A STUDY ON THE LEVEL OF JOB SATISFACTION AMOUNG

THE EMPLOYEES IN AN ORGANIZATION

By

VANI SNEKA . S

Roll No: 1619MBA0468

Reg.No: 68516100117

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCES

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

CENTRE FOR DISTANCE EDUCATION

ANNA UNIVERSITY CHENNAI
CHENNAI 600 025

February, 2018
 BONAFIDE CERTIFICATE

Certified that the Project report titled A STUDY ON THE JOB SATISFACTION AMOUNG

THE EMPLOYEES IN AN ORGANIZATION is the bonafide work of Ms. VANI SNEKA. S

who carried out the work under my supervision. Certified further that to the best of my knowledge

the work reported herein does not form part of any other project report or dissertation on the basis

of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Signature of student Signature of Guide

Name: VANI SNEKA S Name: Dr. S.SRIVIDHYA

Roll No: 1619MBA0468 Designation: Assistant Professor
Reg. No: 68516100117 Address:

Signature of Project-in-charge

Name:
(in capital letters)
Designation:

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 CERTIFICATE OF VIVA-VOCE EXAMINATION

This is to certify that Vani Sneka. S (Roll No. 1619MBA0468, Reg.No. 68516100117) has been subjected

to viva voce –examination on ________________ (Date) at ________________(Time) at Anna University

Regional Campus, Coimbatore.

Internal Examiner External Examiner

Name: Name:

Designation: Designation:

Address: Address:

Coordinator Study center

Name:

Designation:

Address:

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 ABSTRACT

In today’s world, organizations have found the importance of various psychological factors in their
functioning. The individual behavior has been given priority in the last decade. This is because
they are constantly striving hard to stay in the competition which leads them dependent on the
employees. It is seen in organizations, a few employees are extremely committed to their job
beyond expectation. They put in more than the stipulated number of hours of work, do not utilize
their legitimate leaves, work on holidays without claiming extra monetary benefits, etc. They
exhibit these kinds of behavior knowing fully well that they do not get anything in return
(promotions, monetary benefits etc.) for their extra efforts. What really makes them perform that
way could be because they have different attitudes, or because they have certain personal qualities.

Job satisfaction describes how content an individual is with his or her job. It is a relatively recent
term since in previous centuries the jobs available to a particular person were often
predetermined by the occupation of that person’s parent. There are a variety of factors that can
influence a person’s level of job satisfaction. Some of these factors include the level of pay and
benefits, the perceived fairness of the promotion system within a company, the quality of the
working conditions, leadership and social relationships, the job itself (the variety of tasks involved,
the interest and challenge the job generates, and the clarity of the job description/requirements)

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 ACKNOWLEDGEMENT

Words are the dress of thoughts, appreciating and acknowledgement those, who are responsible
for the successful completion of the project.

I take immense pleasure in thanking The Coordinator of Anna university Regional campus,
Coimbatore for having permitted me to carry out this project work.

My sincerity gratitude goes to Dr. S. Srividhya Assistant Professor of Anna university Regional
campus, Coimbatore who assigned me responsibility to work on this project and provided us all
the help, guidance and encouragement to complete this project.

The encouragement and guidance given by Dr. S. Srividhya have made this a personally
rewarding experience. I thank her for her support and inspiration, without which, understanding
the details of the project would have been exponentially difficult.

I am sincerely grateful to all who directly and indirectly supported and helped me in complete this
endeavour successfully.

I also would like to thank the senior executives and team members from across different BPOs in
country who allowed me to interview them and cooperated very patiently in answering the
questions, filling up the survey questionnaire etc.

I am grateful to The Director, CDE, Anna University-Chennai for approving this project and
thereby allowing me to undertake this study.

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 LIST OF CONTENTS

ABSTRACT ...............................................................................Error! Bookmark not defined.

ACKNOWLEDGEMENT ........................................................................................................ 14
LIST OF TABLES .................................................................................................................. 17
LIST OF CHARTS ..................................................................Error! Bookmark not defined.
1.1 Corporate Industry ..........................................................Error! Bookmark not defined.
1.1.1 Job Satisfaction………………………………………………………………………….
1.1.2 Meaning of Job Satisfaction ...........................................Error! Bookmark not defined.
1.1.3 Definition of Job Satisfaction .........................................Error! Bookmark not defined.
1.1.4 Causes of Job Satisfaction ..............................................Error! Bookmark not defined.
1.1.5 Consequences of Job Satisfaction ...................................Error! Bookmark not defined.
1.2 Identified Problem ..........................................................Error! Bookmark not defined.
1.3 Need for Study ............................................................................................................... 24
1.4 Objective .........................................................................Error! Bookmark not defined.
1.5 Expected Deliverables ................................................................................................... 28
2.1 Review of Literature .......................................................Error! Bookmark not defined.
3.1 Type of Project ................................................................Error! Bookmark not defined.
3.2 Targeted Respondents .....................................................Error! Bookmark not defined.
3.3 Limitations of the Study..................................................Error! Bookmark not defined.
3.4 Sampling Methods ......................................................................................................... 29
3.5 Data Processing and Tools for Analysis ........................................................................ 33
3.5.1 Questionniare ................................................................................................................. 33
3.5.2 Interviews(Personal & Remote) ..................................................................................... 33
3.5.3 Observation .................................................................................................................... 33
3.6 Tools for Analysis ...........................................................Error! Bookmark not defined.
4.1 Data Analysis and Interpretation ....................................Error! Bookmark not defined.
4.1.1 From in-depth interviews ................................................Error! Bookmark not defined.
4.1.2 From Online Observation ...............................................Error! Bookmark not defined.
4.1.3 From Questionnaire Response ........................................Error! Bookmark not defined.

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4.2 Diagramatic Representation……………………………………………………………..
5.1 Summary of Findings…………………………………………………………………….
5.3 Suggestions……………………………………………………………………………….
5.4 Conclusion………………………………………………………………………………. .
Appendix 1 – Questionnaire ..................................................................................................... 57
References ..................................................................................Error! Bookmark not defined.

