PREFACE

The project work entitled “A STUDY ON JOB SATISFACTION OF EMPLOYEES OF JCB INDIA PVT. LTD.

I ______________” Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between one’s expectation of the job and the rewards that the job provides. Job Satisfactions a part of life satisfaction. The nature of one’s environment of job is an important part of life as Job Satisfaction influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by an employee. Ina narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employee’s age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc.Contribute ultimately to job satisfaction.

Certificate

Declaration

I, _______________ student of 3rd sem. ____________ college have completed the Project on “Job Satisfaction” for the academic year 2010-2011.

The information given in this project is true to the best of my knowledge.

ACKNOWLEDGEMENT

A large number of individuals have contributed to project. This project is a humble attempt to sketch done the contribution of all those persons who have directly or indirectly given their precious time and help along with proper guidance for making this report in the following shape.

First of all I would like to thank Mr. S.N. Tiwari, project co-ordinater(manager H.R), B.H.E.L., .P Jagdishpur without whose permission project of B.H.E.L., I.Pwould have been castle in the air. Who always helped me and provided me relevant books and data in the subject to enable to prepare the project. And also I would like to give thank to Mr.Janmejay sing, Asst. Engineer (H.R) who’s supported to me, and my teacher Ms Shikha. Lastly but not the least, I pay my gratitude to my parents, family members, friends,faculty members of B.I.E.M and all executives of B.H.E.L., I.P Jagdishpur for their morelsupport and whole hearted co-operation in drafting this report.

NAME_______________

Company Profile

JCB, the magic initials. Many people think of ‘JCBs’ as just a

‘digger’ or backhoe loader. But JCB are much more that just

another word for a digger, and have grown bigger and bigger over

the years.  It all started in October 1945 when Joseph Cyril

Bamford (Mr JCB) set up his company called; JCB! The company

started in Uttoxeter, Staffordshire, England in a garage that

measured only 12 ft by 15ft.

The first piece of equipment produced by JCB  in 1945 was made

from war leftover parts, it was a tipping trailer (the sides and

bottom of this trailer used steel sheets that had been air raid

shelters!). Modest beginnings for the world’s best known digger

manufacturer.

By 1948 Mr JCB employed 6 people, and to their credit they

produced Europe’s first ever hydraulic tipping trailer. In 1950 Mr

JCB moved to an old disused cheese factory in Rochester, his total

workforce was still 6. In 1951 something happened that has stayed

the same to this day, Joseph started painting his machines and

trailers the magic yellow colour that still make little boys faces

light up with joy to this day. 1953 was an exciting year for JCB.

The JCB logo appeared, and it was then proudly displayed on their

first backhoe loader, this had not been  tried much before so JCB

became a well known leader in this field.

In 1957 the company brought out the ‘hydra digger’ (see left) a

useful tool both on the building site and the farm it combined an

excavator with a heavy loader.  In the 1960’s the famous ‘dancing

diggers’ started. It was a great success. By 1964 a grand total

of 3,000 3C backhoe loaders had been made.

 In  1969 the great Joseph Cyril Bamford was awarded a CBE for

services to export.   In1975 having steered the company for 30 year

Joe retired and Antony.

launched one of the world’s fastest production tractors, the

‘Fastrac’. It was capable of a top speed of 75KM/H (or 40MPH). It

was also one of the first tractors to have proper suspension. The

Fastrac was at the cutting edge of technology and was even

featured on a BBC TV programme.   In 2001 sadness hit all who

worked at JCB. The company founder Joseph Cyril Bamford died

aged 84. In 2005 JCB bought German roller and compaction

equipment company vibromax. This was the first time since 1968

that JCB had ever bought a company. In 2006 JCB had 4,000

employees double that of the workforce in 1975.

In every corner of the world you'll find a JCB machine. JCB is one

of the world's top three manufacturers of construction equipment.

We employ around 7000 people on 4 continents and sell our

products in 150 countries through 1,500 dealer depot locations.

Throughout our 64 year history, we have always invested heavily

in research and development, keeping JCB at the cutting edge of

innovation. Today, JCB has some of the finest engineering

facilities across the globe, produces a range of over 300 machines

and maintains a reputation for unrivalled customer service.

JCB INDIA

JCB India Limited, India’s largest manufacturer of Earthmoving

and Construction equipment is a fully owned subsidiary of JC

Bamford Excavators Limited (U.K). J.C. Bamford Excavators

Limited UK, one of the leading manufacturers of earthmoving and

construction equipment is considered one of Britain’s a most

impressive success stories. It produces over 300 different models,

which are sold in over 150 countries. JCB is also the world number

one producer for backhoe loaders.

JCB India Limited started operations in 1979 as a joint venture

company. In 2003 JCB UK acquired 100% shares in the joint

venture and today JCB is the fastest growing company in the

Indian earthmoving and construction equipment industry. The

company is a pioneer in the industry and has been recording

excellent growth rates. The company has developed and expanded

through launching revolutionary products and adherence to world

class JCB corporate identity norms. Today in India, JCB has sold

over 100,000 machines and out of every two Construction

equipment sold in India, one is a JCB.

JCB India has the World’s largest Backhoe Loader manufacturing

facility at Ballabgarh in Haryana which was expanded and in April

2009 inaugurated by Sir Anthony Bamford. It has two

manufacturing facilities at Pune comprising of:

Fabrications – India Business Unit, is a component

manufacturing plant and is export-oriented. It caters to the

needs of JCB factories both in India and abroad.

Heavyline – India Business Unit, is a Heavy Line

manufacturing plant that produces Excavators, Wheel

Loading Shovels and Vibratory Compactors.

It has India’s largest Parts & Technical Training Centre for

construction equipment in India.

One of India's largest design centre for construction

equipment

JCB India therefore offers a diverse range of unmatched

Backhoe Loaders. Wheeled Loaders, Excavators, Skid Steer

loaders, Telehandlers, Compactors and Pick and Carry Crane:

Backhoes

Our choice of superlative Backhoe Loaders includes 3DX (76

HP). 3DX Xtra (84hp), 3DX Super (96 HP) and 4DX (96

HP) depending on the customers requirements and

applications

Wheel Loaders

The options in the exceptional two wheeled loaders are 430Z

(127 HP. 1.7 cu.m), 432ZX (150 HP, 2.3 cu.m) and 456ZX

(216 HP, 3.3 cu.m).

Excavators

Our best and India's finest Excavator range includes JS 80 (8

ton), JS 140 (14 ton), JS 200 (20 ton). JS 210 LC (21 ton) and

JS 330 (33 ton) and recently launched JS200HD (Quarry

Machine) suited to diverse weight requirements

Skid Steers

We also have 3 different Robotic Skid Steer Loaders, viz.

160/170/190 all of which come with a wide range of

attachments to suit specific customer needs

Tele handlers

We have two models in tele handlers namely 506C and 528S

which are widely used in construction of multi-storyed

buildings, material handling at ports, industrial purpose, etc.

Compactors

We have two models of compactor called Vibromax VM115

and VMT 850, which are widely used in construction of

roads and highways.

