A

SUMMER TRAINING REPORT

ON
“JOB SATISFACTION”
IN

SYMBIOSIS PHARMACEUTICALS
(KALA AMB, HIMACHAL PRADESH)

SUBMITTED IN PARTIAL FULFILLMENT OF

DEGREE OF

BACHELOR OF BUSINESS ADMINISTRTION

SUBMITTED TO : SUBMITTED BY:

KURUKSHETRA UNIVERSITY PAIMAL

KURUKSHETRA BBA 5TH SEM

UNIVERSITY ROLL NO. 180000723

COLLEGE ROLL NO. 2219720014

GOVT. PG COLLEGE AMBALA CANTT

SESSION (2020-2021)

1
 DECLARATION

I,PAIMAL hereby declare that this training report entitled JOB SATISFACTION has been
completed based on actual study carried out by me during my training program at
SYMBIOSIS PHARMACEUTICLS, KALA AMB.

I am presenting an authentic report of my work to GOVT. P.G. College, Ambala Cantt

carried out at SYMBIOSIS PHARMACEUTICLS, KALA AMB.

For the partial fulfillment of the requirement of the Bachelor of Business Administration.

The research report is original and information, data and fact furnished there in are actual
based on studied carry out by me.

PAIMAL

B.B.A. 5TH Semester

College roll No-2219720014

University Roll No- 180000723

2
 Acknowledgement

I would like to thank KUK University for giving me this opportunity to do this training. I
would like to thank SYMBIOSIS PHARMACEUTICALS for letting me do the training with their
HR Management. I would like to thank MD JAGBIR SINGH Sir who has been my mentor for
enriching me about Human Resource Management practices and provide me with practical
knowledge in the field. I would like to thank MISS NEHA MAM HR Executive officer from
SYMBIOSIS Pharmaceuticls, my training supervisor for guiding me with the completion of
this report. I’d also like to thank UPKAR RANA Sir, HR Manager from SYMBIOSIS
Pharmaceuticals for keeping me under his supervision and provide me with all the
necessary information which has helped me in the completion of this report. I would also
like to thank all the officials of SYMBIOSIS Pharmaceuticals HR Department for allowing me
to be an internee at their organization and help with necessary information. This training
has enriched me both at personal, academic and professional level.

PAIMAL

B.B.A. 5TH Semester

College roll No-2219720014

University Roll No- 180000723

3
 PREFACE
The training report is on the

JOB SATISFACTION

Theories can be read but the perform it in the real life is different experience will together.
Management courses are designed to produce future managers and unless you have
practice knowledge and theoretical knowledge is not implicated. Hence this report is to give
us the practical way of knowing how to give training to employees and how employee
behaves and reacts.

This is also in part fulfillment of BBA degree.

4
 TABLE OF CONTENT

DECLARATION
PREFACE
CERTIFICATE
ACKNOWLEDGEMENT
EXECUTIVE SUMMARY
CHAPTER-1
INTRODUCTION: 7-10
CHAPTER-2
COMPANY PROFILE: 11-21
CHAPTER-3
JOB SATISFACTION: 22-41
CHAPTER-4
SCOPE AND OBJECTIVES OF STUDY: 42-44
CHAPTER-5
RESEARCH METHODOLOGY: 45-48
CHAPTER-6
LIMITATIONS OF STUDY: 49-50
CHAPTER-7
DATA ANALYSIS AND INTERPRETATION: 51-66
CHAPTER-8
FINDINGS AND SUGGESTIONS: 67-69
CHAPTER-9
CONCLUSION: 70-71
CHAPTER-10
BIBLIOGRAPHY: 72-73
CHAPTER-11
ANNEXURE: 74-77

EXECUTIVE SUMMARY

5
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job can be
influenced by variety of factors like quality of one’s relationship with their supervisor, quality of
physical environment in which they work, degree of fulfillment in their work, etc.

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

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

According to Pestonejee, Job satisfaction can be taken as summation of employees feelings in four
important areas. These are:-

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

opportunities on the job for promotion and advancement (prospects) overtime regulations,
interest in work, physical environment and achiness and tools.
2- Management- supervisor treatment, participation rewards and punishments, praises &
blames, leaves policy and favoritism.
3- Social relations-friends & associates, neighbors, attitudes towards people in community,
participation in social activity sociability and caste barrier.
4- Personal adjustment-health and emotionality.
Job satisfaction is an important indicator of how employees feel about their job and a predictor of
work behavior such as organizational citizenship, absenteeism, turnover.

Job satisfaction benefits the organization includes reduction in complaints and grievances,
absenteeism, turnover and termination as well as improved punctuality and worker morale. Job
satisfaction is also linked with a healthier workforce and has been found to be a good indicator of
longevity.

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

6
 CHAPTER-1

INTRODUCTION

INTRODUCTION OF THE HUMAN RESOURCE MANAGEMENT

7
HRM is the study of activities regarding people working in an organization. It is a managerial
function that tries to match an organization’s needs to the skills and abilities of its employees.

DEFINITION OF HRM

Human resources management (HRM) is a management function concerned with hiring,

motivating and maintaining people in an organization. It focuses on people in organizations.
Human resource management is designing management systems to ensure that human talent
is used effectively and efficiently to accomplish organizational goals.

HRM is the personnel function which is concerned with procurement, development,

compensation, integration and maintenance of the personnel of an organization for the
purpose of contributing towards the accomplishments of the organization’s objectives.
Therefore, personnel management is the planning, organizing, directing, and controlling of
the performance of those operative functions (Edward B. Philippo).

According to Dessler (2008) the policies and practices involved in carrying out the “people”
or human resource aspects of a management position, including recruiting, screening,
training, rewarding, and appraising comprises of HRM.

Generally HRM refers to the management of people in organizations. It comprises of the

activities, policies, and practices involved in obtaining, developing, utilizing, evaluating,
maintaining, and retaining the appropriate number and skill mix of employees to accomplish
the organization’s objectives. The goal of HRM is to maximize employees’ contributions in
order to achieve optimal productivity and effectiveness, while simultaneously attaining
individual objectives (such as having a challenging job and obtaining recognition), and
societal objectives (such as legal compliance and demonstrating social responsibility).

