SUMMER TRAINING REPORT OF

ON

JOB STATISFACTION OF EMPLOYEES

AT

ITC HARIDWAR

SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY IN PARTIAL FULFILMENT OF

“BACHELOR OF BUSINESS ADMINISTRARION”

(THREE YEARS FULL TIME DEGREE PROGRAMME) 

SUBMITTED TO : SUBMITTED BY

MISS. SIWANI BHATIA MONIKA

ASST. PROF. BBA – VTH SEM.

DBS, DEHRADUN.

DOON BUSINESS SCHOOL, DEHRADUN

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GUIDE CERTIFICATE

This is to certify that Ms. Monika student of B.B.A. Vth sem. of the institute has successfully completed his summer training on the topic. Job Satisfaction at ITC under my guidance and supervision. While appraising her effort and conduct.

I wish her all the best in her future endeavors.

Date :

Place :

(Miss. SIWANI BHATIA)

ASST. PROF.

2

DECLARATION

This is to certify that the Management Thesis entitled as, “job satisfaction

at ITC” Submitted to UTU in partial fulfillment of the requirement for the

award of Bachelor of Business Administration is record of original,

project work done by me during the period of study in under the

supervision of Miss. SIWANI BHATIA (ASST. PROF.).

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ACKNOWLEDGEMENT

We think if any of us honestly reflects on who we are, how we got here, what

we think we might do well, and so forth, we discover a debt to others that

spans written history. The work of some unknown person makes our lives

easier everyday. We believe it's appropriate to acknowledge all of these

unknown persons; but it is also necessary to acknowledge those people we

know have directly shaped our lives and our work.

First of all we would like to thank our teacher Miss SIwani Bhatia for their

guidance through out the semester.

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PREFACE

Job satisfaction is the key stone to know about the effectiveness of the

management, staff, sub-ordinates etc. Evaluation of staff performance of any

organization aim at developing the motivation of staff as to improve their

present performance. Thus it is essential for it to be effective enough so that it

contributes in the progress of organization as well as the staff. At the same time

it should be evaluated in such a way so that it does not create a feeling of

dissatisfaction among the staff of the company.

Keeping these aspects in mind this study on “Evaluation of job satisfaction ITC

is undertaken with the aim to find out the contribution, effectiveness,

performance standard and development needs of the staff in the organization

Following are some of the salient features of the project –

As far as possible, concepts are presented in an easy to understand style.

It gives an opportunity to get information about ITC India Limited, which

is helpful to know about the company.

This project contains the clear and exact concept of evaluation system & this

system in ITC both.

Evaluation of performance makes the individual effective as he knows

whatever he do would be assessed and would be rewarded if proved

worthwhile.

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TABLE OF CONTENTS

S.N. Topic Page No.1 Executive Summary 1

2 Objectives 2-3

3 Company Profile - ITC Ltd. 4-16

4 Job Satisfaction Of Employees 17-40

5 Research Methodology 41-43

6 Analysis & Findings 44-64

7 Conclusion & Recommendations 65

8 Questionnaire 66-70

9 Bibliography 71

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EXECUTIVE SUMMARY

This project of job satisfaction of employees is an integral part of our curriculum. The main

objective of this is to study and analyze an organization from personnel management point of

view. It helps us to understand the job satisfaction level of employees in an organization.

Behind every successful organization Human Resource is one of the most important

functions. To achieve this, job satisfaction of employees of the company should be well

defined and executed in synchronization with the targets. A proper recruitment and selection

provides a pool of potentially qualified candidates, which can add to the effectiveness of an

organization and its ultimate success.

In our project we have studied one of the India’s leading Textile Company ITC Ltd. Our

Analysis is based on the leading edge HR Practices across the extended enterprise of ITC

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OBJECTIVES OF STUDY

The objective of study are-:

1. To obtain practical knowledge.

2. To learn the concept by seeing them in real life.

3. The main objective was to apply our bookish knowledge on the real life data.

4. To be familiar with the working of Human resource in an organization.

5. To identify level of job satisfaction in ITC .

6. To identify the facilities provided by ITC in order to increase the level of satisfaction

in employees.

7. To attain in real, the knowledge of things which really affects the satisfaction level of

an employee working in an organization.

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SCOPE OF THE STUDY

The project covers the study of evaluation of the job satisfaction of at staff level at the

HARIDWAR unit of ITC India Limited. The departments in which survey was conducted

are as follows:

HUMAN RESOURCE DEPT.

MAINTENANCE

QUALITY ASSURANCE

PRODUCTION DEPT.

The employees of different departments of the organization gave full co-operation and

support by frankly answering the question as prepared for their evaluation of job

performance based on their functions and behavior.

COMPANY PROFILE9

ITC is one of India's foremost private sector companies with a market capitalisation of nearly

US $ 18 billion and a turnover of over US $ 4.75 billion. ITC is rated among the World's

Best Big Companies, Asia's 'Fab 50' and the World's Most Reputable Companies by Forbes

magazine, among India's Most Respected Companies by BusinessWorld and among India's

Most Valuable Companies by Business Today. ITC also ranks among India's top 10 `Most

Valuable (Company) Brands', in a study conducted by Brand Finance and published by the

Economic Times.

ITC has a diversified presence in Cigarettes, Hotels, Paperboards & Specialty Papers,

Packaging, Agri-Business, Packaged Foods & Confectionery, Information Technology,

Branded Apparel, Personal Care, Stationery, Safety Matches and other FMCG products.

While ITC is an outstanding market leader in its traditional businesses of Cigarettes, Hotels,

Paperboards, Packaging and Agri-Exports, it is rapidly gaining market share even in its

nascent businesses of Packaged Foods & Confectionery, Branded Apparel, Personal Care and

Stationery.

As one of India's most valuable and respected corporations, ITC is widely perceived to be

dedicatedly nation-oriented. Chairman Y C Deveshwar calls this source of inspiration "a

commitment beyond the market". In his own words: "ITC believes that its aspiration to create

enduring value for the nation provides the motive force to sustain growing shareholder value.

ITC practices this philosophy by not only driving each of its businesses towards international

competitiveness but by also consciously contributing to enhancing the competitiveness of the

larger value chain of which it is a part."

  

ITC's diversified status originates from its corporate strategy aimed at creating multiple

drivers of growth anchored on its time-tested core competencies: unmatched distribution

reach, superior brand-building capabilities, effective supply chain management and

acknowledged service skills in hoteliering. Over time, the strategic forays into new

businesses are expected to garner a significant share of these emerging high-growth markets

in India.

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TC's Agri-Business is one of India's largest exporters of agricultural products. ITC is one of

the country's biggest foreign exchange earners (US $ 2.8 billion in the last decade). The

Company's 'e-Choupal' initiative is enabling Indian agriculture significantly enhance its

competitiveness by empowering Indian farmers through the power of the Internet. This

transformational strategy, which has already become the subject matter of a case study at

Harvard Business School, is expected to progressively create for ITC a huge rural

distribution infrastructure, significantly enhancing the Company's marketing reach. 