Mobile Cranes

JCB India has recently launched mobile crane – Liftall.

Currently there are two models Liftall 1253 and Liftall 1202

in the 12T category. Cranes are extensively used as Material

Handling as well as construction equipment.

JCB India designs and develops the products on the basis of needs

and requirements of the customers as well as on the growing

infrastructure needs of the country. All machines are high quality

products, at par with the world's best and built to withstand

extreme vagaries of climate, while delivering their optimum

performance. 

JCB India believes in extraordinary customer satisfaction, as they

are the principal force guiding all JCB initiatives and endeavors.

We implement this mission through our comprehensive Network

of 51 dealers and over 362 outlets, which provide expert servicing

for our world-class machines. Our Product Support makes a

diligent and persistent effort to ensure that every JCB machine is in

best operational conditions at all times. We have a dedicated parts

center in Faridabad and parts depots in Chennai, Pune and Kolkata.

Engineering excellence and innovation are the hallmarks of JCB

and we are streamlining our facilities in India as per world

standards. With the valued inputs from our customers, JCB India

will continue to innovate and produce equipment and services to

best suit the needs of our markets. This indomitable spirit and our

unwavering commitment to serve while keeping pace with the

changing tastes of our customers, has helped in winning over our

customers over, time.

"Our growth has allowed us to help those around the globe who are

less fortunate than ourselves." Sir Anthony Bamford explains: "We

want a better future for our Children, where hard work and

dedication are given their just reward."

Success through responsibility

As a responsible company, JCB has the greatest respect for the

environment and its employees, as these were the foundations of

our success over the past 65 years. The world is changing and we

have to realign our responsibilities accordingly – we need to

respond to the threat of climate change, we must improve

workplace health and safety to an even higher level and we must

rise to the challenge of rebuilding global prosperity in the wake of

the financial crisis.  As we emerge from recession, we must

increase our focus on improving carbon performance, health and

safety and on how we help to generate wealth from the products

we provide to customers.

Recent successes include a reduction of 23% in our direct carbon

emissions since 2007, a 50% drop in our accident potential rate and

a 16% improvement in fuel consumption from our new Backhoe

Loader model.  Under the banner of JCB Sustainable Innovation,

we are committed to sharing our progress with our stakeholders.

We will collaborate with the world’s leading companies,

governments and individuals to help achieve our goals, as it is only

through co-operation that we will help to deliver collective

prosperity and a sustainable society for future generations. 

Machine range of JCB INDIA

Compaction

Vibratory Single

Drum Compactors

Vibratory

Tandem Rollers

Generators

Attachment

Bucket Compactors Earthdrill Forks & Frames Grabs &

Grapples

Hammer Kerbmaster Loader Muck Fork & GrabPatch Planer

Agriculture

Agricultural

Telescopic

Handlers

Agricultural

Wheeled Loaders

Attachments Compact

Excavators

( Mini / Midi )

Fastrac tractors

Lighting Tower Skid Steer

Loaders

Telescopic

Handlers

Teletruks Utility Vehicles

Construction

Agricultural

Wheeled Loaders

Articulated Dump

Trucks

Attachments Backhoe Loaders Compact

Excavators

( Mini / Midi )

Dumpsters Lighting

Tower

Micro

Excavators

Global Support Network

To deliver our promise of world class customer support, JCB has

continued to invest in a comprehensive global network of dealers

who really deliver the support you need.

JCB boasts over 1,000 dealer depots worldwide, and 92 dealer

depots in the UK. Operating out of those UK depots are 357

service technicians, all JCB-trained, and 265 service vans.

JCB dealers understand that this is a business about relationships,

as well as machines. We aim for customer satisfaction every time,

and understand that this means supporting the machine throughout

its life.

1500 JCB dealer depots worldwide

92 JCB dealer depots in the UK

821 service technicians

660 service vans in the UK

Parts Support

At the heart of our support network is the purpose-built JCB World

Parts Centre: a state-of-the-art facility employing more than 200

people and dispatching around 4,000 orders every day. JCB has the

widest range of parts of any manufacturer - genuine JCB parts can

help your machine remain truly JCB. The Centre uses some of the

most advanced technology around, improving productivity to such

an extent that we now achieve 24-hour dispatch in 96% of cases.

All JCB parts are fitted by JCB-trained technicians and carry a 12-

month warranty for real peace of mind.

£35m World Parts Centre

89 parts delivery vans in the UK

Parts availability: JCB dealers have over 80% in stock

Genuine JCB parts

Technical Assistance

Whether you need machine servicing or emergency breakdown

solutions, with JCB technical assistance you're guaranteed the

highest possible service levels. In an emergency, it's all about

speed of response. Our dealers operate their own customer support

vehicles so that emergency parts can be delivered straight to your

door and expertly fitted on the spot. In addition, dealers can tap

into the expertise of our experienced Product Technical Specialists

and Field Service Managers. They all know their machines inside

out and can quickly offer the best solutions to ensure minimum

downtime for maximum earning potential.

821 service technicians

All service technicians JCB-trained

The World Parts Centre operates 24/7

660 service vans in the UK

Asset Care

JCB Asset care is a range of flexible service options designed to

ensure that all our customers receive the highest standards of

machine servicing. It guarantees you the optimum level of after

sales support, with highly skilled, JCB-trained technicians using

genuine JCB parts and lubricants to maintain maximum machine

performance.

Depending on the Asset care package, JCB Finance may be able to

arrange payment over a period of time, for example alongside

monthly finance payments for the machine (UK only).

JCB Sure Price Service

JCB Maintenance Agreement

JCB Machinery Protection Plan

Business Solution

JCB total business solutions are designed to give you, your

machine and your business the support you need to achieve your

true earning potential.

JCB Finance helps you to preserve your working capital whilst

spreading the cost in the most effective and tax-efficient manner.

Finance provided by JCB Finance Ltd is only available within the

United Kingdom (UK). JCB Insurance, regulated by the FSA,

specialises in construction and industrial insurance, as well as

offering Insurance Premium Finance facilities.

Finance options are available for new and used machinery,

cars, commercial vehicles, static plant and access equipment.

JCB Insurance offers the full insurance package, including

liability, motor and property cover

Service Exchange

Waste Batteries and Accumulators (UK) Regulations 2009

JCB, in the UK, will take back waste automotive batteries via its

dealer network and JCB Service, Uttoxeter. Once JCB has received

waste automotive batteries, disposal will be handled by a licensed

third party. The major components of all JCB machines, including

the engine, are intelligently designed so that they can be

remanufactured, providing multiple lifecycles.

To take advantage of the superb value for money offered by JCB

Service Exchange components, in most cases all you need to do is

make a few simple visual checks to ensure we can take your old

unit for remanufacturing. You'll also need to make sure it is

cleaned and assembled, not externally damaged and is drained of

all fluids.