In short Human Resource Management (HRM) can be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an organization in
an effective and efficient manner.

8
1.2 NATURE OF HRM

HRM is a management function that helps manager’s to recruit, select, train and develop
members for an organization. HRM is concerned with people’s dimension in organizations.

The following constitute the core of HRM

1. HRM Involves the Application of Management Functions and Principles. The functions
and principles are applied to acquiring, developing, maintaining and providing remuneration
to employees in organization.

2. Decision Relating to Employees must be Integrated. Decisions on different aspects of

employees must be consistent with other human resource (HR) decisions.

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an

organization will result in betterment of services to customers in the form of high quality
products supplied at reasonable costs.

4. HRM Functions are not Confined to Business Establishments Only but applicable to no
business organizations such as education, health care, recreation and like.

HRM refers to a set of programmes, functions and activities designed and carried out in order
to maximize both employee as well as organizational effectiveness.

1.3 SCOPE OF HRM

The scope of HRM is indeed vast. All major activities in the working life of a worker – from
the time of his or her entry into an organization until he or she leaves the organizations comes
under the purview of HRM. The major HRM activities include HR planning, job analysis, job
design, employee hiring, employee and executive remuneration, employee motivation,
employee maintenance, industrial relations and prospects of HRM.

The scope of Human Resources Management extends to:

9
 All the decisions, strategies, factors, principles, operations, practices, functions, activities
and methods related to the management of people as employees in any type of
organization.
 All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it.

The scope of HRM is really vast. All major activities n the working life of a worker – from
the time of his or her entry into an organization until he or she leaves it comes under the
purview of HRM. American Society for Training and Development (ASTD) conducted fairly
an exhaustive study in this field and identified nine broad areas of activities of HRM.

These are given below:

 Human Resource Planning

 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labour Relations
 Personnel Research and Information System

10
CHAPTER-2

COMPANY

PROFILE

11
ABOUT SYMBIOSIS
The group was founded way back in 2006 and has already reached a significant size of
Rs.1000 Cr (approx. 160MN USD).

The group is highly diversified, catering to a variety of broad segments like Pharmaceuticals,
Nutraceuticals, Ayurveda and a very niche segment like Sports Nutrition.

“THIS IS HOW SYMBIOSIS WORK”

When you operate in an industry like pharmaceuticals, your work goes way beyond creating
‘products for customers’. It is different from any other domain – there lies a higher sense of
responsibility and a need for utmost integrity in everything you do. As you serve millions of
lives, high quality standards become a pre-requisite, and safety of your people and consumers
always comes first. All this, while ensuring that each life you touch is treated with respect
and dignity.

12
SYMBIOSIS’S VISION
SYMBIOSIS is a synonym of ‘one stop hub in pharma industry’. The projected sale for next 5
years is 2000 Crores. It is, however, possible with your whole hearted & all out support and
co-operation only. Since all of us are dedicated for a healthier world, we earnestly
andsincerely solicit your kind patronage.

SYMBIOSIS’S Quality :
SYMBIOSIS strictly follows ISO, G.M.P. and WHO GMP norms through constant
modernization to meet world class standards. A separate Quality Control Lab having around
7000 Sq. ft. covered area (Govt. Approved Laboratory under Drugs Act) is under making that
shall also be equipped with IR & GLC which shall start functioning shortly.

13
SYMBIOSIS MISSION
The Mission of Symbiosis Pharmaceutical is to build a healthy world and clean
environment through implementing and developing world class pharmaceutical production
techniques. We believe in research and development of every aspect in production and
customer satisfaction.

14
 SYMBIOSIS PRODUCTS

Amitone
 300mg
 Rich in BCAAs

 Muscle growth

 Strength and repair

 Dietary Supplement – 60 tablet

Description

This dietary supplement is rich in BCAAs (Branched-chain amino acids) that are essential to
muscle growth. Amino acids are the building blocks of protein and are therefore extremely
important for the proper growth and repair of our body. They are needed for vital body processes
that include synthesis of hormones and neurotransmitters.

Key Benefits:
BCAA supplements are commonly taken to improve muscle growth and enhance exercise
performance. They play a vital role in energy production during exercise and also help reduce
fatigue after exercise. They reduce muscle soreness and increase muscle mass.

Dosage:
As a dietary supplement, take three tablets once daily, preferably with a meal or as directed by a
healthcare practitioner.

15
Allergy information:
Contains: Milk, egg

Argilife
 L-Arginine 1000 mg
 60 Tablets

 Supports Protein Synthesis

 Supports Ammonia Detoxification

 Supports Immune Function

 Supports Cardiovascular Health

 Supports Blood flow and vascular function

Description

Argilife brings to you the goodness of L-arginine in the form of a dietary supplement that has
numerous health benefits. L-arginine is an amino acid that helps your body to build protein. This
protein is further used to build muscles and rebuild tissues. It also stimulates the release of growth
hormone and insulin in the body.

Key Benefits:
L-arginine is effective in maintaining cardiovascular health. It supports blood flow in the body
and reduces high blood pressure. It also supports ammonia detoxification. It helps the body in
protein synthesis. Moreover, it improves immunity. So what are you waiting for? Get your tablets
of goodness and health today!

16
Dosage:
As directed by your physician

Coenzyme Q10
 (Ubidecarenone) 300mg
 Supports heart health

 Boosts energy levels

 100 softgel capsules

Description

Coenzyme Q10 , also known as CoQ10, is a fat-soluble compound naturally produced by your
body that helps generate energy in your cells. However, the production of this important
compound decreases with age but fortunately it can be taken in through dietary supplements. It
has a number of health benefits.