ITC's wholly owned Information Technology subsidiary, ITC Infotech India Limited, is

aggressively pursuing emerging opportunities in providing end-to-end IT solutions, including

e-enabled services and business process outsourcing. 

 ITC's production facilities and hotels have won numerous national and international awards

for quality, productivity, safety and environment management systems. ITC was the first

company in India to voluntarily seek a corporate governance rating.

ITC employs over 21,000 people at more than 60 locations across India. The Company

continuously endeavors to enhance its wealth generating capabilities in a globalising

environment to consistently reward more than 3,71,000 shareholders, fulfill the aspirations of

its stakeholders and meet societal expectations. This over-arching vision of the company is

expressively captured in its corporate

positioning statement: "Enduring Value.

.    

HISTORY AND EVOLUTION

Company was established on 24 August,1910.Its beginnings were humble. A leased office on

Radha Bazar Lane, Kolkata, was the centre of the Company's existence. The Company

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celebrated its ITC was incorporated on August 24, 1910 under the name of 'Imperial Tobacco

16th birthday on August 24, 1926, by purchasing the plot of land situated at 37,

Chowringhee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This

decision of the Company was historic in more ways than one. It was to mark the beginning of

a long and eventful journey into India's future. The Company's headquarter building,

'Virginia House', which came up on that plot of land two years later, would go on to become

one of Kolkata's most venerated landmarks. The Company's ownership progressively

Indianised, and the name of the Company was changed to I.T.C. Limited in 1974. In

recognition of the Company's multi-business portfolio encompassing a wide range of

businesses - Cigarettes & Tobacco, Hotels, Information Technology, Packaging, Paperboards

& Specialty Papers, Agri-Exports, Foods, Lifestyle Retailing and Greeting Gifting &

Stationery - the full stops in the Company's name were removed effective September 18,

2001. The Company now stands rechristened 'ITC Limited'.

Though the first six decades of the Company's existence were primarily devoted to

the growth and consolidation of the Cigarettes and Leaf Tobacco businesses, the

Seventies witnessed the beginnings of a corporate transformation that would usher

in momentous changes in the life of the Company.

ITC's Packaging & Printing Business was set up in 1925 as a strategic backward

integration for ITC's Cigarettes business. It is today India's most sophisticated

packaging house.

In 1975 the Company launched its Hotels business with the acquisition of a hotel in

Chennai which was rechristened 'ITC-Welcomgroup Hotel Chola'. The objective

of ITC's entry into the hotels business was rooted in the concept of creating value for

the nation. ITC chose the hotels business for its potential to earn high levels of

foreign exchange, create tourism infrastructure and generate large scale direct and

indirect employment. Since then ITC's Hotels business has grown to occupy a

position of leadership, with over 70 owned and managed properties spread across

India.

In 1979, ITC entered the Paperboards business by promoting ITC Bhadrachalam

Paperboards Limited, which today has become the market leader in India.

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Bhadrachalam Paperboards amalgamated with the Company effective March 13,

2002 and became a Division of the Company, Bhadrachalam Paperboards Division.

In November 2002, this division merged with the Company's Tribeni Tissues

Division to form the Paperboards & Specialty Papers Division. ITC's paperboards'

technology, productivity, quality and manufacturing processes are comparable to the

best in the world. It has also made an immense contribution to the development of

Sarapaka, an economically backward area in the state of Andhra Pradesh. It is

directly involved in education, environmental protection and community

development. In 2004, ITC acquired the paperboard manufacturing facility of BILT

Industrial Packaging Co. Ltd (BIPCO), near Coimbatore, Tamil Nadu. The Kovai

Unit allows ITC to improve customer service with reduced lead time and a wider

product range.

In 1985, ITC set up Surya Tobacco Co. in Nepal as an Indo-Nepal and British joint

venture. Since inception, its shares have been held by ITC, British American

Tobacco and various independent

paper manufacturing company and a major supplier of tissue paper to the cigarette

industry. The merged entity was named the Tribeni Tissues shareholders in Nepal.

In August 2002, Surya Tobacco became a subsidiary of ITC Limited and its name

was changed to Surya Nepal Private Limited (Surya Nepal).

In 1990, ITC acquired Tribeni Tissues Limited, a Specialty Division (TTD). To harness

strategic and operational synergies, TTD was merged with the Bhadrachalam Paperboards

Division to form the Paperboards & Specialty Papers Division in November 2002.

Also in 1990, leveraging its agri-sourcing competency, ITC set up the Agri Business

Division for export of agri-commodities. The Division is today one of India's largest

exporters. ITC's unique and now widely acknowledged e-

 

Choupal initiative began in 2000 with soya farmers in Madhya Pradesh. Now it

extends to 9 states covering over 4 million farmers. ITC's first rural mall, christened

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'Choupal Saagar' was inaugurated in August 2004 at Sehore. On the rural retail front,

24 'Choupal Saagars' are now operatonal in the 3 states of Madhya Pradesh,

Maharashtra and Uttar Pradesh.

In 2000, ITC launched a line of high quality greeting cards under the brand name

'Expressions'. In 2002, the product range was enlargedwith the introduction of Gift

wrappers, Autograph books and Slam books. In the same year, ITC also launched

'Expressions Matrubhasha', a vernacular range of greeting cards in eight

languages and 'Expressions Paperkraft', a range of premium stationery products.

In 2003, the company rolled out 'Classmate', a range of notebooks in the school

stationery segment

ITC also entered the Lifestyle Retailing business with the Wills Sport range of

international quality relaxed wear for men and women in 2000. The Wills Lifestyle

chain of exclusive stores later expanded its range to include Wills Classic formal

wear (2002) and Wills Clublife evening wear (2003). ITC also initiated a foray

into the popular segment with its men's wear brand, John Players, in 2002. In 2006,

Wills Lifestyle became title partner of the country's most premier fashion event -

Wills Lifestyle India Fashion Week - that has gained recognition from buyers and

retailers as the single largest B-2-B platform for the Fashion Design industry. To

mark the occasion, ITC launched a special 'Celebration Series', taking the event

forward to consumers. In 2007, the Company introduced 'Miss Players'- a fashion

brand in the popular segment for the young woman.

In 2000, ITC spun off its information technology business into a wholly owned subsidiary,

ITC Infotech India Limited, to more aggressively pursue emerging opportunities in this

area. Today ITC Infotech is one of India’s fastest growing global IT and IT-enabled services

companies and has established itself as a key player in offshore outsourcing, providing

outsourced IT solutions and services to leading global customers across key focus verticals -

Manufacturing, BFSI (Banking, Financial Services & Insurance),  CPG&R (Consumer

Packaged

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ITC's foray into the Foods business is an outstanding example of successfully blending

multiple internal competencies to create a new driver of business growth. It began in August

2001 with the introduction of 'Kitchens of India' ready-to-eat Indian gourmet dishes. In

2002, ITC entered the confectionery and staples segments with the launch of the brands

mint-o and Candyman confectionery and Aashirvaad atta (wheat flour). 2003 witnessed the

introduction of Sunfeast as the Company entered the biscuits segment. ITC's entered the fast

growing branded snacks category with Bingo! in 2007. In just six years, the Foods business

has grown to a significant size with over 200 differentiated products under six distinctive

brands, with an enviable distribution reach, a rapidly growing market share and a solid

market standing.