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 LIST OF TABLES
TABLE PAGE
TITLE
NO NO
4.2.1 Being able to keep busy all the time 24
4.2.2 The chance to work alone on the job 25
4.2.3 The chance to do different things from time to time 26
4.2.4 The chance to be "somebody" in the community 27
4.2.5 The way my boss handles his/her workers 28
4.2.6 The competence of my supervisor in making decisions 29
4.2.7 My pay and the amount of work I do 30
4.2.8 The feeling of accomplishment I get from the job 31
4.2.9 The chance to do things for other people 32
4.2.10 The freedom to use my own judgment 33
4.2.11 The chance to do something that makes use of my abilities 34
4.2.12 The way company policies are put into practice 35
4.2.13 Being able to do things that don't go against my conscience 36
4.2.14 The chances for advancement on this job 37
4.2.15 The chance to tell people what to do 38
4.2.16 The chance to try my own methods of doing the job 39
4.2.17 The working conditions 40
4.2.18 The way my co-workers get along with each other 41
4.2.19 The praise I get for doing a good job 42
4.2.20 The way my job provides for steady employment 43

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 LIST OF CHARTS
CHART PAGE
TITLE
NO NO
4.2.1 Being able to keep busy all the time 24
4.2.2 The chance to work alone on the job 25
4.2.3 The chance to do different things from time to time 26
4.2.4 The chance to be "somebody" in the community 27
4.2.5 The way my boss handles his/her workers 28
4.2.6 The competence of my supervisor in making decisions 29
4.2.7 My pay and the amount of work I do 30
4.2.8 The feeling of accomplishment I get from the job 31
4.2.9 The chance to do things for other people 32
4.2.10 The freedom to use my own judgment 33
4.2.11 The chance to do something that makes use of my abilities 34
4.2.12 The way company policies are put into practice 35
4.2.13 Being able to do things that don't go against my conscience 36
4.2.14 The chances for advancement on this job 37
4.2.15 The chance to tell people what to do 38
4.2.16 The chance to try my own methods of doing the job 39
4.2.17 The working conditions 40
4.2.18 The way my co-workers get along with each other 41
4.2.19 The praise I get for doing a good job 42
4.2.20 The way my job provides for steady employment 43

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 CHAPTER 1

INTRODUCTION

1.1 INDUSTRY:

A multinational corporation (MNC) has facilities and other assets in at least one country other than
its home country. Such companies have offices and/or factories in different countries and usually
have a centralized head office where they coordinate global management. The multinational
companies in India represent a diversified portfolio of companies from different countries. Though
the American companies - the majority of the MNC in India, account for about 37% of the turnover
of the top 20 firms operating in India, but the scenario has changed a lot off late. More enterprises
from European Union like Britain, France, Netherlands, Italy, Germany, Belgium and Finland have
come to India or have outsourced their works to this country. Finnish mobile giant Nokia has their
second largest base in this country. There are also MNCs like British Petroleum and Vodafone that
represent Britain.

1.1.1 JOB SATISFACTION:

The improving economy has given immense importance to one factor, it is job satisfaction. Since
employers have been more willing and able to boost salaries, benefits and perks for their workers.
Most organizations strive for employee satisfaction, but not all attain this goal. That’s why it’s
important for human resources professionals to know more about the factors that can increase
employee satisfaction, and how it fits into a company’s overall success. Keeping employees
engaged and satisfied takes more than just good pay and benefits. Job satisfaction means the
mental, physical and environmental satisfaction of employee and the extent of job satisfaction can
be known by inquiring employees about the job satisfaction extents.

1.1.2 Meaning of Job Satisfaction

Employee satisfaction is a function of perceived performance and expectations. It is a person’s
feeling of pleasure or disappointment resulting from comparing a product’s outcome to his/her
expectations.

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1.1.3 Definition of Job Satisfaction
Locke (1969) defined Job satisfaction as “a pleasurable or positive emotional state resulting from
the appraisal of one’s job or job experience.”

1.1.4 Causes of Job Satisfaction

(A) Organisational Factors
a) Wages: Wages play a significant role in influencing job satisfaction. This is because
of two reasons. First, money is an important instrument in fulfilling one’s needs.
Second, employees often see pay as a reflection of management’s concern for them.
Employees want a pay system which is simple, fair, and in line with their expectations.
b) Promotions: Promotional opportunities affect job satisfaction considerably. The
desire for promotion is generally strong among employees as it involves change in
job content, pay, responsibility, independence, status and the like. It is no surprise that
the employee takes promotion as the ultimate achievement in his career and when it
is realised, he feels extremely satisfied.
c) Nature of work: Most employees crave intellectual challenges on jobs. They tend to
prefer being given opportunities to use their skills and abilities and being offered a
variety of tasks, freedom, and feedback on how well they are doing. These
characteristics make jobs mentally challenging. Jobs that have too little challenge
create boredom. But too much challenge creates frustration and a feeling of failure.
Under condition of moderate challenge, employees experience pleasure and
satisfaction
d) Organisational Policies and Procedures: Organisational policies include the basis
for effecting promotions (seniority versus merit), transfer of people, foreign
assignments, lay-off and retrenchment, appraisal and reward systems, motivational
methods, skill based versus job-based pay, and the like
e) Working Conditions: Working conditions that are compatible with an employee’s
physical comfort facilitates doing a good job which contributes in turn to job
satisfaction. Temperature, humidity, ventilation, lighting and noise, hours of work,

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 cleanliness of the work place, and adequate tools and equipment are the features which
affect job satisfaction.
f) Reward System: Individual can be motivated for good performance by proper design
of the rewards for good performance, which itself depends on design of their work
environment and praise for their performance. Punishment for poor performance can
also reduce the negative performance. Prompt and regular feedback of results should
be made available and performance improvements should be rewarded with
recognition and praise.
g) Group Factors: Group factors wielding influence on job satisfaction include group
size and supervision.
h) Size: The size of the group, larger the size of the group, lower the level of satisfaction.
As size increases, opportunities for participation and social interaction decrease, so
the ability of members to identify with the group’s performance. More members mean
dissension, conflict, and groups and within groups.
i) Supervision: Perceived quality of supervision is another determinant of job
satisfaction. Satisfaction tends to be high when people believe that their supervisors
are more competent, have their best interests in mind, and treat them with dignity and
respect. Communication is another aspect of supervision. Satisfaction of members
tends to be high when they are able to communicate easily with their supervisor