Excellent value for money, costing up to 50% less than new

parts

Remanufactured to the latest specifications

12-month warranty on parts fitted by JCB dealer

Office Addresses of JCB INDIA

JCB India Headquarters

JCB India Limited, 23/7 Mathura Road, Ballabgarh-121004,

Haryana

Telephone: 0129-4299000(Board) Fax: 0129-2309050

 

Fabrications – India Business Unit

Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh

Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507

Telephone: 2114-304000(Board) Fax: 2114-304021 & 304022

 

Heavyline – India Business Unit

Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh

Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507

Telephone: 2114 305000(Board) Fax: 2114-304024 & 304025

 

India Design Centre

telegaon Floriculture & Industrial Park, Village Ambi, Navlakh

Umbhre, Tal. Maval, Tallegaon Dabhade, Distt. Pune-410507

Telephone: 2114 304000(Board) & 2114-305000 (Board)

 

REGIONAL OFFICES

New Delhi

JCB Office, B-I/I-I, 2nd Floor, Mohan Co-op. Industrial Estate,

Mathura Road, New Delhi-110044 Telephone: 011-40539745, 46

Kolkata

JCB Office, 'UDAYACHAL' Building, Suite #6, 2nd Floor, No. 9,

Sarojini Naidu Sarani, (Rawdon Street), Kolkata-700017

Telephone: 033-22802188, 22873693 

Mumbai

JCB Office, 201,2nd Floor, Chintamani Plaza, Andheri Kurla

Road, Andheri (East), Mumbai-400099, Maharashtra

Telephone: 022-28255503, 66791738

 

Nagpur

JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South

Ambazari Road, Nagpur-440010 Telephone: 0712-2221450,

2220773, 2243066  

 

Hyderabad

JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan

Bagh, No. 6-3-1192/1/1, Begumpeth, Hyderabad-500016

Telephone: 040-66361112

 

Chennai

JCB Regional Office, 8th Floor, Door No. 8A & B, Century Plaza,

560-562, Anna Salai, Teynampet, Chennai-600008

Telephone: 044-24312571  

 

AREA OFFICES

Ahmedabad

JCB Office, 505, Time Square, C.G. Road, Ahmedabad-380009,

Gujarat Telephone 079-26462946 Fax: 079-26462947

 

Bangalore

JCB Office, 1102, Barton Centre, M.G. Road, Bangalore-560001,

Karnataka Telephone 080-25325983 Fax: 080-25325984

 

Bhopal

JCB Office, FF-5, Block-A, Mansarovar Complex, Near Habibganj

Railway Station, Bhopal-462016, Madhya Pradesh

Telephone 0755-2574936  

 

Bhubaneshwar

JCB Office, F. No. 206, Block-A, Nirmala Plaza Complex, Forest

Park, Bhubaneshwar-751009, Orissa Tel/Fax: 0674-2595597  

 

Chandigarh

JCB Office, 301, 3rd Flooar, S.C.O. 120-122, Sector-17 C,

Chandigarh

Telephone: 0172-4640120 Fax: 0172-2725482

 

Guwahati

JCB Office, B.K. Kakati Road, By-Lane Opp. DGP Office,

Ulubari Woodland Hall Compound, H/O Mr. P. Barman, 2nd

Floor, Guwahati-781007, Assam Telephone: 0361-

2464610 Fax: 0361-2464986   

Hyderabad

JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan

Bagh, No. 6-3-1192/1/1, Begumpeth, Hyderabad-500016

Telephone: 040-66361112, 66361113, 23413973

 

Jaipur

JCB Office, 228, 2nd Floor, Laxmi Complex, M.I. Road, Jaipur-

302001, Rajasthan Telephone: 0141-4002770  

Jamshedpur

JCB Office, 101, 111, Yash Kamal Complex, Main Road,

Bistupur, Jamshedpur-831001, Jharkhand Tel: 0657-

2431557 Mobile :  9470195110 

Kochi

JCB Office, P.B. No. 2401, 39/4006 Kelmers Complex,

Sreekandath Road, Ravipuram, Kochi-682016 Telephone 09946

448305

 Nagpur

JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South

Ambazari Road, Nagpur-440010 Telephone: 0712-2221450,

2220773, 2243066  

 

Pune

JCB Office, Office No. 11, Business Avenure, Opp. Sony World,

Sanghvi Nagar, Aundh, Pune-411110 Telephone 020-32509533,

25893214 

 

Raipur

JCB Office, Plot No. 01, Dongaji Colony, Besides Mahavir Park,

G.E. Road, Raipur-492009, Chhattisgarh

Telephone/Fax 0771-4267435 / 4267131

JOB SATISFACTION

Job satisfaction describes how content an individual is with his or

her job. The happier people are within their job, the more satisfied

they are said to be. Job satisfaction is not the same as motivation,

although it is clearly linked. Job design aims to enhance job

satisfaction and performance, methods include job rotation, job

enlargement and job enrichment.

Other influences on satisfaction include the management style and

culture, employee involvement, empowerment and autonomous

work position. Job satisfaction is a very important attribute which

is frequently measured by organizations. The most common way of

measurement is the use of rating scales where employees report

their reactions to their jobs.

Questions relate to rate of pay, work responsibilities, variety of

tasks, promotional opportunities, the work itself and co-workers.

Some questioners ask yes or no questions while others ask to rate

satisfaction on 1-5 scale (where 1 represents "not at all satisfied"

and 5 represents "extremely satisfied").

Job satisfaction is in regard to one's feelings or state-of-mind

regarding the nature of their work. Job satisfaction can be

influenced by a variety of factors, eg, the quality of one's

relationship with their supervisor, the quality of the physical

environment in which they work, degree of fulfillment in their

work, etc. (To my knowledge, there is no strong acceptance among

researchers, consultants, etc., that increased job satisfaction

produces improve job performance -- in fact, improved job

satisfaction can sometimes decrease job performance. For

example, you could let sometime sit around all day and do nothing.

That may make them more satisfied with their "work" in the short

run, but their performance certainly didn't improve.)

Job Satisfaction is the favorableness or un-favorableness with

which the employee views his work. It expresses the amount of

agreement between one’s expectation of the job and the rewards

that the job provides. Job Satisfaction is a part of life satisfaction.

The nature of one’s environment of job is an important part of

life’s Job Satisfaction influences one’s general life satisfaction.

Job Satisfaction, thus, is the result of various attitudes possessed by

an employee. In a narrow sense, these attitudes are related to the

job under condition with such specific factors such as wages.

Supervisors of employment, conditions of work, social relation on

the job, prompt settlement of grievances and fair treatment by

employer. However, more comprehensive approach requires that

any factors are to be included before a complete understanding of

job satisfaction can be obtained. Such factors as employee’s age,

health temperature, desire and level of aspiration should be

considered. Further his family relationship, Social status,

recreational outlets, activity in the organizations etc. Contribute

ultimately to job satisfaction.

Definitions

“Job satisfaction does not seem to reduce absence, turnover and

perhaps accident rates”.

“Job satisfaction is a general attitude towards one’s job: the

difference between the amount of reward workers receive and the

amount they believe they should receive.” Job satisfaction defines

as “The amount of over all positive affect (or feeling) that

individuals have toward their jobs.”