2003  marked the manifestation of its partnership with the cottage sector. ITC's

popular agarbattis brands include Spriha and Mangaldeep across a range of

fragrances like Rose, Jasmine, Bouquet, Sandalwood, Madhur, Sambrani and

Nagchampa.

ITC introduced Essenza Di Wills, an exclusive range of fine fragrances and bath &

body care products for men and women in July 2005. Inizio, the signature range

under Essenza Di Wills provides a comprehensive grooming regimen with distinct

lines for men (Inizio Homme) and women (Inizio Femme). Continuing with its

tradition of bringing world class products to Indian consumers the Company

launched 'Fiama Di Wills', a premium range of Shampoos, Shower Gels and Soaps

in September, October and December 2007 respectively. The Company also

launched the 'Superia' range of Soaps d and shampoos in the mass-market segment

at select markets in October 2007 and February 2008.

 

THE ITC WAY

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ITC is a board-managed professional company, committed to creating enduring value for the

shareholder and for the nation. It has a rich organisational culture rooted in its core values of

respect for people and belief in empowerment. Its philosophy of all-round value creation is

backed by strong corporate governance policies and systems.  

   ITC’s corporate strategies are :

Create multiple drivers of growth by developing a portfolio of world

class businesses that best matches organisational capability with

opportunities in domestic and export markets.

Continue to focus on the chosen portfolio of FMCG, Hotels, Paper,

Paperboards & Packaging, Agri Business and Information

Technology.

Benchmark the health of each business comprehensively across the

criteria of Market Standing, Profitability and Internal Vitality.

Ensure that each of its businesses is world class and internationally

competitive.

Enhance the competitive power of the portfolio through synergies

derived by blending the diverse skills and capabilities residing in

ITC’s various businesses.

COMPANY MISSION

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To enhance the wealth a generating capability of the enterprises in globalizing environment, delivering superior and sustainable stakeholders value.

COMPANY VISION

Sustained ITC’s position as one of India’s most valuable corporation through world class performance, creating growing value for the Indian economy and the copmany’s stake holders.

TOWS MATRIX

SWOT OF ITC:STRENGHS WEAKNESSES

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opportunities

Market expansionPromotionAwarnessAffordability

Emphasize on personal care

ThreatsDiversification Strategic alliances with

international players

 

ITC PRODUCTS BINGOMAD ANGLES

AASHIRVAAD

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SUNFEAST

SAFETY MATCHES

AGRI EXPORTS

FIAMA DI WILLS ,the largest selling Shampoo with over 55% market share.

VIVEL ULTRA ,anti dandruff shampoos & soaps.

MINTO FRESH,tablets in command with 75% market share of Freshning tablets category

MASSAGE OIL,market with 35% of total share

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ITC PRODUCTS

HEALTH SUPPLEMENTS SUNFEAST

MINTO FRESH

VIVEL ULTRA DANDRUFF SHAMPOO

FIAMA DI WILLS SHAMPOO

SKIN CARE

CLEAN & CLEAR

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NATURAL FACE PACK

VIVEL & FIAMA DI WILLS BEAUTY SOAPS

HOMMADE

A RANGE OF CULINARY INGREDIENTS GIVING US 'THE TASTEOF INDIAN

KITCHEN

HUMAN RESOURCE MANAGEMENT AT ITC

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Human beings are the dynamic elements of management.THE success of an enterprise will

depend upon the caliber and motivation of persons  working on it.All organizational

structures require different types of people.The human resourse management refers to the

problem of selecting, training ,motivating and retaining personnel in any organization.It is

concerned with recruitment,training and development of personnel.

A Big organization requires a large number of person every year this necessitates locating of

appropriate person who can be hired apart of human resourse mamagement is assigned to

perssonel department.This department performs some of the staffing function on behalf of

managers.The managers should be involved in preparation and execution of staffing policies

so that while incorporating it they have the support of best possible staff.The managers

should devote sufficient time for human resourse management.

VALUE OF HUMAN RESOURCE MANAGEMENT

Human resourse is the most important asset of an organization . Planning for human

resourses is an important managrrial function . It ensures adequate supply,proper quantity

and quality as well as effective utilization of human resources . There is generally a shortage

of suitable person . An organization will determine its manpower needs and then find out the

sources from which the requrirements will be met . If sufficient manpower is not available

then mgmt willsuffer .job opportunities are available in these countries but proper persons are

not there.These countries try to import skill from other countries.In order to meet human

resourses need,an organization will have to plan in advance about its requirements and the

sourses,etc.

CRITICAL SUCCESS FACTOR OF ITC LIMITED FINANCIAL STRENGTH

BRAND RECOGNITION

YIELD MANAGEMENT SITE AND LOCATION

POSITIONING AND GUEST PROFILE

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DIFFERENTIAL PRICING

CORPORATE GOVERNANCE

In India, the Securities and Exchange Board of India (SEBI) stipulates corporate governance

standards for listed companies through the Clause 49 of the listing agreement of the stock

exchanges. SEBI, through circulars dated 29th October, 2004 and 29th March, 2005, has

revised the existing Clause 49 and has mandated listed companies to comply with the revised

Clause 49by 31st December, 2005.

As a Company, which is committed to ensuring good corporate governance practices in all its

dealings, ITC has moved beyond merely meeting mandated regulations and made concerted

efforts to imbibe global standards of corporate governance. In this pursuit, ITC has already

put in place systems and procedures and is fully compliant with the revised Clause 49 well

before it becomes mandatory. Thus at ITC, we believe good governance is key to a strong

bond of trust between the company and all its stakeholders.

Corporate Governance Initiatives

ITC has always gone beyond merely meeting mandated regulations and made concerted

efforts to imbibe global standards of Corporate Governance.

The Company’s sound governance practice is evident from the presence of individuals of

high integrity and stature as independent directors on the Board.

The Company’s information disclosure standards in terms of its clear demarcation of Board

and management’s responsibilities, clear responsibilities of the Chairman and CEO,

Remuneration policy, financial performance, ownership pattern, shareholders rights and

Board membership criteria traverses a long way in establishing ITC commitment towards

good Corporate Governance.

Selected amongst 4,000 companies evaluated this year for this award

Award recognizes ITC leadership effort and initiatives in practicing good governance

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ABOUT JOB SATISFACTION

Definitions of Job Satisfaction

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

appraisal of one’s job

an affective reaction to one’s job

and an attitude towards one’s job

Job satisfaction is an attitude but points out that researchers should clearly

distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and

behaviours.

‘The pleasure derived from a job well done, from knowing that what you do is

appreciated, valuable to someone’.

In 1951- Parker and Kleemeir observed:

Management has at long last discovered that there is greater production and hence

greater profit, when workers are satisfied with their job.

