TABLE OF CONTENT

Sr. No. Content Page No.

1 JOB SATISFACTION
2 OBJECTIVES OF STUDY
3 RESEARCH METHODOLOGY
4 COMPANY PROFILE
5 SCOPE OF JOB SATISFACTION
6 DATA ANALYSIS AND

INTERPRETATION
7 SUGGESTION AND

RECOMMENDATION
8 LIMITATION OF STUDY
9 BIBLIOGRAPHY
10 ANNEXURES

EXECUTIVE SUMMARY
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of one’s relationship with their

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supervisor, quality of physical environment in which they work, degree of fulfillment in
their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude
towards job has been defined variously from time to time. In short job satisfaction is a
person’s attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many
specific likes and dislikes experienced in connection with the job- their evaluation may
rest largely upon one’s success or failure in the achievement of personal objective and
upon perceived combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employee’s

feelings in four important areas. These are:

1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.
2. Management- supervisory treatment, participation, rewards and punishments,
praises and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

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worker morale. Job satisfaction is also linked with a healthier work force and has been
found to be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of
feeling have being accepted by and belonging to a group of employees through adherence
to common goals and confidence in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more an individual state
of mind.

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them

are taken from the book of D.M. Pestonjee “Motivation and Job
Satisfaction” which are given below:
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Job satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of one’s job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific
attitudes in three areas namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job
Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold

towards the job, towards the related factors and towards the life in general.
Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am
satisfied with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a

whole is satisfying his various needs
Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting

from appraisal of one’s job or job experiences.
Locke

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HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He
revived 35 studies on job satisfaction conducted prior to 1933 and observes
that Job satisfaction is combination of psychological, physiological and
environmental circumstances. That causes a person to say. “I m satisfied
with my job”. Such a description indicate the variety of variables that
influence the satisfaction of the individual but tell us nothing about the
nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953)
considers Job satisfaction as dependent upon job content, identification with
the co., financial & job status & priding group cohesiveness

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

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This finding provided strong evidence that people work for purposes other
than pay, which paved the way for researchers to investigate other factors in
job satisfaction.

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

study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles
of Scientific Management, argued that there was a single best way to
perform any given work task. This book contributed to a change in industrial
production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.

IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about

their job and a predictor of work behavior such as organizational,
citizenship, Absenteeism, Turnover.

 Job satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

 Common research finding is that job satisfaction is correlated with life

style.
This correlation is reciprocal meaning the people who are satisfied
with the life tends to be satisfied with their jobs and the people who
are satisfied their jobs tends to satisfied with their life.

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  This is vital piece of information that is job satisfaction and job
performance is directly related to one another. Thus it can be said that,
“A happy worker is a productive worker.”

 It gives clear evidence that dissatisfied employees skip work more

often and more like to resign and satisfied worker likely to work
longer with the organization.

IMPORTANCE TO WORKER AND

ORGANIZATION

Job satisfaction and occupational success are major factors in personal

satisfaction, self-respect, self-esteem, and self-development. To the worker,
job satisfaction brings a pleasurable emotional state that can often leads to a
positive work attitude. A satisfied worker is more likely to be creative,
flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work
force that is motivated and committed to high quality performance.
Increased productivity- the quantity and quality of output per hour worked-
seems to be a byproduct of improved quality of working life. It is important
to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent.
However, studies dating back to Herzberg’s (1957) have shown at
least low correlation between high morale and high productivity and it does
seem logical that more satisfied workers will tend to add more value to an
organization.
Unhappy employees, who are motivated by fear of loss of job, will not
give 100 percent of their effort for very long. Though fear is a powerful

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motivator, it is also a temporary one, and also as soon as the threat is lifted
performance will decline.
Job satisfaction benefits the organization includes reduction in
complaints and grievances, absenteeism, turnover, and termination; as well
as improved punctuality and worker morale. Job satisfaction is also linked
with a healthier work force and has been found to be a good indicator of
longevity.

Although only little correlation has been found between job

satisfaction and productivity, Brown (1996) notes that some employers have
found that satisfying or delighting employees is a prerequisite to satisfying
or delighting customers, thus protecting the “bottom line”.

WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to

contribute to his or her own satisfaction and well being on the job. The
following suggestions can help a worker find personal job satisfaction: Seek
opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay
and other recognition.
Develop excellent communication skills. Employer’s value and rewards
excellent reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform
tasks more efficiently and effectively. This will relive boredom and often
gets one noticed.

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Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased
responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the
ability to work well with others to get the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does
can lead to satisfaction with the work itself. This help to give meaning to
one’s existence, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there
are six major components of job satisfaction. These are as under:

 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he
identifies himself
 The nature of work in relation to abilities, interest and preparation
of worker

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  Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150
studies and listed various job factors of job satisfaction. These are briefly
defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be
constant for the work regardless of where the work was performed.

2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job
satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not
necessary a part of the work. Hours are included this factor because it is
primarily a function of organization, affecting the individuals comfort
and convenience in much the same way as other physical working
conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory
remuneration for work done.

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5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of
betterment of economic position, organizational status or professional
experience.
6. Security
It is defined to include that feature of job situation, which leads to
assurance for continued employment, either within the same company or
within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a
function of organizational administration and policy. It also involves the
relationship of employee with all company superiors above level of
immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those
employees at same or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any
direction within the organization. Terms such as information of
employee’s status, information on new developments, information on
company line of authority, suggestion system, etc, are used in literature to
represent this factor.
10.Benefits
It includes those special phases of company policy, which attempts to
prepare the worker for emergencies, illness, old age, also. Company
allowances for holidays, leaves and vacations are included within this
factor.

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REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or

obligation.
If there will be low job satisfaction among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of
organization.

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 J
o High B
b

s
a
t
i
s
f
a
c
t low
i A
n
low High

Rate of turn over and absences

Perceived personal job inputs

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between job

satisfaction and rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is
low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry

relative to the rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that
company have shorter tenure than those of other companies.

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INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one
recent study even found that if college students majors coinsided with their
job , this relationship will predicted subsequent job satisfaction. However,
the main influences can be summerised along with the dimentions identified
above.

The work itself

The concept of work itself is a major source of satisfaction. For example,
research related to the job charactoristics approach to job design, shows that
feedback from job itself and autonomy are two of the major job related
motivational factors. Some of the most important ingridents of a satisfying
job uncovered by survey include intersting and challenging work, work that
is not boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a significant, but complex,
multidimentional factor in job satisfaction. Money not only helps people
attain their basic needs butevel need satisfaction. Employees often see pay as
a reflection of how managemnet view their conrtibution to the organization.
Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of
benefits they prefer within a total package, called a flexible benefit plan,
there is a significant increase in both benefit satisfaction and overall job
satisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. This is because of promotion take number of different forms.
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WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is

necessarily good worker. In other words, if management could keep the
entire worker’s happy”, good performance would automatically fallow.
There are two propositions concerning the satisfaction performance
relation ship. The first proposition, which is based on traditional view, is
that satisfaction is the effect rather than the cause of performance. This
proposition says that efforts in a job leads to rewards, which results in a
certain level of satisfaction .in another proposition, both satisfaction and
performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction
affects employee turn over, and consequently organization can gain from
lower turn over in terms of lower hiring and training costs. Also research
has shown an inverse relation between job satisfaction and absenteeism.
When job satisfaction is high there would be low absenteeism, but when
job satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance

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However, the two concepts are interrelated in that job satisfaction can
contribute to morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the
individual’s attitude towards the situation. The factors that determine
whether individual is adequately satisfied with the job differs from those that
determine whether he or she is motivated. the level of job satisfaction is
largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of
reward and their dependence on performance. The result of high job
satisfaction is increased commitment to the organization, which may or may
not result in better performance.
A wide range of factors affects an individual’s level of satisfaction. While
organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by the
organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their jobs,
supervisors, and the factors related to the job will probably be loyal and
devoted. People will work harder and derive satisfaction if they are given the
freedom to make their own decisions.

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MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given
below:

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick
Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

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MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training Perceived personal
Efforts job inputs
Age Fig.no. 1 Curve
Seniority showing Perceived
Education amount that
Co loyalty should be
Past received (a)
performance

Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model
is applicable to understand what determines a person’s satisfaction with any
facet of job.
According to this model actual outcome level plays a key role in a person’s
perception of what rewards he recieves. His perception influenced by his
perception of what his referent others recieves.

