PROJECT REPORT A SUMMER TRANING REPORT ON JOB SATISFACTION ON VERKA MILK PLANT, LUDHIANA
Submitted in the partial fulfillment of the requirement for the award of degree of MASTER OF COMMERCE Panjab University, Chandigarh
Submitted To: Dr. Sandeep Bansal
Submitted By : Nitika Univ. Roll no. 45524 2015-16
SHREE ATAM VALLABH JAIN COLLEGE, 2015-16
ACKNOWLEDGEMENT This project work is the result of combined efforts of many people. We expresses our deep sense of gratitude to all those who have contribute an y way. We would like to present our gratitude to general manager, who reposed faith in us and gave us the opportunity to gain practical experience by working in this esteemed organization who was also the constant source of motivation and invaluable help for us. We are grateful to HR Manager who work look time from their busy schedule to answer our queries giving us their noble assistant. It was our privileged to work with the verka milk plant Ludhiana. We are indebted to mukesh kumar in charge that acts as a friend philosopher and guide all the completion of the project. At the end, we acknowledge the timely help extended by the colleagues and all the unmentioned names from the concerned field for their co-operation and assistance during course of project.
Nitika M.Com 2nd Sem. Roll No. 45524
ACKNOWLEDGEMENT This project work is the result of combined efforts of many people. We expresses our deep sense of gratitude to all those who have contribute an y way. We would like to present our gratitude to general manager, who reposed faith in us and gave us the opportunity to gain practical experience by working in this esteemed organization who was also the constant source of motivation and invaluable help for us. We are grateful to HR Manager who work look time from their busy schedule to answer our queries giving us their noble assistant. It was our privileged to work with the verka milk plant Ludhiana. We are indebted to mukesh kumar in charge that acts as a friend philosopher and guide all the completion of the project. At the end, we acknowledge the timely help extended by the colleagues and all the unmentioned names from the concerned field for their co-operation and assistance during course of project.
Nitika M.Com 2nd Sem. Roll No. 45524
DECLARATION I Nitika Roll No. 45524 a full time bonafide student of Master of Commerce (M.Com) programme of Shree Atam Vallabh Jain College, Ludhiana. I hereby certify that this project entitled Job satisfaction carried out by me at Verka Milk “
”
Plant, Ludhiana the report submitted in partial fulfillment of the requirements of the
programme is i s an original work of mine under the guidance of the industry guide and is not based or reproduced from any existing work of any other person or on any earlier work undertaken at any other time or for any other purpose, and has not been submitted anywhere else at any time.
_______________ _______________ Date :
Nitika Roll No.45524
CONTENTS Chapter
Title
Page no.
no.
1.
Introduction
Introduction to Company
Introduction to Topic
Objectives of the Study
1-55
2.
Research methodology
56-60
3.
Analysis and interpretation of data
61-76
4.
Findings & conclusion
78-79
5.
Suggestions
80-83
Bibliography
84-85
Questionnaire
86-89
CHAPTER 1
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PROFILE OF VERKA MILK PLANT LUDHIANA Milk production is a very important part of the agricultural economy in the state of Punjab is one of the smallest states Indian Union with a total area of 50,362 Sq. Kms., which is 1.5% of the Indian landmass. Dairy farming is an age-old subsidiary professional in the rural areas of Punjab is the second largest milk producing state in India, producing around 10% of the country‟s milk productions i.e. 8 millions tones annually
I.
Inception
Verka milk plant was started in year1974. Its foundation was laid down by Honourable Prakash Singh Badal, the chief minister on June, 1970. It was registered with Punjab Diary Development Corporation limited with 45 societies in 1972. This plant was built at the cost of
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RS. 1.68 Crore with installed capacity of 75000 litres per day. Lat. Smt. Indira Ghandi inaugurated this plant on 31 st October, 1974. At a time, is membership was 2440 and milk procurement was 10200 litres per day. It was then taken over Milk fed Punjab in 1983 and operated by Ludhiana district cooperative milk producer union limited in 1988. Seeing the important milk, central government started a scheme of operating food to bring with revolution, to give the farmers a better deal and over valued customer, better product. Central government selected Ludhiana district in Punjab as one of the milk shed to develop. It aimed to prevent the harassment of farmer and consumers. The milk plant is a cooperative society and farmers and i.e. Producer share all profits and losses. Government does not provide any financial assistance to milk plant receives loan etc with the guarantee of government. The milk plant Ludhiana is situated on the Ferozepur road, 5 kms from the bus stand. State bank of Patiala is situated within the area of plant and post office is about 1 km away from it. Due to rapid increase in capacity utilization, its capacity has been increased to 40000 litres per day .its turnover in 2008-09 was 190 Crore
II.
Objective
a. To strength diary sector, Milk fed come into existence in 1978 and Simultaneous Distt. Milk unions were formed. b. Village level cooperative societies were also formed on “Anand Pattern”. The system was run by the farmers, of the farmers and for the farmers. c. To give remuneration prices to farmer and to ensure permanent Market for the whole year d. To provide ISO marks goods quality balanced cattle feed and fodder seed to the farmers.
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It is the first plant in northern India and amongst the first ten in India cooperative sector. This is the first milk plant in India to get ISO 9002 certification. It is also certified by Bureau of India Standard as is-15000 organisation.
III.
Milk Procurement Network
Working on “Anand Pattern”, the process of organizing societies at village level started in Punjab as early as1978. Presently, there is strong network of about 6432 (as on 31.3.2009) Milk Producers Cooperative Societies organized at village level. About 3.65 lakh milk producer members are attached to these societies. Fresh milk is produced from the milk producers twice a day through village level societies directly without the assistance of any middleman
IV.
Necessity for Production Enhancement
a. Milk production in the area increased manifold with the result. Resultantly started receiving daily 2.50 LPD of milk. b. To increase the participation of women 120 exclusively women societies are organized with 15300 women members through Punjab Women Diary Project a Central Govt. Sponsored scheme. c. To cater to the increased demand, necessity necessit y of expansion of milk plant arose. d. Capacity of Milk Plant enhanced from 1 lac to lac litres with additional powder. Plant of MTs. e. Plant has having latest Art Technology with MVR (Mechanical Vapor Reprocesses) along with a drier with fluidized bed through which agglomerated Powder is manufactured. f. The profitability of the turnover of the plant improved a lot.
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g. No. Of societies increased from 94 to 816 its membership from 5400 5400 to 78400. h. All the societies are in net profit and distribution bonus to its member.
V.
Present Status/Achievement of the Plant
a. No. of societies increased from 94 to 816 and its membership from 5400 to 78400. 78400. b. Milk procurement has increased increas ed from 10200 LPD to 250000 LPD. c. Product being manufacture by Ludhiana Plant are sold at premium rates through out of the country and in the International Market. d. City supply has increase from 66000 LPD to 160000 LPD. e. Turnover the plant touched to 180 crore Profit of the union has increased manifold. f. Capacity utilization of the plant is more than 80%. Milk union, Ludhiana is further progressing by leaps and bounds and it is hoped that in the years to come, it will achieve excellent results and will help improve the social and economic condition of the people at large.