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Job Satisfaction

Job satisfaction is in regard to one’s feelings or state of mind regarding the nature of their

work. Job satisfaction can be influenced by a variety of factors, e.g. the quality of one’s

relationship with their supervisor, the quality of physical environment in which they work,

degree of fulfillment in their work etc.

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

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

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

enrichment. Other influences on satisfaction include the management style and culture,

employee involvement, empowerment and autonomous work groups. Job satisfaction is a

very important attribute which is frequently measured by organizations. The most common

way of measurement is the use of rating scales where employees report their reactions to

their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional

opportunities the work itself and co-workers. Some questioners ask yes or no questions while

others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5

represents "extremely satisfied").

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DETERMINANTS OF JOB SATISFACTION

Supervision: It is one of the most important factors in Job Satisfaction. Employee

oriented or considerate supervisors who take personal interest in their subordinates &

display friendship, mutual trust, respect and warmth, have been found to have

subordinates who are relatively more satisfied with their job.

The Work Group: People seek satisfaction of their social & psychological needs in

interaction with others in a group situation. Isolated workers dislike their jobs.

Job Content: HERZBERG hold the view that job content factors such as

achievement, recognition, advancement, responsibility & the work itself tend to

provide satisfaction but there absences doesn’t tend to create dissatisfaction.

Occupational Level: A large number of research studies have shown that there is a

positive relationship between the level or hierarchical status of a person and his job

satisfaction.

Specialization: Specialization has no doubt resulted in greater efficiency, but it has

also contributed to dissatisfaction, repetitiveness of the task is found to be boring and

monotonous by workers. ‘Workers who carried out a number of operations expressed

satisfaction with their job’ – said WALKER & GUEST.

Age: Workers in the advanced age group tend to feel more satisfied with their job

because they have adjusted with their job condition but younger workers; tend to feel

dissatisfaction with their job conditions because they have high ambitions about their

carrier advancement.

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JOB SATISFACTION & PRODUCTIVITY

It was believed for a long time, particularly by human relations experts, that satisfied,

workers were productive workers, but later researchers sounds it to be a myth. No doubt

some studies have reported positive correlation between satisfaction & productivity but these

are often not statistically significant.

BAYFIELD & CROCKETT concluded from a review of a number of research studies that

job satisfaction did not necessarily imply high performance and that “production may be only

peripherally related to many of the goals towards which the industrial worker may be

striving”.

Relationship between satisfaction & productivity is very complex. There are four

possible relationships:

o High Satisfaction & Low Productivity: Highly satisfied workers may turn out to be

low in productivity, if management is interested only in “keeping the employees

happy”, and not demanding of high productivity.

1. High Satisfaction & High Productivity: It exists when supervisor is both employee

oriented as well as task oriented. He tries his best to help his employees in the

fulfillment of their social & psychological needs.

o Low Satisfaction & Low Productivity: It occurs when the supervisor is ‘laissez

faire’ type. He neither takes care of employees needs not of production.

o Low Satisfaction & High Productivity: It may be found to exists together where a

highly task oriented and coercive supervisor uses scientific management techniques to

push up production without any regard to employee needs and feelings.

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YES NO

Employee Job Satisfaction- A Conceptual Model

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What the job offers to the

employee.

Job

Satisfaction

Voluntary

Resignation

Employee Vocational

Needs

MATCH

Determining Employee Job Satisfaction

The success of knowledge transfer and knowledge sharing relies on employee job satisfaction

and the stability of the workplace. Job satisfaction can be derived from the degree of match

between an employee’s vocational needs and the requirements of the job.

Some key vocational needs:

Level of Achievement

Ability utilization

Advancement

Level of Activity

Authority

Level of Creativity

Compensation

Independence

Moral Values

Level of responsibility

Recognition

Status

Job Security

Supervision (human relations)

Supervision (technical)

Variety

Conditions of Wor

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A Job Design for Employee Job Satisfaction

A job consists of following things in order to satisfy the employee from his/her job:-

Experience variety in the task to avoid boredom.

Is given responsibility to suit his ability.

Has an opportunity to display his skills.

Get a chance to develop a sense of accomplishment and self growth.

Has an opportunity to control the work.

Is able to participate in problem solving and decision making.

Has an opportunity to learn new skills and to grow and develop with the organization.

Proper technology for doing the work must be provided to the employee.

Measuring Job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method for

collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert).

Other less common methods of for gauging job satisfaction include:

Yes/No questions

True/False questions

Point systems

Checklists

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Forced choice answers.

The Job Descriptive Index (JDI) , created by “Smith, Kendall, & Hulin” (1969), is a specific

questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in

five facets:

Pay

Promotions and promotion opportunities

Coworkers

Supervision

Work

The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in

response to whether given statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual

facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include:

o The Minnesota Satisfaction Questionnaire (MSQ) measures job satisfaction in 20

facets and has a long form with 100 questions (five items from each facet) and a short

form with 20 questions (one item from each facet).

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o The Job Satisfaction Survey (JSS) is a 36 item questionnaire that measures nine

facets of job satisfaction.

The Faces Scale of job satisfaction, one of the first scales used widely, measured overall job

satisfaction with just one item which participants respond to by

Indicators of Job Dissatisfaction

There are various indicators which reflect that the employee is dissatisfied from the job, and

management or the superior must check these in order to recognize the problem of that

employee and try to solve it out in order to create satisfaction, which is beneficial for both

employee as well as the organization. Some of these indicators are:-

Labour turnover

Absenteeism

Loitering & Idling

Seeking a transfer

Low Morale

Frustration

Higher error rate than anticipated

Low performance

Bad behaviour

Undue interest in complaints about salary & opportunity for career development.

Try to avoid accepting new work

Bad communication with subordinates

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Improve Employees’ Job Satisfaction

Flexible work hours aren't the only way to increase employee satisfaction. Here are some

other steps you can take to boost your workers' loyalty and dedication while reducing

turnover:

Provide employees with responsibility-and then let them use it. Most surveys show

that the greatest source of employee pride and satisfaction is the feeling of

accomplishment that comes from having-and exercising-responsibility. Yet many

business owners, consumed by fears of a shrinking bottom line, have turned

micromanagement into an art form. Unfortunately, few things employers do cause more

employee dissatisfaction. Here's the real bottom line: If you can't trust your employees to

be able to think and act on their own, you probably shouldn't have hired them in the first

place.

Show respect. Frustrated by a faltering economy, diminishing markets and meddling

investors, many business owners look close to home for someone to blame-all too

often, that's their own employees. The result? A growing number of employees feel

like they're being viewed as the enemy, not as loyal partners. Its little wonder so

many employees seem ready to jump ship at the first sign of opportunity. On the other

hand, companies that truly value their employees earn more than gratitude-they win

enhanced dedication and productivity as well. So be sure to show your employees

how much you respect and value them-tell them how much you appreciate them,

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throw them a pizza party, recognize an employee of the month, do anything you can

to show them how much you care.