Key Benefits:
CoQ10 acts as an antioxidant that prevents oxidative cell damage. It is used to treat heart failure
by improving heart health and producing adenosine triphosphate (ATP) which facilitates energy
transfer within cells. It is also beneficial in maintaining a healthy skin. It plays a part in protecting
cell DNA and is therefore linked to cancer prevention. It increases mitochondrial function and
helps reduce inflammation. With this health supplement your energy levels are sure to shoot up.

17
Dosage:
It is recommended to take it with food. Consult a medical practitioner before use.

Magnesium
 100mg
 Chelated Magnesium

 60 tablets

 Helps support Bone, heart, nerve and muscle health

Description

Chelated magnesium is widely used as a dietary supplement as it is easily absorbed by the body.
Magnesium, a naturally occurring mineral is vital for humans, especially for the normal
functioning of the cells, heart, muscles and nerves. It is needed for more than 300 biochemical
reactions that take place in the body. It can be orally consumed through magnesium-rich foods or
through dietary supplements.

Key Benefits:
Magnesium supplement can help in regulating blood pressure and blood sugar. It reduces the risk
of heart diseases, depression and migraine. It is an important mineral that maintains the health of
nerves and muscles in the body. Adequate amount of magnesium is also associated with bone
health.

18
Dosage:
Recommended doses of magnesium are 200mg per day. Take it with a meal and a full glass of
water. Consulting your healthcare provider is advised before taking any supplements.

Master-kee
 Withania somnifera
 Softgel Capsules

 (Ashwagandha Cap.)

Anti stress, Anti oxidant, Anti inflammatory Description

Withania somnifera, commonly known as ashwagandha or Indian ginseng has been used as a
medicinal herb in Ayurveda for over 3000 years. Master-kee offers you the benefits of this
incredibly healthy ancient herb in the form of softgel capsules. The powder of the root of this
perennial shrub has been used in Ayurvedic medicine and it has become a popular health
supplement in modern times. It has plenty of health benefits and no side effects if taken in limited
amounts as it is completely natural. The high concentration of Withanolides present in the root of
the ashwagandha plant offers innumerable advantages that range from boosting brain function to
fighting stress and inflammation.

Key Benefits:
Ashwagandha has been classified as an “adaptogen” which means that it helps your body to
manage stress. It also helps fight symptoms of anxiety and depression. It can reduce blood sugar
levels and has anti-cancer properties. It reduces cortisol levels and also increases body strength.
This ancient herb reduces inflammation in the body, lowers cholesterol and triglycerides and
boosts memory. It increases fertility and testosterone in men. Adding this supplement to your
daily life may be an easy and effective way of improving your health and quality of life.

Dosage:
Take once or twice per day or as directed by your physician.

19
Omega-3+ D3
 60 Softgel capsules
 Fish oil 600 MG

 Vitamin D3 400 IU0

 A high yield omega 3 fatty acid supplement combined with Vitamin D3

Description

Derived from the tissues of oily fish, this elixir is designed to give you your daily dose of Omega
3 fatty acids combined with the vital vitamin D3 that has a multitude of health benefits. In order
to maintain a healthy lifestyle, eating 1-2 portions of fish per week is advised by The World
Health Organization (WHO). In case you find it difficult to do this in your busy life, do not
worry, this fish oil supplement can provide you with the necessary Omega-3 fatty acids like EPA
and DHA. It comes with the promise of purity and not just that, this softgel also encompasses the
goodness of Vitamin D3 which is best absorbed by the body when consumed with a meal
containing fats or oils.

Key Benefits:
Fish oil is known to have anti-inflammatory properties. It is suggested that mothers get enough
Omega-3 fatty acids during pregnancy and also while breastfeeding as they are associated with
normal brain and eye development. Fish oil can also help improve your cardiovascular health by
lowering triglycerides and by increasing good cholesterol in your body. It can also significantly
reduce stiffness and joint pain. It also helps you get a healthy skin. An adequate amount of
Vitamin D3 helps the body to absorb phosphorus and calcium. Hence, this vitamin is essential for
building and keeping strong teeth and bones.

Direction for use:

Take one softgel per day, or as recommended by a healthcare practitioner.

20
Roseve-1000
 Evening Primrose Oil
 Softgel Capsules 1000mg

 60 softgel capsules

Description

Extracted from the seed of evening primrose plant which is native to North America, this oil has a
good amount of gamma-linolenic acid (GLA) which is an Omega-6 fatty acid found in plant oils.
GLA is necessary for a good skin texture and structure. The skin does not produce this fatty acid
on its own, so taking Roseve-1000 can help you maintain the overall health of your skin.

Key Benefits:
The GLA found in Evening Primrose Oil reduces skin inflammation and thus helps fight acne and
retain moisture. It improves the elasticity and firmness of the skin and therefore aids the skin in
ageing gracefully. This oil is used for skin disorders like eczema, psoriasis and acne. It is found to
reduce menopause symptoms such as hot flashes and also helps cure the symptoms of
premenstrual syndrome. Moreover, it is used to prevent bone diseases like osteoporosis and
rheumatoid arthritis, heart disease and high cholesterol. It can also help reduce nerve pain.

Directions for use:

Avoid long term use and start with the lowest dose possible. Consult your doctor before use.

Safety information:
Oral consumption of evening primrose oil is safe when taken in appropriate amounts for a short
period. Long term use can cause upset stomach and headache.

21
 CHAPTER-3
JOB
SATISFACTION

22
 INTRODUCTION OF THE 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 groups. Job satisfaction is a very important attribute
which is frequently measured by organizations.

Human resources are undoubtedly the most important resources in an organization. The very
existence of an organization will be at stake without the efficient human resources, its goal
remains unattainable unless its human resources are motivated, satisfied and are committed to
the organization. The root source of quality and productivity gains is the employees. It is very
important for organizations to see employees as the fundamental source of improvement. The
need for ensuring spirit of cooperation, sense of commitment and satisfaction within the
organization’s sphere of influence had never been such an impending necessity.