(B) Individual factors

a) Respect: Rules and policies have a patronizing tone. Employees are often told what to
do—instead of being free to figure things out for themselves. When it’s thriving,
Employees show respect for one another regardless of rank and title. When decision is
made, there’s a thoughtful assessment of how each option may affect people are treated
like adults.
b) Relevance: The organisation is infested with valueless rules and policies. When it’s
thriving, the system allows employees to use their time efficiently; they can spend it on
any activities that are relevant to the mission
c) Self-Identity: When it is lacking, great importance is placed on fitting in sameness
rules. Requests for an “away” space are routinely turned down, even when the request

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 is well justified. When it is thriving, individuality is encouraged. People are
comfortable being themselves. The organisation respects the fact that people
sometimes need their own space.

1.1.5 Consequences of Job Dissatisfaction

Job satisfaction or dissatisfaction is of great concern to management since there is relationship
between job satisfaction and job performance. Job dissatisfaction produces low morale among
workers and low morale at work is highly undesirable. Some of the indicators of low morale and
satisfaction are:
a) Employee Unrest: Unrest is a general condition of unhappiness with job and may manifest
itself in a number of ways. The worker may not attend to his job properly, may be involved in
day dreaming, be forgetful or just may not care. He may start complaining about work
conditions and find faults with everything that goes on in the work environment. He may
register formal grievances excessively, and start coming late to work or be absent from work
periodically.
b) Absenteeism: Job satisfaction is highly related to absenteeism. Studies have found that
less satisfied employees are more likely to be absent from work due to “avoidable reasons”.
This is known as voluntary absenteeism as against involuntary absenteeism due to illness or
other emergency reasons that are unavoidable and are not related to job satisfaction.
c) Tardiness: Similar to absenteeism, tardiness is also generally believed to reflect job
dissatisfaction. This is indicated by such employee tardiness as spending excessive time in
rest rooms, lingering in the parking lot before coming to work, spending too much time on
personal telephone calls, and in general, an attitude of passing time at work rather than
spending time for useful productivity.
d) Employee Turnover: High employee turnover disrupts normal operations and
continuously replacing the employees, who leave, is costly and both technically and
economically undesirable. There are other reasons for voluntary turnover such as alternative
places of employment, geographical constraints, family responsibilities, highly marketable
employee’s special skills and simply an environment change.
e) Union Activity: Satisfied employees are generally not interested in unions and they do not
perceive them as necessary. The evidence is strong that job dissatisfaction is a major cause of

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 unionisation. Furthermore, the employees feel that individually they are unable to influence
changes. Lower levels of jobs dissatisfaction may result in grievances while higher levels of
job dissatisfaction may result in employee strikes.

1.2 IDENTIFIED PROBLEM:

There are various reasons for an employee to leave an organization. The commonly known reasons
are lack of commitment, work-life imbalance, lack of growth, work overload, and job
dissatisfaction.

One of the common reasons is Job Dissatisfaction. Hence, the study is focused on Job Satisfaction
among employees between Male and Female.

1.3 NEED FOR STUDY:

Everyone from managers, retention agents to HR need to get a handle on employee loyalty and
satisfaction, how committed is the workforce to the organization and if workers are really
contented with the way of things for gauging their likelihood to stay with the company. One of the
main aspects of Human Resource Management is the measurement of employee satisfaction.
Companies have to make sure that employee satisfaction is high among the workers, which is a
precondition for increasing productivity, responsiveness, and quality and customer service. Now
a day, employees especially from the MNCs quit their jobs due to lack of satisfaction. Hence, this
study focusses mainly on the same.

1.4 OBJECTIVE:

The objective of this research is to conduct a study using the primary and secondary research
methods to find out the best way to retain customers. The findings from the study will be used to
come up with the recommended actions.

 To find the level of Job Satisfaction among MNC employees

 To find the level of Job Satisfaction between Male employees and Female employees.

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1.5 EXPECTED DELIVERABLES

The deliverables of this project are as per the items mentioned below. These are covered in
detail in the next sessions.

 Data gathering, interpretation and presentation of data through Diagrams, Charts etc

 Data analysis

 Conclusions based on the data

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 CHAPTER-2

LITERATURE SURVEY

2.1 REVIEW OF LITERATURE:

The study of job satisfaction is a topic of wide interest to both people who work in
organizations and people who study them. Job satisfaction has been closely related with many
organizational phenomena such as motivation, performance, leadership, attitude, conflict, moral
etc. Researchers have attempted to identify the various components of job satisfaction, measure
the relative importance of each component of job satisfaction and examine what effects these
components have on employees’ productivity

Spector (1997) refers to job satisfaction in terms of how people feel about their jobs and
different aspects of their jobs. Ellickson and Logsdon (2002) support this view by defining job
satisfaction as the extent to which employees like their work. Schermerhorn (1993) definesjob
satisfaction as an affective or emotional response towards various aspects of an employee’s work.
C.R. Reilly (1991) defines job satisfaction as the feeling that a worker has about his job or a general
attitude towards work or a job and it is influenced by the perception of one’s job. J.P. Wanous and
E.E. Lawler (1972) refers to job satisfaction as the sum of job facet satisfaction across all facets of
a job. Abraham Maslow (1954) suggested human need from a five-level hierarchy ranging from
physiological needs, safety, belongingness and love, esteem to selfactualization. Based on
Maslow’s theory, job satisfaction has been approached by some researchers from the perspective
of need fulfillment.

