3

CHAPTER – I
INTRODUCTION

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 o 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).
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
workgroups. Job satisfaction is a very important attribute which is frequently measured
by organizations. The most common way of measurement is the use of rating scales
where employees report their reactions to their jobs. Questions relate to relate of pay,
work responsibilities, variety of tasks, promotional opportunities the work itself and co-
workers. Some questioners ask yes or no questions while others ask to rate satisfaction
on 1 – 5 scale 9where 1 represents “not all satisfied” and 5 represents “extremely
satisfied”).
2
Definitions

Job satisfaction has been defined as a pleasurable emotional state resulting

from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards
one’s job. Weiss (2007) has argued that job satisfaction is an attitude but points out that
researchers should clearly distinguish the objects of cognitive evaluation which are affect
(emotion), beliefs and behaviors. This definition suggests that we from attitudes towards
our jobs by taking into account our feelings, our beliefs, and our behaviors.

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premises 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.e. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/are not met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who does not 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 compared to Employee B. this theory also states that
too much of a particular facet will produces stronger feelings of dissatisfaction the more
a worker values that facet.

Dispositional Theory

Another well known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also

indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the
core Self-evaluations Model, proposed by Timorthy A. Judge in 1998. Judge argued that
there are four Core Self-evaluations that determine one’s disposition towards job
satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This
model states that higher levels of self-esteem (the value one places on his self) and
general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over her/his
own life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.

Two – Factor Theory (Motivation – Hygiene Theory)

Fredrick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job that make people
want o perform, and provide people with satisfaction. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Motivating factors include
aspects of the working environment such as pay, company policies, supervisory
practices, and other working conditions.
While Herzberg’s model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting that
Herzberg’s original formulation of the model may have been a methodological artifact.
Furthermore, the theory does not consider individual differences, conversely predicting
all employees will react in an identical manner to changes in motivating/hygiene factors.
Finally, the model has been criticised in that it does not specify how motivating/hygiene
factors are to be measured.

Measuring Job Satisfaction

There are many methods for measuring job satisfaction. By far, the most
common method for collecting data regarding job satisfacting is the Likert scale (named
after Rensis Likert). Other less common methods of for gauging job satisfaction include:
Yes/No questions, True/False questions, point systems, checklist, forced choice
answers.
The Job Descriptive Index (JDI), created by smith, Kendall, & Hulin (1969), job
satisfaction that has been widely used. It measures one’s satisfaction in five facets: pay,
promotions and opportunities, coworkers, supervision, and the work itself. The scale is
simple, participants answer either yes, no, or decide in response to whether given
statements accurately describe one job.
The Job in General Index is an overall measurement of job satisfaction. It was an
improvement to the job Descriptive Index because the JDI focused too much on
individual facets and not enough on work satisfaction in general.

Objective of the study

The objective of the study is as follows


To assess the satisfaction level of employees in orient glass pvt ltd.

To identify the factors which influence the job satisfaction of
employees.

To identify the factor which improves the satisfaction level of
employees.

To know the employee satisfaction towards the facilities.

To offer valuable suggestions to improve the satisfaction level of
employees.
5
Scope of the study
This study emphasis in the following scope:
 To identify the employees level of satisfaction upon that job.
 This study is helpful to that organisation for conducting further research.
 It is helpful to identify the employer’s level of satisfaction towards welfare
measure.
 This study is helpful to the organization for identifying the area of
dissatisfaction of job of the employees.
 This study helps to make a managerial decision to the company.

Research Methodology
Research methodology is the systematic way to solve the research problem. It
gives an idea about various steps adopted by the researcher in a systematic manner
with an objective to determine various manners.

1 Research Design
 A research design is considered as the framework or plan for a study that guides
as well as helps the data collection and analysis of data. The research design may be
exploratory, descriptive and experimental for the present study. The descriptive research
design is adopted for this project.

2 Research Approach
The research worker contacted the respondents personally with well- prepared
sequentially arranged questions. The questionnaire is prepared on the basis of
objectives of the study. Direct contract is used for survey, i.e., contacting employees
directly in order to collect data.
4 Sample size

The study sample constitutes 100 respondents constituting in the

research area.