Recognize the whole person. Employees are more than 9-to-5 robots who turn off at night

and can't wait until the starting bell rings the next morning. All workers have lives, interests,

and friends and family outside the office-and most are constantly struggling to balance

increasingly hectic schedules. While companies can't sacrifice unduly to the whims of a

single individual, making

concessions where possible-allowing a long lunch break to attend a child's school

event, for instance, or permitting a sales executive to fly out on Monday morning

instead of Sunday night-can pay huge dividends in the long run.

Mark out a clear path to growth. Some employees are content to remain where they

are in an organization, but most want to grow in their careers over time. Business

owners who wish to increase employee satisfaction tend to look past formalities and

establish genuine growth paths for all their employees, not just their senior

executives.

FIVE TIPS FOR IMPROVING THE EMPLOYEE JOB SATISFACTION

Build employees’ competence and self-confidence through training, feedback and

recognition. "There is a very close relationship between high job satisfaction and

feelings of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine

self-confidence is probably the number one way to achieve higher job satisfaction."

35

Communicate the value of the organization’s products and services, and the role the

organization plays in the marketplaces where it operates. "People with high job

satisfaction also report an extraordinarily high sense of mission, vision and passion

for their work," says Loehr. "They feel their work is consistent with their values.

They couldn’t achieve that feeling if their employers didn’t enable them to get

meaningful insight about the value they provide to customers."

Encourage and reward thoughtful risk-taking. "People with high job satisfaction also

score high on the desire to try novel approaches, face challenges and perform

problem-solving both individually and in groups," says Loehr. "They appear to have

an appetite for mission-driven change. They also rate themselves very high on

perseverance."

Encourage positive workplace relations. "People who are highly satisfied in their jobs

report good feelings about their bosses, peers and coworkers," says Loehr. "Their

feelings of opportunity are elevated, and they perceive a low hassle-factor."

Encourage meaningful rest breaks and light diversion. "High job satisfaction

correlates strongly with the feeling of having fun at work," says Dr. Loehr. "Highly

satisfied individuals also report that they find it easy to wake in the morning, and that

their sleep is deep and restful." He adds: "This is consistent with our thirty years of

research on world-class athletes. Top performers in every field know how to enhance

performance through rest and recovery."

36

What Can Managers Do for employee Job Satisfaction

- First task is to examine his/her beliefs – is he/she a 9, 9 manager, 5, 5 or 1, 1? What is

his/her role with regard to company goals and employees' welfare? Does he/she know what

motivates him/her? Then he/she can begin to assess what may motivate his/her staff -

remembering that it will vary from one to another, and time to time.

- Make sure there is free flowing communication in all directions and that the

communications are understood.

- Apart from the requirements of workplace health and safety [hygiene factors], make sure

that all staff are adequately trained for their jobs and know that they can be trained for

the next job.

- Vary approaches, vary the work, share goals, and provide avenues for advancement .

Allocate work roles effectively, lead from in front. Providing job satisfaction and

encouraging motivation are amongst the manager's most difficult tasks.

JOB SATISFACTION MODEL FOR RETENTION

The fundamental reason that employees leave organisations is that they are not satisfied. 

Their dissatisfaction could occur on many levels.  Much published research on turnover

indicates that money is often NOT the most important reason.  Employees leave for other

reasons such as career growth and development, or a change in life circumstances, or factors

like that.

37

It’s handy to think of the reasons for dissatisfaction in terms of push factors (things that

make employees more dissatisfied) and pull factors (things that make employees more

satisfied). These factors are showing the level of satisfaction as well as dissatisfaction of

employees working in an organization.

The factors that are going to make some MORE dissatisfied are things like:

poor pay

poor compensation

poor work conditions

lack of promotions

poor benefits offering

lack of job security

The factors that make an employee MORE satisfied are things like:

good leadership in the organisation

good relationship with their manager

recognition for their achievements (not necessarily monetary recognition)

advancement in their careers

personal growth and development

feedback and support (meaningful feedback, not just naked criticism)

clear direction and objectives

38

So there is a lot that can be done on the positive side to increase satisfaction.  Naturally, there

are of course many opportunities on this side of the house where a good talent management

solution can help things along.

JOB SATISFACTION MODEL FOR RETENTION

39

Factors leading to Dissatisfaction

Factors leading to Satisfaction

EmployeeDissatisfaction

EmployeeSatisfaction

FulfillmentCommitmentEngagement

Poor Pay

Poor Work conditions

Poor Compensation

Lack of promotion

Poor benefits offering

Lack of job security

Good leadership practices

Good manager relationship

Advancement

Personal growth

Feedback & support

Clear direction & objectives

JOB SATISFACTION IN ITC

Job satisfaction of employees means a lot for the management of ITC. They deal with each &

every aspect which can satisfy their employees. According to them Human Resource is the

most important part of any organization, and it is very necessary for the organization to keep

their employees happy in order to achieve the organizational success & goal.Employee

satisfaction being a very important part of their ideology, the group is sensitive to the

requirements of its greatest asset and committed to ensure utmost satisfaction and value for

their hard work and dedication. This is the reason that ITC enjoys faithful and good

employees forever.

Employee satisfaction is really very important and that’s why ITC provides different

benefits, good salary package, working conditions, suitable time, initiative and responsibility

etc. to their employees in order to attain maximum Job Satisfaction of employees.

FACILITIES PROVIDED BY ITCTO THEIR EMPLOYEES FOR JOB

SATISFACTION

Training & development

Transportation Facility

Medical Facility

Good communication & Behaviour with their Employees

Communication Facility

40

House Rent Allowance

Canteen Facility

Rest room

Suitable working hours

Welfare Facilities

Salary

Provident Fund

Gratuity

Employee State Insurance

Other

Training & Development: Training is the process of learning in a sequence of

programmed behavior. It is application of knowledge. It gives people an awareness of the

rules & procedures to guide their behavior. It attempts to improve their performance on the

current job or prepare them for an intended job.

Development is a related process. It covers not only those activities which improve

job performance but also which bring about growth of personality, help individuals in the

progress towards maturity and the actualization of their potential capacities.

41

ITC provides regular training and implements different employee development

programmes for increasing employees satisfaction as well as confidence. It also maintains the

knowledgeable and valuable workforce.

Transportation Facility: ITC provides transportation facility to their employees in

order to provide them ease and comfort to reach the work place timely and comfortably.

Medical Facility: If there is any accident in ITC with their employees or workers, ITC

provides medical facility to them. Unfortunately, if any person died, then ITC provides a

good compensation to the family of that person, and provides education facility to the

children of that employee.

Good Communication & Behaviour with employees: Management knows how to

treat the workforce and how to make them happy. There is free flowing communication and

good behavior with the employees in order to give them respect and maintain their dignity.

Communication Facility: ITC provides cell phones to their senior employees to satisfy

them and for making calls related to work and some personal as well.

House Rent Allowance: An allowance granted to an employee by his employer to meet

the expenditure incurred on payment of rent in respect of residential accommodation

occupied by him. ITC provides HRA to the employees.

Canteen: There is canteen facility in ITC for the employees, where they can have lunch, if

it is not possible for them to carry it from home.