Job satisfaction and dissatisfaction not only depends on the nature of the job, it also depends
on the expectations what the job supply to an employee (Hussami, 2008). Lower convenience
costs, higher organizational and social and intrinsic reward will increase job satisfaction (Mulinge
and Mullier, 1998). Job satisfaction is complex phenomenon with multi facets and influenced by
the factors like salary, working environment, autonomy, communication, and organizational
commitment (Vidal, Valle and Aragón, 2007). Different people interpret compensation differently.
Compensation, reward, recognition, and wages are terms used in different situations (Zobal, 1998).
The compensation is defined by American Association as “cash and non-cash remuneration
provided by the employer for services rendered”. Salary was found to be the prime factor for the

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motivation and job satisfaction of salaried employees of the automobile industry in the results of
the survey done by Kathawala et al. (1990). The survey tried to assess the various job
characteristics and the way the employees ranked them as motivators and satisfiers. The results
showed that compensation was ranked as the number one job element for job satisfaction and
increase in salary for performance was ranked as the number one job element for motivation.
Compensation is very valuable tool for retention and turnover. It is also a motivator for an
employee in commitment with the organization which in result enhances attraction and retention
(Zobal, 1998; Moncarz et al., 2009; Chiu et al., 2002). It also works as communicator when it is
given to employee against his services which shows how much an employee is valuable for its
organization (Zobal, 1998).

The mentoring is used for development-orientation (Scandura and Williams, 2004). When
a supervisor provides mentoring, the relationship affects the protégés skill development and
intentions to remain with the employer (McManus and Russell, 1997). On the other hand non-
supervisory mentor may increase mentee’s confidence by providing access to outside organization
(Scanduraa and Williams, 2004). The immediate supervisor support is very important in
organizational change. Although the support of supervisor is not very crucial in satisfaction but it
has positive impact on satisfaction (Griffin, Patterson and West, 2001). According to Chakrabarty,
Oubre, and Brown (2008), “perhaps the finest way in which supervisors can portray himself as a
role model is to personally demonstrate proper techniques so that employee could understand how
job should be done.” J.D. Politis (2001) has examined the roles played by leadership in the process
of knowledge acquisition and a survey was carried out on 227 persons who were engaged in
knowledge acquisition activities to examine the relationship between leadership styles and
knowledge acquisition attributes. The results showed that the leadership styles that involve human
interaction and encourage participative decision-making are related positively to the skills and
essential knowledge acquisition

According to the study conducted by Friedlander and Margulies (1969), it was discovered
that management & friendly staff relationships contribute to the level of job satisfaction. However,
this result contradicts with view of Herzberg (1966) who supported the view that supervision is
irrelevant to the level of job satisfaction. Arnold and Feldman (1996), promoted factors such as
temperature, lighting, ventilation, hygiene, noise, working hours, and resources as part of working

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conditions. The worker would rather desire working conditions that will result in greater physical
comfort and convenience. The absence of such working conditions, amongst other things, can
impact poorly on the worker’s mental and physical well-being (Baron and Greenberg, 2003).
Arnold and Feldman (1996) shows that factors such as temperature, lighting, ventilation, hygiene,
noise, working hours, and resources are all part of working conditions. Employees may feel that
poor working conditions will only provoke negative performance, since their jobs are mentally
and physically demanding.

A Hawthorne study was the one of biggest study of job satisfaction. This study (1924 -
1933) was conducted by the Elton Mayo of the Harvard Business School to find out the effect of
various conditions of worker’s productivity. These studies ultimately showed that novel changes
in work conditions temporarily increase productivity. It is called the Hawthorne Effects. 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. Principles of Scientific Management book
(Taylor, 1911) was argued that there was a single best way
to perform any given work task. This book contributed to a change in industrial production philo
sophies, causing a shift from skilled labor and piecework towards the more modernapproach of
assembly lines and hourly wages. Therefore 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. Thismodel served as a good basis from which early
researchers could develop job satisfaction theories.

2.2 RESEARCH GAP

In this research, only one Variable has been administered. Variables related to job satisfaction
namely commitment, Employee motivation, Loyalty, Productivity and efficiency can be taken in
to account

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 CHAPTER 3

METHODOLOGY

3.1 TYPE OF PROJECT

To find the level of Job Satisfaction among employees. A questionnaire to collect the
data from the respondents has been developed using the Questionnaire designing principles.

3.2 TARGET RESPONDENTS

The study was conducted on the employees of an MNC company. The data was personally
collected from the employees. The total samples of 150 were collected from the organization. In
the sample, 73 employees having less than 5 years of experience and 77 employees having more
than 5 years of experience. In the total sample, 85 employees were less than 30 years of age and
65 employees were more than 30 years of age. In the sample, the marital status of the employees,
74 employees were single and 76 employees were married. In the sample, 58 employees were male
and 43 employees were female.

3.3 LIMITATIONS OF THE STUDY

 The sample size was not more in number to make a generalization to the whole population.
 Educational Qualification and Age of the employees were not controlled in the study.
 The sample was restricted to a single organization.
 Since it is a Questionnaire method there is a possibility of respondent bias.
 Convenience sampling technique was used which can be replaced by probability sampling.
 There was time constraint in the part of the employees in filling the questionnaires.

3.4 SAMPLING METHOD

The convenience sampling (non-probability sampling) technique was used to collect the data.
When population elements are selected for inclusion in the sample based on the ease of access, it
can be called as convenience sampling.

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3.5 DATA PROCESSING AND TOOLS FOR ANALYSIS

A Questionnaire has been developed to study the level of Job Satisfaction. The questionnaire is
shown in the Annexure I.

3.5.1 QUESTIONNAIRES

Questionnaires are a popular means of collecting data, but are difficult to design and
often require many rewrites before an acceptable questionnaire is produced.

A) ADVANTAGES

 Can be used as a method in its own right or as a basis for interviewing or a telephone
survey.

 Can be posted, e-mailed or faxed.

 Can cover a large number of people or organizations.

B) DISADVANTAGES

 Design problems and Questions have to be relatively simple.

 Historically low response rate (although inducements may help).

 Time delay whilst waiting for responses to be returned.

 No control over who completes it.

