"

F 0ead of personnel is responsible for 'uidin' the staff of this document !requires

employees to si'n#"

F The 'uidelines for staff to be in the minutes of instructions and procedures and trainin'

on latest * 6ee8 from the date of recei&in' the document"

0o6 to maintain employee satisfactionM

*4

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ou should remember that ?achie&in' results 6ere difficult but 8eepin' the results are

more difficultA

To maintain employee satisfaction7 you can use ( solutions as follo6s-

*" >eterminin' suitable frequency of appraisal

ppraisal frequency should be at least or D months time" This help you re'ularly

re&ie6 satisfaction trends of employees"

2or some department7 you should increase appraisal frequency for them because of lac8 

of mana'ement s8ills or unsuitable personalities"

.any or'ani9ations only perform appraisal satisfaction of employees * time per year7

simply by applyin' the standard mana'ement rather than the needs of the or'ani9ation"

This is a &ery lon' time because the dissatisfaction of employees can occur at any time"

(" Implementation of feedbac8 pro'ram re'ularly

ou can not assess satisfaction of employees e&ery month because it is &ery time+

consumin'" So ho6 you 8no6 the opinions of employeesM ou can implement the

 pro'ram on the response of employees monthly or suddenly 6hen a problem happened"

The feedbac8 of the staff are their comments7 attitudes about problems that 6ill occur or 

has occurred"

The feedbac8 can conduct independent or attached to the assessment of the 6or8 month

How to measure employee satisfaction? ;e can conduct a employee satisfaction sur&ey

 by methods as follo6s-

*" Job >escripti&e Inde@ !J>I#

Job >escripti&e Inde@ is a scale used to measure fi&e ma:or factors associated 6ith :ob

satisfaction- ;or8 itself7 Super&ision7 Pay7 Promotion7 Co+6or8ers" The J>I 6as first

introduced in *HDH and since then has been used by o&er *7))) or'ani9ations in many

sectors"

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(" Job In $eneral Scale !JI$#

Job In $eneral Scale is a method of employee satisfaction and de&eloped as a 'lobal

measure of :ob satisfaction"

JI$ is similar to J>I7 it introduced *HDH by Smith7 1endall7 Q 0ulin7 6as modified in*HG, by the J>I Research $roup"

" .innesota Satisfaction uestionnaire !.S#

The .innesota Satisfaction uestionnaire !.S# is desi'ned to measure an employee=s

satisfaction 6ith their particular :ob"

.ethod includes *)) items measurin' () facets of :ob satisfaction"

There are three &ersion are a&ailable- t6o lon' forms !*H44 &ersion and *HD4 &ersion#

and a short form"

3" Satisfied dissatisfied method

In this method7 you :ust send a question form that include-

F ;hat is 'ood thin' in our companyM

F ;hat is not 'ood one in our companyM

This method is suitable for ?emer'ency e&entsA and you need result in a short time"

," Inter&ie6 method

This method is used for-

F Re&ie6 all data collected from other method"

F Re&ie6 8ey person"

;hether the employee stays or 'oes7 the employer is bound to suffer a financial loss of 

some type" This is because >is'runtled costs money" If he or she lea&es7 there is the

*H

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cost of ad&ertisin'7 inter&ie6in' and trainin' a ne6 employee in addition to the trainin'

already in&ested in >is'runtled" If he or she stays7 the costs7 6hile :ust as hi'h7 can be

more difficult to measure" One of the costs can be lost producti&ity due to poor morale on

the part of both the >is'runtled Employee of the .onth7 and the employees 6ho must

6or8 6ith >is'runtled on a daily basis" lso7 statistically spea8in'7 >is'runtled

 probably also has a hi'her rate of absenteeism and on+the+:ob in:uries than other 

employees" ll of these factors ma8e >is'runtled an under+performin' asset compared

to more satisfied employees"

There is currently a 6ealth of information a&ailable outlinin' the results of research on

 positi&e employee moti&ation and retention strate'ies" quic8 surf on the Net pulls up a

myriad of research on topics such as .ana'in' 0uman Capital" nd ne6 boo8s7 such

as The ROI of 0uman Capital and The 0R Score Card7 are sellin' e&en before they hit

the boo8stores" ;hen I read this literature7 ho6e&er7 I find se&eral recurrin' themes on

the types of mana'ement pro'rams that build corporate &alue" These commonalties are-

*" Shared .ission or %ision- Or'ani9ations that ha&e a mission or &ision statement and

use it as a 'uide for decision+ma8in' find employees spend less time and resources on

non+income+producin' acti&ities 6hen their people mana'ement strate'ies are ali'ned to

the mission" team 'uided by a clearly stated and communicated mission is more cost+

effecti&e and competiti&e than one 6here the mission is fu99y or none@istent"

(" Re'ular Employee Input and 2eedbac8 Pro'rams- Buildin' a corporate culture that

requires employees to be an inte'ral part of the or'ani9ation can be an effecti&e 6ay of 

'ettin' the most from the talents or competencies brou'ht to the or'ani9ation by each

employee" llo6in' employees at all le&els of the or'ani9ation to share their ideas and

concerns 6ill also help the company de&elop and maintain a safer and more producti&e

6or8 en&ironment" 1no6in' employees< feelin's for7 and le&els of commitment to7 the

or'ani9ation can be essential to measurin' 6hether people mana'ement pro'rams are

 producin' the desired results"

" Clearly >efined and Communicated :ob E@pectations- ;hen an or'ani9ation ma8es

the decision to fill a ne6 position7 it has an idea of 6hat 6ill be e@pected of the ne6

()

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employee" 0o6e&er7 unless these e@pectations are clearly communicated7 the result can

 be disappointin' for both the employee and employer" Such situations cause conflict and

inefficiencies in the 6or8place" Therefore7 it is &ery important that the employer establish

a mechanism for ma8in' sure the needs of the or'ani9ation are clearly communicated and

understood"

3" Re'ular and 2air Performance 2eedbac8- Research has found that most employees in

todayi&ersified ;or8 2orce- >i&ersity in today

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'uidin' principles for employees as to 6hy the or'ani9ation e@ists7 6hat ser&ices it

 pro&ides and ho6 it operates" Corporate culture flo6s from the mission and &ision"

0irin' the ri'ht people means not only findin' employees 6ith the necessary 8no6led'e7

s8ills and abilities but also those 6ho 6ill be producti&e members of the or'ani9ational

6or8 team" Brin'in' in an employee 6ho does not understand or support the shared

mission and 'oals can be &ery disrupti&e and costly to the or'ani9ation"

G" Comprehensi&e Employee Orientation and Inte'ration Pro'rams- Once an or'ani9ation

has de&eloped a clear mission7 defined its e@pectations7 de&eloped and implemented

appropriate feedbac8 and re6ards pro'rams and hired the ri'ht people7 it is important to

ma8e sure that all employees ha&e the information and tools necessary to transition

smoothly into the 6or8 en&ironment" ;ell+de&eloped employee orientation and

inte'ration pro'rams help both ne6 and current employees 6or8 to'ether to form a

 producti&e and satisfyin' 6or8 en&ironment" Or'ani9ations that lac8 such pro'rams can

find that it loses many ne6 employees 6ho :ust ne&er 'ot off to the ri'ht start"

H" Stron' Commitment to Trainin' and >e&elopment Pro'rams- One of the most

important benefits offered by many employers is employee personal de&elopment"

Employers that in&est in personal de&elopment pro'rams that encoura'e employees to

update s8ills and e@pand their 8no6led'e base can directly contribute to bottom line

 profitability" This is because the or'ani9ation 6ill remain competiti&e and be able to

adapt to mar8et chan'es quic8ly7 6ith little interruption in daily operations"