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

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is

a very general theory that suggests that people have innate dispositions that
cause them to have tendencies toward a certain level of satisfaction,
regardless of one’s job. This approach became a notable explanation of job
satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs. Research also indicates that identical twins
have similar levels of job satisfaction.

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A significant model that narrowed the scope of the Dispositional Theory was
the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998.
Judge argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus
of control, and neuroticism. This model states that higher levels of self-
esteem (the value one places on his self) and general self-efficacy (the belief
in one’s own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as
opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE

THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace.
This theory states that satisfaction and dissatisfaction are driven by different
factors – motivation and hygiene factors, respectively. Motivating factors are
those aspects of the job that make people want to perform, and provide
people with satisfaction. These motivating factors are considered to be
intrinsic to the job, or the work carried out.Motivating factors include
aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have
been unable to reliably empirically prove the model, with Hackman &
Oldham suggesting that Hertzberg's original formulation of the model may
have been a methodological artifactFurthermore, the theory does not
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consider individual differences, conversely predicting all employees will
react in an identical manner to changes in motivating/hygiene factors..
Finally, the model has been criticised in that it does not specify how
motivating/hygiene factors are to be measured]

JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is

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

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 MODERN METHOD OF MEASURING JOB
SATISFACTION
In this method of measuring job satisfaction the comparision between
various orgnizational terms and conditions at managerial level and also the
orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT
POLICIES OF THE ORGANIZATION:
1. Management has a clear path for employee’s advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance

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4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse
scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

RATING SCALE
It is one of the most common methods of measuring job satisfaction. The
popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture
of pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.

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 Porter Need Identification Questionnaires: It is used only for
management personnel and revolves around the problems and challenges
faced by managers.

CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of
measuring Job satisfaction. It involves asking employees to described
incidents on job when they were particularly satisfied or dissatisfied. Then
the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of

job attitudes. The main advantage in this method is that additional
information or clarifications can be obtained promptly.

ACTION TENDENCIES

By this method, Job satisfaction can be measured by asking questions and

gathering information on how they feel like behaving with respect to
certain aspects of their jobs. This method provides employees more
opportunity to express their in-depth feeling.

In his study on American employees, hoppock identified six factors that

contributed to job satisfaction among them. These are as follows:
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 1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.
3. His relative’s status in the social & economic group with which he
identifies himself.

4. The nature of work in relation to the abilities, interest &

preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between
employees & management in conflct.they are concern with Job satisfaction
or general job attitudes with the employees.

Philip apple white has listed the five major components of Job satisfaction
.as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of
mind about the work itself and about the life in general .the individual’s
health, age, level of aspiration. Social status and political & social activities
can all contribute to the Job satisfaction. A person’s attitude toward his or
her job may be positive or negative.

JOB ENLARGEMENT
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The concept of job enlargement originated after World War II. It is simply
the organizing of the work so as to relate the contents of the job to the
capacity, actual and potential, of workers. Job enlargement is oblivious
forerunner of the concept and philosophy of job design. Stephan offers three
basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and
different tasks to a specialized job. It may widen the number of task the
employee must do that is, add variety. When additional simple task are
added to a job, the process is called horizontal job enlargement. This also
presumably adds interest to the work and reduces monotony and boredom.

To check harmful effects of specialization, the engineering factors involved

in each individual job must be carefully analyzed. Perhaps, the assembly
lines can be shortened so that there will be more lines and fewer workers on
each line. Moreover, instead of assigning one man to each job and then
allowed to decide for himself how to organize the work. Such changes
permit more social contacts and greater control over the work process.

JOB ROTATION

Job rotation involves periodic assignments of an employee to completely

different sets of job activities. One way to tackle work routine is to use the
job rotation. When an activity is no longer challenging, the employee is
rotated to another job, at the same level that has similar skill requirements.
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 Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice
provides more varieties and gives employees a chance to learn additional
skills. The company also benefits since the workers are qualified to perform
a number of different jobs in the event of an emergency.

CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he
wishes will lend variety to his work. Further if workers are permitted to
change their pace that would give them a sense of accomplishment.

SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may
increase both morale and productivity. Scheduled rest periods bring many
advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.