“Job satisfaction is the amount of pleasure or contentment

associated with a job. If youlike your job intensely, you will

experience high job satisfaction. If you dislike your job intensely,

you will experience job dissatisfaction.”

Job satisfaction is one part of life satisfaction. The environment

influences the job. Similarly, since a job is important part of life,

job satisfaction influences one’s general life satisfaction. Manager

may need to monitor not only the job and immediate work

environment but also their employees attitudes towards other part

of life.

Human life has become very complex and completed in now-a-

days. In modern society the needs and requirements of the people

are ever increasing and ever changing. When the people are ever

increasing and ever changing, when the peoples needs are not

fulfilled they become dissatisfied. Dissatisfied people are likely to

contribute very little for any purpose.

Job satisfaction of industrial workers us very important for the

industry to function successfully. Apart from managerial and

technical aspects, employers can be considered as backbone of any

industrial development. To utilize their contribution they should be

provided with good working conditions to boost their job

satisfaction.

Any business can achieve success and peace only when the

problem of satisfaction and dissatisfaction of workers are felt

understood and solved, problem of efficiency absenteeism labour

turnover require a social skill of understanding human problems

and dealing with them scientific investigation serves the purpose to

solve the human problems in the industry.

PAY

Wages do play a significant role in determining of satisfaction.

Pay is instrumental unfulfilling so many needs. Money facilities

the obtaining of food, shelter, and clothing and provides the means

to enjoy valued leisure interest outside of work. More over, pay

conserve as symbol of achievement and a source of recognition.

Employees often see pay as a reflection of organization. Fringe

benefits have not been found to have strong influence on job

satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major

role in determining how satisfied employees are with their jobs. By

and large, workers want jobs that are challenging; they do want to

be doing mindless jobs day after day. The two most

important aspect of the work itself that influence job satisfaction

are variety and control over work methods and work place. In

general, job with a moderate amount of variety produce the most

job satisfaction. Jobs with too little variety cause workers to feel

bored and fatigue. Jobs with too much variety and stimulation

cause workers to feel psychologically stressed and ‘burnout’.

PROMOTION

Promotional opportunities have a moderate impact on job

satisfaction. A promotion to a higher level in an organization

typically involves positive changes I supervision, job content and

pay. Jobs that are at the higher level of an organization usually

provide workers with more freedom, more challenging work

assignments and high salary.

SUPERVISION

Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish

a supportive personal

relationship with subordinates and take a personal interest in

them.

2. The other dimension of supervisory style influence

participation in decision making, employee who participates in

decision that affect their job, display a much higher level of

satisfaction with supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of

job satisfaction to individual employees. The working groups also

serve as a social support system of employees. People often used

their co-workers as sounding board for their problem of as a source

of comfort.

WORK CONDITION

The employees desire good working condition because they lead

to greater physical comfort. The working conditions are important

to employees because they can influence life outside of work. If

people are require to work long hours and / or overtime, they will

have very little felt for their families, friends and recreation outside

work.

SUPERVISION

To a worker, Supervision is equally a strong contributor to the job

satisfaction as well as to the job dissatisfaction. The feelings of

workers towards his supervisors are usually similar to his feeling

towards the company. The role of supervisor is a focal point for

attitude formation. Bad supervision results in absenteeism and

labor turnover. Good supervision results in higher production and

good industrial relations.

CO-WORKERS

Various studies had traced this factor as a factor of intermediate

importance. One’s associates with others had frequently been

motivated as a factor in job satisfaction. Certainly, this seems

reasonable because people like to be near their friends. The

workers derive satisfaction when the co-workers are helpful,

friendly and co-operative.

AGE

Age has also been found to have a direct relationship to level job

of satisfaction of employees. In some groups job satisfaction is

higher with increasing age, in other groups job satisfaction is lower

and in other there is no difference at all.

MARITAL STATUS

Marital status has an important role in deciding the job satisfaction.

Most of the studies have revealed that the married person finds

dissatisfaction in his job than his unmarried counterpart. The

reasons stated to be are that wages were insufficient due to

increased cost of living, educations to children etc.

EDUCATION

Studies conducted among various workers revealed that most of

workers who had not completed their school education showed

higher satisfaction level. However, educated workers felt less

satisfied in their job.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we

have to keep in mind that: all individuals do no derive the same

degree of satisfaction though they perform the same job in the

same job environment and at the same time. Therefore, it appears

that besides the nature of job and job environment, there are

individual variables which affect job satisfaction. Thus, all those

factors which provide a fit among individual variables, nature of

job, and situational variables determine the degree of job

satisfaction. Let us see what these factors are. Individuals have

certain expectations from their jobs. If their expectations are met

from the jobs, they feel satisfied. These expectations are based on

an individual’s level of education, age and other factors.

Level of education :

Level of education of an individual is a factor which determines

the degree of job satisfaction. For example, several studies have

found negative correlation between the level of education,

particularly higher level of education, and job satisfaction. The

possible reason for this phenomenon may be that highly educated

persons have very high expectations from their jobs which remain

unsatisfied. In their case, Peter’s principle which suggests that

every individual tries to reach his level of incompetence, applies

more quickly.

Other factors :

Besides the above two factors, there are other individual factors

which affect job satisfaction. If an individual does not have

favorable social and family life, he may not feel happy at the

workplace. Similarly, other personal problems associated with him

may affect his level of job satisfaction. Personal problems

associated with him may affect his level of job satisfaction.

Nature of job :

Nature of job determines job satisfaction which is in the form of

occupation level and job content.

Occupation level :

Higher level jobs provide more satisfaction as compared to lower

levels. This happens because high level jobs carry prestige and

status in the society which itself becomes source of satisfaction for

the job holders.

For example, professionals derive more satisfaction as compared to

salaried people:

Factory workers are least satisfied.

Job content :

Job content refers to the intrinsic value of the job which depends

on the requirement of

Skills for performing it, and the degree of responsibility and

growth it offers. A higher

Content of these factors provides higher satisfaction. For example,

a routine and repetitive lesser satisfaction; the degree of

satisfaction progressively increases in job rotation, job

enlargement, and job enrichment.

Situational variables :

Situational variables related to job satisfaction lie in organizational

context – formal and informal. Formal organization emerges out of

the interaction of individuals in the organization. Some of the

important factors which affect job important factors which affect

job satisfaction are given below:

Working conditions :

Working conditions, particularly physical work environment, like

conditions of workplace and associated facilities for performing

the job determine job satisfaction. These work in two ways. First,

these provide means job performance. Second, provision of these

conditions affects the individual’s perception about the

organization. If these factors are favorable, individuals experience

higher level of job satisfaction.

Supervision :

The type of supervision affects job satisfaction as in each type of

supervision; the degree of importance attached to individuals

varies. In employee-oriented supervision, there isomer concern for

people which is perceived favorably by them and provides them

more satisfaction. In job oriented supervision, there is more

emphasis on the performance of the job and people become

secondary. This situation decreases job satisfaction

.