So7 6hat does this all mean to the o6ners7 beneficiaries or constituencies ser&ed by the

or'ani9ationM Richard Rudman7 in his article entitled People .ana'ement and the

Bottom 5ine7 found that research e@aminin' or'ani9ational producti&ity issues reached

the follo6in' conclusions-

Job satisfaction and or'ani9ational commitment respecti&ely e@plained , percent and *D

 percent of &ariation in producti&ity 6hile super&isory support7 autonomy7 trainin' and

concern for employee 6elfare accounted for *) percent of &ariation in profitability"

Strate'y accounted for less than percent of the &ariation in profitability and research

and de&elopment accounted for G percent of the &ariation in profitability"

((

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The bottom line 6as that appro@imately (H percent of the &ariation in producti&ity o&er a

+ or 3+year period could be attributed to ho6 employers mana'ed their human assets" In

summary7 concern for employee 6elfare 6as identified as the sin'le most+important

 predictor of or'ani9ational performance"

.easurin' Employee Satisfaction

In the traditional depiction of a Balanced Scorecard strate'y map7 the four perspecti&es

are stac8ed up on top of each other- learnin' Q 'ro6th at the bottom and financial at the

top" Sometimes7 people thin8 this implies that employees are the least important

 perspecti&e but a better interpretation is that employees are the foundation of a successful

or'ani9ation" If employees don=t understand your mission and don=t ha&e the correct

s8ills to achie&e it7 you=re hi'hly unli8ely to be successful"

This shouldn=t be surprisin'" .any studies ha&e sho6n the lin8a'e bet6een employee

satisfaction and increased performance on customer and financial ob:ecti&es" The

/ni&ersity of Sheffield in the /1 conducted a research study desi'ned to help e@plain the

difference in profitability bet6een manufacturin' companies" It found that people

mana'ement practices 6ere better predictors of company performance than strate'y7

technolo'y or research and de&elopment" Employee satisfaction isn=t :ust important it=s

critical"

Some or'ani9ations ha&e e&en mana'ed to quantify the relationship" In *HH4 a 2ortune

.a'a9ine article  reported that Sears conducted an G()+store sur&ey to determine the

impact of employee attitude on the bottom line" nalysis of the results by Claes 2ornell

International $roup7 an or'ani9ation made up of econometric statisticians at the

/ni&ersity of .ichi'an7 sho6ed that a ,+point impro&ement in employees= attitudes

yielded a *"+point impro&ement in customer satisfaction7 6hich in turn impro&ed

re&enue by )",K" 0appier employees led directly to hi'her profits"

Because employee satisfaction is a 'ood indication of future success7 it should almost

al6ays be one of the 8ey performance indicators on your scorecard" s 6ith my cautions

around measurin' customer satisfaction in an earlier post"  If you 6ant to 8no6 if 

employees are happy7 it=s best to as8 them"

(

http://alignment.wordpress.com/2007/01/09/measuring-employee-satisfaction/http://alignment.files.wordpress.com/2007/01/bsc.gifhttp://alignment.files.wordpress.com/2007/01/bsc.gifhttp://www.guidestarco.com/professional_services/whitepaper_cs_es_relationships.pdfhttp://cep.lse.ac.uk/pubs/download/dp0626.pdfhttp://money.cnn.com/magazines/fortune/fortune_archive/1997/10/13/232506/index.htmhttp://money.cnn.com/magazines/fortune/fortune_archive/1997/10/13/232506/index.htmhttp://alignment.wordpress.com/2006/12/11/measuring-customer-satisfaction/http://alignment.wordpress.com/2006/12/11/measuring-customer-satisfaction/http://alignment.wordpress.com/2007/01/09/measuring-employee-satisfaction/http://alignment.files.wordpress.com/2007/01/bsc.gifhttp://www.guidestarco.com/professional_services/whitepaper_cs_es_relationships.pdfhttp://cep.lse.ac.uk/pubs/download/dp0626.pdfhttp://money.cnn.com/magazines/fortune/fortune_archive/1997/10/13/232506/index.htmhttp://money.cnn.com/magazines/fortune/fortune_archive/1997/10/13/232506/index.htmhttp://alignment.wordpress.com/2006/12/11/measuring-customer-satisfaction/

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0o6e&er7 be careful 6ith the questions that 'et used on many employee satisfaction

sur&eys" .any years a'o7 the 0R department in the company 6or8ed for sent out a

sin'le+question sur&ey that as8ed ho6 satisfied 6e 6ere 6ith our :obs on a scale of ) to

37 6ith 3 bein' the hi'hest" ;hen the results came bac87 my department had the lo6est

a&era'e score !("D# of any 'roup in the company" The 0R %P solemnly e@plained that

my 'roup 6as in dan'er of mass e@odus and that my annual bonus 6as 'oin' to be

ne'ati&ely affected"

In order to e@ecute 6ell+informed business decisions7 mana'ers need more than a led'er 

of numbers to understand 6hat is really ta8in' place ?on the front line"A The employees

6ho 6or8 day to day 6ith the customers can pro&ide in&aluable feedbac8 dra6n upon

first+hand e@perience" Encoura'in' bidirectional communications in this matter can

create an or'ani9ational culture that brea8s do6n silos and fosters team6or8 bet6een

mana'ement and their staff"

This type of employee+centric culture has an effect that e@tends beyond the internal

sphere of an or'ani9ation it can actually affect a company=s bottom line 6ith a direct

and noticeable impact on profits" Ta8e7 for instance7 the a&era'e annual turno&er rate in

the /nited States" >ependin' on the industry7 this can ran'e from *,+3)K" ;ith that in

mind7 consider also that it costs 6; times more to hire and train a new employee than

it does to retain one.

2urthermore7 e@tensi&e research has sho6n that moti&ated and satisfied employees tend

to contribute more in terms of or'ani9ational producti&ity and maintainin' a commitment

to customer satisfaction" atisfaction is infectious  and it indeed permeates across the

employee+customer boundary7 6here re&enue and brand ima'e are continuously at sta8e"

This 6hitepaper 6ill demonstrate the si'nificance of employee feedbac8 and ho6

companies can successfully implement a pro'ram to positi&ely impact both

or'ani9ational culture and ultimately bottom line profits"

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#hy employee feed%ac$ matters ?

2eedbac8 plays a critical role in helpin' an or'ani9ation increase employee retention"

Creatin' and implementin' a feedbac8 process that encoura'es employees to en'a'e in

continued dialo'ue creates a common &oice for the employees" /his shared voice can

help negate an employee

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1eepin' in mind that a company=s most &aluable resource !in terms of money and time

in&ested# is the employee7 it is alarmin' that across merica7 fe6er than half of 6or8ers

sur&eyed state they are satisfied 6ith their :obs" 2urthermore7 the statistics show that a

very significant percentage of employees want to change careers or feel lac$luster

toward their current =o%s.

;ith this in mind7 it should be a company=s first priority to accurately 'au'e the true

sentiment of the employee body so that strate'ic and tactical chan'es can be put into

motion as to promote employee satisfaction" Employee satisfaction7 in turn7 translates

directly into added &alue in terms of performance7 customer relations7 and profitability"

.any companies can pro&ide a ran'e of ser&ices to assist 6ith the implementation of a

customer satisfaction pro'ram" Choosin' the ri'ht supplier is crucial to ensurin' that such

an initiati&e is carried out 6ith business &alue ob:ecti&es in primary focus"

The ri'ht supplier should not only pro&ide the technolo'y7 but they should also ha&e a

8een understandin' of 0R+specific processes and solutions" quality internal sur&ey

solution should be able to streamline the inte'ration of many of the aforementioned best

 practices into your current business processes"

n actual data%ase of employee 8no6led'e that dynamically ser&es as a central

repository for all your employee information !sur&ey history7 performance history7 etc"#

> &nonymous surveying capability to protect employees from any fear of repercussion

from mana'ement and co6or8ers

> 'eal-time email alerts to address critical employee complaints immediately"

>uestion scoring to use &ariable 6ei'htin' on different dimensions of employee

satisfaction

n easy+to+use interface 6ith a mana'eable learnin' cur&e

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Pre+sur&ey consultation 6ith real consultants and sur&ey e@perts not :ust soft6are  

that 6ill ensure your deployment is on the ri'ht trac8"