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VI.
Organization Structure
Milk fed and its 11 Milk unions provide an assured market and remuneration prices to the Milk Product.
Milk fed has about running 10 milk plants, 2 cattle feed plant and 2 seed processing units.
Milk Plant at Chandigarh, Mohali and Ludhiana has got a combined certification under ISO-9001 and ISO1500 during 1998-99.
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VII.
Other Initiatives
Verka has also taken some quality related and technical initiatives. It has also taken initiatives to increase women participation in milk industry. Here are some of details.
Quality Assured Program Quality Assured Program (QAP) which is a part and parcel of Diary Plant Improvement Program (DPIP) was taken up in Ludhiana Milk Union with the Technical guidance from NDDB. The main objective of the program is to improve efficiency of plants coupled with loss management to bring down the cost of production, improve the quality of milk and milk product manufactured to ameliorate the general hygienic and housekeeping standards and above all to enhance the profitability and financial viability of the milk plant to enable milk products to get better price for their products.
Technical Initiatives From their first milk plant verka, Milkfed has come long a way. Many new milk plants, seed processing units and cooling units have sprung up throughout Punjab. Technical input program have enhanced milk production. Computerized feed formulation has led to
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improvement in the quality of milk. Import of goods breeds under breed improvement program as well as artificial insemination program have held to an improvement in the quality of the cattle. They are today healthier, stronger and of excellent breeds. As a result of all this and three phases of operation flood, there has been an overall increase in supply of milk and cattle feed production. Today the farmers are getting better prices because of increased turnover and thereby making increased profits.
Clean Milk Production Program For improving quality of raw milk right from milk producer‟s level, a massive programme called “CMP” has been launched under which 195. Bulk milk coolers have been installed in the societies and many more in pipe line. Besides, more than 100 automatic milk collection stations have been provided to the societies for bringing efficiency and total transparency in the system. Traditional manual of milk testing at society level is being replaced with Electronic Milk Tester.
Setting up of By-Pass Protein Plant To increase Milk Production and daily income of dairy farmers, Milkfed is setting up ByPass Protein Plant of capacity 50 M.T. per day at Khanna. Rs.1.50 crore has been approved by State Level Sanctioning Committee under RKVY. Order has already been placed with NDDB for setting up this plant on turnkey basis. This will provide cheaper source of proteins, essential amino acids and improve reproductive efficiency of milk animals.
Empowerment of Women Through Cooperatives Milkfed realised that women participation in Dairy Cooperatives can help rural women in becoming self confidant, self reliant and can run Dairy Cooperatives more efficiently. Presently, out of 5300 functional societies, 794 Women Dairy Cooperative Societies are
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functioning. 390 Women Dairy Cooperative Societies have been organised under STEP (Support to Training & Employment Programme for Women). Under STEP Milkfed received 90% grant to the tune of Rs. 7.54 crore from Ministry of Women & Child Development.
VIII.
Turnover
The annual turnover of Milkfed which was Rs.931 crores in the year 2007-08 has hit the level of Rs.1150 crores in the year.
IX.
Equity Participation
The paid-up equity of Milkfed as on 31.3.2008 was to the tune of Rs.46.86 crores which comprises of Rs.28.93 crores from the cooperative members and balance Rs.17.93 crores from State Government.
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B.SWOT ANALYSIS OF VERKA Strengths Demand profile: Absolutely optimistic Margins: Quite reasonable, even on packed liquid milk. Availability of raw material: Abundant presently, more than 80% of milk produced
is flowing into the unorganized sector, which requires proper channelization. Technical manpower: Professionally-trained, technical human resource pool, built
over last 30 years. Weakness Perishability: Pasteurization has overcome this weakness partially. Surely, many new
processes will follow to improve milk quality and extend its shelf life. Lack of control over yield: Theoretically there is little control over milk yield.
However, increased awareness of development like embryo transplant, artificial insemination and properly managed animal husbandry practices, coupled with higher income to rural milk producers should automatically lead to improvement in milk yield. Logistics of procurement: Woes of bad roads and inadequate transportation facility
make procurement problematic. But with the overall economic improvement in India, these problems would also get solved. Opportunities Value additional: There is phenomenal scope for innovations in product
development, packaging and presentation. Given below are potential areas of value additional.
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Export potential: Effort to exploit export potential is already on. Amul is exporting
to Bangladesh, Shri lanka, Nigeria, and the Middle East. Verka should also focus on export as there is growing demand for India dairy product in foreign countries. Threats Competitor: Private companies have started operating in this domain. These private
companies pay more for procuring milk which may be challenge for verka. Strong marketing strategy by competitor by offering the discount coupons to consumer and providing healthy commissions to the retailers. Strong supply chain management by the competitors. The study of this SWOT analysis shows that the „strengths‟ and „opportunities‟ for outweigh „weaknesses‟ and „threats‟. Strengths and opportunities are fundamental and weaknesses and threats are transitory. Success of Verka depends on factors such as an efficient yet economical procurement network, hygienic and cost-effective processing facilities and innovativeness in the market place. All that need to be done is: to innovate, convert into commercially exploitable ideas.
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Introduction to the Project
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JOB SATISFACTION Job satisfaction or employee satisfaction has been defined in many different ways. Some believe it is simply how content an individual is with his or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such as nature of work or supervision. [1] Others believe it is not so simplistic as this definition suggests and instead that multidimensional psychological responses to one's job are involved. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job affective job satisfaction.[3] or cognitions about the job cognitive job satisfaction
Job satisfaction is a term used to describe how contended an individual is with one‟s job. It is relatively recent term , since in the previous centuries, the job available to a particular person was often predetermined by their parents occupation. There are variety of factors that can influence a person‟s level of job satisfaction. These factors include the of pay and benefits , the perceived fairness of the promotion system within a company , the question of working condition , leadership and the social relationship.
Human beings are important assets of an Organization. As human beings, members of work oriented organization have thoughts and feelings which strongly influence their behaviour on job. These thoughts and feelings are part of their mental state and provided the inputs used by them to make decision about their action and reacting of their jobs. It is necessary that we understand Nitika
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more about their conscious states. For efficient and progressive functioning of any organization job satisfaction is of great significance.
Meaning and concept of Job Satisfaction:Job satisfaction is a general pleasurable or positive emotional state of an individual which result from his appraisal of various dimensions of his job. As a matter of fact, by working of job , most men qualify many of their need. So in this regard want is a potent source of need , gratification of all types such as physical , security , social and ego need etc.
Job satisfaction in industrial psychology is frequently used for individual attitude towards the specific aspects of the total work situation. Job satisfaction is based on five major factors which are as follows:-
1. The nature of work in relation to his abilities, interest and preparation.
2. The way in which individual reacts to the unpleasant situation.
3. The facility to which he adjusted him to other persons.
4. Security.
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5. Loyalty.
So, the Job satisfaction refers to person‟s feeling of satisfaction on the job, which motivate the employee to work with great zeal and con fidence which will be helpful for him to attain the set goal of organization.