Equitable rewards :

The type of linkage that is provided between job performance and

rewards determines the degree of job satisfaction. If the reward is

perceived to be based on the job performance and equitable, it

offers higher satisfaction. If the reward is perceived to be based on

considerations other than the job performance, it affects job

satisfaction adversely.

Opportunity :

It is true that individuals seek satisfaction in their jobs in the

context of job nature handwork environment by they also attach

importance to opportunities for promotion that these job offer. If

the present job offers opportunity of promotion is lacking, it

reduces satisfaction.

Work group   : Individuals work in group either created formally of

they develop on their own to seek emotional satisfaction at the

workplace. To the extent such groups are cohesive; the degree of

satisfaction is high. If the group is not cohesive, job satisfaction is

low. In a cohesive group, people derive satisfaction out of their

interpersonal interaction and workplace becomes satisfying leading

to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen

in the context of an individual’s physical and mental health,

productivity, absenteeism, and turnover.

Physical and Mental Health :

The degree of job satisfaction affects an individual’s physical and

mental health. Since job satisfaction is a type of mental feeling, its

favorableness or unfavourablesness affects the individual

psychologically which ultimately affects his physical health.

For example, Lawler has pointed out that drug abuse, alcoholism

and mental and physical health result from psychologically

harmful jobs. Further, since a job is an important part of life, job

satisfaction influences general life satisfaction. The result is that

there is spillover effect which occurs in both directions between

job and life satisfaction.

Productivity :

There are two views about the relationship between job satisfaction

and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship

between job satisfaction and productivity; when job satisfaction

increases, productivity increases; when satisfaction decreases,

productivity decreases. The basic logic behind this is that a happy

worker will put more efforts for job performance. However, this

may not be true in all cases.

For example, a worker having low expectations from his jobs may

feel satisfied but he may not put his efforts more vigorously

because of his low expectations from the job. Therefore, this view

does not explain fully the complex relationship between job

satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a

productive worker explains the relationship between job

satisfaction and productivity. Various research studies also support

this view.

This relationship may be explained in terms of the operation of

two factors: effect of job performance on satisfaction and

organizational expectations from individuals for job performance.

Job performance leads to job satisfaction and not the other way

round. The basic factor for this phenomenon is the rewards (a

source of satisfaction) attached with performance. There are two

types of rewards intrinsic and extrinsic. The intrinsic reward stems

from the job itself which may be in the form of growth potential,

challenging job, etc. The satisfaction on such a type of reward may

help to increase productivity. The extrinsic reward is subject to

control by management such as salary, bonus, etc. Any increase in

these factors does not help to increase productivity though these

factors increase job satisfaction.

A happy worker does not necessarily contribute to higher

productivity because he has to operate under certain technological

constraints and, therefore, he cannot go beyond certain output.

Further, this constraint affects the management’s expectations from

the individual in the form of lower output. Thus, the work situation

is pegged to minimally acceptable level of performance. However,

it does not mean that the job satisfaction has no impact o

productivity. A satisfied worker may not necessarily lead to

increased productivity but a dissatisfied worker leads to lower

productivity.

THE RELATION BETWEEN PERFORMANCE AND

SATISFACTION

Absenteeism :

Absenteeism refers to the frequency of absence of job

holder from the workplace either unexcused absence due to some

avoidable reasons or long absence due to some unavoidable

reasons. It is the former type of absence which is a matter of

concern. This absence is due to lack of satisfaction from the job

which produces a ‘lack of will to work’ and alienate a worker form

work as for as possible. Thus, job satisfactions related to

absenteeism.

Employee turnover :

Turnover of employees is the rate at which employees leave the

organization within given period of time. When an individual feels

dissatisfaction in the organization, he tries to overcome this

through the various ways of defense mechanism. If he is not able

to dose, he opts to leave the organization. Thus, in general case,

employee turnover is related to job satisfaction. However, job

satisfaction is not the only cause of employee turnover, the other

cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of

computer software professionals is very high in India. However,

these professionals leave their organizations not simply because

they are not satisfied but because of the opportunities offered from

other sources particularly from foreign companies located abroad.

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure

objectively. The level of job satisfaction is affected by a wide

range of variables relating to individual, social, cultural,

organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL

SOCIAL

ORGANIZATIONAL

ENVIRONMENTAL

CULTURAL

FACTORS

Individual:- Personality, education, intelligence and abilities,

age, marital status, orientation to work.

Social factors :-Relationship with co-workers, group working

and norms, opportunities for interaction, informal relations

etc.

Organizational factors :- Nature and size, formal structure,

personnel policies and procedures, industrial relation,

nature of work, technology and work organization,

supervision and styles of leadership, management systems,

working conditions.

Environmental factors :-Economic, social, technical and

governmental influences.

Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a

given set of circumstances but not necessarily in others. Some

workers may be satisfied with certain aspects of their work and

dissatisfied with other aspects .Thus, overall degree of job

satisfaction may differ from person to person.

IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very

important for executives. Job satisfaction study importance can be

understood by the answer of the following question

1)Is there room for improvement?

2)Who is relatively more dissatisfied?

3)What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?

Benefits of job satisfaction study Job satisfaction surveys can

produce positive, neutral or negative results. If planned properly

and administered, they will usually produce a number of important

benefits, such as-

It gives management an indication of general levels of satisfaction

in a company. Surveys also indicate specific areas of satisfaction

or dissatisfaction as compared to employee services and particular

group of employee.2. It leads to valuable communication brought

by a job satisfaction survey. Communication flow in all direction

as people plan the survey, take it and discuss the result. Upward

communication is especially fruitful when employee are

encouraged to comment about what is on their minds instead of

merely answering questions about topics important to

management.

As a survey is safety value, an emotional release. A chance to

things gets off. The survey is an intangible expression of

management’s interest in employee welfare, which gives

employees a reason to feel better towards management. 4. Job

satisfaction surveys are a useful way to determine certain training

needs.

Job satisfaction surveys are useful for identifying problem that

may arise, comparing the response to several alternatives and

encouraging manager to modify their original plans. Follow up

surveys allows management to evaluate the actual response to a

change and study its success or failure.

Frequently, work underlies self-esteem and identity while

unemployment lowers self-worth and produces anxiety. At the

same time, monotonous jobs can erode a worker's initiative and

enthusiasm and can lead to absenteeism and unnecessary turnover.

Job satisfaction and occupational success are major factors in

personal satisfaction, self-respect, self-esteem, and self-

development. To the worker, job satisfaction brings a pleasurable

emotional state that often leads to a positive work attitude.

A satisfied worker is more likely to be creative, flexible,

innovative, and loyal. For the organization, job satisfaction of its

workers means a work force that is motivated and committed to

high quality performance. Increased productivity the quantity and

quality of output per hour worked seems to be a byproduct of

improved quality of working life.

It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor

consistent.. Unhappy employees, who are motivated by fear of job

loss, will not give 100 percent of their effort for very long. Though

fear is a powerful motivator, it is also a temporary one, and as soon

as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization

include reduction in complaints and grievances, absenteeism,

turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked to a more healthy

work force and has been found to be a good indicator of longevity.

