Training project report

On
Job Satisfaction of Employees
AT
SIEL CHEMICAL COMPLEX

SUBMITTED TO
PUNJAB TECHNICAL UNIVERSITY
(IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR DEGREE)

Master of Business Administration

(2014 -2016)
UNDER GUIDANCE:MRS MANJIT KAUR

SUBMITTED BY:AMANDEEP KAUR

ROLL-NO-1407547

CONTINENTAL INSTITUTE OF ENGINEERING & TECHNOLOGY

DECLARATION

I, Amandeep kaur state that the project report entitled Job satisfaction was assigned to me
by Mr, Deepak Tayal working with Siel Chemical Complex . The whole work is solely part
of my project & the information provided in the study is authentic to the best of my
knowledge. All findings are based on the data collected from the primary sources and matter
presented has not been copied from any source.

Amandeep kaur
MBA

ACKNOWLEDGEMENT
I have taken efforts in this project. However, it would not have been possible without the kind
support and help of many individuals and organizations. I would like to extend my sincere
thanks to all of them.
I am highly indebted to Mr. Deepak Tayal (HR Manager Siel Chemical complex ) for their
guidance and constant supervision as well as for providing necessary information regarding
the project & also for their support in completing the project.
I would like to express my gratitude towards my parents & Teachers of College for their kind
co-operation and encouragement which help me in completion of this project.
I would like to express my special gratitude and thanks to Institute persons for giving me
such attention and time.
My thanks and appreciations also go to my colleague in developing the project and people
who have willingly helped me out with their abilities.

PREFACE
For management career, it is important to develop managerial skills. In order to achieve
positive and concrete results, along with theoretical concepts, the exposure of real life
situation existing in corporate world is very much needed. To fulfill this need, this practical
training is required. I took training in,Continental group of institute It was my fortune to get
training in a very healthy atmosphere. I got opportunity to view the overall working of the
company.

TABLE OF CONTENTS
S.No

1
2
3
4

Particulars
Introduction
Organisation profile
Introduction of topic

Page no.
1-21
22

Objectives of study
23-25
Review of literature
26
Research methodology

Analysis and Interpretation

27-41

Findings of study

42

8
9

Suggestions and Recommendations

Limitations

43

44
45

Conclusion

10

Bibliography

46

11

Annexure

47-50

INTRODUCTION TO SIEL CHEMICALS

Siel Limited emerged as an independent entity in 1989 out of the erstwhile DCM Group.
DCM Group was set up by Sir Shriram, Grandfather of the present Chairman Mr. Siddharth
Shriram. It started with a Textile Mill in Delhi and grew into one of Indias largest
Organizations in the private sector having manufacturing units for Textiles, Sugar,
Electronics, Chemicals, Fertilizers, Plastics and Engineering Products at various locations in
the country.
In 1989, arising out of a family settlement, DCM Limited was split into four companies one
of which was Siel Limited. Thereafter, consequent to the re-organisation of Siel Limited and
in pursuance to the scheme of arrangement the sugar business has been hived off into a
separate entity as Mawana Sugars Limited.
Businesses of Siel Limited are:

Chemicals

Caustic Soda (Flakes & Lye), Liquid Chlorine, Hydrochloric Acid, Sodium Hypochlorite,
Hydrogen and export oriented product SHRIRAM Stable Bleaching Power, STB Decontaminant for military use .

Vanaspati& Vegetable Oils

Brand leaders in the Hydrogenated Vegetable Oils and Refined Oils. The brand names are
Panghat in Vanaspati and Ruby, Sunbeam, Cornola, Kohinoor in Refined Oils segment.
Manufactures at Rajpura

Caustic soda

Calcium chlorides

Bleaching powder

Casting soda

Hydrochloric acids

Siel is an IndiaMart member since 2011

Awareness for Energy Saving

Siel chemical complex considers Energy Saving as a multi disciplinary approach.

In house energy conservation seminar, poster and slogan competitions are also conducted
every year. Energy Management policy is displaced every where in the plant for creating
the energy conservation AWARENESS.