Improving @o% atisfaction

 

Job satisfaction plays si'nificant role in the or'ani9ation" Therefore7 mana'ers

should ta8e concrete steps to impro&e the le&el of :ob satisfaction" These steps may be in

the form of :ob redesi'nin' to ma8e the :ob more interestin' and challen'in'7 impro&in'

quality of 6or8 life7 lin8in' re6ards 6ith performance7 and impro&in' o&erall

or'ani9ational climate"

s part of a lar'er pro:ect 6hose 'oal 6as to create an employee+dri&en7 sur&ey+

impro&ement process siA factors that influenced =o% satisfaction.  ;hen these si@

factors 6ere hi'h7 :ob satisfaction 6as hi'h" ;hen the si@ factors 6ere lo67 :ob

satisfaction 6as lo6" These factors are similar to 6hat 6e ha&e found in other 

or'ani9ations"

(4

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!pportunity

 Employees are more satisfied 6hen they ha&e challen'in' opportunities at 6or8"

This includes chances to participate in interestin' pro:ects7 :obs 6ith a satisfyin' de'ree

of challen'e and opportunities for increased responsibility" Important- this is not simply

promotional opportunity" s or'ani9ations ha&e become flatter7 Promotions can be rare"

People ha&e found challen'e throu'h pro:ects team 5eadership7 special assi'nments+as

6ell as promotions"

&ctions 

• Promote from 6ithin 6hen possible"

• Re6ard promisin' employees 6ith roles on interestin' pro:ects"

• >i&ide :obs into le&els of increasin' leadership and responsibility"

(G

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  It may be possible to create :ob titles that demonstrate increasin' le&els of 

e@pertise7 6hich are not limited by a&ailability of positions" They simply demonstrate

achie&ement

tress. 

;hen ne'ati&e stress is continuously hi'h7 :ob satisfaction is lo6" Jobs are more

stressful if they interfere 6ith employees< personal li&es or are a continuin' source of 

6orry or concern"

&ctions

• Promote a balance of 6or8 and personal li&es" .a8e sure that senior mana'ers

model this beha&ior"

• >istribute 6or8 e&enly !fairly# 6ithin 6or8 teams"

• Re&ie6 6or8 procedures to remo&e unnecessary red tape or bureaucracy"

• .ana'e the number of interruptions employees ha&e to endure 6hile tryin' to do

their :obs"

  Some or'ani9ations utili9e e@ercise or fun brea8s at 6or8"

4eadership.

Employees are more satisfied 6hen their mana'ers are 'ood leaders" This

includes moti&atin' employees to do a 'ood :ob7 stri&in' for e@cellence or :ust ta8in'

action"&ctions

• .a8e sure your mana'ers are 6ell trained" 5eadership combines attitudes and

 beha&ior" It can be learned"

(H

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People respond to mana'ers that they can trust and 6ho inspire them to achie&e

meanin'ful 'oals"

#or$ tandards.

Employees are more satisfied 6hen their entire 6or8'roup ta8es pride in the quality

of its 6or8"

&ctions

• Encoura'e communication bet6een employees and customers" uality 'ains

importance 6hen employees see its impact on customers"

• >e&elop meanin'ful measures of quality" Celebrate achie&ements in quality"

/rap be cautious of slic87 pac8a'ed campai'ns that are percei&ed as superficial and

 patroni9in'"

Fair 'ewards.

Employees are more satisfied 6hen they feel they are re6arded fairly for 

the 6or8 they do" Consider employee responsibilities7 the effort they ha&e put forth7 the

6or8 they ha&e done 6ell and the demands of their :obs"

&ctions

• .a8e sure re6ards are for 'enuine contributions to the or'ani9ation"

• Be consistent in your re6ard policies"

• If your 6a'es are competiti&e7 ma8e sure employees 8no6 this"

• Re6ards can include a &ariety of benefits and per8s other than money"

s an added benefit7 employees 6ho are re6arded fairly7 e@perience less stress"

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&de*uate &uthority.

Employees are more satisfied 6hen they ha&e adequate freedom and authority to do their 

 :obs"

&ctions ;hen reasonable-

• 5et employees ma8e decisions"

• llo6 employees to ha&e input on decisions that 6ill affect them"

• Establish 6or8 'oals but let employees determine ho6 they 6ill achie&e those

'oals" 5ater re&ie6s may identify inno&ati&e best practices"

• s87 If there 6ere :ust one or t6o decisions that you could ma8e7 6hich ones

6ould ma8e the bi''est difference in your :obM

)mployees with higher =o% satisfaction

• Belie&e that the or'ani9ation 6ill be satisfyin' in the lon' run

• Care about the quality of their 6or8 

• re more committed to the or'ani9ation

• 0a&e hi'her retention rates7 and

• re more producti&e"

'ecognition. Indi&iduals at all le&els of the or'ani9ation 6ant to be reco'ni9ed for their 

achie&ements on the :ob" Their successes don

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'i&e them a bonus7 if appropriate" ou may e&en 6ant to establish a formal reco'nition

 pro'ram7 such as employee of the month"

&dvancement. Re6ard loyalty and performance 6ith ad&ancement" If you do not ha&e

an open position to 6hich to promote a &aluable employee7 consider 'i&in' him or her a

ne6 title that reflects the le&el of 6or87 he or she has achie&ed" ;hen feasible7 support

employees by allo6in' them to pursue further education7 6hich 6ill ma8e them more

&aluable to your practice and more fulfilled professionally"

• Job satisfaction is 'ood not only for employees but employers7 too it increases

 producti&ity and decreases staff turno&er"

• n or'ani9ation

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Chapter II-

!%=ectives

&nd

4iterature 'eview

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OBJECTIVE

*" To analy9e the factors determinin' :ob satisfaction"

(" To .easure the le&el of :ob satisfaction amon' the employees of the or'ani9ation"

"

" To determine 6hether there e@ists a si'nificant difference in the le&el of :ob

satisfaction bet6een female and male employees"

3" To su''est measures to impro&e :ob satisfaction amon' the employees"

3

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LITRATURE REVIEW

@o% satisfaction describes ho6 content an indi&idual is 6ith his or her :ob" The happier 

 people are 6ithin their :ob7 the more satisfied they are said to be" Job satisfaction is not

the same as moti&ation7 althou'h it is clearly lin8ed" Job desi'n aims to enhance :ob

satisfaction and performance7 methods include :ob rotation7 :ob enlar'ement and :ob

enrichment" Other influences on satisfaction include the mana'ement style and culture7

employee in&ol&ement7 empo6erment and autonomous 6or8 'roups"

Job satisfaction is a &ery important attribute 6hich is frequently measured by

or'ani9ations" The most common 6ay of measurement is the use of ratin' scales 6here

employees report their reactions to their :obs" uestions relate to rate of pay7 6or8 

responsibilities7 &ariety of tas8s7 promotional opportunities the 6or8 itself and co+6or8ers" Some questioners as8 yes or no questions 6hile others as8 to rate satisfaction on

*+, scale !6here * represents not at all satisfied and , represents e@tremely satisfied#"

The 'eneral purpose of this study 6as to document :ob satisfaction of Indians 6or8in' in

/S" The primary 'oal of this chapter is to re&ie6 and summari9e literature that is

rele&ant to the understandin' :ob satisfaction amon' school psycholo'ists" Current &ie6s

concernin' definition and measurement of :ob satisfaction 6ill be discussed7 and selected

 :ob satisfaction theories 6ill be re&ie6ed" Studies e@plorin' :ob satisfaction of merican

Indians 6ill also be addressed7 6ith specific focus bein' placed on :ob satisfaction

&ariables specific to school psycholo'y"

.ost merican adults are employed and their :ob is not only their main source of income7

 but also an important life domain in other 6ays" ;or8 occupies a lar'e part of each