It becomes very important for people to love what they do and enjoy what they do, the
‘enjoyment’ factor not only motivates the employee but also increases the efficiency on
whole. At present times when organizations are facing tough challenges in retaining their key
employees, it has become imperative to add elements in job that keeps employees attached to
what they do and stick them to work where they work. This need has been not less important
in third world countries like ours where the popular term ‘brain-drain’ is squeezing
companies out of their skilled manpower, intelligent executives and visionary managers. On
the other front job satisfaction and organizational commitment have a great impact on the
successful performance of an organization? Satisfied and committed employee identifies with
the goals and values of the organization, and they put in that extra-effort that plays the crucial
role in leading the competition.

Job satisfaction is in regard to one’s feelings or state of mind regarding the nature of their
work. Job satisfaction can be influenced by a variety of factors e.g., the quality of relationship
with their supervisor, the quality of the physical environment in which they work and degree
of fulfillment in their work, etc. It can also be discovered through examining the employee’s
values. Job satisfaction is the contentedness of individuals with their job.

23
Employee job satisfaction is an attitude that people have about their jobs and the
organizations in which they perform these jobs. Methodologically, we can define job
satisfaction as an employee’s affective reaction to a job, based on a comparison between
actual outcomes and desired outcomes. It encompasses specific aspects of satisfaction related
to pay, benefits, promotion, work conditions, supervision, organizational practices and
relationships with co-workers.

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 people’s needs are not fulfilled they become
dissatisfied. 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. Job
satisfaction is important technique used to motivate the employees to work harder. It is often
said that “A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy employee is
generally that employee who is satisfied with his job.

1.1 DEFINITIONS

In simple words, job satisfaction can defined as extent of positive feelings or attitudes that
individuals have towards their jobs. When a person says that he has high job satisfaction, it
means that he really likes his job, feels good about it and values his job dignity.

ANDREW BRIN “Job satisfaction is the amount of pleasure or contentment associated

with a job. If you like your job intensely, you will experience high job satisfaction. If you
dislike your job intensely, you will experience job dissatisfaction.

P. Robbins “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.”

24
1.2 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 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 also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that
there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages. 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.

1.3 IMPORTANCE TO WORKER AND ORGANIZATION

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

25
often leads to a positive work attitude. A satisfied worker is more likely to be creative,
flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance. Increased productivity the quantity and quality of
output per hour worked seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and
productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's
(1957) have shown at least low correlation between high morale and high productivity, and it
does seem logical that more satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of 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 healthier 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"

1.4 CREATING JOB SATISFACTION

So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place that
will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction need
to incorporate the following:

 Flexible work arrangements, possibly including telecommuting

 Training and other professional growth opportunities

26
  Interesting work that offers variety and challenge and allows the worker opportunities
to "put his or her signature" on the finished product

 Opportunities to use one's talents and to be creative

 Opportunities to take responsibility and direct one's own work

 A stable, secure work environment that includes job security/continuity

 An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

 Flexible benefits, such as child-care and exercise facilities

 Up-to-date technology

 Competitive salary and opportunities for promotion.

1.5 FACTORS INFLUENING JOB SATISFACTION

SOURCES OF JOB SATISFACTION

Organizational Work environment Work itself Personal factors

factors factors

There are no. of factors that influence job satisfaction in an organization. A no. of research
studies have been conducted in order to establish some of the causes that result in job
satisfaction. These studies have revealed consistent correlation of certain variables with the
job satisfaction. These factors are given below

ORGANIZATIONAL FACTORS:

1). Salaries and wages : Wages do play a significant role in determining of satisfaction.
Salaries and wages is instrumental in fulfilling so many needs. Money facilities the obtaining
of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside
of work. Moreover, salary can serve as symbol of achievement and a source of recognition.

27
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.

2). Promotion chances: Promotion chances considerably affect the job satisfaction because
of the following reasons:

Firstly, promotion indicates an employee's worth to the organization which is highly moral
boosting. This is particularly true in case of high level jobs.

Secondly, employee takes promotion as the ultimate achievement in his career and when it is
realized, he feels extremely satisfied.

Thirdly, promotion involves positive changes e.g. high salary, less supervision, increased
status etc which enhances job satisfaction.

3). Company policies: Organizational structure and policies also play an important role in
affection job satisfaction of employees. An autocratic and highly authoritative structure
causes resentment among the employees as compared to a structure which is more open and
democratic in nature.

WORK ENVIRONMENT FACTORS:

1).Supervision:

Two dimensions of supervisor style:

 Employee centered or consideration supervisors who establish a supportive personal

relationshipwith subordinates and take a personalInterest in them.
 The other dimension of supervisory style influence participation indecision making,
employee who participates in decision that affect theirJob, display a much higher
level of satisfaction with supervisor and theoverall work situation .

2). Work group:

The nature of the work group or team will have effect on job satisfaction in the following
ways:

 A friendly and cooperative group provides opportunities to the group members to

interact with each other.

28
  The work group will be even stronger sources of satisfaction when members have
similar attitudes and values.
 Smaller groups provide greater opportunity for building mutual trust and
understanding as compared to larger groups.
Thus, group size and quality of interpersonal relations within the group play a
significant role in workers satisfaction.

3).Working 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 working long hours and / or overtime,
they will have very little felt for their families, friends and recreation outside work. So the
working conditions inside the organization should be favorable.

WORK IT SELF:

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’.

 Job scope: It provides the amount of responsibility, work pace and feedback. The
higher the level of these factors, higher the job scope and higher level of satisfaction.
 Variety: A moderate amount of variety is very effective. Excessive variety produces
confusion and stress and too little variety causes monotony and fatigue which is
dissatisfies.
 Lack of autonomy and freedom: Lack of autonomy and freedom over work
methods and work pace can create helplessness and dissatisfaction.
Employees do not like strict supervision.

 Interesting work: A work which is very interesting and challenging and gives status ,
provides satisfaction to the employees.

29
  Role ambiguity and Role conflict: Role ambiguity and role conflict also lead to
confusion and job dissatisfaction because employees do not know exactly what their
task is and what is expected of them.