Factors in Job satisfaction:Job satisfaction is a complex and multidimensional phenomenon. The nature and extent of factors contributing to it are not yet fully known but a good deal of research studies in various countries with different cultures have certainly advanced our understanding of factors. The following factors have been generally agreed to have direct bearing on the level of satisfaction of employees :
1. Organizational factors 2. Personal factors
Organizational factors
1.
Occupational Level :- Studies revealed higher the occupational level,
higher the level of job satisfaction because higher level jobs carry greater prestige and self control.
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2.
Job- Content :-
If there is variation in job content and job is less
repetitive with which the task must be performed, the greater the satisfaction of the individual is involved. 3.
Job- Security:-
Job security is a crucial factor in the face of wide
spread unemployment and uncertainties in the employment market.
4.
Type and Nature of work:- If employee finds type and nature of work
according to his attitude and capability he feels satisfied, otherwise dissatisfied.
5.
Pay and Promotional Opportunities:-
These variables are of great
importance and are positively related to job satisfaction.
6.
Considerate Leadership:-
It results in higher job satisfaction as
compared to inconsiderate leadership, because people like to be treated with consideration.
7.
Interaction in work group :-
Interaction could be satisfying when
other person‟s attitude is similar to one‟s own. It results in being occupied by other and facilitates the achievement of goals. Nitika
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Personal factors
1. Age:-
The relationship between age and satisfaction could be positive
upto pre- retirement years, then there is sharp decrease in satisfaction. An individual aspires for more prestigious jobs in later years of his life.
2.
Length of Service:-
It may be argued that beginners starts with a
favourable attitude towards their job and employees. As the months pass, the job becomes routine and co- workers familiar and hence their enthusiasm weakness resulting in problems of adjustment of training.
3. Education / Intelligence:- Too much education / intelligence i.e. more
than the job requires will lead to dissatisfaction.
4. Considerate Leadership:- It results in higher job satisfaction as compared
to inconsiderate leadership, because people like to be treated with consideration.
5. Interaction in work group :- Interaction could be satisfying when other
person‟s attitude is similar to one‟ own. It results in being occupied by other and facilitates the achievement of goals. Nitika
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DEFINITIONAL ISSUES
The concept of job satisfaction has been developed in many ways by many different researchers and practitioners. One of the most widely used definitions in organizational research is that of Locke (1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences" (p.1304). Others have defined it as simply how content an individual is with his or her job; whether he or she likes the job or not.[6] It is assessed at both the global level (whether or not the individual is satisfied with the job overall), or at the facet level (whether or not the individual is satisfied with different aspects of the job). Spector (1997) lists 14 common facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization,
Personal
growth,
Policies
and
procedures,
Promotion
opportunities,
Recognition, Security, and Supervision).
A more recent definition of the concept of job satisfaction is from Hulin and Judge (2003), who have noted that job satisfaction includes multidimensional psychological responses to an individual's job, and that these personal responses have cognitive (evaluative), affective (or emotional), and behavioral components. Job satisfaction scales vary in the extent to which they assess the affective feelings about the job or the cognitive assessment of the job. Affective job satisfaction is a subjective construct representing an emotional feeling individuals have about their job. Hence, affective job satisfaction for individuals reflects the degree of pleasure or happiness their job in general induces. Cognitive job satisfaction is a more objective and logical evaluation of various facets of a job. Cognitive job satisfaction can be unidimensional if it comprises evaluation of just one facet of a job, such as pay or maternity leave, or multidimensional if two or more facets of a job are simultaneously evaluated. Cognitive job satisfaction does not assess the degree of pleasure or happiness that
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arises from specific job facets, but rather gauges the extent to which those job facets are judged by the job holder to be satisfactory in comparison with objectives they themselves set or with other jobs. While cognitive job satisfaction might help to bring about affective job satisfaction, the two constructs are distinct, not necessarily directly related, and have different antecedents and consequences.[4]
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.
History The assessment of job satisfaction through employee anonymous surveys became commonplace in the 1930s. Although prior to that time there was the beginning of interest in employee attitudes, there were only a handful of studies published. Latham and Budworth note that Uhrbrock in 1934 was one of the first psychologists to use the newly developed attitude measurement techniques to assess factory worker attitudes. They also note that in 1935 Hoppock conducted a study that focused explicitly on job satisfaction that is affected by both the nature of the job and relationships with coworkers and supervisors.
Models (methods) 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
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states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren‟t met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesn‟t value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied with their jobs, in other words, job satisfaction is to some extent an individual trait. 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 raised apart have similar levels of job satisfaction.
A significant model that narrowed the scope of the dispositional approach was the Core Selfevaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in 1997.[21] Judge et al. 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
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own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction. Equity theory
Equity Theory shows how a person views fairness in regard to social relationships such as with an employer. A person identifies the amount of input (things gained) from a relationship compared to the output (things given) to produce an input/output ratio. They then compare this ratio to the ratio of other people in deciding whether or not they have an equitable relationship. Equity Theory suggests that if an individual thinks there is an inequality between two social groups or individuals, the person is likely to be distressed because the ratio between the input and the output are not equal.
For example, consider two employees who work the same job and receive the same pay and benefits. If one individual gets a pay raise for doing the same work than the other, then the less benefited individual will become distressed in his workplace. If, on the other hand, one individual gets a pay raise and new responsibilities, then the feeling of equity will be maintained.
Other psychologists have extended the equity theory, suggesting three behavioral response patterns to situations of perceived equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil & Mone 1998). These three types are benevolent, equity sensitive, and entitled. The level by each type affects motivation, job satisfaction, and job performance.
1. Benevolent-Satisfied when they are under-rewarded compared with co-workers 2. Equity sensitive-Believe everyone should be fairly rewarded 3. Entitled-People believe that everything they receive is their just due
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Discrepancy theory
The concept of discrepancy theory explains the ultimate source of anxiety and dejection.[26] An individual, who has not fulfilled his responsibility feels the sense of anxiety and regret for not performing well, they will also feel dejection due to not being able to achieve their hopes and aspirations. According to this theory, all individuals will learn what their obligations and responsibilities for a particular function, over a time period, and if they fail to fulfill those obligations then they are punished. Over time, these duties and obligations consolidate to form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are the main responses when an individual fails to achieve the obligation or responsibility. This theory also explains that if achievement of the obligations is obtained then the reward can be praise, approval, or love. These achievements and aspirations also form an abstracted set of principles, referred to as the ideal self guide.[27]When the individual fails to obtain these rewards, they begin to have feelings of dejection, disappointment, or even depression. 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
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include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.
While Herzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Herzberg's original formulation of the model may have been a methodological artifact.[29] Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.[29] Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.[29] 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, and performance). 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. Not everyone is equally affected by the MPS of a job. People who ar e high in growth need strength (the desire for autonomy, challenge and development of new skills on the job) are particularly affected by job characteristics.[31] A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.[32]
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Influencing factors Environmental factors Communication overload and 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.[33] 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.”[34] 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.[34]” 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 [33] 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.” [34] 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. Superior-subordinate communication
Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye
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contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional.[35] Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Strategic employee recognition
A Watson Wyatt Worldwide study identified a positive outcome between a collegical and flexible work environment and an increase in shareholder value. Suggesting that employee satisfaction is directly related to financial gain. Over 40 percent of the companies listed in the top 100 of Fortune magazine‟s, “America‟s Best Companies to Work For” also appea r on the Fortune 500. It is possible that successful workers enjoy working at successful companies, however, the Watson Wyatt Worldwide Human Capital Index study claims that effective human resources practices, such as employee recognition programs, lead to positive financial outcomes more often than positive financial outcomes lead to good practices.[36]
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Employee recognition is not only about gifts and points. It's about changing the corporate culture in order to meet goals and initiatives and most importantly to connect employees to the company's core values and beliefs. Strategic employee recognition is seen as the most important program not only to improve employee retention and motivation but also to positively influence the financial situation.[37] The difference between the traditional approach (gifts and points) and strategic recognition is the ability to serve as a serious business influencer that can advance a company‟s strategic objectives in a measurable way. "The vast majority of companies want to be innovative, coming up with new products, business models and better ways of doing things. However, innovation is not so easy to achieve. A CEO cannot just order it, and so it will be. You have to carefully manage an organization so that, over time, innovations will emerge."[38] Individual factors Emotion
Mood and emotions at work are related to job satisfaction. 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.[39] Some research suggests moods are related to overall job satisfaction. [40][41] Positive and negative emotions were also found to be significantly related to overall job satisfaction .[42]
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.[42]
Emotion work (or emotion management) refers to various types of 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.
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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.[43]
It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction.[44]
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,[45][46]that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction.[47][48] 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.[44] Genetics [edit]
It
has
been
well
documented
that
genetics
influence
a
variety
of
individual
differences.[49] Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental
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factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity level, motor skill requirements, and physical demands.[50] Personality
Some
research
suggests
satisfaction.[51] Specifically,
an this
association research
between describes
personality the
role
and
job
of negative
affectivity and positive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job.[52]
There are two personality factors related to job satisfaction, alienation and locus of control. Employees who have an internal locus of control and feel less alienated are more likely to experience job satisfaction, job involvement and organizational commitment. A metaanalysis of 187 studies of job satisfaction concluded that high satisfaction was positively associated with internal locus of control. The study also showed characteristics like high machiavellianism, narcissism, trait anger , type A personality dimensions of achievement striving and impatience/irritability, are also related to job satisfaction.[53] Psychological well-being
Psychological well-being (PWB) is defined as “the overall effectiveness of an individual‟s psychological functioning” as related to primary facets of one‟s life: work, family, community, etc.[54] There are three defining characteristics of PWB. First, it is
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a phenomenological event, meaning that people are happy when they subjectively believe themselves to be so. Second, well-being involves some emotional conditions. Particularly, psychologically well people are more prone to experience positive emotions and less prone to experience negative emotions. Third, well-being refers to one's life as a whole. It is a global evaluation.[54] PWB is primarily measured using the eight-item Index of Psychological WellBeing developed by Berkman (IPWB). IPWB asks respondents to reply to a series a questions on how often they felt “pleased about accomplishing something,” “bored,” “depressed or unhappy,” etc.[54]
PWB in the workplace plays an important role in determining job satisfaction and has attracted much research attention in recent years.[55] These studies have focused on the effects of PWB on job satisfaction as well as job performance.[56] One study noted that because job satisfaction is specific to one‟s job, the research that examined job satisfaction had not taken into account aspects of one‟s life external to the job.[57] Prior studies had focused only on the work environment as the main determinant of job satisfaction. Ultimately, to better understand job satisfaction (and its close relative, job performance), it is important to take into account an individual‟s PWB. Research published in 2000 s howed a significant correlation between PWB and job satisfaction (r = .35, p < .01) .[54] A follow-up study by the same authors in 2007 revealed similar results (r = .30, p < .01) .[57] In addition, these studies show that PWB is a better predictor of job performance than job satisfaction alone.
Measuring The majority of job satisfaction measures are self-reports and based on multi-item scales. Several measures have been developed over the years, although they vary in terms of how carefully and distinctively they are conceptualized with respect to affective or cognitive job satisfaction. They also vary in terms of the extent and rigour of their psychometric validation.
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The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job satisfaction measures in being comprehensively validated not just for internal consistency reliability, temporal stability, convergent and criterion-related validities, but also for cross-population invariance by nationality, job level, and job type. Reported internal consistency reliabilities range between .81 and .87.[3] The Job Descriptive Index (JDI),[58] is a specifically cognitive job satisfaction measure. 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.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale.[59] 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.
Relationships and practical implications Job satisfaction can be indicative of work behaviors such as organizational citizenship,[60] and withdrawal behaviors such as absenteeism,[61] and turnover .[62]Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors.[63]
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One
common
research
finding
is
that
job
satisfaction
is
correlated
with life
satisfaction.[64] 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 nonwork satisfaction and core selfevaluations are taken into account.[65]
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 surprisingly low correlations between job satisfaction and performance.[66] Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for highcomplexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions.[67] Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours.[68] In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different workrelated constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example, employee personality may even be more important than job satisfaction in regards to performance.
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Significance of Job Satisfaction :Employee satisfaction and retention have always been important issues for organizations. After all, high level of absenteeism and staff turnover affect your bottom line as temps, recruitment and retraining take their toll but few practices have made job satisfaction a top priority, perhaps because they have failed to understand the significant opportunity that lies in front of them. Satisfied employees tend to be more productive, creative and committed to their employers and recent studies have shown a direct correlation between staff satisfaction and customer satisfaction.
Organisations who can create work, environments that attract, motivate and retain had working individuals will be better positioned to succeed in a competitive environment that demands and cost efficiency. What is more, Chief Executives of organizations may even discover that by creating a
positive
workplace for their employers, they have increased their own job satisfaction as well.
Effect of Job Satisfaction:Manager‟s interest in job satisfaction tends to centre on its effects on employee performance. Researchers have recognized this interest, so we find a
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larger number of studies that have been designed to assess the impact of job satisfaction.
Physical and mental health:-
The degree of job satisfaction affects on individual‟s physical and mental health. Since job satisfaction is type of mental feeling, its favourablenss or unfavourablenss affects the individuals 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 jobs is an important part of life, job satisfaction influence general life satisfaction.
The result is that there is spill over effect which occur in both directions between job and life satisfaction. Job Satisfaction and Employee Turnover:-
Turnover of employee is the rate at which leave the organization within a given period of time. High employee turnover is of considerable concern for employees because it disrupts normal operations, causes morale problems for those who stick on and increase the cost involved in selecting and training
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replacement. The employer does whatever possible to minimize turnover, making the employees feel satisfied on their jobs, being one such.
In the major reviews of the relationship between satisfaction and turnover has been demonstrated low levels of jobs satisfaction are the most likely to quit their jobs and that organizational units with the lowest average satisfaction levels tend to have the highest turnover rates. However, is not the only cause of employee turnover, the other cause being opportunity elsewhere. For exchange, in the present context the rate of turnover of computer software professionals is very high in India. However, these professional leave their organizations that simply because they are not satisfied but because of opportunities offered from other services particularly from foreign companies located abroad.