6or8er=s day7 is one=s main source of social standin'7 helps to define 6ho a person is7 and

affects one=s health both physically and mentally" Because of 6or8=s central role in many

 people=s li&es7 satisfaction 6ith one=s :ob is an important component in o&erall 6ell+

 bein'" Job satisfaction is not e&enly distributed across occupations or 6or8ers" In 'eneral7

 :ob satisfaction increases 6ith the presti'e or social standin' of occupations"

,

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D)FINI/I!N !F @!( &/IF&C/I!N

To be'in a discussion on :ob satisfaction7 one mi'ht lo'ically be'in 6ith a definition"

ccordin' to Webster’s Dictionary  !*HGD#7 :ob satisfaction refers to ho6 6ell a :ob

 pro&ides fulfillment of a need or 6ant7 or ho6 6ell it ser&es as a source or means of 

en:oyment" Job satisfaction is defined more specifically in the literature7 and se&eral

theorists ha&e 'enerated their o6n 6or8able definitions" Of those researchers7 Robert

0oppoc8 is perhaps the most 6idely cited7 althou'h others ha&e emer'ed 6ith definitions

reflectin' more current theoretical underpinnin's of :ob satisfaction" Some of the &ersions

use the terms :ob attitudes7 6or8 satisfaction7 and :ob morale interchan'eably7 6hich may

e@plain the lac8 of a standardi9ed :ob satisfaction definition"

;ithin the literature7  Hoppock  offered one of the earliest definitions of :ob satisfaction

6hen he described the construct as bein' any number of psycholo'ical7 physiolo'ical7

and en&ironmental circumstances 6hich leads a person to e@press satisfaction 6ith their 

 :ob"

! Hoppock, 1935). Smith et. al.(1969) defined :ob satisfaction as the feelin' an indi&idual

has about his or her :ob"

 ocke (1969)  su''ested that :ob satisfaction 6as a positi&e or pleasurable reaction

resultin' from the appraisal of one=s :ob7 :ob achie&ement7 or :ob e@periences"

!room (19"#) defined :ob satisfaction as 6or8ers= emotional orientation to6ard their 

current :ob roles"

Similarly7  Sch$lt% (19"#)  stated that :ob satisfaction is essentially the psycholo'ical

disposition of people to6ard their 6or8"

 Sie&al an' ance (19")  stated simply that :ob satisfaction is an emotional response

definin' the de'ree to 6hich people li8e their :ob"

D

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2inally7 o*$ist an' Da+is (1991)7 defined :ob satisfaction as ?an indi&idual=s positi&e

affecti&e reaction of the tar'et en&ironment"""as a result of the indi&idual=s appraisal of 

the e@tent to 6hich his or her needs are fulfilled by the en&ironmentA"

The definition of :ob satisfaction has &isibly e&ol&ed throu'h the decades7 but most

&ersions share the belief that :ob satisfaction is a 6or8+related positi&e affecti&e reaction"

There seems to be less consistency 6hen tal8in' about the causes of :ob satisfaction"

;e@ley and u8l !*HG3# stated that :ob satisfaction is influenced by many factors7

includin' personal traits and characteristics of the :ob" To better understand these

employee and :ob characteristics and their relationship to :ob satisfaction7 &arious

theories ha&e emer'ed and pro&ided the &ital frame6or8 for future :ob satisfaction

studies" Early traditional theories su''ested that a sin'le bipolar continuum7 6ith

satisfaction on one end and dissatisfaction on the other7 could be used to conceptuali9e

 :ob satisfaction" 5ater re&isions of the theory included a t6o+continuum model that

 placed :ob satisfaction on the first scale7 and :ob dissatisfaction on the second !Bro6n7

*HHG#"

These later theories focused more on the presence or absence of certain intrinsic and

e@trinsic :ob factors that could determine one=s satisfaction le&el" Intrinsic factors are

 based on personal perceptions and internal feelin's7 and include factors such as

reco'nition7 ad&ancement7 and responsibility" These factors ha&e been stron'ly lin8ed to

 :ob satisfaction accordin' to O=>riscoll and Randall !*HHH#" E@trinsic factors are e@ternal

 :ob related &ariables that 6ould include salary7 super&ision7 and 6or8in' conditions"

These e@trinsic factors ha&e also been found to ha&e a si'nificant influence on :ob

satisfaction le&els accordin' to .artin and Schin8e!*HHG#"

4

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/H)!'I) !F @!( &/IF&C/I!N

There are numerous theories attemptin' to e@plain :ob satisfaction7 but three conceptual

frame6or8s seem to be more prominent in the literature" The first is content theory7

6hich su''ests that :ob satisfaction occurs 6hen one=s need for 'ro6th and self+

actuali9ation are met by the indi&idual=s :ob" The second conceptual frame6or8 is often

referred to as process theory7 6hich attempts to e@plain :ob satisfaction by loo8in' at ho6

6ell the :ob meets one=s e@pectations and &alues" The third conceptual 'roup includes

situational theories7 6hich proposes that :ob satisfaction is a product of ho6 6ell an

indi&idual=s personal characteristics interact or mesh 6ith the or'ani9ational

characteristics"

Each of the three theoretical frame6or8s has been e@plored and re&ie6ed by countless

scholars and researchers7 and the purpose of this chapter is not to pro&ide an e@hausti&e

re&ie6 of :ob satisfaction theories" Instead7 a hi'hli'ht of the main theories and theorists

from each frame6or8 6ill be offered7 to pro&ide clarity7 rele&ance and direction to this

study of :ob satisfaction"

G

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C!N/)N/ /H)!'I)

;hen discussin' human needs7 'ro6th7 and self+actuali9ation7 one cannot loo8 far before

findin' braham .aslo6 and his ?hierarchy of needsA" .aslo6=s !*H,3# traditionalist

&ie6s of :ob satisfaction 6ere based on his fi&e+tier model of human needs" t the lo6est

tier7 basic life sustainin' needs such as 6ater7 food7 and shelter 6ere identified" The ne@t

le&el consisted of physical and financial security7 6hile the third tier included needs of 

social acceptance7 belon'in'7 and lo&e" The fourth tier incorporated self+esteem needs

and reco'nition by one=s peers7 and at the top of the pyramid 6as reser&ed for self+

actuali9ation needs such as personal autonomy and self+direction"

ccordin' to .aslo67 the needs of an indi&idual e@ist in a lo'ical order and that the basic

lo6er le&el needs must be satisfied before those at hi'her le&els" Then7 once the basic

needs are fulfilled7 they no lon'er ser&e as moti&ators for the indi&idual" The more a :ob

allo6s for 'ro6th and acquisition of hi'her le&el needs7 the more li8ely the indi&idual is

to report satisfaction 6ith his or her :ob" 2urthermore7 the success of moti&atin' people

depends on reco'ni9in' the needs that are unsatisfied and helpin' the indi&idual to meet

those needs"

Buildin' on the theories of .aslo67 2rederic8 0ert9bur' !*H43# su''ested that the 6or8 

itself could ser&e as a principal source of :ob satisfaction" 0is approach led to the

aforementioned t6o+continuum model of :ob satisfaction 6here :ob satisfaction 6as

 placed on one continuum and :ob dissatisfaction 6as placed on a second" 0ert9ber'=s

theory reco'ni9ed that 6or8 characteristics 'enerated by dissatisfaction 6ere quite

different from those created by satisfaction" 0e identified the factors that contribute to

each dimension as ?moti&atorsA and ?hy'ienesA" The moti&ators are intrinsic factors that

influence satisfaction based on fulfillment of hi'her le&el needs such as achie&ement7reco'nition7 and opportunity for 'ro6th" The hy'iene factors are e@trinsic &ariables that

such as 6or8 conditions7 pay7 and interpersonal relationships that must be met to pre&ent

dissatisfaction" ;hen hy'iene factors are poor7 6or8 6ill be dissatisfyin'"

H

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0o6e&er7 simply remo&in' the poor hy'ienes does not equate to satisfaction" Similarly7