PERSONAL FACTORS:

 Age and seniority: With age, people become more mature and realistic and less
idealistic so that they are willing to accept available resources and rewards and be
satisfied about the situation. With the passage of time, people move into more
challenging and responsible positions. People who do not move up at all with time are
more likely to be dissatisfied with their jobs.
 Tenure: Employees with longer tenure are expected to be highly satisfied with their
jobs. Tenure assures job security, which is highly satisfactory to employees. They can
easily plan for their future without any fear of losing their jobs.
 Personality: Some of the personality traits which are directly related to job
satisfaction are self assurance, self esteem, maturity, challenge and responsibility.
Higher the person is on Maslow's needs hierarchy, the higher is the job satisfaction.
This type of satisfaction comes from within the person and is a function of his
personality.
THEORITICAL AAPROCHES TO JOB SATISFACTION

NEED EQUITY TWO SOCIAL DISCREPENC EQUITY

FULFILLMENT THEORY FACTOR DISCREPEN
REFRENCE YTHEORY
THEORY CY THEORY
THEORY GROUP

Theoretical approaches to job satisfaction as following:

1) Need fulfillment theory: According to this theory, a person will be satisfied when he
gets what he wants from his job.
Job satisfaction will vary directly with the extent to which those needs of an
individual, which can be satisfied, are actually satisfied. Thus, job satisfaction

30
 according to this theory, is a function of the degree to which the employees needs are
fulfilled in the giving situation.

2) Equity theory: According to this theory, every individual has a basic tendency to
compare his rewards to with those of a reference group. If he feels his rewards are
equitable with others doing the similar work in similar environment, he feels satisfied.
this theory thus believes that ‘a person job satisfaction depends upon his perceived
equity as determined by his output balance in comparison with input – output balance
of others’.
This theory takes into account not only the needs of the employer but also to the
opinion of the reference group towards which the employee looks for guidance.
3) Two factor theory: This theory states that satisfaction and dissatisfaction are
independent of each other. One set of factors are known as hygiene factors act as
dissatisfies. Their absence causes dissatisfaction like pay, humane working conditions
etc. the other set of factors lead to satisfaction like promotion , recognition etc.
4) Social reference group theory: According to this theory an employee is satisfied
with his job when the job meets the interest, desires, and requirements of persons’
reference groups. Job satisfaction is a function of the degree to which the job meets the
approval of the group to which the individual looks for guidance in evaluating the
world and defining social reality.
5) Discrepancy theory: Job satisfaction and dissatisfaction are functions of perceived
relationship between what one wants from ones job and what one perceives it is
actually offerings.
Satisfaction is thus the difference between what one actually received are less than the
expected rewards, it causes 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 (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

31
 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.

1.6 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. 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:

Individual factors:

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.

Age:

Individuals experience different degree of job satisfaction at different stages of their life. Job
satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage,
and finally dips to a low degree. The possible reasons for this phenomenon are like this.
When individuals join an organization, they may have some unrealistic assumptions about
what they are going to drive from their work. These assumptions make them more satisfied.
However, when these assumptions fall short of reality, job satisfaction goes down. It starts

32
rising again as the people start to assess the jobs in right perspective and correct their
assumptions.

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:

1. Working conditions: Working conditions, particularly physical work environment, like

conditions of workplace and associated facilities for performing the job determine job

33
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.

2. 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 is more 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.

3. 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.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job
nature and work 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.

5. 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.

1.7 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 is typically collected using an Enterprise
Feedback Management (EFM) system.

34
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.

1.8 JOB SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the
affective element of 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.
There is some evidence in the literature that state 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 regulation and emotion labor are also related to job satisfaction. Emotion work (or
emotion management) refers to various efforts to manage emotional states and displays.
Emotion regulation 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 labor emphasized its harmful effects on workers, studies of

35
workers in a variety of occupations suggest that the consequences of emotional labor 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.

1.9 CONSEQUENCES OF JOB SATISFACTION

Research has concluded that there is a relationship between job satisfaction and performance
of the employees. Thus, job satisfaction or job dissatisfaction is an important concern for
management. High job satisfaction may lead to improved productivity, decreased turnover,
improved attendance, less job stress. Job dissatisfaction produces low morale among the
employees and more of stress. The following subtopics explain the outcomes of job
satisfaction:

1).Job satisfaction and 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

36
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance.

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.

1. 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.

2. 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 on
productivity. A satisfied worker may not necessarily lead to increased productivity but a
dissatisfied worker leads to lower productivity.

2).Job satisfaction and employee turnover: High employee turnover is a matter of concern
for the management as it disrupts the normal operations of the organization. Managerial
concern is mostly for the turnover which arises from job dissatisfaction. The employee thus
tries to keep the employees satisfied on their jobs to minimize the turnover. Though, high job
satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction will
definitely increase the employee turnover. The employee turnover is affected by certain other
factors also like if people are highly satisfied with their jobs, they are willing to leave if there
are better opportunities available anywhere else. If no other opportunities are available, the
employees will stay where they are irrespective of dissatisfaction. On the overall basis, we
can say that there is an important role played by job satisfaction in employee turnover.

37
3).Job satisfaction and 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 satisfaction is
related to absenteeism.

4).Job satisfaction and union activities: High level of job satisfaction reflects a highly
favorable organizational climate resulting in attracting and retaining better workers. Satisfied
employees are not interested in unions and they do not perceive them as necessary.

5). Job satisfaction and safety: When people are dissatisfied from their jobs, company and
supervisors, they are more prone to experience accidents. A satisfied worker will always be
careful and attentive towards his job and the chances of accidents will be less.

3.10WORKERS' ROLES IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction:

 Seek opportunities to demonstrate skills and talents. This often leads to more
challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
 Develop excellent communication skills. Employer’s value and reward excellent
reading, listening, writing, and speaking skills.

 Know more. Acquire new job-related knowledge that helps you to perform tasks more
efficiently and effectively. This will relieve boredom and often gets one noticed.