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OBJECTIVES OF STUDY
 To find that whether the employees are satisfied or not.

 To analyse the company’s working environment.

 To check the Degree of satisfaction of employees.

 To find that they are satisfied with their job profile or not.

 To find that employees are working with their full capabilities or not.

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RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to
the formulated problem and arriving at certain conclusions over the problem
based on collected data.

Thus formulation of the problem is the first and foremost step in the
research process followed by the collection, recording, tabulation and
analysis and drawing the conclusions. The problem formulation starts with
defining the problem or number of problems in the functional area. To detect
the functional area and locate the exact problem is most important part of
any research as the whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting,
organizing and evaluating data: making deductions and reaching
conclusions: and at last carefully testing the conclusions to determine
whether they fit the formulating hypothesis.
Research can be defined as “the manipulation of things, concepts or
symbols for the purpose of generalizing to extend, correct or verify

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knowledge, whether that knowledge aids in construction of theory or in the
practice of an art”
In short, the search for knowledge through objective and systematic
method of finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey

operation. Hence it should be carefully constructed. Structured questionnaire
consist of only fixed alternative questions. Such type of questionnaire is
inexpensive to analysis and easy to administer. All questions are closed
ended.

4.3SAMPLING
It was divided into following parts:

Sampling universe
All the employees are the sampling universe for the research.

Sampling technique
Judgmental sampling
Sample was taken on judgmental basis. The advantage of sampling are that
it is much less costly, quicker and analysis will become easier. Sample size
taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

30
  To study the level of job satisfaction among the employees of SEVA
Automotive Pvt. Ltd. if any.
 To study the methods of measuring job satisfaction of SEVA
Automotive Pvt. Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been
defined and research design chalked out. While deciding the method of data
collection to be used for the study, the researcher should keep in mind two
types of data viz. Primary and secondary data.
Primary Data: -
The primary data are those, which are collected afresh and for the first
time and thus happen to be original in character. The primary data were
collected through well-designed and structured questionnaires based on the
objectives.
Secondary Data:
The secondary data are those, which have already been collected by
someone else and passed through statistical process. The secondary data
required of the research was collected through various newspapers, and
Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction
level of the employees of B.E.O.L., Rewa (m.p.). Limitation for the study,
the study was restricted to B.E.O.L., Rewa only.

31
4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation
5. Conclusions and suggestions

Scope Of The Study

The scope of the study is very vital. Not only the Human Resource
department can use the facts and figures of the study but also the marketing
and sales department can take benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat
they are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting
their efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

32
Some customers have the complaints or facing problems regarding the job.
So the personnel department can use the information to make efforts to
avoid such complaints.

Sample Size :-
Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.

The questionnaire was filled in the office and vital information was collected
which was then subjects to:-

 A pilot survey was conducted before finalizing the questionnaire.

 Data collection was also done with the help of personal observation.
 After completion of survey the data was analysed and conclusion was
drawn.
 At the end all information was compiled to complete the project
report.

33
 INDUSTRY PROFILE

Information Technology (IT) has made possible information access at gigabit

speeds. It has created a level playing field among nations and created has a positive
impact on the lives of millions. Today, a country’s IT potential is paramount for its March
towards global competitiveness, healthy gross domestic product (GDP) and meeting up
the energy and environmental challenges. The Indian IT and Information Technology
enabled Services (ITES) sectors go hand-in-hand in every aspect. The industry has not
only transformed India’s image on the global platform, but also fuelled economic growth
by energizing the higher education sector (especially in engineering and computer
science). The industry has employed almost 10 million Indians and, hence, has
contributed significantly to social transformation in the country.
India is one of the fastest-growing IT services markets in the world. It is also the
world’s largest sourcing destination, accounting for approximately 52 per cent of the
US$ 124–130 billion market. The country’s cost competitiveness in providing IT services
continues to be its USP in the global sourcing market.
India has the potential to build a US$ 100 billion software product industry by 2025,
according to Indian Software Product Industry Roundtable (ISPIRT). The software
products market in India, which includes accounting software and cloud computing-
based telephony services, is expected to grow at 14 per cent in 2014.The Department of
Electronics and Information Technology is coordinating strategic activities, promoting
skill development programmes, enhancing infrastructure capabilities and supporting
research and development (R&D) for India’s leadership position in IT and ITES.
Market Size
Indian IT and ITES industry is divided into four major segments – IT services, business
34
process management (BPM), software products and engineering services, and
hardware. The IT services sector accounted for the largest share of the IT and ITES
industry, with a total market size of US$ 56.3 billion during FY13, followed by BPM
sector (US$ 20.9 billion), and software products and engineering services (US$ 17.9
billion); the market size for hardware was US$ 13.3 billion during FY12.The Indian IT-
BPM industry is expected to add revenues of US$ 13–14 billion to the existing revenues
by FY15, according to National Association of Software and Services Companies
(NASSCOM).
The industry grew at a compound annual growth rate (CAGR) of 13.1 per cent during
FY08–