5 Sampling Area

The study is conducted in employees of Orient Glass Pvt Ltd.

6 Sampling Design

The researcher has used probability sampling in which stratified random

sampling is used.

7 Collection of Data
Most of the data collected by the researcher is primary data through personal
interview, where the researcher and the respondent operate face – to – face.

8 Research Instrument
The researcher has used a structured questionnaire as a research instrument
tool which consists of open ended questions, multiple choice and dichotomous questions
in order to get data. Thus, Questionnaire is the data collection instrument used in the
study. All the questions in the questionnaire are organized in such a way that elicit all the
relevant information that is needed for the study

9 Statistical Tools

The statistical tools used for analyzing the data collected are percentage
method, chi square, bar diagrams and pie diagrams.
10 Analysis of Data
 The data are collected through survey and books, reports, newspapers and internet
etc., the survey conducted among the employees of Orient Glass Pvt Ltd. The data
collected by the researcher are tabulated and analyzed in such a way to make
interpretations.
Various steps, which are required to fulfill the purpose, i.e., editing, coding, and
tabulating. Editing refers to separate, correct and modify the collected data. Coding
refers to assigning number or other symbols to each answer for placing them in
categories to prepare data for tabulation refers to bring together the similar data in rows

and columns and totaling them in an accurate and meaningful manner The collected
data are analyzed and interrupted using statistical tools and techniques.

Research period

The research period of the study has from 1st February to May 1st 2008
having 18 weeks of duration.

1.5 Limitations of the study

 The survey is subjected to the bias and prejudices of the respondents.

Hence 100% accuracy can’t be assured.
 The researcher was carried out in a short span of time, where in the
researcher could not widen the study.
 The study could not be generalized due to the fact that researcher adapted
personal interview method.

1.6 Chapter scheme

This project is summarized into five different chapters.

Chapter-1

Consists of an Introduction, statement of the problem, objectives of the

study, Rrsearch methodology and limitations of the study

Chapter-2

Contains Industry Profile, which contains of world scenario, national

scenario, and state scenario.

Chapter -3

Consists of company profile, which states about the promoter of the

company and a brief history about the company.

Chapter-4

Consists of analysis and interpretation of the collected data.

Chapter-5

Consists of findings of the study.

Chapter-6

It includes suggestion and recommendations.

A copy of questionnaire is included as appendix at the end of this report.

The success of an organization depends on the capacities and

capabilities of its personnel.
Unless an organization devotes enough resources on the development
of its human
resource, it would not get the required output from its personnel. An
organization’s
commitment to the development of human resource has to be
reflected in its policies,
procedures, practices, customs and ideals.

In all organizations, there should be someone concerned with the welfare and performance of persons who are a
part of the operation. When an individual or a team of individuals takes on this task of seeing to programs and
setting policies that impact everyone associated with the company, they are engaged in the process of personnel
management, sometimes referred to as human resources (HR) management.

Determining company policies and procedures as they relate to personnel is another important aspect of the
personnel management process. HR functions often include drafting vacation, sick leave, and bereavement
policies that apply to all employees. The personnel management team is also often responsible for managing any
healthcare program provided to the employees as well.

One aspect of company organization that needs the input of effective personnel management is the drafting of a
company handbook. Establishing operation policies and procedures, requirements for employment,
commendation and disciplinary procedures, and even something as simple as a dress code has to be compared
with state and federal guidelines before the handbook is ready for release to the company at large. Personnel
managers and the HR staff are ideal for drafting and reviewing the company handbook.

Sometimes overlooked in the course of personnel management is the emotional welfare of the employees.
Increasingly, more personnel managers understand that a well-adjusted employee is an asset to the company. To
this end, many people in charge of personnel management try to provide opportunities for employees who are in
need of counseling to receive support from the company.