42

Rest Room: If any employee is not feeling well during working hours, he/she can take

proper rest and can join work after sometime.

Suitable Working Hours: ITC is well known for satisfactory employees and the main

reason is that the employees are asked to join the job in the hours which is most suitable for

them, but the choices are given by employers only.

Welfare Facilities: There are different facilities provided by ITC to their employees and

their family like education facility for children, picnic arranged for the whole family, free

dinner for the family members etc.

Salary: Salary provided by ITC is always on time and according to the job. One main thing

which is also considered is the performance of the employee and the promotion depends on

the performance appraisal made by the employer.

Recognition: Each and every employee is recognized in ITC by his name. Proper

recognition and respect is provided to the employees for protecting their self esteem.

Provident Fund: The word ‘Provident’ means to provide for the future, hence this fund is

to provide for the future. This fund is credited by an account deducted from the salary of the

employee every month at a certain rate and the employer also makes his own contribution to

this fund. When an employee retires from his service, he receives this amount in lump-sum

along with interest on it and is a great help to him at that time.

Gratuity: Gratuity shall be payable to an employee on the termination of his employment

after he has rendered continuous service for not less than five years.

43

Employee State Insurance: To provide for certain benefits to Employees in case of

sickness, maternity and employment injury and to make provisions for related matters.

 Measurement of Job Satisfaction in ITC

There are two ways of analyzing whether the employees are satisfied with their job or not.

Theses two ways are the only and according to ITC, are the best ways of checking the level

of Job Satisfaction amongst employees. The two ways are:-

Measurement of Turnover: This means that in ITC turnover plays an important role in

analyzing the level of job satisfaction. If the target turnover has been achieved during the

year, employers feel that the employees are satisfied that’s why they are doing as expected.

This is their assumption that if company achievesits target turnover then the employees are

satisfied.

Performance Appraisal: It is the technique of analyzing the performance of the

employees during the year. If the performance is satisfactory or say good then

company thinks that the people are satisfied with their jobs otherwise there is some

problem with them regarding job or personal.

The major basis of analyzing the level of satisfaction is TURNOVER only.

44

LITERATURE REVIEW OF JOB SATISFACTION

Job satisfaction among nurses: A literature review .

Florence Nightingale School of Nursing and Midwifery, King's College London, James Clerk

Maxwell Building, 57 Waterloo Road, London SE1 8WA, England, UK. hong.lu@kcl.ac.uk

The current nursing shortage and high turnover is of great concern in many countries because

of its impact upon the efficiency and effectiveness of any health-care delivery system.

Recruitment and retention of nurses are persistent problems associated with job satisfaction.

This paper analyses the growing literature relating to job satisfaction among nurses and

concludes that more research is required to understand the relative importance of the many

identified factors to job satisfaction. It is argued that the absence of a robust causal model

incorporating organizational, professional and personal variables is undermining the

development of interventions to improve nurse retention.

45

LITERATURE REVIEW AND HYPOTHESES

JOB SATISFACTION

Historically, management theory (Argyris 1957; Bennis 1966; Herzberg 1966, 1968; Likert

1967; Maslow 1954) has emphasized the importance of coordinating the organization-human

relationship to enhance productivity and develop human capital. Focusing on human

motivation and its impact on job satisfaction and productivity, scholars have conducted

research on participative management and empowerment (Drucker 1954, 1974; Likert 1967;

Spreitzer, Kizilos, and Nason 1997; Ouchi 1981; Pascale and Athos 1981). Participation is a

process in which influence is shared among individuals who are otherwise hierarchical

unequals (Locke and Schweiger 1979; Wagner 1994). Participatory management practices

balance the involvement of managers and their subordinates in information-processing,

decision-making, or problem-solving endeavors (Wagner 1994).

In line with the research on participative management, participative decision making has

been emphasized in relation to job satisfaction (Cotton et al. 1988; Macy, Peterson, and

Norton 1989). Several studies have demonstrated that participative decision making can be

beneficial to workers' mental health and job satisfaction (Spector 1986; Miller and Monge

1986; Fisher 1989). Daniels and Bailey (1999), however, argue the evidence regarding the

impact of participative decision making on job satisfaction has not been consistent. The

relationship between participative decision making and job satisfaction could be nonlinear

and contingent on individual and situational variables (Cotton 1993, 1995; Daniels and

Guppy 1994).

On the other hand, Spreitzer, Kizilos, and Nason (1997) argue that the notion of

empowerment is derived from theories of participative management and employee

involvement. According to these authors, the basic assumption of participative management

is that sharing managers' decision-making power with employees will enhance performance

and work satisfaction. They maintain that the main issues of the quality-of-life movement are

enhancing employee satisfaction, improving intrinsic motivation, and helping employees to

feel good about their work and jobs. Therefore, job satisfaction was one of the earliest

anticipated outcomes of empowerment.

46

Many managers, union leaders, and scholars share the belief that participative management

practices have substantial positive effects on performance and satisfaction at work (Jackson

1983; Hoerr 1989; Peterson and Hillkirk 1991; Bluestone and Bluestone 1992; Bemstein

1993). In recent research regarding public-service motivation, Brewer, Selden, and Facer

(2000) suggest that policy makers and public managers should consider employees in

decision-making processes as one of the strategies for advancing public-service motivation.

Thus, the following hypothesis is examined in this study:

Hypothesis 1: Employees who believe that managers in their units use a participative

management style are more likely to express higher levels of satisfaction with their jobs. …

BY-NEELAM TIWARI (EDITER)

KEYS TO JOB SATISFACTION - BRIEF ARTICLE

Camping Magazine, March, 2000 How satisfied are your employees? That may depend on their pay, stress level, and the

recognition they receive. A recent Gallup poll asked people how satisfied they were with

fifteen factors about their job and their overall job satisfaction. Those workers who were

completely satisfied with their job's pay, their stress level, and the recognition received

tended to be completely satisfied with their job.

Job satisfaction

REFINING JOB SATISFACTION

Changes in job satisfaction - Brief Article

Employees say money matters when it comes to job satisfaction

2008 job satisfaction

Factors that tended to make people dissatisfied with their jobs included their co-workers,

their boss, job security, and lack of opportunities to learn and gr

 

47

RESEARCH METHODOLOGY

Research Objective : To find “Job Satisfaction of employees in I.T.C.”

Type of Research : Descriptive research

Type of Data : 1) Primary Data: “Primary data is the data collected for the

first time”

Primary data sources include the unstructured interview of the

concerned authorities & questionnaire.

: 2) Secondary Data: “Data collected by some other means

like newspapers, reports, magazines, etc.”

Secondary data sources include reports and website of the

organization.

Research Method : Survey Method

Research Instrument : Questionnaire

Sampling Plan : 1) Sample Size: 70

2) Sample Unit: Executive Level

3) Sample Area: ITC, HARIDWAR

A total 70 Questionnaires were distributed and 50 of them replied.

48

LIMITATIONS OF STUDY

1.1. 5 weeks were not enough to understand the Human Resource of an

organization.