And although only little correlation has been found between job

satisfaction and productivity, Brown (1996) notes that some

employers have found that satisfying or delighting employees is

a prerequisite to satisfying or delighting customers, thus protecting

the "bottom line." No wonder Andrew Carnegie is quoted as

saying: "Take away my people, but leave my factories, and soon

grass will grow on the factory floors.

Take away my factories, but leave my people, and soon we will

have a new and better factory" want to maintain a high level of job

satisfaction in the work force must try to understand the needs of

each member of the work force.

For example, when creating work teams, managers can enhance

worker satisfaction by placing people with similar backgrounds,

experiences, or needs in the same workgroup. Also, managers can

enhance job satisfaction by carefully matching workers with the

type of work.

For example, a person who does not pay attention to detail would

hardly make a good inspector, and a shy worker is unlikely to be a

good salesperson. As much as possible, managers should match

job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can

also take other deliberate steps to create a stimulating work

environment. One such step is job enrichment. Job enrichment

is a deliberate upgrading of responsibility, scope, and challenge in

the work itself. Job enrichment usually includes increased

responsibility, recognition, and opportunities for growth, learning,

and achievement.

Large companies that have used job-enrichment programs to

increase employee motivation and job satisfaction. Good

management has the potential for creating high morale, high

productivity, and a sense of purpose and meaning for the

organization and its employees.

Empirical findings show that job characteristics such as pay,

promotional opportunity, task clarity and significance, and skills

utilization, as well as organizational characteristics such as

commitment and relationship with supervisors and co-workers,

have significant effects on job satisfaction. These job

characteristics can be carefully managed to enhance job

satisfaction.

Of course, a worker who takes some responsibility for his or her

job satisfaction will probably find many more satisfying elements

in the work environment. Everett (1995) suggests that employees

ask themselves the following questions:

When have I come closest to expressing my full potential in a

work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to

the present situation?

REVIEW OF LITERATURE:

JOB SATISFACTION

This study attempts to evaluate job satisfaction of JCB India Ltd. It

focuses on the relative importance of job satisfaction factors and

their impacts on the overall job satisfaction of officers. It also

investigates the impacts such as, work experience, age, and sex

differences on the attitudes toward Job Satisfaction.

The result shows that salary, efficiency in work, fringe

supervision, and co- worker relation are the most important factors

contributing to job satisfaction. Private sectors have higher levels

of job satisfaction than those from public sectors as they enjoy

better facilities and supportive work environment. Sex and

age differences have relatively lower level of impact on it. The

overall job satisfaction of the employees is at the positive level.

This study attempts to evaluate job satisfaction of bank officers in

Bangladesh. It focuses on the relative importance of job

satisfaction factors and their impacts on the overall job satisfaction

of officers. It also investigates the impacts of bank type, work

experience, age, and sex differences on the attitudes toward job

Satisfaction.

The result shows that salary, efficiency in work, fringe supervision,

and co-worker relation are the most important factors contributing

to job satisfaction. Private bank officers have higher levels of job

satisfaction than those from public sectors as they enjoy better

facilities and supportive work environment. Sex and age

differences have relatively lower level of impact on it. The overall

job satisfaction of the bank officers is at the positive level.

History

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

Hawthorne studies. These studies (1924–1933), primarily credited

to Elton Mayo of the Harvard Business School, sought to find the

effects of various conditions (most notably illumination) on

workers’ productivity. These studies ultimately showed that novel

changes in work conditions temporarily increase productivity

(called the Hawthorne Effect). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of

being observed. This finding provided strong evidence that people

work for purposes other than pay, which paved the way for

researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant

impact on the study of job satisfaction. Frederick Winslow

Taylor’s 1911 book, Principles of Scientific Management, argued

that there was a single best way to perform any given work task.

This book contributed to a change in industrial production

philosophies, causing a shift from skilled labor

and piecework towards the more modern of assembly

lines andhourly wages.

The initial use of scientific management by industries greatly

increased productivity because workers were forced to work at a

faster pace. However, workers became exhausted and dissatisfied,

thus leaving researchers with new questions to answer regarding

job satisfaction. It should also be noted that the work of W.L.

Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for

Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation

theory, laid the foundation for job satisfaction theory. This theory

explains that people seek to satisfy five specific needs in life –

physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from

which early researchers could develop job satisfaction theories.

Job satisfaction can also be seen within the broader context of the

range of issues which affect an individual's experience of work, or

their quality of working life. Job satisfaction can be understood in

terms of its relationships with other key factors, such as general

well-being, stress at work, control at work, home-work interface,

and working conditions.

Models of job satisfaction

Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the

most famous job satisfaction model. The main premise of this

theory is that satisfaction is determined by a discrepancy between

what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work

moderates how satisfied/dissatisfied one becomes when

expectations are/aren’t met.

When a person values a particular facet of a job, his satisfaction is

more greatly impacted both positively (when expectations are met)

and negatively (when expectations are not met), compared to one

who doesn’t value that facet. To illustrate, if Employee A values

autonomy in the workplace and Employee B is indifferent about

autonomy, then Employee A would be more satisfied in a position

that offers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B. This

theory also states that too much of a particular facet will produce

stronger feelings of dissatisfaction the more a worker values that

facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional

Theory Template: Jackson April 2007. It is a very general theory

that suggests that people have innate dispositions that cause them

to have tendencies toward a certain level of satisfaction, regardless

of one’s job. This approach became a notable explanation of job

satisfaction in light of evidence that job satisfaction tends to be

stable over time and across careers and jobs. Research also

indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional

Theory was the Core Self-evaluations Model, proposed by

Timothy A. Judge in 1998. Judge argued that there are four Core

Self-evaluations that determine one’s disposition towards job

satisfaction: self-esteem, general self-efficacy, locus of control,

and neuroticism. This model states that higher levels of self-esteem

(the value one places on his/her self) and general self-efficacy (the

belief in one’s own competence) lead to higher work satisfaction.

Having an internal locus of control (believing one has control over

her\his own life, as opposed to outside forces having control) leads

to higher job satisfaction. Finally, lower levels of neuroticism lead

to higher job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator

Hygiene Theory) attempts to explain satisfaction and motivation in

the workplace. This theory states that satisfaction and

dissatisfaction are driven by different factors – motivation and

hygiene factors, respectively. An employee’s motivation to work is

continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to

attain personal and organizational goals (Hoskinson, Porter, &

Wrench, p. 133). Motivating factors are those aspects of the job

that make people want to perform, and provide people with

satisfaction, for example achievement in work, recognition,

promotion opportunities. These motivating factors are considered

to be intrinsic to the job, or the work carried out. Hygiene factors

include aspects of the working environment such as pay, company

policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research,

researchers have been unable to reliably empirically prove the

model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological

artifact. Furthermore, the theory does not consider individual

differences, conversely predicting all employees will react in an

identical manner to changes in motivating/hygiene factors. Finally,

the model has been criticized in that it does not specify how

motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model,

which is widely used as a framework to study how particular job

characteristics impact on job outcomes, including job satisfaction.