6hen people are satisfied 6ith their :ob7 moti&ators are present7 but remo&in' the

moti&ators does not automatically lead to dissatisfaction" Essentially7 :ob satisfaction

depends on the e@trinsic characteristics of the :ob7 in relation to the :ob=s ability to fulfill

ones hi'her le&el needs of self+actuali9ation" 0ence7 the t6o continuum model of 

0ert9ber'

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P'!C) /H)!'I)

Process theories attempt to e@plain :ob satisfaction by loo8in' at e@pectancies and &alues

!$runeber'7 *H4H#" This theory of :ob satisfaction su''ests that 6or8ers= select their 

 beha&iors in order to meet their needs" ;ithin this frame6or87 dams= !*HD# and %room

!*HG(# ha&e become the most prominent theorists" J" Stacy dams= su''ested that people

 percei&e their :ob as a series of inputs and outcomes" Inputs are factors such as

e@perience7 ability7 and effort7 6hile outcomes include thin's li8e salary7 reco'nition7 and

opportunity" The theory is based on the premise that :ob satisfaction is a direct result of 

indi&iduals= perceptions of ho6 fairly they are treated in comparison to others" This

?equity theoryA proposes that people see8 social equity in the re6ards they e@pect for 

 performance" In other 6ords7 people feel satisfied at 6or8 6hen the input or contributionto a :ob and the resultin' outcome are commensurate to that of their co6or8ers"

ccordin' to .il8o&ich and Ne6man !*HH)#7 this social equity is not limited to others

6ithin the same 6or8place7 and the equity comparisons often reach into other 

or'ani9ations that are &ie6ed as similar places of employment"

%room=s !*HD3# theory of :ob satisfaction 6as similar in that it loo8ed at the interaction

 bet6een personal and 6or8place &ariables ho6e&er7 he also incorporated the element of 

6or8ers= e@pectations into his theory" The essence of this theory is that if 6or8ers put

forth more effort and perform better at 6or87 then they 6ill be compensated accordin'ly"

>iscrepancies that occur bet6een e@pected compensation and actual outcome lead to

dissatisfaction" If employees recei&e less than they e@pect or other6ise feel as if they

ha&e been treaded unfairly7 then dissatisfaction may occur"

Con&ersely7 o&ercompensation may also lead to dissatisfaction and the employee may

e@perience feelin's of 'uilt" The compensation does not ha&e to be monetary7 but pay istypically the most &isible and most easily modified element of outcome" Salary also has

si'nificance beyond monetary &alue and the potential to acquire material items7 and

$runeber' !*H4H# notes that it is also an indication of personal achie&ement7

or'ani9ational status7 and reco'nition"

3*

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%room=s theory also 'oes one step further to incorporate an indi&idual=s personal decision

ma8in' 6ithin the 6or8+place" %room !*HG(# e@plained that employees 6ould choose to

do or not do :ob tas8s based on their percei&ed ability to carry out the tas8 and earn fair 

compensation"

To illustrate and clarify his ideas7 %room 'enerated a three+&ariable equation for 

scientifically determinin' :ob satisfaction" E@pectancy is the first &ariable7 and this is the

indi&idual=s perception of ho6 6ell he or she can carry out the 'i&en tas8" Instrumentality

is the second &ariable of the equation7 and this refers to the indi&idual=s confidence that

he or she 6ill be compensated fairly for performin' the tas8" %alence is the third &ariable7

6hich considers the &alue of the e@pected re6ard to the employee" In %room=s formula

each &ariable is 'i&en a probability &alue7 and 6hen all three factors are hi'h7 6or8ers

6ill be more satisfied and ha&e more moti&ation" If any of the factors are lo67 6or8 

 performance and employee moti&ation 6ill decline"

3(

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I/1&/I!N&4 /H)!'I)

The situational occurrences theory emer'ed in *HH(7 6hen uarstein7 .cfee7 and

$lassman stated that :ob satisfaction is determined by t6o factors- situational

characteristics and situational occurrences" Situational characteristics are thin's such as

 pay7 super&ision7 6or8in' conditions7 promotional opportunities7 and company policies

that typically are considered by the employee before acceptin' the :ob" The situational

occurrences are thin's that occur after ta8in' a :ob that may be tan'ible or intan'ible7

 positi&e or ne'ati&e" Positi&e occurrences mi'ht include e@tra &acation time7 6hile

ne'ati&e occurrences mi'ht entail faulty equipment or strained co6or8er relationships"

;ithin this theoretical frame6or87 :ob satisfaction is a product of both situational factors

and situational occurrences"

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)&1'))N/ !F @!( &/IF&C/I!N

.easurin' :ob satisfaction is difficult7 for it is an abstract personal co'nition that e@ists

only in an indi&idual=s mind" To measure :ob satisfaction7 one must ha&e a conceptual

understandin' of the construct in order to decide 6hat indirect factors to measure" Since

there is no sin'le a'reed upon definition of :ob satisfaction7 and no 6idely accepted

theory to e@plain it7 it is no surprise that there is also no 'eneral consensus on the best

6ay to measure :ob satisfaction !;anous Q 5a6ler7 *H4(#"

The most basic forms of measurement mi'ht include an inter&ie67 a sin'le+item measure7

or a 6or8place obser&ation ho6e&er7 most researchers opt for a more ob:ecti&e and in+

depth sur&ey instrument !Spector7 *HH4#" uestionnaires are easily distributed7 ha&e lessroom for bias7 ha&e increased li8elihood of confidentiality7 and require much less time

and money than one+on+one inter&ie6s !Pedha9ur Q Schmel8in7 *HH*#" Job satisfaction

questionnaires also can e@amine any number of facets that ha&e hypothesi9ed impact on

 :ob satisfaction7 althou'h the lac8 of common a'reement 6ith definition and theory can

 present challen'es 6hen 6ei'htin' each facet and interpretin' the results !E&ans7 *HDH#"

The most 6idely cited sur&ey instruments found in the literature include /he @o%

atisfaction urvey 2@3B the @o% Descriptive IndeA 2@DI3 and the innesota

atisfaction uestionnaire 23.

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/H) @!( &/IF&C/I!N 1')5

The Job Satisfaction Sur&ey 6as de&eloped by Paul E" Spector to assess employee

attitudes about the :ob and aspects of the :ob" The JSS is a D item questionnaire that

tar'ets nine separate facets of :ob satisfaction" Those facets include pay7 promotion7

 benefits7 super&ision7 contin'ent re6ards7 operatin' procedures7 co6or8ers7 nature of 

6or87 and communication" Each of these facets is assessed 6ith four items7 and a total

score is computed from all D items" Responses to each question ran'e from stron'ly

disa'ree to stron'ly a'ree7 and questions are 6ritten in both directions"

@!( D)C'IP/I) IND)

The Job >escripti&e Inde@ !J>I# 6as first discussed in Smith7 1endall7 and 0uline.euse7 *HG, Uedec87 *HG4#" In fact7 more than *(7))) research

studies are currently archi&ed by the J>I Research $roup"

3,

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INN)!/& &/IF&C/I!N 1)/I!NN&I')

>e&eloped in *HD4 by ;eiss7 >a6is7 En'land7 Q 5ofquist7 the  Minnesota Satisfaction

Questionnaire !.S# has become a 6idely used instrument to e&aluate :ob satisfaction"

Three forms of the .S ha&e been de&eloped7 t6o *))+item lon' forms !*H44 &ersion

and *HD4 &ersion# and a ()+item short form" The .S is desi'ned to measure specific

aspects of an employee

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Thus7 the *HD4 &ersion is recommended for prediction studies or for comparisons 6ithin

or'ani9ations 6here normati&e data is unnecessary !%ocational Psycholo'y Research7

())(#"

D)/)'IN&N/ !F @!( &/IF&C/I!N

re&ie6 of the literature sho6s that numerous &ariables ha&e been in&esti'ated in their 

relationship to :ob satisfaction" These &ariables include demo'raphic data !e"'" a'e7