13.Total exports from the IT-BPM sector (excluding hardware) were estimated at US$ 76
billion during FY13, Export of IT services has been the major contributor, accounting for
57.9 per cent of total IT exports (excluding hardware) in FY13. BPM accounted for 23.5
per cent of total IT exports during the same fiscal. The IT outsourcing sector is expected
to see exports growing by 13–15 per cent during FY15.
The technology industry of India will have a US$ 37 billion of CMO opportunity by 2020,
according to a report titled 'Marketing, Disrupted: Opportunities for the Indian
technology industry' by NASSCOM and Sapient Nitro.

INVESTMENTS;
Indian IT's core competencies and strengths have placed it on the international canvas,
attracting investments from major countries.
According to data released by the Department of Industrial Policy and Promotion (DIPP),
the computer software and hardware sector attracted foreign direct investment (FDI)
worth Rs 59,381.64 crore (US$ 9.89 billion) between April 2000 and February 2014.
Some of the major investments in Indian IT and ITES sector are as follows:
 Tata Consultancy Services (TCS) plans to merge its two units in Japan with
Mitsubishi Corp’s IT subsidiary to create a joint venture (JV) company with a revenue
base of US$ 600 million in the world’s second-largest market for software services.
 Private equity (PE) firm TPG Growth and India's Smile Group will jointly invest

35
US$ 100 million to help internet and e-commerce companies build and scale their
businesses across the Asia–Pacific region and West Asia.
 Synchrony plans to invest US$ 30–35 million on the expansion of its Hyderabad
and Bangalore facilities. “We have decided to expand our presence in India by setting up
facilities in Hyderabad and Bangalore. The idea is to get closer to the bigger talent pool
and clients,” said Mr. Faisal Husain, Founder and Global CEO, Synchrony.
 Bharti Airtel, India's largest telecom operator, has renewed its technology
outsourcing contract with software major IBM for a period of five years.
 Infosys has partnered with telecom company Orange to provide Internet TV to
its customers. Infosys will deliver a portfolio of interactive TV apps on the Orange Live
box Play. The TV apps will be powered by Infosys Digitize Edge, a digital asset and
experience platform for TV operators, media companies, advertisers and content
publishers.

GOVERNMENT INITIATIVES;
The Government of India played a key role with public funding of a large, well trained
pool of engineers and management personnel who could forge the Indian IT industry.
The Central Government and the respective State Governments are expected to
collectively spend US$ 6.4 billion on IT products and services in 2014, an increase of 4.3
per cent over 2013, according to a study by Gartner.
Some of the major initiatives taken by the Government to promote IT and ITES sector in
India are as follows:
 The Government of Bihar has unveiled 20 km free Wi-Fi zone in Patna, the
longest across the planet, making a strong impression on the world's InfoTech map.
 The Government of India has given an in-principle approval for setting up of the
first electronic system design and manufacturing (ESDM) cluster development in
Electronics City, Bangalore. The ESDM project will come up on a 1.16 acre of land at an
investment of approximately Rs 85 crore (US$ 14.16 million).
 More than 20 small and medium enterprises (SMEs) in the IT sector have
recently received land allotment letters from the Government of Punjab to set up their
units with an investment of Rs 500 crore (US$ 83.24 million).
 The Government of India is planning to announce a national policy on cloud
computing, as per Mr. KapilSibal, Minister of Communications and Information
36
Technology.