The types of questions in our questionnaire (as given in the Annexure) are:

 Closed Questions,
 Semantic Differential Scale

The Minnesota Satisfaction Questionnaire developed by Gibson, Weiss, Dawis and Lofquist
(1970), comprises of 20 items. The responses are given in a 5-point Likert Scale that ranges from

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“Very Dissatisfied”, “Dissatisfied”, “Neither satisfied nor dissatisfied”, “Satisfied” and “Very
Satisfied”

C) RELIABILITY AND VALIDITY

The MSQ has an internal consistency of 0.87 and 0.92 between two groups and Median
reliability coefficient was 0.90. Convergent and Discriminate validity was established by the
author of the tool.

D) Scoring

The MSQ uses a 5-point frequency scale ranging from Very Dissatisfied, Dissatisfied, Neither
satisfied nor dissatisfied, Satisfied and Very Satisfied that are score 1,2,3,4 and 5 respectively. The
scoring technique for the MSQ follows a direct scoring pattern in which the scores are computed
by summing responses across items. The evaluation of the overall sum of each respondent as the
higher the score the higher the level of satisfaction and the lower the score the lower the level of
satisfaction.

3.5.2 INTERVIEWS (PERSONAL AND REMOTE)

Interviewing is a technique that is primarily used to gain an understanding of the

underlying reasons and motivations for people’s attitudes, preferences or behavior. Interviews can
be undertaken on a personal one-to-one basis or in a group. They can be conducted at work, at
home, in the street or in a shopping centre, or some other agreed location.

A) ADVANTAGES

 Serious approach by respondent resulting in accurate information.

 Good response rate.

 Completed and immediate.

 Possible in-depth questions.

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  Can investigate motives and feelings.

B) DISADVANTAGES

 Need to set up interviews.

 Time consuming.

 Geographic limitations.

 Respondent bias – tendency to please or impress, create false personal image, or end
interview quickly.

The interviews conducted in this project are semi-structured. The interview was
focused by asking certain questions but with scope for the respondent to express him or herself at
length. This was conducted with the senior executives in BPOs. Once of the constraints that I had
during this interview is that they were not ready to share numbers (such as technology budgets,
salary ranges etc). Because of this limitation we are used unstructured interviews. This is also
called as in-depth interview. The interviewer begins by asking a general question. The interviewer
then encourages the respondent to talk freely. The interviewer uses an unstructured format, the
subsequent direction of the interview being determined by the respondent’s initial reply. The
interviewer then probes for elaboration – ‘Why do you say that?’ or, ‘That’s interesting, tell me
more’ or, ‘would you like to add anything else?’ being typical probes.

3.5.3 OBSERVATION

Observation involves recording the behavioral patterns of people, objects and events
in a systematic manner. I conducted an unstructured and personal observation session at Altisource
in Bangalore to observe their daily operations tasks. In unstructured observation, the researcher
monitors all aspects of the phenomenon that seem relevant. It is appropriate when the problem has
yet to be formulated precisely and flexibility is needed in observation to identify key components
of the problem and to develop hypotheses. The potential for bias is high. Observation findings
should be treated as hypotheses to be tested rather than as conclusive findings.

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 In personal observation, a researcher observes actual behavior as it occurs. The
observer may or may not normally attempt to control or manipulate the phenomenon being
observed. The observer merely records what takes place.

3.6 DATA PROPCESSING AND TOOLS OF ANALYSIS

A Questionnaire has been developed to study the mindset of the contact center and the
level of complexity involved. The questionnaire is shown in the Annexure I. The questionnaire
mainly has three sections soliciting response on

 INSTRUCTION
 PERSONAL INFORMATION
 QUESTIONS TO RESPOND

3.6.1 Simple Percentage Analysis

Data analysis plays a major role in any research which could be of great use to the
organization. A simple percentage analysis was carried out for major part of the data
analysis.

Formula:

No. of the respondents

Percentage = ………………………………… X 100

Total No. of respondents

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 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 DATA ANALYSIS AND INTERPRETATION

4.1.1 FROM IN-DEPTH INTERVIEWS

The data gathered through the In-depth interviews, Observation and Questionnaire
based responses were overwhelming and provided perceptive knowledge about the employees
towards the organization.

In-Depth Interviews were conducted with the employees and how they have a positive
or negative impact on the job.

4.1.2 FROM ONSITE OBSERVATIONS

I spent one day at CIEL HR SERVICES to observe the employees in the organization.
I observed their work culture, environment and had an understanding of their job responsibilities.
The employees seem to have high level of commitment towards their work which in turn leads to
high levels of Job satisfaction.

The employees were highly motivated as their manager seems to be very supportive and friendly.
This clearly shows that the level of satisfaction among the employees are high

The male employees seem to be more driven than female employees which could lead to higher
level of satisfaction among male employees than female employees

4.1.3 FROM QUESTIONNAIRE RESPONSE

The responses were sought over from different levels within my organization. A detailed data
analysis has been done with the responses that were received.

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 4.2 DIAGRAMMATIC REPRESENTATION

Statement: Being able to keep busy all the time

Being able to keep busy all the time

Response Options No of Responses Percentage
Strongly Agree 85 56.67%
Agree 55 36.67%
Neutral 1 0.67%
Disagree 5 3.33%
Strongly Disagree 4 2.67%
Total 150 100%

Table 4.2.1: Being able to keep busy all the time

Strongly
Disagree, 3.33%
Neutral, 0.67% Disagree, 2.67%
Strongly Agree,
56.67%

Agree, 36.67%

Figure 4.2.1: Being able to keep busy all the time

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4.2.2 Statement: The chance to work alone on the job

The chance to work alone on the job

Response Options No of Responses Percentage
Strongly Agree 4 2.67%
Agree 5 3.33%
Neutral 6 4.00%
Disagree 71 47.33%
Strongly Disagree 64 42.67%
Total 150 100%

Table 4.2.2: The chance to work alone on the job

Strongly Agree, 3.33%

Agree,
Strongly 2.67% Neutral, 4.00%
Disagree, Disagree,
42.67% 47.33%

Figure 4.2.2: The chance to work alone on the job

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4.2.3 Statement: The chance to do different things from time to time