The model states that there are five core job characteristics (skill

variety, task identity, task significance, autonomy, and feedback)

which impact three critical psychological states (experienced

meaningfulness, experienced responsibility for outcomes, and

knowledge of the actual results), in turn influencing work

outcomes (job satisfaction, absenteeism, work motivation,

etc.). The five core job characteristics can be combined to form a

motivating potential score (MPS) for a job, which can be used as

an index of how likely a job is to affect an employee's attitudes and

behaviors----. A meta-analysis of studies that assess the framework

of the model provides some support for the validity of the JCM.

Communication Overload and Communication Underload

One of the most important aspects of an individual’s work in a

modern organization concerns the management of communication

demands that he or she encounters on the job. Demands can be

characterized as a communication load, which refers to “the rate

and complexity of communication inputs an individual must

process in a particular time frame. Individuals in an organization

can experience communication over-load and communication

under- load which can affect their level of job satisfaction.

Communication overload can occur when “an individual receives

too many messages in a short period of time which can result in

unprocessed information or when an individual faces more

complex messages that are more difficult to process. Due to this

process, “given an individual’s style of work and motivation to

complete a task, when more inputs exist than outputs, the

individual perceives a condition of overload which can be

positively or negatively related to job satisfaction. In comparison,

communication under load can occur when messages or inputs are

sent below the individual’s ability to process them. According to

the ideas of communication over-load and under-load, if an

individual does not receive enough input on the job or is

unsuccessful in processing these inputs, the individual is more

likely to become dissatisfied, aggravated, and unhappy with their

work which leads to a low level of job satisfaction.

Measuring job satisfaction

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

most common method for collecting data regarding job satisfaction

is the Likert scale. Other less common methods of for gauging job

satisfaction include: Yes/No questions, True/False questions, point

systems, checklists, and forced choice answers. This data are

sometimes collected using an Enterprise Feedback

Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, &

Hulin (1969), is a specific questionnaire of job satisfaction that has

been widely used. It measures one’s satisfaction in five facets: pay,

promotions and promotion opportunities, coworkers, supervision,

and the work itself. The scale is simple, participants answer either

yes, no, or can’t decide (indicated by ‘?’) in response to whether

given statements accurately describe one’s job. The Job in

General Index is an overall measurement of job satisfaction. It is

an improvement to the Job Descriptive Index because the JDI

focuses too much on individual facets and not enough on work

satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota

Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey

(JSS), and the Faces Scale. The MSQ measures job satisfaction in

20 facets and has a long form with 100 questions (five items from

each facet) and a short form with 20 questions (one item from each

facet). The JSS is a 36 item questionnaire that measures nine facets

of job satisfaction. Finally, the Faces Scale of job satisfaction, one

of the first scales used widely, measured overall job satisfaction

with just one item which participants respond to by choosing a

face.

Superior-Subordinate Communication

Superior-subordinate communication is an important influence on

job satisfaction in the workplace. The way in which subordinate’s

perceive a supervisor’s behavior can positively or negatively

influence job satisfaction. Communication behavior such as facial

expression, eye contact, vocal expression, and body movement is

crucial to the superior-subordinate relationship. Nonverbal

messages play a central role in interpersonal interactions with

respect to impression formation, deception, attraction, social

influence, and emotional expression.

Nonverbal immediacy from the supervisor helps to increase

interpersonal involvement with their subordinates impacting job

satisfaction. The manner in which supervisors communicate their

subordinates may be more important than the verbal content.

Individuals who dislike and think negatively about their supervisor

are less willing to communicate or have motivation to work where

as individuals who like and think positively of their supervisor are

more likely to communicate and are satisfied with their job and

work environment.

The relationship of a subordinate with their supervisor is a very

important aspect in the workplace. Therefore, a supervisor who

uses nonverbal immediacy, friendliness, and open communication

lines is more willing to receive positive feedback and high job

satisfaction from a subordinate where as a supervisor who is

antisocial, unfriendly, and unwilling to communicate will naturally

receive negative feedback and very low job satisfaction from their

subordinates in the workplace.

Emotions

Mood and emotions form the affective element of job satisfaction.

(Weiss and Cropanzano, 1996). Moods tend to be longer lasting

but often weaker states of uncertain origin, while emotions are

often more intense, short-lived and have a clear object or cause.

There is some evidence in the literature that moods are related to

overall job satisfaction. Positive and negative emotions were also

found to be significantly related to overall job satisfaction

Frequency of experiencing net positive emotion will be a better

predictor of overall job satisfaction than will intensity of positive

emotion when it is experienced.

Emotion work (or emotion management) refers to various efforts

to manage emotional states and displays. Emotion management

includes all of the conscious and unconscious efforts to increase,

maintain, or decrease one or more components of an emotion.

Although early studies of the consequences of emotional work

emphasized its harmful effects on workers, studies of workers in a

variety of occupations suggest that the consequences of emotional

work are not uniformly negative.

It was found that suppression of unpleasant emotions decreases job

satisfaction and the amplification of pleasant emotions increases

job satisfaction. The understanding of how emotion regulation

relates to job satisfaction concerns two models:

1. Emotional dissonance . Emotional dissonance is a state of

discrepancy between public displays of emotions and

internal experiences of emotions, that often follows the

process of emotion regulation. Emotional dissonance is

associated with high emotional exhaustion, low

organizational commitment, and low job satisfaction.

2. Social interaction model. Taking the social interaction

perspective, workers’ emotion regulation might beget

responses from others during interpersonal encounters that

subsequently impact their own job satisfaction. For example:

The accumulation of favorable responses to displays of

pleasant emotions might positively affect job satisfaction

performance of emotional labor that produces desired

outcomes could increase job satisfaction.

Relationships and practical implications

Job Satisfaction can be an important indicator of how employees

feel about their jobs and a predictor of work behaviors such as

organizational citizenship, absenteeism, and turnover. Further, job

satisfaction can partially mediate the relationship of personality

variables and deviant work behaviors.

One common research finding is that job satisfaction is correlated

with life satisfaction. This correlation is reciprocal, meaning

people who are satisfied with life tend to be satisfied with their job

and people who are satisfied with their job tend to be satisfied with

life. However, some research has found that job satisfaction is not

significantly related to life satisfaction when other variables such

as no work satisfaction and core self-evaluations are taken into

account.

An important finding for organizations to note is that job

satisfaction has a rather tenuous correlation to productivity on the

job. This is a vital piece of information to researchers and

businesses, as the idea that satisfaction and job performance are

directly related to one another is often cited in the media and in

some non-academic management literature. A recent meta-

analysis found an average uncorrected correlation between job

satisfaction and productivity to be r = 0.18; the average true

correlation, corrected for research artifacts and unreliability, was r

= 0.30. Further, the meta-analysis found that the relationship

between satisfaction and performance can be moderated by job

complexity, such that for high-complexity jobs the correlation

between satisfaction and performance is higher than for jobs of low

to moderate complexity.

Job Satisfaction also have high relationship with intention to quit.