This support often involves scheduling time during working hours for the counseling sessions, and perhaps
picking up the cost if insurance does not cover counseling. As with continuing educational programs, counseling
is seen as another way that the company invests in the future relationship between the employee and the
employer. A good HR manager understands this and will strive to make sure this sort of support is available.

Personnel management can be defined as obtaining, using and maintaining a satisfied workforce. It is a
significant part of management concerned with employees at work and with their relationship within the
organization.

According to Flippo, “Personnel management is the planning, organizing, compensation, integration and
maintainance of people for the purpose of contributing to organizational, individual and societal goals.”

According to Brech, “Personnel Management is that part which is primarily concerned with human resource
of organization.”

Nature of Personnel Management

1. Personnel management includes the function of employment, development and compensation-

These functions are performed primarily by the personnel management in consultation with other
departments.
2. Personnel management is an extension to general management. It is concerned with promoting
and stimulating competent work force to make their fullest contribution to the concern.
3. Personnel management exist to advice and assist the line managers in personnel matters.
Therefore, personnel department is a staff department of an organization.
4. Personnel management lays emphasize on action rather than making lengthy schedules, plans,
work methods. The problems and grievances of people at work can be solved more effectively
through rationale personnel policies.

Functional responsibilities concerned with the personnel management are

Ø Managerial functions
Ø Operative functions.

Managerial functions includes planning, it involves formulating policies for future development of
the enterprise, program to choose adequate number of persons who can work efficiently and
accomplish the business objectives, provide training to the workers in the enterprise, integration
and maintenance of work force.

Organizing, it has to provide a clear layout about the inter-relationship between persons, jobs and
physical factor and every worker should have proper understanding of their job. Direction involves
motivation, which can be either positive or negative for the enterprise. It is necessary to motivate
the workers about the nature of their job. Instructions should be clear, neatly explained and easy
to understand.

Control, it helps in bringing out performance analysis of all the workers, which would be useful in,
evaluate and to discover their deviations. Operative functions include procurement, which deals
with recruitment of right kind of persons for the available job in the enterprise i.e. right person for
right job. Development, subordinates of the enterprise should be able to know what are the
qualities needed to get into higher levels in the organization. Integeration, it provides so-operation
among the workers, efficient channel for communication, satisfactory solution for problems and
grievances.

Planning is a process of deciding the business targets and charting out the path of attaining those
targets. It is also described as process of thinking before doing. Every enterprise that recruits
people to carry out its work, whether it is educational institutions, enterprise or business needs a
personnel plan in various phases of personnel.

Planning in personnel management system is concerned about present manpower positions,

what number and kind of employees are required for the enterprise. And this can be done only
when the enterprise knows its objectives and how the plans are accomplished with right kind of
resources. Future demand and supply of personnel. Assessment of all the workers should be
carried out.

1. What each worker does?

2. How his performance during his career?
3. About his educational qualification skills and training in the concerned field.
4. How his job is related to others. ?
5. In what kind of environment his performance can be increased.

These evaluations can be carried out by conducting interviews to selected number of workers in
the enterprise or by having a detailed performance report. By assessing the enterprise we can
also determine the plan for the future. This can be carried out by analyzing the objectives and
plan of the enterprise for long term and short term required number of workers, resources needed
for the future purpose, forecasting the number of personnel requirements estimate not only of the
number of personnel required but their qualities and their types also should be specified. So
assessment for future holds a key in the development of the enterprise so it should be carefully
analyzed.

Sources of personnel may be from Internal or External. Internal supply deals with new
recruitments to the concern this is determined by the enterprise itself it is not difficult to know
what type and number personnel they need would be to accomplish the objectives of the
enterprise, transfers within the enterprises this is not determined by the enterprise while
transferring within a department or organization it is difficult to fulfill all the workers satisfactions,
personnel reporting after a period of leave.