 The Governments of Maharashtra and Tamil Nadu are in talks with NASSCOM to
set up ‘start-up warehouses’ for incubation of start-ups. The centers are expected to
come up in Mumbai and Chennai and are likely to be operational by December 2014.
Road Ahead
India is the most preferred location for engineering off sharing, according to a
customer poll conducted by Booz and Co. Companies are now off sharing complete
product responsibility. Increased focus on R&D by IT firms in India has resulted in rising
number of patents filed by them.
India’s IT sector is gradually moving from linear models (rising headcount to increase
revenue) to non-linear ones.
In line with this, IT companies in the country are focusing on new models such as
platform-based BPM services and creation of intellectual property.
Tier II and III cities are increasingly gaining traction among IT companies aiming to
establish business in India.
Cheap labour, affordable real estate, favorable government regulations, tax breaks and
special economic zone (SEZ) schemes are facilitating their emergence as new IT
destinations.
Indian insurance companies also plan to spend Rs 12,100 crore (US$ 2.01 billion) on IT
products and services in 2014, a 12 per cent rise over 2013, according to Gartner. This
forecast includes spending by insurers on internal IT (including personnel), software,
hardware, external IT services and telecommunications.
Exchange Rate Used: INR 1 = US$ 0.016 as on May 7, 2014
India is a preferred global destination for information technology (IT) and
information technology enabled services (ITES). The Indian IT-business process
management (BPM) sector is estimated to expand at a compound annual growth rate
(CAGR) of 9.5 per cent to reach US$ 300 billion by 2020. The sector increased at a CAGR
of 25 per cent over 2000–13, 3–4 times higher than global IT-BPM spends. Export of IT
services accounted for 57.9 per cent of total IT exports in FY 13. Banking, financial
services and insurance (BFSI) generated export revenue of around US$ 31 billion during
FY 13, accounting for 41 per cent of total IT-BPM exports from India.
37
Demand from emerging countries is expected to show strong growth going forward. Tax
holidays are also extended to the IT sector for software technology parks of India (STPI)
and special economic zones (SEZs). Further, the country is providing procedural ease
and single window clearance for setting up facilities. The country’s cost competitiveness
in providing IT services, which is approximately 3–4 times cheaper than the US,
continues to be its USP in the global sourcing market. Disruptive technologies present an
entire new gamut of opportunities for IT firms in India. India’s IT sector is gradually
moving from linear models (rising headcount to increase revenue) to non-linear ones. In
line with this, IT companies in India are focusing on new models such as platform-based
BPM services and creation of intellectual property.

38
 Company Profile

SUN SQUARE EDUCATION

The Company attributes its growth to the dedication of the staffs that are
professionals and have a strong will to excel at work. The clinical performance and
catalyst services made the organization as a Hallmark of its own in IT field.
OUR SERVICES
 Class Room Training
 Online Training
 Weekend Classes
 Projects Development
 Workshops
 Distance Education

TRACK RECORD IN A NUTSHELL

 Over 8years’ Experience in IT industry.
 Trained More than a 6000studentssuccessfully placed most of them.
 More than 8years’ experience in Academic ProjectsDevelopment for All
Departments (M.Tech, B.Tech, MCA, MSc, MBADegree &Diploma).
 M.Tech& Ph.d Candidates Only: Journals Publishing,Plagiarism Documentation
Providing.

39
 Executed Number of Placement linked job oriented/ skill development programs
are various sectors of Govt. of AP.

Our Training Highlights

 More than Five Years Industrial Experienced Faculty.
 Regular Job Melas (PLACEMENT ASSISTANCE).
 Campus Recruitment Training(CRT) Programs. 
 Special Interview Breaker Session with Highly experienced Soft Skills Faculty
 Practical exposure to advanced technology.
 Platform to apply theoretical concepts.
 Back and front end programming support
 Training by The industry experts.
 High application oriented training.
COURSES OFFERED
1) M.S Office
2) C,C++
3) Java(Core, Advanced)
4) Tally (ERP 9 With GST)

5) Hardware& Networking
6) Web Designing
7) Oracle 12C
8) Internet Concepts
9) Multimedia
IT COURCES BY THE REAL TIME EXPERTS
1) Linux Shell Scripting
2) Linux Administration
3) Python Scripting
4) Perl Scripting
5) Amazon Web Services
6) Devops
7) Cloud Computing Sales force
8) Hadoop

40
 9) Oracle DBA
10) Advanced Excel
11) Robotic Process Automation (RPA)
12) Bigdata
13) Tablue
14) MSBI, Power BI
15) Digital Marketing

STATE & CENTRAL GOVERNMENT PROJECTS:

SC, ST, BC CORPORATION, ITDA, DRDA (EGMM),MEPMA, DMHO,

MCRHRD, GVMC, VMC, PMKVY, DIS.WELFARE, etc..