'ender7 and race#7 intrinsic features of the :ob !e"'" reco'nition7 ad&ancement7 and

responsibility#7 and e@trinsic &ariables !e"'" salary7 super&ision7 and 6or8in' conditions#"

D)!0'&PHIC &'I&(4)

&ge

Research has often focused on a'e as a factor influencin' :ob satisfaction" &ailable

literature is some6hat inconclusi&e ho6e&er7 6ith some studies sho6in' no si'nificant

impact !.iller7 *HG,- Bro6n7 *HHG#7 some sho6in' a 'radual linear increase of 

satisfaction as a'e increases !0ulin7 *HD ;ea&er7 *HG) nderson7 0ohenshil Q Bro6n7

*HG3 Sutter7 *HH3#7 and some su''estin' that satisfaction is cur&ilinear and chan'es

throu'hout the lifespan of the employee !0ert9ber' et" al"7 *H,4#" $enerally spea8in'7 :ob

satisfaction tends to increase 'radually 6ith a'e !Spector7 *HH4#" 0ert9ber' et" al7 !*H,4#

attributes this trend to the fact that :ob e@pectations tend to become more realistic as

employees a'e and mature"

This pattern may chan'e to sho6 a relati&e decline in satisfaction after a'e ,, !Je6el7

*HH)#7 but this may be lin8ed to the decreased physical ener'y and enthusiasm that may

accompany the a'in' process"

Still7 many studies fail to sho6 this late+career :ob satisfaction drop+off7 and uinn7

Staines7 and .cCullou'h !*H43# reported that older 6or8ers remain satisfied because of 

 promotions and acquirin' more desirable positions 6ithin or'ani9ations" Others :ustify

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the findin's by notin' that people chan'e :obs D+4 times in a lifetime7 and as people 'et

older7 they become more a6are of their needs and ma8e better choices" This

incon'ruence of literature is li8ely due to situational :ob &ariances7 and Ueit9 !*HH)#

supported this lo'ic by demonstratin' si'nificant differences bet6een satisfaction le&els

of federal employees based on their positions as elite professionals7 non+elite

 professionals7 and non+professionals"

0ender

$ender has also recei&ed a 'reat deal of attention in :ob satisfaction studies7 but a'ain the

research is inconclusi&e" In *HH47 Thompson and .cNamara re&ie6ed all :ob satisfaction

studies published in the Educational dministration uarterly o&er the past si@ years and

sho6ed no si'nificant difference bet6een male and female satisfaction le&els" Other studies that ha&e sho6n no si'nificant difference bet6een 'ender and :ob satisfaction

le&els include Barbash !*H4D#7 >=rcy7 Syrotui87 Q Siddique !*HG3#7 and Iiacqua et" al"

!*HH,#" Smith7 Smit97 and 0oy7 !*HHG# arri&ed at similar insi'nificant findin's until they

compared the 'ender of the employee to the 'ender of the employer"

They found that 6omen 6ere more si'nificantly more satisfied than men in small

companies 6ith female super&ision7 6hile males 6ere si'nificantly more satisfied in

lar'er companies 6ith male super&isors"

Studies su''estin' that 'ender does affect :ob satisfaction are a&ailable7 and data can be

found to su''est that either men are more satisfied !5oc8e7 2it9patric8 Q ;hite7 *HG

Blac8 Q 0olden7 *HHG7 ;ea&er7 *H44# or that 6omen are 'enerally more satisfied

!1ramen+1ahn Q 0ansen7 *HHG7 Chapman Q 5o6er7 *HG(#" The inconsistencies7

accordin' to $runeber' !*H4H#7 are closely lin8ed to differences amon' e@pectations7

respect7 promotional prospects7 salary7 social interactions7 and copin' strate'ies of malesand females and the :obs they often hold"

Others su''est that men are more satisfied 6ith their :obs than 6omen because of 

unequal treatments in the 6or8place7 and that under equal 6or8 conditions 6omen are

more satisfied 6ith their :obs than men"

3G

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'ace

Race has also been in&esti'ated in :ob satisfaction studies7 and once a'ain7 data is

inconclusi&e" Brush7 .och7 and Pooyan !*HG4# found no si'nificant racial differences

6hen comparin' fifteen :ob satisfaction studies ho6e&er7 ;ea&er !*HG)# reports that

non+6hites are consistently less satisfied than Caucasian employees" Some researchers

a'ree that a racial difference does e@ist7 but that 6hites are more satisfied 6ith their :obs

 primarily because of unequal treatment in the 6or8place"

Re'ardless of the specific demo'raphic &ariable7 be it a'e7 'ender7 or race7 5andy and

Trumbo !*HG)# su''est that :ob satisfaction &ariances may e@ist7 but they are &ery small

!(+, percent#" ;ea&er !*H4G# a'rees7 and 'oes on to say that any differences that do e@ist

seem to disappear 6hen factors such as education7 salary7 and status are controlled"

alary

.any researchers ha&e identified salary as a fundamental &ariable in the study of :ob

satisfaction !.iller7 *HG, >erlin and Schnieder7 *HH3 Solly and 0ohenshil7 *HGD#

2urthermore7 the relationship bet6een salary and :ob satisfaction has been addressed by

&irtually all :ob satisfaction studies in the last G) years"

lthou'h the earliest research su''ested that salary 6as not a si'nificant predictor of :ob

satisfaction !0oppoc87 *H, 0ert9ber'7 .ausner7 Peterson and Cap6ell7 *H,4#7 later 

studies be'an to su''est that salary 6as a factor up to a certain point in an employee=s

career !0ert9ber'7 *HDD#" By the *H4)=s7 salary 6as bein' &ie6ed as a more si'nificant

factor in :ob satisfaction7 and in studies such as the one conducted by >yer and Theriault

!*H4D# salary 6as found to be the most si'nificant factor in determinin' :ob satisfaction"

Other researchers of the *H4)=s also spo8e to the si'nificant relationship bet6een salary

and satisfaction7 but they ar'ued that althou'h lo6 salary 6as a cause of dissatisfaction7

hi'h salary 6as not necessarily related to satisfaction !5a6ler7 *H4*#"

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.ore recent studies ha&e 'enerally sho6n a positi&e relationship bet6een pay and :ob

satisfaction !5ucas et" al7 *HH) 5ee and ;ilbur7 *HG, Rhodes7 *HG 1anun'o7 *HG(#7

 but the relationship seems to be lin8ed more to perceptions of equity and fairness than

actual dollar amount !0ulin and Smith7 *HD, Spector7 *HH4#" Social comparison appears

to be a 8ey factor 6hen loo8in' at the relationship bet6een satisfaction and salary7 but

employee e@pectations are also fundamental" ccordin' to dams !*HD,#7 employees

must feel that there is an equitable balance bet6een the amount of 6or8 performed and

the compensation recei&ed"

In other 6ords7 if a 6or8er feels that the compensation is either too lar'e or too small for 

the amount of 6or8 performed7 dissatisfaction may occur"

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RURAL VS. URBAN WORK SITE

In urban areas 6or8ers often ha&e more :ob opportunities7 better schools7 more public

transportation7 better salary7 hi'her presti'e7 and 'reater opportunities for spousal

employment" Perhaps it is these factors that e@plained rnold7 See8ins7 Q Nelson=s

!*HH4# and 2inley=s !*HH*# findin's that sho6ed hi'her le&els of :ob satisfaction in urban

educational professionals 6hen compared to those in rural settin's" On the other hand7

rural settin's and smaller communities can pro&ide family+oriented settin's7 lo6er crime

rates7 recreational access and o&erall enhanced quality of life" T6o of the most

commonly mentioned disad&anta'es to rural settin's ha&e been professional isolation and

lac8 of opportunity for professional de&elopment" 0o6e&er7 recent ad&ancements in

telecommunications and interacti&e net6or8in' throu'h the Internet may decrease

feelin's of isolation and impro&e rural :ob satisfaction le&els in the future"