 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result in recognition as well as in increased responsibilities
and rewards.

 Develop teamwork and people skills. A large part of job success is the ability to work
well with others to get the job done.

38
  Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

 See the value in your work. Appreciating the significance of what one does can lead
to satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.

 Learn to de-stress. Plan to avoid burnout by developing healthy stress-management

techniques.

3.11 ASSURING JOB SATISFACTION

Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to
job responsibilities and that pay increases be tied to performance rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, his pay is fair,
his promotional opportunities are good, his supervisor is supportive, and his coworkers are
friendly, then a situational approach leads one to predict he is satisfied with his job" Very
simply put, if the pleasures associated with one's job outweigh the pains, there is some level
of job satisfaction.

3.12 JOB SATISFACTION WITH CAREER PERSONALITY

Almost every day, people describe and assess the personalities of others around them.
Generally say, personality is made up the characteristics of thoughts, feelings, and behaviors.
That makes a person unique. This arises from within the individual and remains fairly
consistent throughout
life. When psychologists talk of personality, they define it as a dynamic concept describing
the growth and development of a person’s whole psychological system. Other than looking at

39
part of the person, personality looks at some aggregate whole that is greater than the sum of
the parts.
The most frequently used definition of personality was produced by Gordon All port nearly
70 years ago. To him personality is the dynamic organization within the individual of that
psychological system that determines his unique adjustments to his environment. As said by
Robbins, personality is the sum of ways in which an individual reacts to and inter-acts with
others.
A considerable amount of research has been directed towards relating high- and low –match
personalities to certain behavioral outcomes.
In case of job satisfaction, there are different theories which describe job satisfaction and
forces that make influence on it.
The main premise of this theory is that satisfaction is determined by a discrepancy between
what one value 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 and negatively compared to one who doesn’t value
that facet.

40
 Conceptual frame work

RATIONALE OF THE STUDY

To get the knowledge of level of job satisfaction of employees in ThinkNEXT technologies
private limited. This is the part of our MBA degree (project of training).Needs may be need
for personal achievement, social achievement & for influence.

a) Need for Personal Achievement :

 Desires for personal career development, improvement in one's own life standards,
better education & prospects for children & desire for improving one's own work
performance.

b) Need for Social Achievement :

 A drive for some kind of collective success is relation to some standards of

excellence. It is indexed in terms of desires to increase overall productivity, increased
national prosperity, better life community & safety for everyone.

c) Need for Influence :

 A desire to influence other people & surroundings environment. In the works

situation, it means to have power status & being important as reflected in initiative
taking and participation in decision making.

41
CHAPTER-4

42
 SCOPE AND
OBJECTIVES OF
STUDY

SCOPE OF THE STUDY

Scope of the study is limited to ThinkNEXT technologies pvt.Limited company and its
employees. In the survey an attempt has been made to analyze the job satisfaction of
employees of ThinkNEXT. The study tries to understand the level of satisfaction among
the employees of ThinkNEXT. It further explains the area on which employees are mostly
dissatisfied. Job satisfaction of the employees has been analyzed on the basis of the
following job related factors.

 Salary and monetary benefits

 Job security
 Promotion policy
 Working environment
 Employees participation in management
 Freedom of expressions
 Nature of job

43
  Interest taken by superiors
 Superiors and sub-ordinate relationship
 Medicare
 Loans
 Conveyance

OBJECTIVE OF THE STUDY

To Study the level of job satisfaction of employees towards ThinkNEXT technologies

private limited. The main aim of the study is to analyze and examine level of job satisfaction
among the ThinkNEXT employees and to know the problems faced by the employees of the
various categories. The specific objectives are as follows:

 To present a profile of ThinkNEXT and organizational structure etc.,

 To find the level of satisfaction among the employees relating to the nature of
the job and the working environment in ThinkNEXT.
 To evaluate the satisfaction regarding the salary and other benefits of its
employees.
 To suggest suitable measures to improve the overall satisfaction of the
employees in the organization.

44
CHAPTER-5

45
 RESEARCH
METHDOLOGY

INTODUCTION TO RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

46
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”1

Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.

Sample Size.

Number of the sampling units selected from the population is called the size of the sample.
Sample of 35 respondents were obtained from the population.

Sampling Procedure.

The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.

METHODOLOGY

Methods of Data Collection.

The data’s were collected through Primary and secondary sources.

Primary Sources.

Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations.

The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Sources.

47
Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

Nature of Research.

Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal
relationship, where one variable affects another. In other words, descriptive research can be
said to have a low requirement for internal validity.

Questionnaire.

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system.
A defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised
by the respondents the questionnaire was redialed to its present form.

Sample

48
A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 35
respondents in total has been randomly selected. The response to various elements under each
questions were totaled for the purpose of various statistical testing.

Variables of the Study.

The direct variable of the study is the employee motivation indirect variables are the
incentives, interpersonal relations, career development opportunities and performance
appraisal system.

Presentation of Data.

The data are presented through charts and tables.

49
 CHAPTER-6
LIMITATIONS
OF THE STUDY

LIMITATIONS OF THE STUDY

This study was made subject to the following limitations:

1. Some difficulties were met in collecting data owing to fear of giving certain
data and some are almost unpublished.

50
2. . Due to different mentalities of the personnel certain problems were arisen in
getting an understanding about job satisfaction.
3. Certain data have not been recorded properly.
4. . Limitation of the study was, while taking the survey I found that there was a
shortage of time among the employee.

51
 CHAPTER-7
DATA ANALYSIS
AND
INTERPRETATION

52
 INTERPRETATION AND ANALYSIS

Q1 Are you secured with your job?

Options No. of Respondents Percentage%

Yes 20 57
No 15 43
Total 35 100

Figure 1.1

53
INTERPRETATION: As per analysis 57% of employees are secured by their job and rests
of 43% of employees are not secured by their job in the organization.

Q2 Do you express freely your views with the superior?