The chance to do different things from time to time

Response Options No of Responses Percentage
Strongly Agree 0 0.00%
Agree 3 2.00%
Neutral 2 1.33%
Disagree 76 50.67%
Strongly Disagree 69 46.00%
Total 150 100%

Table 4.2.3: The chance to do different things from time to time

Strongly Agree, Agree, 2.00%

Neutral, 1.33%
0.00%
Strongly
Disagree,
Disagree,
50.67%
46.00%

Figure 4.2.3: The chance to do different things from time to time

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4.2.4 Statement: The chance to be "somebody" in the community

The chance to be "somebody" in the community

Response Options No of Responses Percentage
Strongly Agree 107 71.33%
Agree 31 20.67%
Neutral 3 2.00%
Disagree 7 4.67%
Strongly Disagree 2 1.33%
Total 150 100%

Table 4.2.4: The chance to be "somebody" in the community

Strongly
Neutral, 2.00% Disagree, 4.67% Disagree, 1.33%

Agree, 20.67% Strongly Agree,

71.33%

Figure 4.2.4: The chance to be "somebody" in the community

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4.2.5 Statement: The way my boss handles his/her workers.

The way my boss handles his/her workers.

Response Options No of Responses Percentage
Strongly Agree 82 54.67%
Agree 41 27.33%
Neutral 4 2.67%
Disagree 13 8.67%
Strongly Disagree 10 6.67%
Total 150 100%

Table 4.2.5: The way my boss handles his/her workers.

Disagree, Strongly Strongly Agree,

Neutral, 8.67% Disagree, 6.67% 54.67%
2.67%
Agree, 27.33%

Figure 4.2.5: The way my boss handles his/her workers.

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4.2.6 Statement: The competence of my supervisor in making decisions

The competence of my supervisor in making decisions

Response Options No of Responses Percentage
Strongly Agree 87 58.00%
Agree 50 33.33%
Neutral 3 2.00%
Disagree 7 4.67%
Strongly Disagree 3 2.00%
Total 150 100%

Table 4.2.6: The competence of my supervisor in making decisions

Strongly
Disagree, 4.67%Disagree, 2.00%
Neutral, 2.00%
Strongly Agree,
58.00%
Agree, 33.33%

Figure 4.2.6: The competence of my supervisor in making decisions

4.2.7 Statement: My pay and the amount of work I do

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Being able to do things that don't go against my conscience
Response Options No of Responses Percentage
Strongly Agree 17 11.33%
Agree 25 16.67%
Neutral 11 7.33%
Disagree 56 37.33%
Strongly Disagree 41 27.33%
Total 150 100%

Table 4.2.7: My pay and the amount of work I do

Strongly Strongly
Disagree, Agree,
27.33% 11.33%
Agree, 16.37%

Neutral, 7.33%

Disagree,
37.33%

Figure 4.2.7: My pay and the amount of work I do

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 4.2.8 Statement: The feeling of accomplishment I get from the job

The way my job provides for steady employment

Response Options No of Responses Percentage
Strongly Agree 5 3.33%
Agree 29 19.33%
Neutral 5 3.33%
Disagree 63 42.00%
Strongly Disagree 48 32.00%
Total 150 100%

Table 4.2.8: The feeling of accomplishment I get from the job

Strongly Agree,
Strongly 3.33% Agree, 19.33%
Disagree,
32.00%

Neutral,
3.33%

Disagree,
42.00%

Figure 4.2.8: The feeling of accomplishment I get from the job

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 4.2.9 Statement: The chance to do things for other people

The chance to do things for other people

Response Options No of Responses Percentage
Strongly Agree 10 6.67%
Agree 31 20.67%
Neutral 13 8.67%
Disagree 56 37.33%
Strongly Disagree 40 26.67%
Total 150 100%

Table 4.2.9: The chance to do things for other people

Strongly Agree,
Strongly 6.67%
Disagree,
26.67% Agree, 20.67%

Neutral, 8.67%

Disagree,
37.33%

Figure 4.2.9: The chance to do things for other people

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 4.2.10 Statement: The freedom to use my own judgment

The chance to tell people what to do

Response Options No of Responses Percentage
Strongly Agree 1 0.67%
Agree 14 9.33%
Neutral 4 2.67%
Disagree 58 38.67%
Strongly Disagree 73 48.67%
Total 150 100%

Table 4.2.10: The freedom to use my own judgment

Strongly Agree,
Agree, 9.33%
0.67% Neutral, 2.67%
Strongly
Disagree,
48.67%

Disagree,
38.67%

Figure 4.2.10: The freedom to use my own judgment

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4.2.11 Statement: The chance to do something that makes use of my abilities

The chance to do something that makes use of my abilities

Response Options No of Responses Percentage
Strongly Agree 49 32.67%
Agree 63 42.00%
Neutral 5 3.33%
Disagree 31 20.67%
Strongly Disagree 2 1.33%
Total 150 100%

Table 4.2.11: The chance to do something that makes use of my abilities

Disagree, Strongly
Disagree, 1.33% Strongly Agree,
20.67%
32.67%

Neutral,
3.33%

Agree, 42.00%

Figure 4.2.11: The chance to do something that makes use of my abilities

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4.2.12 Statement: The way company policies are put into practice

The way company policies are put into practice

Response Options No of Responses Percentage
Strongly Agree 77 51.33%
Agree 41 27.33%
Neutral 1 0.67%
Disagree 23 15.33%
Strongly Disagree 8 5.33%
Total 150 100%

Table 4.2.12: The way company policies are put into practice

Strongly
Disagree, Disagree, 5.33% Strongly Agree,
15.33% 51.33%

Neutral,
0.67%

Agree, 27.33%

Figure 4.2.12: The way company policies are put into practice

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4.2.13 Statement: Being able to do things that don't go against my conscience

My pay and the amount of work I do

Response Options No of Responses Percentage
Strongly Agree 92 61.33%
Agree 31 20.67%
Neutral 0 0.00%
Disagree 13 8.67%
Strongly Disagree 14 9.33%
Total 150 100%