It is found in many research that Job Satisfaction can lead to

Intention to Stay / Quit in an organization. Recent research has also

shown that Intention to Quit can have effect like poor performance

orientation, organizational deviance, and poor organizational

citizenship behaviors. In short, the relationship of satisfaction to

productivity is not necessarily straightforward and can be

influenced by a number of other work-related constructs, and the

notion that "a happy worker is a productive worker" should not be

the foundation of organizational decision-making. With regard to

job performance, employee personality may be more important

than job satisfaction. The link between job satisfaction and

performance is thought to be a spurious relationship instead, both

satisfaction and performance are the result of personality.

Distractions At Work

Sounds familiar? Here are some tips on how to tackle workplace

distractions and use your time at work more effectively:

e-mail

Access your e-mail only at certain times of the day. Doing it as

your day begins will give you a head start. If at all possible, never

touch the same e-mail twice. Avoid the tendency to go through the

same mail again and again. Do not open your mail unless you have

time to read it and take some action on it, ie reply to it, delegate it,

save it or delete it.

Create separate folders

Avoid a flooded inbox by creating separate folders for your boss,

special projects, clients, colleagues, etc. Learn the Traffic Light

principle:

Red folder: For mails from the boss, clients, projects that are on the

verge of completion and deadlines that you need to meet.

Yellow folder: Meeting highlights or minutes can be placed in a

yellow folder for your perusal at a later date. These are the types of

things that can be read during free time, lunch, while backing up

files, printing, etc.

Green folder: This can be your 'On the move' folder. Store all the

mails, articles and presentations you will need to carry in the next

meeting or a client review.

e-mail management tips

As far as possible, attach the old message when replying to an e-

mail. Try using the 'Reply with history' option in your mail if

available.  This feature is offered by some e-mail providers like

'Lotus Notes' and enables you to automatically attach all the

original e-mails that may have been exchanged so far. 

Select the reply option and you will see a 'drop down menu' with

several options. Choose 'reply to all with history' or just 'reply with

history'. This will help the recipient remember its original content. 

Use e-mail tools such as auto-responders and the 'Out of office

option' in case you are away for a long time. This will make sure

that people who mail know of your status and can possibly stop

mailing you during that period.

For long or complicated e-mails, type your message in MS word

and copy it to your e-mail. This allows you easy access for editing

and retrieval and also saves you time. Quick tip: Don't provide

your official e-mail ID to friends and do not send forwards to

others on their official IDs as far as possible.

Online chat

There are several service providers who provide online chat

services (also known chat clients). Rediffbol, Yahoo Messenger,

MSN, AOL, etc, are some of the popular ones. Remember that co-

workers, customers or supervisors may be nearby, so be tactful in

your conversations. Should you chat at all when in office? What is

the company's policy? Some organizations monitor the online

activities of their employees. The last thing you want is to be

caught flirting with the cutie in the next cubicle.

Use chat only for business communication. When you don't want

to be interrupted, you can use the following options:

Select the 'Away' option

Select the 'Busy' option

Appear offline ie you can only see who all are online but

cannot chat with anyone.

"I prefer to appear 'busy' on MSN while talking to my clients over

the phone so that I am not interrupted by friends/ colleagues who

may try to initiate a chat session," says Noida-based Amita

Pandey, a 23-year-old technical support associate with a leading

BPO.

Phone calls

If friends or spouse often call you 'just to say Hi', then start by

informing them of your work timings. Give them a convenient

time to call you like, say, later in the evening unless it is very

urgent.

Don't give your cell number to everyone

You must aim at keeping your number as private as possible.

Limit the number of incoming calls by distributing your number to

fewer people. Avoid printing your cell phone number on your

business card. If possible, try to print a landline number on your

business card unless you are self-employed and need to get in

touch with customers directly. Provide your cell phone number

only to select work-related people: business contacts, clients, the

boss and fellow employees.

Get a caller ID

A caller ID service will provide you with the luxury of screening

your messages; consequently, you'll be able to limit the time you

spend answering unimportant calls. "I never pick up phone calls

from unidentified numbers when I am at work," says Shelly Jain, a

Delhi-based consultant with NIIT.

Switch to voice mail

Let calls go into voice mail. Return calls when you have a set time

to talk. Chalk out a 30-45 minutes slot to return all phone calls.

Keep a notepad handy while calling back to jot down important

parts of the conversation.

Checking voice messages can also give you time to prepare for

what the caller wanted and avoid having to call back and forth.

Letting your voice mail pick up your calls gives you an

uninterrupted hour or two which can be extremely productive.

Most phones have voice mail as an inbuilt feature. Some service

providers will charge between Rs 1-2 per voice mail left for you.

Sometimes, it is a part of the basic offering or part of the plan you

subscribe to, so you don't have to pay any extra. You may have to

pay a small subscription fee to activate this service every month.

Do check with your service provider for details.

The 'Do not call' option

Calls from your mobile service provider/ bank?

Most banks and cell phone companies offer a 'Do not call' service.

Just visit their Web site and, under customer preferences, type your

phone number and choose the 'Do not disturb' option. This will

reduce those pesky sales calls to a large extent.

SMS

This is a necessary evil that comes with the convenience of having

a cell phone. There are jokes, tit-bits, pictures and everything else

that one can think of that gets exchanged over an SMS.

Don't reply to jokes or forwarded messages and, soon, you will

stop getting them from your friends. Your attempt to be polite may

be costing you an extra hour at work everyday. Not worth it!

If it's not a forward, do you need to reply immediately? Not really.

If it's an emergency, you would have received a phone call for

sure. What if it is your boss or colleagues? The cliché 'What goes

around, comes around' stands true. If you keep texting them, then

you are sending a strong message that it is your preferred mode of

communication.

This is for the benefit of those around you: Deactivate the SMS

ring tone and just put it on silent. You may like it but it can be

quite irritating for others to listen to the same Himesh Reshammiya

track or a baby gurgling every time you receive an SMS.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the

problem. It may be understood has science of studying how

research is done scientifically. In it we study the various steps that

all generally adopted by a researcher in studying his research

problem along with the logic behind them. The scope of research

methodology is wider than that of research method.

Meaning of Research

Research is defined as “a scientific & systematic search for

pertinent information on a specific topic”. Research is an art of

scientific investigation. Research is a systemized effort to gain new

knowledge. It is a careful inquiry especially through search for

new facts in any branch of knowledge. The search for knowledge

through objective and systematic method of finding solution to a

problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections

and analysis of the data in a manner that aims to combine

relevance to the research purpose with economy in procedure. In

fact, the research is design is the conceptual structure within which

research is conducted; it constitutes the blue print of the collection,

measurement and analysis of the data. As search the design

includes an outline of what the researcher will do from writing the

hypothesis and its operational implication to the final analysis of

data.

The design is such studies must be rigid and not flexible and most

focus attention on the following Research Design can be

categorized as:

The present study is exploratory in nature, as it seeks to discover

ideas and insight to brig out new relationship. Research design is

flexible enough to provide opportunity for considering different

aspects of problem under study. It helps in bringing into focus

some inherent weakness in enterprise regarding which in depth

study can be conducted by management.