Interpersonal Factors

;ithin the conte@t of :ob satisfaction research7 interpersonal relationships are the

elements that ma8e up the social and support net6or8 of the employee" These elements

include the relationship 6ith one=s super&isor7 the social interaction 6ith co+6or8ers7 and

e&en the interactions 6ith clients andor customers" ccordin' to Bro6n !*HHG#7

employee super&ision and interaction ha&e been found to be the t6o most si'nificant

interpersonal factors 6hen loo8in' at :ob satisfaction"

The importance of co+6or8er social support has been in&esti'ated for decades" s far 

 bac8 as the 0a6thorne Studies of the *H()=s7 research has sho6n that 6or8ers 6ho

 belon' to a social 'roup and ha&e friendships on the :ob tend to be more satisfied

!.aynard7 *HGD#" .aynard su''ests further that employees 6ho lac8 social support at

6or8 e@perience more stress7 ha&e less copin' techniques7 and are 'enerally less

satisfied" 2ello6 employees can satisfy many social needs7 and sympathetic and

supporti&e co+6or8ers can increase :ob satisfaction !$reen7 ()))#" Co+6or8ers are also

&ital for e&aluatin' the equity and fairness of ones pay and 6or8 requirements7 and social

,*

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needs studies ha&e sho6n that co+6or8er :ob satisfaction can influence one=s o6n :ob

satisfaction !Bro6n7 *HHG#"

The nature of super&ision pro&ided can also ha&e a si'nificant impact on :ob satisfaction"

Studies ha&e sho6n that employees 6ho ha&e positi&e interactions 6ith super&isors are

'enerally more satisfied at 6or8 !Bruce and Blac8burn7 *HH( %room7 *HG(#" Positi&e

interactions tend to include constructi&e feedbac87 effecti&e communication7 and a focus

on quality rather than quantity !Schroffel7 *HHH#" Positi&e super&isory relationships are

also those that treat the employees 6ith respect7 those that promote staff cohesion but

allo6 for indi&idual thin8in'7 and those that fulfill employee=s functional and

interpersonal needs !5oc8e7 *H4)#" Super&ision is a comple@ &ariable ho6e&er7 and it is

unrealistic to assume that :ob satisfaction can be 'uaranteed as lon' as super&isors

interact positi&ely 6ith their employees" Indi&idual personality characteristics may7 for 

e@ample7 affect the employee=s needs and mana'ement e@pectations"

2or e@ample7 Schroffel !*HHH# su''ests that employees 6ho ha&e more e@perience desire

less super&ision and employees 6ith less e@perience prefer more super&ision" lso7

studies ha&e sho6n that or'ani9ational settin' can affect the employee=s desired

super&isory relationship" In chaotic7 ambi'uous7 or other6ise unstructured :ob settin's7

employees tend to prefer more structured super&ision" Con&ersely7 in :obs 6here tas8s are

clearly defined and 6or8ers are 6ell trained7 a less structured super&isory style is

 preferred !0ouse and .itchell7 *H43#"

Intrinsic factors

;or8 is unquestionably an intrinsic part of peoples= li&es" ?It is often our source of 

identity and at times our reason for bein'A !Bruce and Blac8burn7 *HH(7 p" 3#" side fromdecent pay7 economic security7 and other e@trinsic and tan'ible re6ards of employment7

the intrinsic aspects of 6or8 are also rele&ant to the study of :ob satisfaction" Intrinsic

factors are employees< affecti&e reactions to the :ob7 such as their satisfaction 6ith the

freedom they ha&e to choose their o6n methods of 6or8in'7 the reco'nition that they

recei&e for 'ood 6or87 and the opportunity they ha&e to use their ability"

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Intrinsic factors may also include percei&ed respect and responsibility7 tas8 &ariety7 and

meanin'ful 6or8" These personally re6ardin' intrinsic factors ha&e demonstrated a

si'nificant impact on :ob satisfaction in many studies !0ert9ber' et"al"7 *H,4 O=>riscoll

Q Randall7 *HHH7 5oc8e7 *H4D7 %alentine7 %alentine Q >ic87 *HGG#" >odd+.cCue and

;ri'ht !*HHD# found that :ob satisfaction is enhanced by the &alue placed on one

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RELATIONSHIP AND PRACTICAL IMPLICATIONS

Job Satisfaction can be an important indicator of ho6 employees feel about their :obs and

a predictor of 6or8 beha&iours such as or'ani9ational citi9enship7 absenteeism7 andturno&er" 2urther7 :ob satisfaction can partially mediate the relationship of personality

&ariables and de&iant 6or8 beha&iors"

One common research findin' is that :ob satisfaction is correlated 6ith life satisfaction"

This correlation is reciprocal7 meanin' people 6ho are satisfied 6ith life tend to be

satisfied 6ith their :ob and people 6ho are satisfied 6ith their :ob tend to be satisfied

6ith life" 0o6e&er7 some research has found that :ob satisfaction is not si'nificantly

related to life satisfaction 6hen other &ariables such as non+6or8 satisfaction and core

self+e&aluations are ta8en into account"

n important findin' for or'ani9ations to note is that :ob satisfaction has a rather tenuous

correlation to producti&ity on the :ob" This is a &ital piece of information to researchers

and businesses7 as the idea that satisfaction and :ob performance are directly related to

one another is often cited in the media and in some non+academic mana'ement literature"

recent meta+analysis found an a&era'e uncorrected correlation bet6een :ob satisfaction

and producti&ity to be r"*G the a&era'e true correlation7 corrected for research artifacts

and unreliability7 6as r")"

2urther7 the meta+analysis found that the relationship bet6een satisfaction and

 performance can be moderated by :ob comple@ity7 such that for hi'h+comple@ity :obs the

correlation bet6een satisfaction and performance is hi'her !V",(# than for :obs of lo6 to

moderate comple@ity !V"(H#" In short7 the relationship of satisfaction to producti&ity is

not necessarily strai'htfor6ard and can be influenced by a number of other 6or8+relatedconstructs7 and the notion that a happy 6or8er is a producti&e 6or8er should not be the

foundation of or'ani9ational decision+ma8in'"

;ith re'ard to :ob performance7 employee personality may be more important than :ob

satisfaction" The lin8 bet6een :ob satisfaction and performance is thou'ht to be a

,3

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spurious relationship instead7 both satisfaction and performance are the result of 

 personality"

 Job satisfaction7 a 6or8er

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IMPORTANCE TO WORKER AND ORGANIZATION

2requently7 6or8 underlies self+esteem and identity 6hile unemployment lo6ers self+

6orth and produces an@iety" t the same time7 monotonous :obs can erode a 6or8er

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CREATING JOB SATISFACTION

So7 ho6 is :ob satisfaction createdM ;hat are the elements of a :ob that create :ob

satisfactionM Or'ani9ations can help to create :ob satisfaction by puttin' systems in place

that 6ill ensure that 6or8ers are challen'ed and then re6arded for bein' successful"

Or'ani9ations that aspire to creatin' a 6or8 en&ironment that enhances :ob satisfaction

need to incorporate the follo6in'-

2le@ible 6or8 arran'ements7 possibly includin' telecommutin'

Trainin' and other professional 'ro6th opportunities

Interestin' 6or8 that offers &ariety and challen'e and allo6s the 6or8er 

opportunities to put his or her si'nature on the finished product

Opportunities to use one

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Probably the most important point to bear in mind 6hen considerin' :ob satisfaction is

that there are many factors that affect :ob satisfaction and that 6hat ma8es 6or8ers happy