Satisfaction and Absences:-
Correlation of satisfaction to absenteeism is also proved conclusively. Workers who are dissatisfied are more likely to make “mental – health” days i.e. days off not due to illness or personal business. Simply stated, absenteeism is high when satisfaction is low. As in turnover, absenteeism is subject to modification by certain factors. The degree to which people feel that their jobs are important has a moderating influence on their absence. Employees who feel that their work is important tend to clock in regular attendance. Besides it is Nitika
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important to remember while high job will not necessary result in low absenteeism, low satisfaction is likely to bring about high absenteeism.
Satisfaction and Safety:-
Poor safety practices are a negative consequence of low satisfaction level. When people are discouraged about their job, company and supervisors, they are more liable to experience accidents. An underlying reason for such accidents that discouragement may take one‟s attention away from the task at hand. Inattention leads directly to accidents.
Satisfaction and Job stress:-
Job stress is the body‟s response to any job related factor that threatens to disturb the person‟s equilibrium. In the process of experience stress, the employee‟s inner state change. Prolonged stress can cause the employee ailments such as heart disease, ulcer, blurred, vision, lower back pain,dermatitis and muscle aches.
Chronic job- dissatisfaction is a powerful source of job stress. The employee may see no satisfactory short-term solution to escaping this type Nitika
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of stress. An employee e mployee trapped in a dissatisfying job may withdraw by such means as high absenteeism and tardiness or the employee may quit.
Employees under prolonged stress stemming from job- dissatisfaction often consume too much alcohol, tobacco and drugs. These employees are costly to the management in terms and time lost due to frequent absences and increased payment towards medical reimbursements.
Theories of Job Satisfaction:Satisfaction:Theories exist concerning the different dynamics of job satisfaction and its general impact upon employees behaviour. Mecormic and Hegen ( 1984 ) gave six general orientations of theories of job satisfaction, all of which describe the process by which job satisfaction is is determined for individual. 1. Comparison process theory. 2. Maslow‟s need Hierarchy theory. 3. Herzberg‟s two factors theory. 4. Vrooms instrumentality theory. 5. Equity theory. 6. Social refrence group theory.
1.
Comparison theory:-
In case of comparison process theory, the attitude towards job of different employees is compared with each other and best of them could be chosen. Nitika
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2.
Maslow’s need hierarchy theory: -
In case of Maslow‟s need hierarchy theory it is believed that that a person is satisfied if he gets what he wants and more he wants wants something, the more satisfied be gets it it and more dissatisfied be is when he does not get it.
According to this concept of need hierarchy the satisfaction of physiological needs results in the safety need becoming more potent and these are fulfilled need, for belonging becomes uppermost. Ultimately, need for esteem and self – self – actualization actualization come into play.
3.
Herzberg Motivation – Motivation – Hygiene Hygiene theory:-
This theory is based upon two types of factors :1. Hygiene factors 2. Motivational
1.
Hygiene factors:-
Hygiene factors are maintenance factors which are
necessary to maintain at a reasonable level of satisfaction in employees. These cause dissatisfaction if such conditions are absent but increase in their presence beyond a level does not motivate the employees in a strong way. There are ten such factors like company policy, supervision,
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relationship with supervisors, peers, subordinates, salary, job security, working conditions etc.
2.
Motivational factors:- Motivational factors operate primarily to build
strong motivation and high job satisfaction, but their absence rarely proves dissatisfying. There are six factors which actually motivate employees like achievement, recognition, advancement, work itself, growth and responsibility.
4.
Vroom’s theory:theory: - Vroom‟s instrumentality theory prepared by Tolman
argued that individual‟s purpose in behaving must be analysed. According to Vroom people will be motivated to do things to achieve some goals to the extent that certain actions on their part will help them to achieve the goal. Vroom was the first individual to specifically relate this theory to motivation in the work environment which further leads to job satisfaction.
5.
Equity theory:-
Under this theory, it is believed that a pe rson‟s job
satisfaction depends upon its perceived equity as determined by his input output balance in comparison with the input output balance of others. Every individual compares his rewards with those of refrence group. If he Nitika
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feels rewards are equitable in comparison with other during similar work, he feels satisfied. It is thus a function of the degree of which job characteristics meets the desires of the refrence group. Equity theory takes into account not only the needs of an individual but also the opinion of the refrence group to which the individual looks for guidance.
6.
Social Refrence Theory:-
Social refrence group theory is same as need fulfillment theory except that it takes into account not the desired needs and desired needs and interest of the individual, but rather the point of view and opinion of the group to whom individual looks for guidance. Such groups are called reference groups for the individual in that they define the way in which he should look at the world and evaluate various phenomenon in the environment. It would be predicted, according to the theory if job meets the interest desired and requirements of a person‟s reference groups, he will like it and if it does not he will not like it.
JOB INVOLVEMENT Job involvement (Employee engagement, or Work engagement, is a concept that is generally viewed as managing discretionary effort, that is, when
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employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. In his book, Getting Engaged: The New Workplace Loyalty, author Tim Rutledge explains that truly engaged employees are attracted to, and inspired by, their work ("I want to do this"), committed ("I am dedicated to the success of what I am doing"), and fascinated ("I love what I am doing"). Kahn
was the first scholar to define “personal engagement” as the
“…harnessing of organization member‟s selves to their work roles: in engagement, people employ and express themselves physically, cognitively, emotionally and mentally during role performances” (p. 694). Based on this definition a questionnaire was developed that assesses three dimensions: cognitive, emotional and physical engagement.
INVOLVEMENT When we studied Duke group mills, 17 apparel manufacturers. Our purpose was to compare traditional production systems with flexible high performance production systems involving teams, training, and incentive pay systems. In Duke, the plants utilizing high-involvement practices showed superior performance. In addition, workers in the high-involvement plants
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showed more positive attitudes, including trust, organizational commitment and intrinsic enjoyment of the work. The concept has gained popularity our study has demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment.
COMMITMENT It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer-focused, safer, and less likely to leave their employer. Employees with the highest level of commitment perform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. It was found that engaged employees were five times less likely than non-engaged employees to have a safety incident and seven times less likely to have a lost-time safety incident. In fact, the average cost of a safety incident for an engaged employee was less, compared with for non-engaged employee. Consequently, through strengthening employee engagement, the company saved in safety costs. In addition, savings were found in sales performance teams through engagement. Low-engagement Nitika
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teams were seen falling behind engaged teams, with a difference in performance-related costs of low- versus high-engagement teams.
LIFE INSURANCE COVER Two studies of employees who had life insurance cover, we examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively, and rewards for high performance. Both studies included large samples of employees. In both studies, high-involvement management practices were positively associated with employee morale, employee retention, and firm financial performance. We found that high-commitment organizations (one with loyal and dedicated employees) out-performed those with low commitment.
PRODUCTIVITY While during our study in the duke group we found that offices with engaged employees were up to 43% more productive. The most striking finding is the almost 52% gaps in operating incomes between highly engaged employees and employees who have low-engagement scores in company. High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in operating income during the study period. It was found that account executives in the wholesale division who were actively Nitika
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disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. It comes as no surprise, then, that engaged employees have been statistically linked with innovation events and better problem solving.