SOFT-SKILLS PROGRAMS:
Sun Square Technologies has taken up soft-skills programs to conducting at corporate
Sectors. In that process have tie-ups with eminent Faculty who carved a niche of their
own in dealing with Management topics. In no time, it has conducted soft-skills program
in different PSUs and earned encomiums from every quarters. Some of the important
topics are:
 Emotional Intelligence.

Business Communication.
 Strees Management.
 Time Management.
 Team Building.
 Retention of Employee and Motivational aspects & So on.

OUR CLIENTS
B.TECH & M.TECH
1.Narayana Engineering College, Nellore
2.Narayana Engineering College, Gudur
3.Sri Venkateswara College, Kodavalur, Nellore
4.Quba college of Engineering
5.SKR Engineering College

41
6. Audisankara College of Engineering & Technology, Gudur
7. Visvodaya Institute of Technology & Science
8. Andhra Engineering College, Nellorepalem
9. Sri Raghavendra Institute of Science & Technology, Vinjamur
10.RISE Krishna Sai Prakasam Group of Institutions 
11. RISE Krishna Sai Gandhi Group of Institutions
12. Pace Institute of Technology & Science
13. QIS College of Engineering & Technology
14. Guntur Engineering College, Guntur
15. Chadalawada Ramanamma Engineering College
16. Seshachala Institute of Technology
17.Priyadarsini College of Engineering.
MCA & MSc
17. PBR Vits, Kavali
18. Audisankara College of Engineering & Technology, Gudur
19.Quba college of Engineering
20. Narayana Engineering College, Nellore
21. Narayana Engineering College, Gudur
22. Krishna Chaitanya Degree & PG College.
23.Jagans & S-Chavans PG College.

24.VRIPS
25. Ramakrishna College, Allur
26. St.Marys Degree & PG College.Buchhi.
27.GSR, Buchhi.
28. SV University, Tirupathi.

SUN SQUARE TECHNOLOGIES

NELLORE.
Contact: 8985838512
8179898924.

42
DATA ANALYSIS AND INTERPRETATION
I have been passed up at least once for
a promotion in the past few years.

0% 20%

50%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.

43
44
 I spend parts of my day daydreaming
about a better job.

10% 0%
15%

15% 60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.

45
 I find much of my job repetitive and
boring.

10% 5% 0%
10%

75%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.

46
 I am mentally and/or physically
exhausted at the end of a day at work.

10% 5% 0%

85%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.

47
 I feel that my job has little impact on the
success of the company.

20% 0%

50%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

48
 I have an increasingly bad attitude
toward my job, boss, and employer

20% 0% 20%

60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 20% are neither agree nor
disagree,60% are disagree and rest 20% of employees are strongly disagree.

49
 I am no longer given the resources I
need to successfully do my job.

0% 10%

30%
60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 10% of employees are strongly agree about the point , 30%
of employees are agree on the point, 60% are neither agree nor disagree,0% are
disagree and rest 0% of employees are strongly disagree.

50
 I am not being used to my full
capabilities.

0%
40% 40%

20%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.

51
 I have received no better than "fair"
evaluations recently.

25% 0%
40%

35%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 40% of employees are strongly agree about the point ,
35% of employees are agree on the point, 25% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

52
 I feel as though my boss and employer
have let me down.

0% 10%
35%

55%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point ,
0% of employees are agree on the point, 10% are neither agree nor
disagree,55% are disagree and rest 35% of employees are strongly disagree.

53
 I often feel overworked and
overwhelmed.

0%
35%
45%

20%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 45% of employees are strongly agree about the point,
20% of employees are agree on the point, 35% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

54
 I am frequently stressed out at work.

0% 20%

50% 15%

15%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
20% of employees are agree on the point, 15% are neither agree nor
disagree,15% are disagree and rest 50% of employees are strongly disagree.