Options No. of Respondents Percentage%

Yes 35 100
No 0 0
Total 35 100

Figure 1.2

INTERPRETATION: As per analysis all the employees are expressing their views freely
with the superior in the organization.

Q3 Do you have any incentive schemes for efficient work in your organization?
54
Options No. of Respondents Percentage%
Yes 30 86
No 5 14
Total 35 100

Figure 1.3

INTERPRETATION: As per analysis 86% of employees say that they have incentive
schemes for efficient work in the organization and rest of 14% says they don’t have any
incentive schemes for efficient work in the organization.

Q4 The superior helpful and sympathetic to your problem work station?

55
Options No. of Respondents Percentage %
Yes 35 100
No 0 0
Total 35 100

Figure 1.4

INTERPRETATION: As per analysis all the employee says that yes the superior are
helpful and sympathetic to their problem work station in the organization.

Q5 From how many years you have been working in ThinkNEXT?

Options No. of Respondents Percentage %

56
Less than 1 year 3 7
1-2 years 10 28
2-3years 2 5
More than 3 years 20 60
Total 35 100

Figure.1.5

INTERPRETATION: According to 35 respondents 60% of them are working in the

organization from more than 3 years , 5% are working in the organization from 2-3 years ,
28% of them are working from 1- 2 years and rest of 7% are working from less than one
year.

Q6 What kind of employees you are?

Options No. of Respondents Percentage%

Permanent 30 85
Temporary 5 15
Total 35 100
57
 Figure1.6

INTERPRETATION: As per analysis 85% of employees in the organization are permanent

and 15% of employees are temporary in the organization.

Q7 Are you satisfied with the present working condition and environment?

Options No. of Respondents Percentage%

Satisfy 15 44
Dissatisfy 2 6
Neutral 8 22

58
Strongly satisfied 10 28
Strongly dissatisfied 0 0
Total 35 100

Figure 1.7

INTERPRETATION: According to 35 respondents 28% of them are strongly satisfied with

the present working conditions, 44% of them are satisfied and rest of 28% of them are
neutrally satisfied with the present working condition and environment in the organization.

Q8 Are you satisfy with your salary paid to you?

Options No. of Respondents Percentage%

Satisfy 21 42
Dissatisfy 0 0
Neutral 1 12
Strongly satisfied 13 46

59
Strongly dissatisfied 0 0
Total 35 100

Figure 1.8

INTERPRETATION: As per analysis 46% of employees are strongly satisfied with the
salary paid to them, 42% of employees are satisfied with the salary paid to them and 12% of
them are neutrally satisfied with the salary paid to them.

Q9 Do you agree that company policies protects your interest?

Options No. of Respondents Percentages %

Agree 20 57
Disagree 0 0
Neutral 12 34
Strongly agree 3 9
Strongly disagree 0 0
Total 35 100

60
 Figure 1.9

INTERPRETATION: As per analysis 9% of employees are strongly agree that company

policies protect their interest, 57% of them agree that company policies protect the interest
of them and 34% of them are neutrally satisfied by this.

Q10 Working hours at ThinkNEXT Company is satisfactory?

Options No. of Respondents Percentages%

Satisfy 21 60
Dissatisfy 0 0
Neutral 2 6
Strongly satisfied 12 34
Strongly dissatisfied 0 0
Total 35 100

61
 Figure 1.10

INTERPRETATION: As per analysis 34% of employees are strongly satisfied and 60% of
them are satisfied with the working hours of the company, 6% of them are neutrally satisfied
with the working hours of the company.

Q11 Are the supervisor ready to clear your doubt and help in improving your performance?

Options No. of Respondents Percentages %

Agree 23 65
Disagree 0 0
Neutral 1 3
Strongly agree 11 32
Strongly disagree 0 0
Total 35 100

62
 Figure 1.11

INTERPRETATION: As per analysis 32 % of employees are strongly agree and 65% of

them are agree and rest of 3% of them are neutrally agree that the supervisor ready to clear
their doubt and help in improving their performance.

Q12 Which factor is most important for job satisfaction?

Options No. of Respondents Percentages %

Hike salary 12 34
Promotion 11 32
Incentives 2 6
Reward 10 28
Total 35 100

63
 Figure 1.12

INTERPRETATION: As per analysis 32% of them says that promotion is the most
important factor for job satisfaction , 34% of them says that hike salary is the important factor
for job satisfaction , 28% of reward and 6% of them says that incentives are also important
factor for job satisfaction.

Q13 Top management involves employees in the management decisions?

Options No. of Respondents Percentage %

Agree 10 28
Disagree 0 0
Neutral 12 35
Strongly agree 13 37
Strongly disagree 0 0
Total 35 100

64
 Figure 1.13

INTERPRETATION: As per analysis 37% of them are strongly agree and 28% of them
are agree that top management involves employees in the management decisions and 35% of
them are neutrally agreed with this statement .

Q14 How flexible is the company with respect to your family responsibilities?

Options No. of Respondents Percentages %

Very flexible 13 38
Somewhat flexible 12 34
Very inflexible 0 0
Somewhat inflexible 10 28
Neither 0 0
Total 35 100

65
 Figure 1.14

INTERPRETATION: As per analysis 38% of them are very flexible and 34% of them are
somewhat flexible and 28% of them are somewhat inflexible with this statement .

Q15 Rate your overall satisfaction with your job?

Options No. of Respondents Percentages %

Highly satisfied 23 65
Average 12 35
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 35 100

66
 Figure 1.14

INTERPRETATION: As per analysis overall 65% of them are highly satisfied by their job
and 35% of them are average with the overall satisfaction level of their job.

67
CHAPTER-8
FINDING AND
SUGGESTION

FINDINGS

 Most of the employees are working in organization from more than 3

years.
 All Most all the employees are permanent in the organization.
 Most of the employees are secured by their job.
 Most of the employees are strongly satisfied with the present working
conditions.
 All the employees are expressing their views freely with the superior in the
organization.