GENERATING ENGAGEMENT Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged. From the perspective of the employee, "outcomes" range from strong commitment to the isolation of oneself from the organization. And during our study seen that only 29% of employees are actively engaged in their jobs. Those "engaged" employees work with passion and feel a strong connection to their company. About ⅔ of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about ⅓ below the median on employee engagement scored above the median on performance. Nitika
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Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation. To understand how high levels of employee engagement affect organizational performance/productivity it is important to have an a priori model that demonstrates how the scales interact. There is also overlap between this concept and those relating to well-being at work and the psychological contract. As employee productivity is clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.
INFLUENCES * Employer engagement - A company's "commitment to improving the partnership between employees and...employer." Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees.
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* Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and Dan Crim, "...an employees attitude toward the job['s importance] and the company had the greatest impact on loyalty and customer service then all other employee factors combined." * Employee clarity of job expectations - "If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." POTENTIAL RED FLAGS
Inappropriate use of Benchmark Data - some of the more well established Employee Engagement survey companies will state that the most important part of post survey follow up is related to comparison of internal survey data to numerous external benchmarks. This seems to have rubbed off onto internal sponsors who demand very specific benchmarks, being unaware that they are diluting the accuracy of their analysis. Steve Bicknell, research analyst in over 100 Employee Engagement global projects concluded that the standard comparisons by industry sector are flawed. Is it right to compare a Bentley employee to one from Vauxhall (GM) because they are in the same automotive sector? He concluded that more information can be obtained by looking at the kind of organisation that employees were a part of (and its employee
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proposition), its stage in development, internal communication, its brand, motivation and culture.
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HOW COMPANY WORKS In company HR have to perform the following tasks:1. Generate the leads : Firstly in company HR companies generate leads from the market, through their own contacts and references. 2. Tele-marketing : Tele marketing is the most important part of the recruitment process because in this [process they generate leads from their candidates. 3. Study the Job Profile : The Senior HR executives study the job Profile of the candidates through tele phonic interview and face to face interactions. Study the job profile means what is the job, duties, responsibilities etc. in their job is the most important part of the recruitment because in this HR Executives can know the requirement of the candidates. 4. Offer suitable Job:
After the full study of the job profile of the candidates, the Senior HR executives offers the suitable job to the candidates and inform the new job‟s duties, responsibilities etc. to the candidates. 5. Short-Listing:
If the candidates is willing to shift or change in their job means the candidates is short listed by the HR executive. Then HR executive Gives address of the interview time, venue and responsible person. Nitika
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6. Turn Up the Candidate:
Here, turn up candidates means who gave the interview according to the company. 7. Follow Up:
Follow up means, to know the results of the candidates from the clients of the company. In this step they know about the status of the candidates. Status means where the candidates stands means, rejected or in pipe-line. 8. Provide Offer Letter:
The last but not least step of the HR companies is to provide the Offer Letter to the selected candidates and joined them in their jobs. This process is followed by every consultancy company because without this process they can not work properly. Every employee of the companies followed this process in sequence. Companies appoint some employees for marketing purpose means who generate the leads or references from the market through surveys. Because references and leads are the raw materials for the consultancies. They convert these leads and references into business. For that purpose they appoint the telecallers. Tele-callers play vital role in the every consultancy because they have convenience power and they convenience the candidates for the new job offer. Before offer a new job firstly they study the job profile and job designation of the candidates. Then they imagine their personality means, how he looks, which type of his nature, his communication power and his attitude etc. Nitika
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ANNUAL PERFORMANCE BONUS POLICY 1. Background Duke, in line with its compensation philosophy of paying for performance, pays Annual Performance Bonus to its employees which is directly linked to the performance of individual employee, his/her respective Business Unit and the overall Business at large.
2. Objective The objectives of this policy are to: •
Provide for applicability and eligibility criteria for payment under Annual Performance Bonus Scheme (APB).
•
Provide clarity on when APB becomes payable.
•
Provide linkage of Annual Performance Bonus with individual, Business Unit and Business Performance.
•
Provide clarity on payment of APB under various circumstances.
3. Applicability:
The policy is applicable to all permanent employees of Duke (The
Company), who have variable pay (Annual Performance Bonus) as a proportion of their total compensation (TCTC). For the purpose of this policy, the following people are deemed to be „employees‟: - Those who are on the employment rolls of The Company
4. Eligibility •
APB will be annually paid to all employees who are on the rolls of the company or serving notice period as on March 31 of the Financial Year for which the APB is payable.
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•
Any employee separating before March 31 of the said year will not be entitled to payment of APB.
•
APB will be paid only on the basis of achievement ratings. APB will be paid to employees with the achievement ratings of A1, A2, & A3*.
•
Any individual with performance rating of A4 will not be eligible for APB payout, irrespective of the unit and the business performance.
•
APB payout would also not be applicable to employees who are covered under Sales Incentive Plan of AES Corporate. They would be governed by framework defined under that plan.
5.
L inkage of APB with individual, unit and business performance
Annual performance Bonus comprises of 3 elements: i. Individual Performance ii. Unit Performance iii. Business Performance The Total APB Payout is a weighted total of business, unit and individual performance payouts depending on the band of the individual, as per the following table:
7.
Parameter
UC Cadre
Band 3
Band 2
Band 1
Band F
Individual performance
40%
40%
50%
60%
70%
Unit performance
40%
40%
50%
40%
30%
Business performance
20%
20%
Nil
Nil
Nil
Taxability
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APB payout is fully taxable and the applicable tax rules will apply.
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F unctions of H uman Resour ce Depar tment: Department Mission : The overall objective or purpose of the human resources department
within the Organization and its relationship to the Organization‟s overall mission. Department Organization : The department‟s internal relationships; relationships with other
functions, departments, and employees of the Organization; and the structuring of resources within the department. Department Employees : The selection, training, motivation, development, and retention of a
qualified human resources team. Labor Relations: The human resources role in the relationship between the Organization and
any bargaining unit of an employee-organized labor group, including labor-organizing campaigns. Diversity and Equal Employment Opportunity: Developing and implementing workforce
programs to maximize employment of productive people with different characteristics, qualifications, and talents while recognizing the legal requirements and social responsibilities of equal treatment for all employees and the actions necessary to ensure those requirements are met. Safety and Environment: The training, communication, and leadership required to provide a
safe working environment; to provide an appropriate level of employee involvement and responsibility for implementing safe practices, using safety equipment, and complying with Organization safety rules and practices; and to ensure that federal, state, and local safety and environmental requirements are met. Security: Maintaining and protecting the Organization‟s employees, assets, and human
resources documents, information, and facilities. Equipment and Facilities: Providing the necessary equipment and facilities to fulfill the
human resources mission and provide optimum service to the Organization.
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Documentation and Information Systems : Preparing, storing, and maintaining employee
records and information, including computerized human resources information systems, and meeting federal, state, and local requirements.