5. It is based on human orientation. It tries to help the workers to develop their potential fully to the
concern.
6. It also motivates the employees through it’s effective incentive plans so that the employees provide
fullest co-operation.
7. Personnel management deals with human resources of a concern. In context to human resources,
it manages both individual as well as blue- collar workers.
Role of Personnel Manager

Personnel manager is the head of personnel department. He performs both managerial and operative
functions of management. His role can be summarized as :

1. Personnel manager provides assistance to top management- The top management are the
people who decide and frame the primary policies of the concern. All kinds of policies related to
personnel or workforce can be framed out effectively by the personnel manager.
2. He advices the line manager as a staff specialist- Personnel manager acts like a staff advisor and
assists the line managers in dealing with various personnel matters.
3. As a counsellor,- As a counsellor, personnel manager attends problems and grievances of
employees and guides them. He tries to solve them in best of his capacity.
4. Personnel manager acts as a mediator- He is a linking pin between management and workers.
5. He acts as a spokesman- Since he is in direct contact with the employees, he is required to act as
representative of organization in committees appointed by government. He represents company in
training programmes.

Functions of Personnel Management

Follwoing are the four functions of Personnel Management:

1. Manpower Planning
2. Recruitment
3. Selection
4. Training and Development

Personnel management is concerned with the effective use of the skills of people. They
may be salespeople in a store, clerks in an office, operators in a factory, or technicians in
a research laboratory. In a business, personnel management starts with the recruiting and
hiring of qualified people and continues with directing and encouraging their growth as
they encounter problems and tensions that arise in working toward established goals

Funtions of Personal Management

1. Managerial Function

a) Planning
Planning is regard to the human resource function involves deliberate determination of
objectives, planning of human resource requirements, recruitment, selection, training etc. It
also involves forecasting of personnel need, changing values, attitudes and behavior of
employee and their impact of organisation.

b) Organisation

Organising function is a process by which group of human being allocates its tasks among its
members identifies relationships and integrates its functions towards the achievement of
common goal. It calls designing the structure of relationship among jobs through delegation
of authority, communication and accountability, manpower planning, managing job positions
and providing physical facilities. Thus organising establishes relationships among the
employees so that they can collectively contribute to the attainment of the organisational
goals.

c) Directing

Directing as a managerial function involves building sound industrial and human relations
among people working in the personnel area of organisation. It includes leading motivating,
communicating, guiding and reorienting personnel job for their better performance towards
accomplishing organisational objectives. The personnel manager has to coordinate various
managers different levels as for as personnel functions and concerned.

d) Controlling

Controlling function is concerned with regulating in accordance with the personnel plans in
respect of operating goals. It includes checking, verifying and comparing actuals with the
plans, identifying deviations if any and correcting them. Thus operations are adjusted to
predetermined plans and standard through taking corrective measures. Auditing, training
programmers, analysing, labor turnover records, directing morale surveys, conducting
separate interviews are some of the means for controlling the personnel management
function.

2. Operative Functions

The operative functions of personnel management deals with specific activities as

(1) Procurement, (2) Development, (3) Compensation, (4) Integration, (5) Maintenance and
(6) Human relations

(1) Procurement

Procurement is concerned with the obtaining of the proper quality and quantity of personnel
necessary to accomplish objectives and functions of an organisation. It also includes the
determination of human resources requirements and their recruitment, selection and
placement.

(2) Development

Development deals with increasing the skill and competence of those personnel through
training and other programs. Management development it future oriented and concerned
with education. These activities attempt to instill sound reasoning process to enhance one's
ability to understand and interpret knowledge - rather than imparting a body of facts or
teaching a specific set of motor skills. Development, therefore focuses more on the
employee's personal growth.

(3) Compensation

Compensation provides for their adequate and equitable remuneration in order to secure
their best contribution to the achievement of the organisation's objectives. Fixation of
compensation or wage rates for different categories of employees in a cooperative society is
an important task of management. The employees are not only concerned with wages
received but also concerned with the level of wages received by same level of employees in
similar societies. The relative wage rules should be fixed carefully, because they have
implications for promotion, transfer, seniority and other important personnel matters.