68
  Most of the employees are strongly satisfied with the salary paid to them.
 Most of the employees says that they have incentive schemes for efficient
work in the organization.
 All the employee says that yes the superior are helpful and sympathetic to
their problem work station in the organization.
 Most of employees are strongly agree that company policies protect their
interest.
 Most of employees are strongly satisfied with the working hours of the
company.
 Most of employees are strongly agree that the supervisor ready to clear
their doubt and help in improving their performance.
 Most of them says that promotion is the most important factor for job
satisfaction.
 Most of them are strongly agree that top management involves employees
in the management decisions.
 Most of them are highly satisfied by their job.

SUGGESTIONS

 After conducting a study on job satisfaction among the employees at ThinkNEXT

technologies. I have identified some facts based on questionnaire & interview. This
may help the company to increase the satisfaction level of the employees. Job
satisfaction is an important crition in an IT company.
 It is a very important determinant of the rate the turnover for any given organization.
Job satisfaction by itself is a largely effected by the attitude of employees towards
monetary and non monetary rewards. The study conducted to investigate the

69
 interdependence of these variables has led to findings and conclusions as presented in
the preceding chapters. Based on those findings the following suggestions have been
made. In order to keep employees satisfied and retain them organizations should
adopt the following practices. Training programmes should be conducted for both
personal as well as technical development.
 Management should recognize talents and encourage them to grow in the organization
Use scientific methods to align jobs this will improve the satisfaction level in case of
work load Reduce working hours at least by 30 min to 1hour to motivate the
employees To provide more currier opportunity promotional policy should be
restructured Follow more open door communication policy Organize trips, family
meet and fun games at work Use modern machines, sanitation etc to improve the
physical environment Give more attention for performance linked pay structure Adopt
modern technology which is highly competitive Performance based rewards and
recognitions.
 More attention should be given for overall development of employees welfare
facilities Organization can motivate individual through proper counseling and
guidance Organization may consider for arranging transportation facilities Individual
attention to employees regarding health matters may be considered on priority basis
Better communication may yield some more results Supervisors may be considered
for management training Make senior management more friendly with subordinates
Provide transport facilities so that they feel good and they reach office at right time.

 Improve quality of canteen Improve working conditions Try to give timely incentives
to employees to motivate financially.

70
 CHAPTER-9
CONCLUSION

CONCLUSION

Job satisfaction is a positive approach about one’s job resulting from an evaluation of its
characteristics. Job satisfaction represents an attitude rather than behavior. They believe that
satisfied employees are more productive than dissatisfied has been a basic tenet. A person
with a high level of job satisfaction holds positive feelings about the job. When people speak
of the employee attitudes more often than not they mean job satisfaction. It is very tough job
for HR department to ensure job satisfaction among staff. Employees will not be just happy
with pay cheque, a good position and prestige. They also want a constant feeling of well

71
being, demand better work & family life balance, and look to the organization for fulfilling
even their community needs. These highlighted expectations result in dissatisfaction, and
finds true job happiness remains an unfulfilled dream all the job hopping not withstand. Thus
the overall job satisfaction of employees at ThinkNEXT technologiesis high. The employees
at ThinkNEXT technologies have a very good high regard and respect towards the company’s
image and future of the organization. From the previous chapter data we can conclude that
most of the employees were satisfied with the under shown areas, Salary Benefits Workload
Culture practices of the company Incentives Job security Leaves and opportunity to utilize
skills & learn new skills

72
 CHAPTER-10
BIBLIOGRAPHY

BIBLIOGRAPHY

Books

Industrial Relation-2007, ArunMonappa.

Industrial Relation, Trade Union and Labour Legislation-2009, P.R.N Sinha.

Industrial Relation and Labour Laws-2009, S.C Srivastava.

73
Dynamics of Industrial Relation-2008, C.B Mamoria.

Industrial Relations-2006, C.S Venkata Raman.

Web Sites

a. www.agronremedies.com, retrieved on 15 June 2016

b. . www.hr-guide.com, retrieved 21 on June 2016

c. www.oxforddictionaries.com ,Retrieved on 3 July 2016

74
 CHAPTER-11
ANNEXURE

ANNEXURE

Q1 Are you secured with your job?

75
 A. Yes B. No

Q2 Do you express freely your views with the superior?

A. Yes B. No

Q3 Do you have any incentive schemes for efficient work in your organization?

A. Yes B. No

Q4 The superior helpful and sympathetic to your problem work station?

A. Yes B. No

Q5 From how many years you have been working in ThinkNEXT?

A. Less than 1 year B. 1-2 years

C. 2-3years D. More than 3 year

Q6 What kind of employees you are?

A. Permanent B. Temporary

Q7 Are you satisfied with the present working condition and environment?

A. Satisfy
B. Dissatisfy
C. Neutral
D. Strongly satisfied
E. Strongly dissatisfied

Q8 Are you satisfy with your salary paid to you?

A. Satisfy
B. Dissatisfy
C. Neutral
D. Strongly satisfied
E. Strongly dissatisfied

Q9 Do you agree that company policies protects your interest?

76
 A. Agree
B. Disagree
C. Strongly agree
D. Neutral
E. Strongly disagree

Q10 Working hours at ThinkNEXT Company is satisfactory?

A. Agree
B. Disagree
C. Neutral
D. Strongly agree
E. Strongly disagree

Q11 Are the supervisor ready to clear your doubt and help in improving your performance?

A. Agree
B. Disagree
C. Neutral
D. Strongly agree
E. Strongly disagree

Q12 Which factor is most important for job satisfaction?

A. Hike salary C. promotion

B. Incentives D. Reward

Q13 Top management involves employees in the management decisions?

A. Agree
B. Disagree
C. Neutral
D. Strongly agree
E. Strongly disagree

77
Q14 How flexible is the company with respect to your family responsibilities?

A. Very flexible
B. Somewhat flexible
C. Very inflexible
D. Somewhat inflexible
E. Neither

Q15 Rate your overall satisfaction with your job?

A. Highly satisfied C. Average

B. Dissatisfied D. highly dissatisfied

78