55
 I live for weekends and days away
from the job.

0% 10%

30%
60%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
0% of employees are agree on the point, 10% are neither agree nor
disagree,30% are disagree and rest 60% of employees are strongly disagree.

56
 I find myself negatively comparing my
situation to my peers.

20% 0% 15%

25%
40%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point,
15% of employees are agree on the point, 25% are neither agree nor
disagree,40% are disagree and rest 20% of employees are strongly disagree.

57
 I feel my bad days at work outweigh the good
ones.

0% 25%
45%

30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 25% of employees are strongly agree about the point,
30% of employees are agree on the point, 45% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

58
 I often experience a sensation of time standing
still when I am at work.

20% 0% 15%

35%
30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 15% of employees are strongly agree about the point,
35% of employees are agree on the point, 30% are neither agree nor
disagree,20% are disagree and rest 0% of employees are strongly disagree.

59
 I have been told that I am becoming a more
cynical person.

Strongly Agree

0% 10% Agree
35%
25%
Neither Agree nor
Disagree
Disagree
30%
Strongly Disagree

This graph shows that 10% of employees are strongly agree about the point,
25% of employees are agree on the point, 30% are neither agree nor
disagree,35% are disagree and rest 0% of employees are strongly disagree.

60
 I feel as though my employer has broken
promises about my future with the organization.

0% 10%
40% 25%

25%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.

61
 I have lost sight of my career goals and
aspirations.

15% 0% 15%

25%
45%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 15% of employees are strongly agree about the point,
25% of employees are agree on the point, 45% are neither agree nor
disagree,15% are disagree and rest 0% of employees are strongly disagree.

62
 I no longer feel valued for my work.

10% 25%
20%

20% 25%

Strongly Agree Agree

Neither Agree nor Disagree Disagree
Strongly Disagree

This graph shows that 25% of employees are strongly agree about the point,
25% of employees are agree on the point, 20% are neither agree nor
disagree,20% are disagree and rest 10% of employees are strongly disagree.

63
 Findings

o Employees are not completely satisfied with their job although

their salary is good enough.

o Employes are not getting value to their work.

o Most of employees think that they are nt on their actual path.

o Most of the employees think that the organization haven’t fulfill

their promises,what they do in beginning especially regarding
Promotion.

o There is negatively comparison between peers especially

regarding targets.

o They often feel overworked.

64
 SUGGESTION AND RECOMMENDATION
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.

 Ideal employees should concentrate on their job.

 Educational qualification can be the factor of not an effective job.

 Company should give promotion to those employees who deserves it.

65
 LIMITATIONS OF STUDY

However I shall try my best in collecting the relevant information for my

research report, yet there are always some problems faced by the researcher.
The prime difficulties which I face in collection of information are discussed
below:-

1. Short time period: The time period for carrying out the research was
short as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen

which is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is
quite a small area to judge job satisfaction level.

66
 BIBLIOGRAPHY
Books: -

 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”,

Wiley Student’s Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human
Resource At Work”, 9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1 st Edition.
Macmillan India Limited.
 Kothari C.R., Research Methodology, New Delhi; New Age
International
Publication, second edition.

Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com

67
 ANNEXURE
QuestionnaireS for JOB
SATISFACTION
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

2. I spend parts of my day daydreaming about a better job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

3. I find much of my job repetitive and boring.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

68
4. I am mentally and/or physically exhausted at the end of a day at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

5. I feel that my job has little impact on the success of the company.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer .

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

7. I am no longer given the resources I need to successfully do my job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

69
8. I am not being used to my full capabilities.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

9. I have received no better than "fair" evaluations recently.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

10. I feel as though my boss and employer have let me down.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

11. I often feel overworked and overwhelmed.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

70
12. I am frequently stressed out at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

13. I live for weekends and days away from the job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

14. I find myself negatively comparing my situation to my peers.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

15. I feel my bad days at work outweigh the good ones.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

71
16. I often experience a sensation of time standing still when I am at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

17. I have been told that I am becoming a more cynical person.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

18. I feel as though my employer has broken promises about my future with the
organization.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

19. I have lost sight of my career goals and aspirations.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree

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 Strongly Disagree

20. I no longer feel valued for my work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

73