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OBJECTIVES OF THE STUDY 1. To study Job Satisfaction and involvement level among the employees.
2. To study various factors influencing satisfaction level among Employees.
3. To define the concept of job satisfaction.
4. To describe the relationship between Job Satisfaction and involvement and other Variables such as personality, class and age.
5. To study various problems faced by employees.
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CHAPTER 2
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RESEARCH METHODOLOGY DEFINITION
Research means scientific investigation on specific topic. In fact research is an art of scientific investigation and also a search for knowledge. Research consists defines problem, formulating hypothesis, collecting, organizing and evaluating data suggesting solutions. The advance learner‟s dictionary of current English lays down the meaning of research as “A careful Investigation or Inquiry especially through search for new facts in any branch of knowledge”
RESEARCH DESIGN
Research design is very important part of the research methodology. To gain familiarity with the phenomenon or to achieve new insights into the study so we go for exploratory research design.
SIZE OF SAMPLE
The overall sample involved in the study consisted of 100 individuals.. Keeping in view the limited resources of time, a limited sample of 100 Individuals from local area of city of Ludhiana was picked up.
COLLECTION OF DATA
Data collection is one of the important tasks of market research project which is based on primary data. While collecting data utmost care must be exercised because data constitute the foundation on which the super structure of market research is built. Data may be obtained either from the primary resources or secondary resources.
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Primary Data
In primary data collection, we collect the data using methods such as interviews and questionnaires. The key point here is that the data collected is unique to research. There are many methods of collecting primary data and the main methods include:
questionnaires
interviews
focus group interviews
observation
case-studies
portfolios
The primary data, which is generated by the above methods, may be qualitative in nature (usually in the form of words) or quantitative. For our research purpose we collected data by the mean of:
questionnaires
case-studies
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Secondary Data Collection
All methods of data collection can supply quantitative data (numbers, statistics or financial) or qualitative data (usually words or text). Quantitative data may often be presented in tabular or graphical form. Data that has already been collected by someone else for a different purpose to us is called secondary data. Secondary data can be used in different ways: We can simply report the data in its original format. If so, then it is most likely that the place for this data will be in we main introduction or literature review as support or evidence for we argument. If we use it (analyze it or re-interpret it) for a different purpose to the original then the most likely place would be in the „Analysis of findings‟ section of we dissertation.
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LIMITATIONS Some unavoidable limitations that cropped up are as follows:-
1. Time constrains. 2. The study was limited to Ludhiana city only. 3. The sample size was restricted to 100 only. 4. Sample was chosen according to convenience and such sample might Not be representative of the universe.
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CHAPTER 3
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ANALYSIS AND INTERPRETATION
Analysis of Job Satisfaction and involvement among employees
1. Your pay scale:-
Table 1 Value table
Value frequency
< 50,000
0
50,000 – 1,50,000
37
Above 1,50,000
63
Figure 1 Your pay scale :
0% 37%
< 50,000 50,000 - 1,50,000
63%
Above 1,50,000
Analysis study shows that from 100 respondents 37 have the income between 50,000 to 1, 50,000 and 63 have above 1, 50,000 and nobody has less than 50,000. Nitika
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2. For how long period you are in present job? Value table
Value frequency Less than 1 year
18
1 – 3 years
47
3 – 5 years
30
Above 5 years
5
Table 2 time period for the present job?
5%
18%
30%
Less than 1 year 1 - 3 years 3 - 5 years Above 5 years 47%
Figure 2
Analysis study shows that from 100 respondents 47 are in between 1 – 3 years and 30 are in between 3 – 5 years and 18 are less than 1 year and only 5 are above 5 years.
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3. For how long period you are working in the present designation?
Table 3 Value table
Value frequency
Less than 1 year
48
1 – 3 years
27
1 – 5 years
15
Above 5 years
10 Figure 3
For how long period you are working in the present designation?
10% 15%
less than 1 year 48%
1 - 3 years 3 - 5 years Above 5 years
27%
Analysis shows that from 100 respondents 27 are in between 1 – 3 years, 15 are in between 3 – 5 years, 48 are less than 1 year and 10 are above 5 years.
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4.
Your job involves :-
Table 4 Value table
Value frequency
Public relation
35
No public relation
5
Both
60
Figure 4 your job involves
35%
Public relation No public relation Both
60% 5%
Analysis shows that from 100 respondents 35 people have public relation and 5 people have no public relation and 60 people have both public and non public relation.
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5. How do you find your seniors?
Table 5
Value table
Value frequency
Always supportive
52
Always non - supportive
0
Some time supportive
40
Some time non - supportive
8
Figure 5 How do you find your seniors?
Always supportive 8% Always non - supportive 52%
40% 0%
Some time supportive some time non supportive
Analysis shows that from 100 respondents 52 find their seniors always supportive, no body find their seniors non – supportive, 40 find some time supportive, 8 find some time non – supportive.
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6. Do you get adequate payment for your work? Table 6 Value table
Value frequency
Yes
85
No
15
Do you get adequate payment for your work?
15%
yes no
85%
Figure 6 \ Analysis shows that from 100 respondents 85 are satisfied for the payment given to them and 15 are not satisfied for the payment given to them.
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7. How will you rate your adequate payment for your work?
Table 7 Value table
Value frequency
Highly satisfied
40
Satisfied
30
Neutral
20
Dis – satisfied
10
Highly dis - satisfied
0
Figure 7 How will you rate your adequate paymen t for your work?
HS ( Highly satisfied ) 10% 20%
0%
S ( Satisfied ) 40% N ( Neutral ) DS ( Dis - Satisfied )
30% HDS ( Highly dis satisfied )
Analysis shows that from 100 respondents 40 are highly satisfied, 30 are satisfied, 20 are neutral, 10 are dis – satisfied and no body is highly dis – satisfied.
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8. If given an opportunity, you like to :-
Table 8 Value table
Value frequency
Avail in the present job
25
Shift to another job in same field
60
Shift to another job in other field
15
Figure 8
If given an opportunity, you like to :
15%
25%
Avail in t he present job Shift to another job in same field
60%
Shift to another job in the other field
Analysis shows that from 100 respondents 25 will avail in the present job, 60 will will shift to another job in same field and 15 will another job in the other field.
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9. If given an opportunity, will you leave this job?
Table 9 Value table
Value frequency
Yes
68
No
32
Figure 9 If given an opportunity, will you leave this job?
32% Yes No 68%
Analysis shows that from 100 respondents 68 will leave their job if given an opportunity and 32 will not.
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10. Are you satisfied with the medical facility? Table 10 Value table
Value frequency
Highly satisfied
60
Satisfied
20
Neutral
10
Dis – satisfied
10
Highly dis - satisfied
0
Figure 10 Are you satisfied with the medical facility?
HS ( Highly satisfied ) 10%
0%
S ( Satisfied )
10%
N ( Neutral ) 20%
60%
DS ( Dis satisfied ) HDS 9 Highly dis satisfied )
Analysis shows that from 100 respondents 60 are highly satisfied, 20 are satisfied, 10 are neutral, 10 are dis – satisfied and no body is highly dis satisfied.