2.2. Some of the information might not be given correct up to an extent, due to

confidentially of data by the employees.

3.3. We can’t believe on the responses given by the employees.

4.4. We are unable to measure the quantitative aspects of the company.

5.5. Inability & unwillingness of the respondents to provide information.

Job satisfaction has its own definition for every employee. On the whole job satisfaction

broadly involves five aspects and they are- salary, supervision, Promotions, relations with

coworkers and most importantly their work which they perform for the organisation. But

according to the analysis done by me I may summarize my conclusion as follows:

80% of the employees working in ITC are satisfied from their job.

Making 80% of the employees satisfied from the job is a huge success for the

management of ITC because only satisfied employees contribute their best efforts

towards the growth and success of the organisation.

49

But the remaining 20% of the employees who are somewhat dissatisfied from the

job should not be left ignored because one dissatisfied employee can result in the

cause for dissatisfaction of the other employees also. This could be proved fatal for

the organisation

20% of the employees are not fully satisfied from the salary this is a clear indicator

that employee’s feeling that they are getting less than what they deserve.

There is somewhere little difference between management and employees as all

employees are not aware of different benefits available to them.

Lack of proper supervision is there in ITC

In ITC initiative is provided to employees, by which employees feel themselves as a

part of ITCand not just an employee.

Human resource is an asset for the people of ITC and their satisfaction is a big thing

for them.

Work culture is satisfactory in ITC

50

DATA ANALYSIS AND FINDINS

TABLE-1

Responses of Employees (Sample Size: 50 Employees)

Response

Question

a) b) c) Total

Employees

Q1. 35 9 6 50

Q2. 40 6 4 50

Q3. 35 15 - 50

Q4. 45 5 - 50

Q5. 30 12 8 50

Q6. 35 15 - 50

Q7. 40 10 - 50

Q8. 38 12 - 50

Q9. 27 23 - 50

Q10. 25 13 12 50

Q11. 39 11 - 50

Q12. 42 8 - 50

Q13. 45 5 - 50

Q14. 34 9 7 50

Q15. 41 9 - 50

Q16. 37 13 - 50

Q17. 46 4 - 50

Q18. 43 7 - 50

51

ANALYSIS

1) Job satisfaction in total

TABLE-2

Response No. of employees % of employees

Fully Satisfied 35 70%

Partially Satisfied 9 18%

Not Satisfied 6 12%

Total 50 100%

GRAPH-1

This shows those major portions of employees in ITC are satisfied with their job. By this it

can be analyzed that people are enjoying their work in ITC with least problems.

52

(2) Satisfaction in terms of salary

TABLE-3

Response No. of Employees % of employees

Fully Satisfied 40 80%

Partially Satisfied 6 12%

Not Satisfied 4 8%

Total 50 100%

GRAPH-2

This shows that the employees are quite happy with the salary provided to them in ITC this

also reflects that most of them are satisfied with the salary. On the other hand, this can not be

ignored that approximately 20% of employees are either partially or not satisfied with the

salary being provided to them in ITC. They may feel ignored and less capable than others.

53

3) Awareness of various benefits available to employees

TABLE-4

Response No. of Employees % of employees

Yes 35 70%

No 15 30%

Total 50 100%

GRAPH-3

70% of the employees are aware of the different benefits provided by ITC to the employees,

whereas 30% are unaware of those benefits. This shows that those 30% employees are

getting less attention and are not aware of all the policies, benefits, rules etc. in ITC

54

4) Relationship between hierarchical status and job satisfaction

TABLE-5

Response No. of employees % of Employees

Yes 45 90%

No 5 10%

Total 50 100%

GRAPH-4

90% of employees in ITC think that hierarchical status affects job satisfaction. If a person is

at a high post, he/she must be more satisfied in comparison to a person having a post below

in hierarchy. 10% employees are not accepting it that post is the measure of job satisfaction;

they believe that even a clerk or any blue collar worker can be satisfied with his job.

55

5) Satisfaction with the working environment & conditions

TABLE-6

Response No. of employees % of employees

Fully Satisfied 30 60%

Partially Satisfied 12 24%

Not Satisfied 8 16%

Total 50 100%

GRAPH-5

Working environment and conditions are seems to be satisfactory in ITC, as 60% are fully

satisfied and 24% are partially. 16% of the employees are not at all satisfied with the working

conditions & environment of ITC.

56

6) Satisfaction vary with age group

TABLE-7

Response No. of employees % of employees

Yes 35 70%

No 15 30%

Total 50 100%

GRAPH-6

This analysis reflects that major portion of the employees is agreed that advance group age

people are more satisfied but 30% are against this statement. The reason behind may be the

satisfaction from the job which they are getting, may they are happy with their present

situations and working.

57

7) Good Human relations increase job satisfaction

TABLE-8

Response No. of employees % of employees

Yes 40 80%

No 10 20%

Total 50 100%

GRAPH-7

80% of the employees think that good human relations are a key to success. There must be

well maintained relationship between superior and subordinate in order to achieve full

satisfaction from the job.

58

8) Availability of supervision to employees in ITC

TABLE-9

Response No. of employees % of employees

Yes 38 76%

No 12 24%

Total 50 100%

GRAPH-8

As we know proper supervision and guidance is very necessary to attain the goal and

according to the employees of ITC, ITC is providing that supervision. On the other hand

there are some employees who are not getting that supervision and this is the reason they are

unsatisfied with their job.

59

9) Initiative to employees affects satisfaction

TABLE-10

Response No. of employees % of employees

Yes 27 54%

No 23 46%

Total 50 100%

GRAPH-9

Nearly half of the employees feel that initiative is really important for employees to attain

satisfaction but half of them think that one must do his own work and also let others do their

work.

60

TABLE-11

10) Response No. of employees % of employees

Fully Satisfied 25 50%

Partially Satisfied 13 26%

Not Satisfied 12 24%

Total 50 100%

GRAPH-10

This shows that half of the employees are satisfied in respect of job security, while 26% are

partially satisfied and 24% are not satisfied with their job security.

61

11) Satisfaction with the work culture of ITC

TABLE-12

Response No. of employees % of employees

Yes 39 78%

No 11 22%

Total 50 100%

GRAPH-11

This analysis shows that most of the employees are satisfied with the work culture of ITC.

This shows that work culture of ITC is acceptable and suitable to almost all of the

employees, those who are not satisfied must adjust themselves with that culture.

62

12) Noise and communication problem affects job satisfaction

TABLE-13

Response No. of employees % of employees

Yes 42 84%

No 8 16%

Total 50 100%

GRAPH-12

This shows that people in ITC are satisfied that noise near the work place create disturbance

and restricts a person to do his work efficiently. They also feel conversation between the

employees is also very much important as they are also human beings and need care and

affection.

63

13) Suitability of job timings to employees

TABLE-14

Response No. of Employees % of Employees

Yes 45 90%

No 5 10%

Total 50 100%

GRAPH-13

90% of the employees are comfortable with the timings of the job; this shows that there is

mutual understanding between the employees and the management. This also shows that

timings of job in ITC is suitable to all, that it is set after considering the regular normal daily

routine of the people and comfortability to reach work place from their residence.