(4) Integration

The basic objective of manpower management is to secure maximum performance from the
employees willingly to accomplish the objectives of an organisation. This is possible through
better integration between the organisation and its employees. An effective integration
between the two is the function of three things-motivation, leadership and communication. In
recent years the human relation exponents have revolutionised the ways and means of
dealing with employees for greater performance and productivity. Hence, managerial job has
become more complicated and challenging.

(5) Maintenance

In refers to maintaining the abilities and attitudes already created and improving the
conditions established through health safety, welfare and benefits programs.

(6) Human relations

Human relation with the management denote the collective relationship between
management and employees in a cooperative society. It means absence of disputes
between the two parties and the existence of understanding. Benefits arrived at from good
human relations are the economics progress of a country, maintaining their cooperative
democracy, formulation of informal personal policies, encourage collective bargaining, help
government in making laws for broadly unfair practices of unions and employers, rightful
recognition of trade unions that will boost the discipline and morale of workers.

Personnel Records

Although the conventional financial statements exhibits the status of a cooperative society in
terms of its natural resources measurable in terms of money, its human resources are more
important or at least, as important as the natural resources. Though they are hired like any
other asset, their attitude loyalty, feelings and emotions cannot be paid for. Though the other
assets depreciate for various reasoned, human resource, as an asset appreciate in value in
different sense with experience, efficiency, a sense of belonging, etc. Theses assets are also
to be valued periodically. So records are to be maintained to determine their seniority,
efficiency, to fix wage or salary and assess their value at the end of every year. It also helps
the society to make an efficient man power planning
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood

has a science of studying how research is done scientifically. In it we study the various steps

that all generally adopted by a researcher in studying his research problem along with the

logic behind them.

The scope of research methodology is wider than that of research method.
Meaning of Research

Research is defined as “a scientific & systematic search for pertinent information on a

specific topic”. Research is an art of scientific investigation. Research is a systemized effort

to gain new knowledge. It is a careful inquiry especially through search for new facts in any

branch of knowledge. The search for knowledge through objective and systematic method of

finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in

a manner that aims to combine relevance to the research purpose with economy in

procedure. In fact, the research is design is the conceptual structure within which research is

conducted; it constitutes the blue print of the collection, measurement and analysis of the

data. As search the design includes an outline of what the researcher will do from writing the

hypothesis and its operational implication to the final analysis of data.

The design is such studies must be rigid and not flexible and most focus attention on the
following2;
- 27 -

Conclution

Job satisfaction manifests itself in different ways in different people. Whether job
satisfaction is high or low depends on a number of factors including: how well a person’s
needs and wishes are met through work, working conditions, the way in which an
individual defines himself or herself through work, and individual personality.
Nowadays the word satisfaction seems to be broader than general in its context.
Satisfying an individual’s need, wants and desire is crucial in the development of a
person’s well being. Taking that stand point, there are more questions that could be
asked. From the view of an employee, which everyone needs to be employed to earn a
decent living, what comes through their minds as such, and how does one actually get
satisfaction from work.

Job satisfaction can only come if the role is clear, and the person is guided and developed
to fulfill that role. Work satisfaction pertains more to the work environment, people, boss,
and everyday actions. Put simply a job is the bigger strategic picture and work is the
tactical element of delivering that strategy. These two elements cannot be de-linked a
“job satisfaction cannot exist without work satisfaction. A clear and fulfilling job role is
not enough without the means to deliver a supportive boss, a positive work environment,
interesting everyday work, and a balanced work-life.

Job satisfaction is the result of various attitudes possessed by an employee towards his job. These
attitudes may be related to job factors, such as wage, job security job environment, nature of
work, opportunities for promotion, prompt removal of grievances, opportunities of participation in
decision making and other fringe benefits. Job satisfaction may thus be defined as an attitude which
results from a balancing and summation of many specific like and dislikes experienced by an
employee in the performance of his job; or an employee’s judgment of how well his job, on the
whole, provides opportunities to satisfy his needs. It refers to one’s job, his general adjustment and
social relationship in and outside his job. This satisfaction and dissatisfaction with one’s job depends
upon the positive or negative evaluation of one’s own success or failure in the realization of personal
goals and perceived contribution of the job to it.

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