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Are you satisfied with the working hours?
Table 11 Value table
Value frequency
Highly satisfied
50
Satisfied
30
Neutral
20
Dis – satisfied
0
Highly dis - satisfied
0
Figure 11 Are you satisfied with the working hours?
HS ( Highly satisfied ) 20%
0%
S ( Satisfied ) N ( Neutraal ) 50%
30%
DS ( Dis satisfied ) HDS ( Highly dis satisfied )
Analysis shows that from 100 respondents 50 are highly satisfied, 30 are satisfied, 20 are neutral, no body is dis satisfied and dis satisfied.
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11. Is salary given to you in the leave period?
Table 12 Value table
Value frequency
Yes
100
No
0
Figure 12 Is salary given to you in the leave period?
0%
Yes No
100%
Analysis shows that from 100 respondents all the 100 respondents are satisfied with the salary given to them in the leave period and no body is dis satisfied.
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12. Was training given to you before you job started?
Table 13 Value table
Value frequency
Yes
100
No
0
Figure 13
Was training given to you before you job started?
0%
Yes No
100%
Analysis shows that from 100 respondents all the 100 respondents are satisfied with the training given to them before their job started and no body is dis satisfied.
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13.
Are you satisfied with the rest intervals?
Table 14 Value table
Value frequency
Highly satisfied
60
Satisfied
30
Neutral
10
Dis – satisfied
0
Highly dis – satisfied
0
Figure 14 Are you satisfied with the rest intervals?
HS ( Highly satisfied ) 10%
0%
S ( Satisfied ) N ( Neutraal )
30%
60%
DS ( Dis satisfied ) HDS ( Highly dis satisfied )
Analysis shows that from 100 respondents 60 are highly satisfied with the rest intervals, 30 are satisfied, 10 are neutral and no body is dis satisfied and highly dis satisfied.
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14. Do you get other payment for the over time?
Table 15 Value table
Value frequency
Yes
0
No
100
Figure15
Do y ou get other payment for the overtime?
0%
Yes No
100%
Analysis shows that from 100 respondents all the 100 says that they get no payment for the over time.
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CHAPTER 4
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FINDINGS AND CONCLUSION Job Satisfaction and involvement is the combination for psychological, physiological and Environmental circumstances that cause a person fully satisfied with hi job. It is the process in which the employees feel themselves contended or Satisfied with their work which they do in formally organized sectors to Accomplish the objectives of the organization.
On the basis of study, major findings of the research are as follows:1. Employee mostly in 20 -30 age group get promotion through better Performance in shorter period. 2. Employees are mostly highly educated. Since highly educated persons have very high expectations from their jobs. 3. Most of the employees fall in less than 1 year and 1-3 years of service. 4. Percentage of employees who want to leave firm is less. 5. Relationship with seniors and peer group is satisfactory. 6. Employees have better coordination with subordinates. 7. Participation in decision making, suggestion schemes and grievance Handling procedure is more. 8. Good working hours, good infrastructure ranges from neutrality to Satisfactory. 9. Good working conditions are more satisfied. Nitika
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10.Lunch periods and rest periods are less satisfied. 11.Medical facilities and accommodation facilities are good. 12.Incentives and remuneration is satisfactory. 13.The problem of overload work is faced by employees. 14.The problem of noise pollution is neutral. 15.The problem of limited holidays is neutral.
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Suggestions
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SUGGESTIONS
1. One benefit of Job Satisfaction and involvement surveys is that give management an indication of general levels of satisfaction in a company.Surveys
also
indicate
specific
areas
of
satisfaction
or
dissatisfaction and particular groups of employees. In other words, a survey tells how employees feel about their jobs, what parts of their jobs these feelings feel about their jobs, what part of their jobs these feelings are focused on, which departments are particularly affected and whose feelings are involved ( for example supervisors, employees or staff specialists). The survey is a powerful diagnostic instrument for assessing employee problem.
2. Improved communication is another benefit of the surveys. Communication flow in all directions as people plan the survey, talk and discuss its results. Particularly beneficial to the company is, the upward communication when employees are encouraged to comment about what they really have in their minds.
3. An unexpected benefit from a job – satisfaction survey is improved attitudes. For some employees, the survey is a safety valve, an emotional release, a chance to get things off their chest. For others, the survey is a Nitika
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tangible expression of management‟s interest in employee welfare, which give employees a reason to feel better towards management.
4.
This Job Satisfaction and involvement survey can help discover the cause of
indirect productivity problems, such as absenteeism, turnover and
poor quality of work. In an organization is disturbed by a high rate of absenteeism or turnover, it might appropriately turn to Job Satisfaction and involvement surveys to diagnose
the cause. The cause could be low pay, lack of
proper surveys, there could be random guessing on the part of management. A Job Satisfaction and involvement survey helps management both to get a better handle on why employees are lagging and to plan better solutions to problems.
5.
Another benefit to satisfaction surveys is that they help management assess training needs. Usually, employees are given an opportunity to report how they feel this supervisor performs certain parts of this job, such as delegating work and giving adequate job instructions. Since employees experience these supervisory acts, their perceptions may provide useful data about the training of their supervisors.
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6.
A Job Satisfaction and involvement survey is an indicator of the effectiveness of organizational rewards system. As was discussed earlier, there is a positive relationship between performance and satisfaction. This relationship will be strong when rewards are distributed equitably contingent upon performance. Now, job – satisfaction surveys can provide some clues as to the effectiveness of the organizational rewards system. The help managers judge whether the best performance are receiving the most rewards and the most satisfaction from their jobs. The best performers are likely to quit if they are not suitable rewarded.
7.
One of the best uses of Job Satisfaction and involvement surveys is in the evaluation of the impact of organizational changes on employee attitudes. For example, the management wants to know whether the job redesign programme recently implemented in the organization has resulted in increased satisfaction to the employees. By comparing pre – change data and post – change data, it is easy to determine what impact the redesigned work has on employee attitudes.
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Bibliography
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BIBLIOGRAPHY
Sites:
1. www. google.com
2. www.verkamilkplant.com
Magazines:
1. Economic time.
2. Businesss world magazine.
3. India- today magazine.
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Questionnaire
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QUESTIONNAIRE Name: Age Group: (
) 20 – 30
(
) 30 – 40
(
) 40 – 50 (
) 50 – 60
Designation: 1. Your pay scale a) < 50,000 b) 50,000- 1,50,000 c) Above 1,50,000
2. For how long period you are in p resent job? a) 3-5 year b) Above 5year c) 1year d) 1-3year
3. For how long period you are working in the present designation? a) Less then 1year b) 1-3year c) 1-5year d) Above 5 year
4. Your job involve a) Public relation b) No public relation c) Both
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5. How do you find your senior? a) Always supportive b) Always non supportive c) Sometime supportive d) Some time non supportive
6. Do you get a adequate payments for your work? a) Yes b) No
7. How will you rate your adequate payment for your work? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
8. If you given an opportunity, you like to a) avail in the present job b) shift to another job in same field c) shift to another job in other field
9. If given an opportunity, will you leave this job? a) Yes b) No
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