Table 4.2.13: Being able to do things that don't go against my

Strongly
Disagree, 9.33%
Disagree, 8.67% Strongly Agree,
61.33%
Neutral, 0.00%

Agree, 20.67%

Figure 4.2.13: Being able to do things that don't go against my conscience

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4.2.14 Statement: The chances for advancement on this job

The chances for advancement on this job

Response Options No of Responses Percentage
Strongly Agree 34 22.67%
Agree 56 37.33%
Neutral 1 0.67%
Disagree 37 24.67%
Strongly Disagree 22 14.67%
Total 150 100%

Table 4.2.14: The chances for advancement on this job

Strongly
Disagree, Strongly Agree,
14.67% 22.67%
Disagree,
24.67%

Neutral, 0.67%
Agree, 37.33%

Figure 4.2.14: The chances for advancement on this job

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4.2.15 Statement: The chance to tell people what to do

The freedom to use my own judgment

Response Options No of Responses Percentage
Strongly Agree 57 38.00%
Agree 83 55.33%
Neutral 3 2.00%
Disagree 5 3.33%
Strongly Disagree 2 1.33%
Total 150 100%

Table 4.2.15: The chance to tell people what to do

Strongly
Neutral, Disagree, 3.33%
Disagree, 1.33% Strongly Agree,
2.00%
38.00%

Agree, 55.33%

Figure 4.2.15: The chance to tell people what to do

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4.2.16 Statement: The chance to try my own methods of doing the job

The chance to try my own methods of doing the job

Response Options No of Responses Percentage
Strongly Agree 42 28.00%
Agree 53 35.33%
Neutral 1 0.67%
Disagree 40 26.67%
Strongly Disagree 14 9.33%
Total 150 100%

Table 4.2.16: The chance to try my own methods of doing the job

Strongly
Disagree, 9.33% Strongly Agree,
28.00%
Disagree,
26.67%

Neutral, 0.67%

Agree, 35.33%

Figure 4.2.16: The chance to try my own methods of doing the job

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4.2.17 Statement: The working conditions

The working conditions

Response Options No of Responses Percentage
Strongly Agree 62 41.33%
Agree 52 34.67%
Neutral 4 2.67%
Disagree 25 16.67%
Strongly Disagree 7 4.67%
Total 150 100%

Table 4.2.17: The working conditions

Strongly
Disagree, Disagree, 4.67% Strongly Agree,
16.67% 41.33%

Neutral, 2.67%

Agree, 34.67%

Figure 4.2.17: The working conditions

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4.2.18 Statement: The way my co-workers get along with each other

The way my co-workers get along with each other

Response Options No of Responses Percentage
Strongly Agree 4 2.67%
Agree 7 4.67%
Neutral 8 5.33%
Disagree 44 29.33%
Strongly Disagree 87 58.00%
Total 150 100%

Table 4.2.18: The way my co-workers get along with each other

Strongly Agree, Agree, 4.67%

2.67%
Neutral, 5.33%
Disagree,
29.33%

Strongly
Disagree,
58.00%

Figure 4.2.18: The way my co-workers get along with each other

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4.2.19 Statement: The praise I get for doing a good job

The praise I get for doing a good job

Response Options No of Responses Percentage
Strongly Agree 80 53.33%
Agree 51 34.00%
Neutral 3 2.00%
Disagree 12 8.00%
Strongly Disagree 4 2.67%
Total 150 100%

Table 4.2.19: The praise I get for doing a good job

Strongly
Disagree, 8.00% Disagree, 2.67%
Neutral, 2.00% Strongly Agree,
53.33%

Agree, 34.00%

Figure 4.2.19: The praise I get for doing a good job

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4.2.20 Statement: The way my job provides for steady employment

The feeling of accomplishment I get from the job

Response Options No of Responses Percentage
Strongly Agree 108 72.00%
Agree 39 26.00%
Neutral 0 0.00%
Disagree 3 2.00%
Strongly Disagree 0 0.00%
Total 150 100%

Table 4.2.20: The way my job provides for steady employment

Disagree, 2.00% Strongly

Neutral, 0.00%
Disagree, 0.00%
Strongly Agree,
Agree, 26.00%
72.00%

Figure 4.2.20: The way my job provides for steady employment

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 CHAPTER-5

CONCLUSION

5.1 SUMMARY OF FINDINGS:

It was found that employees have a high level of Satisfaction among the employees.

It was found that Male employees have a higher level of job satisfaction than female employees.

5.2 SUGGESTIONS

1) Respectful treatment of all employees at all levels

2) Trust between employees and senior management

3) Benefits overall

4) Compensation/pay overall

5) Job security

6) Relationship with immediate supervisor

7) Opportunities to use skills and abilities in your work

8) Immediate supervisor’s respect for employee ideas

9) Management’s recognition of employee job performance

5.3 Recommendations

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The findings of this study indicate that psychological, physical, and environmental factors are
affected to the job satisfaction of non-managerial level employees of CIEL HR SERVCES Limited
But those factors are not strongly affected to their job satisfaction. Because, according to each
factors value of correlation coefficient is weak

Management should pay their attention on providing satisfying salary for employee contribution.

- Also, they should be concerned about providing additional benefits (especially financial
benefits) to its non-managerial employees.
- Management should pay attention on providing employee welfare services, health and
safety, job security, working responsibilities and good working environment for worker
level employees.
- Management should give more opportunities for promotion and develop their skills and
abilities of non-managerial level employees.