64

14) Satisfaction with the grievance handling procedure

TABLE-15

Response No. of employees % of employees

Fully Satisfied 34 78%

Partially Satisfied 9 18%

Not Satisfied 7 14%

Total 50 100%

GRAPH-14

In ITC there is a set procedure to solve out any conflict, if occurs. 78% employees are

satisfied with the procedure, other remaining are either partially satisfied and some are also

there who are not satisfied with the procedure. Grievance handling is one of the important

tasks of an HR manager.

65

15) Management focus towards employee’s needs & demands

TABLE-16

Response No. of employees % of employees

Yes 41 82%

No 9 18%

Total 50 100%

GRAPH-15

82% of the employees are in favour of management in terms of listening to employee’s needs

and demands. They are satisfied with the behavior and concern of management. While 18%

employees feel that management is not too much concerned about employee’s needs and

demands.

66

16) Promotion opportunities in ITC

TABLE-17

Response No. of employees % of employees

Yes 37 74%

No 13 26%

Total 50 100%

GRAPH-16

74% of the employees feel that there are good promotion facilities available in ITC and this

is the biggest reason of their satisfaction. They know that if they work hard and according to

the employers, they can get success in their personal life, in terms of promotion.

67

`17) Employer’s degree of faith in employees

TABLE-18

Response No. of employees % of employees

Yes 46 92%

No 4 8%

Total 50 100%

GRAPH-17

Employees of ITC are very happy and enjoying full faith of their employers. This is one of

the main reasons of employee’s job satisfaction in ITC. Faith of employers is one of the

important things to motivate employees to work hard in the interest of the organization.

68

18) Recognition to employees in ITC

TABLE-19

Response No. of employees % of employees

Yes 43 86%

No 7 14%

Total 50 100%

GRAPH-18

Recognition is a need of a deserving and hard working employee. If he/she will not get

recognition in return of his hard and efficient work, he/she shall be dissatisfied. In ITC 86%

of the employees are satisfied with the behavior and appraisal of employers. If an employee

is hard working he/she is getting recognition as well.

69

FINDINGS

Employees in ITC enjoy proper recognition & full faith of their employers.

There are different benefits provided by ITC to their employees. This is the step

towards achieving high level of job satisfaction of employees. But there are

employees who are unaware of the benefits given to the employees also.

Another good step to attain high level of job satisfaction of employees is

maintaining peaceful, good, satisfactory, faithful human relations with their

employees. ITC is also providing good working conditions as well as good

working environment to their employees.

Employees in ITC feel that top hierarchical status increases job satisfaction.

As far as salary is concerned, ITC people are providing good and valuable salary

to their employees.

Satisfactory work culture is there in ITC which is acceptable by all the employees.

As far as job security is concerned, it is high in ITC but not all employees are free

of this fear.

70

Timings are well set and suitable to employees.

Proper supervision is granted to the employees but in view of some employees they

are lacking behind in providing satisfactory supervision, that’s why it is found that

there is lack of proper supervision.

There is availability of advancement, personal growth, feedback & support as well as

clear direction & objectives in ITC. ITC provides. responsibility to their employees

and also provides them authority to perform the task successfully.

After performance appraisal, if the employer finds that performance of an employee

is outstanding, he provides reward to that employee as a symbol of appreciation and

motivation. This shows that employees are satisfied due to this big reason also.

On the other hand if the performance of an employee is not up to the mark,

training is provided to that employee to influence him to work hard in the

interest of the organization and various facilities are made available to him to

complete his task successfully. This satisfies the employees.

Well planned training procedure is implemented in ITCwhich helps employee to

gain expertise in their field.

71

CONCLUSION

You have powers,

You never dreamt of,

You can do things,

Which you never thought, you could do.

There are no limitations, in what you can do.

Except the limitation in your own mind,

As to what, you cannot do.

Don’t think you cannot.

Think you can.

- Anonymous

Job satisfaction has its own definition for every employee. On the whole job satisfaction

broadly involves five aspects and they are- salary, supervision, Promotions, relations with

coworkers and most importantly their work which they perform for the organisation. But

according to the analysis done by me I may summarize my conclusion as follows:

80% of the employees working in ITC are satisfied from their job.

Making 80% of the employees satisfied from the job is a huge success for the

management of ITC because only satisfied employees contribute their best efforts

towards the growth and success of the organisation.

72

73

QUESTIONNAIRE

JOB SATISFACTION OF EMPLOYEES IN ITC

NAME:_____________________________

AGE:_______________________________

GENDER:___________________________

DESIGNATION:_____________________

DEPARTMENT:_____________________

Q1. How much are you satisfied with your Job?

a) Fully Satisfied

b) Partially satisfied

c) Not satisfied

Q2. Are you satisfied with your Salary?

a) Fully Satisfied

b) Partially Satisfied

c) Not Satisfied

Q3. Are you aware of various benefits provided to employees by the factory?

a) Yes

b) No

74

Q4. Is there Positive relationship between the level or hierarchical status of a person

and his job satisfaction?

a) Yes

b) No

Q5. Are you satisfied with your Working Environment & Conditions?

a) Fully satisfied

b) Partially Satisfied

c) Not Satisfied

Q6. Do you agree with the sentence-?

“Advance age group tends to be more satisfied with their job in comparison with

the younger employees”

a) Yes

b) No

Q7. Is positive relationship between superior & subordinate leads to job satisfaction?

a) Yes

b) No

Q8. Do you get proper supervision to complete your task successfully?

a) Yes

b) No

75

(83)

Q9. Is participation/non-participation in decision making affects job Satisfaction?

a) Yes

b) No

Q10. What is your satisfaction level in respect of job security?

a) Fully Satisfied

b) Partially Satisfied

c) Not Satisfied

Q11. Are you satisfied with the work culture of ITC?

a) Yes

b) No

Q12. Intense noise and lack of opportunity for conversation among employees,

adversely affect job satisfaction?

a) Yes

b) No

Q13. Are you comfortable with the timings of the job?

a) Yes

b) No

Q14. Are you satisfied with the grievance handling procedure, if any?

a) Fully Satisfied

76

b) Partially Satisfied

c) Not Satisfied

Q15. Do management focuses on the employee’s needs, demands and requirements?

a) Yes

b) No

Q16. Is there good availability of promotion in ITC?

a) Yes

b) No

Q17. Do ITC have faith in their employees?

a) Yes

b) No Q18. D

o employees get proper recognition in ITC?

a) Yes

b) No

77

BIBLIOGRAPHY

BOOKS REFERED

Human Resource Management Stephen Robbins

Human Resource Management And personnel management

K. Ashwathappa, fourth edition, publisher- tata mc graw hill

Armstrong, M (2001) A Handbook of Human Resource Management

Practice. 8thedition, Kogan Page , London

Human Resource Management by V.S.P.Rao

Personnel Management by C.B.Mamoria

www.itc.com site from internet

www.google.com site.

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