6ith their :obs &aries from one 6or8er to another and from day to day" part from the

factors mentioned abo&e7 :ob satisfaction is also influenced by the employee

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Of course7 a 6or8er 6ho ta8es some responsibility for his or her :ob satisfaction 6ill

 probably find many more satisfyin' elements in the 6or8 en&ironment" E&erett !*HH,#

su''ests that employees as8 themsel&es the follo6in' questions-

;hen ha&e I come closest to e@pressin' my full potential in a 6or8 situationM

;hat did it loo8 li8eM

;hat aspects of the 6or8place 6ere most supporti&eM

;hat aspects of the 6or8 itself 6ere most satisfyin'M

;hat did I learn from that e@perience that could be applied to the present

situationM

#!'E)' '!4) IN @!( &/IF&C/I!N

If :ob satisfaction is a 6or8er benefit7 surely the 6or8er must be able to contribute to his

or her o6n satisfaction and 6ell+bein' on the :ob" The follo6in' su''estions can help a

6or8er find personal :ob satisfaction-

See8 opportunities to demonstrate s8ills and talents" This often leads to more

challen'in' 6or8 and 'reater responsibilities7 6ith attendant increases in pay and

other reco'nition"

>e&elop e@cellent communication s8ills" Employers &alue and re6ard e@cellent

readin'7 listenin'7 6ritin'7 and spea8in' s8ills"

1no6 more" cquire ne6 :ob+related 8no6led'e that helps you to perform tas8s

more efficiently and effecti&ely" This 6ill relie&e boredom and often 'ets one

noticed"

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>emonstrate creati&ity and initiati&e" ualities li8e these are &alued by most

or'ani9ations and often result in reco'nition as 6ell as in increased

responsibilities and re6ards"

>e&elop team6or8 and people s8ills" lar'e part of :ob success is the ability to

6or8 6ell 6ith others to 'et the :ob done"

ccept the di&ersity in people" ccept people 6ith their differences and their 

imperfections and learn ho6 to 'i&e and recei&e criticism constructi&ely"

See the &alue in your 6or8" ppreciatin' the si'nificance of 6hat one does can

lead to satisfaction 6ith the 6or8 itself" This helps to 'i&e meanin' to one

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6ith her :ob !p" H*#" %ery simply put7 if the pleasures associated 6ith one

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Chapter III-Industry Profile

D(

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Education is the base for economic 'ro6th as 6ell as social transformation for any

country" mon' all the 8ey indicators of socio+economic de&elopment li8e economyecember *7 ()*)#

Institution ty 2in no.3

Central /ni&ersity (,

State /ni&ersity (*

Institutions established throu'h State 5e'islation ,

>eemed /ni&ersity *))

D

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Institutes of National Importance *

>e'ree+'rantin' En'ineerin' Colle'e *7,((

Polytechnic *7(33

Prominent Institutions

There are a number of Indian uni&ersitiescolle'esinstitutions that ha&e crafted its name

in the 6orld of education throu'h its quality of education and infrastructure" .any of 

those ha&e 6on a6ards" Some of the prominent institutions that ha&e 6on a6ards are

listed belo6-

#orlds /op +;; 1niversities 2/imes Higher )ducation3

  Indian Institute of Technolo'y

  Indian Institutes of .ana'ement

  Ja6aharlal Nehru /ni&ersity

/op +; cience and /echnology chools in &sia 2&siawee$3

  Indian Institutes of Technolo'y

  Birla Institute of Technolo'y and Science

0lo%al (& 'an$ing 2Financial /imesB 4ondon3

  Indian School of Business7 0yderabad !*,th#

edical 'esearch and /reatment

  ll India Institute of .edical Sciences !II.S#

a=or Players

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  There are a number of ma:or players in the education industry in India"

  )ducomp olutions

It is India

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NII/ 4imited

 NIIT 5imited is the lar'est trainin' company in India" The top+line and the bottom+line of 

the company are e@pected to 'ro6 at C$Rs of (*",K and D"3K respecti&ely from

2())4 to 2()*) !Estimated#"

2eatures of NIIT 5imited-

  0a&e strate'ic initiati&e to shift to a e&elopment Corporation<

  Scalability of ne6 businesses

  Stron' hold in domestic IT trainin' mar8et in India

I/ /raining Institutes

IT has brou'ht a ma:or 'ro6th in the Indian education industry" It has also 'i&en India the

much needed &isibility and reco'nition in the 'lobal mar8et" The o&er6helmin' successof the Indian soft6are industry has also helped India to build a stron' economy" nd for 

all these7 the IT trainin' industry played a ma:or role"

The re&enue 'enerated by the Indian IT trainin' industry durin' 2())4 6as (7*,

crore7 comparin' to *73, crore in 2())D" The 3DK 'ro6th rate in ())4 6as much

hi'her than the 'ro6th rate of ())D !*3K#" Thou'h after the dot com bust7 the industry

started de+'ro6in' at a C$R of about (3K durin' 2())*+)3" The re&enue in 2())3

6as also less than 3,K of the re&enue

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Company 2()*) Re&enues !in crore# 2())H Re&enues !in crore#

 NIIT 4H, 3,)

ptech *H) *(*

Jet8in' Infotrain G4 D

Siemens 33 3

C.S Computers ( *,

S5 Star *, *D

.C *H ,

 Ne6 0ori9on *G 3

Educomp , (G

)ducation 

Education encompasses teachin' and learnin' specific s8ills7 and also somethin' less

tan'ible but more profound- the impartin' of 8no6led'e7 positi&e :ud'ment and 6ell+

de&eloped 6isdom" Education has as one of its fundamental aspects the impartin' of 

culture from 'eneration to 'eneration !see sociali9ation#" Education means to dra6 out7

facilitatin' reali9ation of self+potential and latent talents of an indi&idual" It is an

application of peda'o'y7 a body of theoretical and applied research relatin' to teachin'

and learnin' and dra6s on many disciplines such as psycholo'y7 philosophy7 computer 

science7 lin'uistics7 neuroscience7 sociolo'y and anthropolo'y" Education is not a process

of pourin' in some 8no6led'e in to an indi&idual" It is a process of acquirin'" It is a

 perfection from the perfection" Education is the manifestation of perfection already

e@istin' in man"

The education of an indi&idual human be'ins at birth and continues throu'hout life"

!Some belie&e that education be'ins e&en before birth7 as e&idenced by some parents

 playin' music or readin' to the baby in the 6omb in the hope it 6ill influence the childs

de&elopment"# 2or some7 the stru''les and triumphs of daily life pro&ide far more

instruction than does formal schoolin' !thus .ar8 T6ains admonition to ne&er let school

interfere 6ith your education#" 2amily members may ha&e a profound educational effect

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 W often more profound than they reali9e W thou'h family teachin' may function &ery

informally"

The Indian education industry is poised for 'ro6th" This sector is chan'in' rapidly 6ith

more pri&ate players enterin' the field" The 'o&ernment is also ta8in' many measures toimpro&e the quality of education in India" This industry is 'oin' to achie&e its pea8 as the

idea of business &ia education catches up"

 

2ifty percent of India

8/17/2019 mankotia

69/105

and s8illed professionals in this area" Thus7 en'ineerin' and medical colle'es are 'oin' to

 be in demand" The demand for mana'ement education is also risin'" .any international

mana'ement institutes are creatin' ties 6ith Indian colle'es or settin' up their o6n

centers in India"

 

Speciali9ed courses7 such as aeronautics and biotechnolo'y7 are also popular" There is

immense scope in India for uni&ersities offerin' speciali9ed courses and research

 potential" The RQ> sector requires more e@pertise and quality professionals to cater to its

desi'n and needs"

 

.any forei'n uni&ersities operate &ia the t6innin' mode as of no6" This essentially

means the collaboratin' institution can offer the curriculum of the other uni&ersity in its

first half" These students thus 'ain credits7 6hich are transferable to the forei'n

uni&ersity" This helps the students choose from an array of sub:ects and also complete a

year in India itself" Thus7 these pro'rammes are successful and present a 'ood

opportunity for in&estment"

 

E+learnin' and >istance learnin' pro'rammes are also 'ainin' popularity" .any students

and 6or8in' professionals are ta8in' these courses to 'et a quality education" The

dra6in' factors for these pro'rammes are the 6orld+class curric