5.4 CONCLUSION

Employee job satisfaction can improve service quality and increase employee satisfaction. In this
circumstance, policy makers and managers have turned their attention to provide different kinds
of facilities to their employees in order to satisfy their employees. This study tested factors
affecting job satisfaction for MNCs companies. The results suggest that the factors had
satisfactorily explained job satisfaction and that the policy makers and managers should focus on
the factors that affect employee job satisfaction, if they want to enhance their businesses. Based
on the results for the standardized values, we are able to see that work conditions, fairness,
promotion, and pay, are key factors affecting MNCs companies’ employees’ job satisfaction.
Money is a good motivator, actually all employees’ work for money, employees need the money,
a good salary and good compensations are key factors in satisfying the employee. We can increase
the employee salary and compensation to motivate the employee, the good pay back can be one of
the key factors affecting job satisfaction, also in this way one can increase the service quality and
organizational performance. The factor of work conditions is also proven to have significant
influence over the MNCs companies. The physical design of the place does have certain impacts
on job satisfaction. Because the work conditions in the MNCs companies include the employee
relationships and work environment, all these factors relate to employee job satisfaction. A good

1
work environment and good work conditions can increase employee job satisfaction and the
employees will try to give their best which can increase the employee work performance. The
importance and the need are therefore describing or defining the physical environment by
identifying those elements or dimensions that make up the physical environment. Therefore, in the
questionnaires several elements have been defined such as cleanliness, lighting, noise, and
furniture arrangements. These elements are the determinant of whether it affects employee’s
satisfaction. In MNCs companies, the employees hope they all receive equal treatment with respect
to pay or promotion. If MNCs companies create a fair competitive environment, like fair treatment,
fair compensation, fair work hours, these will improve employee job attitudes; fairness can also
motivate employees to be hard working. After this consideration, we can see that fairness can
increase employee job satisfaction; satisfied employees offer good services for the organization.
This can increase organizational performance, so fairness is a key factor affecting job satisfaction
in MNCs companies. In MNCs companies job security as an aspect of job satisfaction was more
important to male employees than to female employees. Employees from medium- and large-staff-
sized organizations, compared with those from small staff-sized organizations, were more likely
to cite job security as a very important contributor to their job satisfaction.

5.5 DIRECTIONS FOR FURTHER RESEARCH:

 More comprehensive studies should be conducted to identify in which sector, the

employees satisfy or dissatisfy more? Because satisfaction or dissatisfaction means more
than just being happy at work it also provides critical information about the organization
and even the industry. Therefore, researchers should reach many participants across several
sectors (public & private), several employee categories (i.e. blue & white color) and several
regions.
 More scales need to be developed for job satisfaction as there are limited scales available.

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APPENDIX 1 – Questionnaire

Thank you for choosing to respond to this questionnaire. This will really help me in gathering
data to understand the customer’s mindset towards the loyalty programs. The data gathered here
will be used to analyze the current state and provide recommendations with the summary of
findings.
This survey only has very high-level questions, and will be multiple choice answers to choose
from.
This survey is being done as part of my project work in my MBA course and the information
obtained here will not be shared (including the identity of the person) should there be a need to
share this with the university to validate the authenticity of the result findings, I shall take prior
permission from you, and only with your consent, I shall share this information.
This survey will take about 10 to 15 minutes to complete.
There are 20 questions in this survey

Personal Information
Please provide personal information here. Your response in this section will not be shared with anyone.

1 [Name] Please enter your name:

2 [Designation] Please specify your designation:

3 [Age] Please specify your age:

The purpose of this questionnaire is to give you a chance to tell how you feel about your present
job, what things you are satisfied with and what things you are not satisfied with.
On the basis of your answers and those of people like you, we hope to get a better understanding
of the things people like and dislike about their jobs.

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On the next page you will find statements about your present job.
• Read each statement carefully.

• Decide how satisfied you feel about the aspect of your job described by the statement.

Keeping the statement in mind:

-if you feel that your job gives you more than you expected, check the box under “Very
Satisfied”
-if you feel that your job gives you what you expected, check the box under “Satisfied”
-if you cannot make up your mind whether or not the job gives you what you expected, check
“Neither Satisfied nor Dissatisfied”
-if you feel that your job gives you less than you expected, check the box under “Dissatisfied”
-if you feel that your job gives you much less than you expected, check the box under “Very
Dissatisfied”

Remember:
 Keep the statement in mind when deciding how satisfied you feel about that aspect of
your job.
 Do this for all statements. Please answer every item.
 Be frank and honest. Give a true picture of your feelings about your present job.

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SL. On my present job, this is how I feel about VERY DISSATISFIED NEITHER
NO. DISSATISFIED SATISFIED NOR
DISSATISFIED
1 Being able to keep busy all the time
2 The chance to work alone on the job
3 The chance to do different things from time to
time
4 The chance to be "somebody" in the
community
5 The way my boss handles his/her workers.
6 The competence of my supervisor in making
decisions .
7 My pay and the amount of work I do

8 The feeling of accomplishment I get from the

job
9 The chance to do things for other people
10 The freedom to use my own judgment
11 The chance to do something that makes use of
my abilities
12 The way company policies are put into
practice
13 Being able to do things that don't go against
my conscience
14 The chances for advancement on this job
15 The chance to tell people what to do
16 The chance to try my own methods of doing
the job
17 The working conditions
18 The way my co-workers get along with each
other
19 The praise I get for doing a good job
20 The way my job provides for steady
employment

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REFERENCES

Allen, N. J., & Meyer, J. P. (1996). Affective, continuance and normative commitment to the

organization: An examination of construct validity. Journal of Vocational Behavior, 49,

252-276

Allport, G. (1937). Personality: A psychological interpretation (1st ed.). New York: H. Holt and.

Company.

Allport, G. (1967). Pattern and growth in personality (1961) (1st ed.). London.

Angle, H., & Perry, J. (1981). An Empirical Assessment of Organizational Commitment and

Organizational Effectiveness. Administrative Science Quarterly, 26(1), 1.

Arnold, H. J., & Feldman, D. C. 1996. Organizational Behaviour: McGraw Hill

Baron, R., & Greenberg, J. (1990). Behavior in organizations (1st ed.). Allyn & Bacon,

Needham Heights, Mass.

Bateman, T., & Organ, D. (1983). Job Satisfaction and the Good Soldier: The Relationship

Between Affect and Employee "Citizenship". Academy of Management Journal, 26(4), 587-

595.

Beck, K., & Wilson, C. (2000). Development of Affective Organizational Commitment: A

Cross-Sequential Examination of Change with Tenure. Journal of Vocational Behavior,

56(1), 114-136.

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