Subsidiary Companies in India

The Jay Engineering Works Limited.
It has manufacturing facilities at Kolkata & Hyderabad for Electric Fans and Fuel Injection
Equipment (This is to be shortly spun off into a separate company). The company is the
major supplier of Usha International Limited.
Siel Industrial Estate Limited
This company has acquired about 267 hectares of land in the State of Punjab to set up a
modern Industrial Estate.
Group Company:
UshaInternational Limited
In addition to marketing the products of The Jay Engineering Works Limited (a subsidiary of
Siel Limited), it also markets a wide range of household appliances, Sewing Machines, Diesel
Engines, Generating Sets, Pistons, Pins & Rings, Single Cylinder Pumps, Components of
Fuel Injection Equipment and other Automotive Products.
Mawana Sugars Limited
Units / Businesses
Mawana Sugar Works, Mawana (Uttar Pradesh)Mawana Sugar Works (MSW) is located at
Mawana, District Meerut, Uttar Pradesh on Meerut-Hastinapur Road. It is about 25 kms away
from Meerut. The capacity of this Unit is 10,000 TCD. MSW is an ISO 9001:2000 company.
Titawi Sugar Complex, Titawi (Uttar Pradesh)
Titawi Sugar Complex is located at Titawi, District Muzaffarnagar, Uttar Pradesh on
Muzaffarnagar Shamli Road. It is about 15 kms from Muzaffarnagar. The capacity of this
Unit is 5000 TCD with Double Suphitation (DS) process.
Social Face of Siel
A business unit doesnt exist to generate surplus alone, rather it is a Constituent of the
composite society structures and as a responsible Member of the society it is incumbent upon
the business organisation to relate with the society as a whole and the surrounding
community in particular by working for their betterment and welfare.AtSiel is our
continousendeavour to evolve and institute activities for the development and betterment of
surrounding community and several programs have been initiated to achieve this noble
goal.To promote the cultural heritage of our nation we had organised dance and drama
RAM show by the internationally renowned trope, SBKK, for the Social community. A
number of health check up camps and activities have been organised for the surrounding
villages. School children are being regularly invited to our organisation on occasions through

activities etc. Extending our initiative further we have also adopted a linear stretch of land in
the Rajpura city and worked on improving its aesthetic look by way of plantation and
beautification.We at Siel, as a responsible corporate citizen, fervently believed that such
interface with the community is a continous process and it shall continue to evolve in the
times to come.
MAIN PLANTS:

Brine Circulation plant

Cell House

Chlorine House

Flaking

Evaporator House

SBP

SUBSIDARY/ASSOCIATE COMPANIES OF SIEL:

SFSL Investments. Ltd

Siel financial services Ltd.

Siel Edible Oils Ltd,.

Transiel India Ltd.

OTHER GROUP COMPANIES:

1. Jay Engineering Works Ltd.
2. Usha International Ltd.

INTRODUCTION
OF
TOPIC

Introduction of Job Satisfaction

In the modern times man spends a major part of his life in work. The work done by an
individual helps him to satisfy his economic needs but this cannot be considered as a sole
purpose of doing wok. Work serves many other functions like it gives status to an
individual, binds him to the society, and gives him a sense of well being, of doing
something worthwhile. So the main purpose of doing work is not only to earn money but
also to satisfy needs of self esteem self- actualization etc. This is the reason that many
people work even if they have plenty of money. Ordinarily, people enjoy work, but when
they do not get what they aspire for, work ceases to be source of pleasure and dissatisfaction
creeps in.
Job satisfaction can be viewed as an overall attitude towards ones job. A positive attitude
towards the job denotes -satisfaction and a negative attitude denote dissatisfaction. Such
attitudes are formed over a period of time. Low level of job satisfaction is a sign of
deterioration in the efficiency of work. On the other hand highlevel of job satisfaction of
employees is a happy sign for the employers.
Though the study of job satisfaction is a recent phenomenon, but in ancient times also, man
was aware of it. In the modern times, major part of an individual life is spent on his job.
Now the study of job effectiveness of a worker has not only been on job performance but
also on his job satisfaction. In other words, effective job performance also depends on ones
job satisfaction. Many companies are realizing that an employees attitude and output
cannot be separated, when the employees have positive attitude towards their job,
performance and productivity improves when they have negative attitude, their job
performance and productivity suffers.

What is Job Satisfaction?

The job satisfaction is in reference to one's beliefs or frame of mind affecting the nature by
their act. The job satisfaction can be determined by a variety of elements, for example, the
choice of one's relationship in their executive program, the character of the active
environment

in

which

they

work

level

of

their

act,

and

so

on.

The job satisfaction means a worker's sensation of success and achievement, is commonly

detected to be at once joined to productivity also because to personal welfare. The job
satisfaction means doing a job one loves, doing it good, and living suitably honored for
one's attempts. The job satisfaction advance means happiness and enthusiasm with one's act.
Harvard professor radical (group) (1998) sees job satisfaction as the naming radiant that
leads to identification, profit, publicity, and the achievement of other destinations that lead
to a common feeling of fulfillments.

Concept of job satisfaction

The concept of a job is very complex; it has many facts such as nature of work, the
supervision, pay and promotional opportunities. The job itself seldom serves as a unitary
attitude object. Rather the attitudes, in this case the satisfaction that the individual associates
with his or her job, are really the degrees of satisfaction with a number of different
dimensions of the job.
Job satisfaction has been defined in several different ways and a definitive designation for
the term is unlikely to materialize. A simple or general way to define it therefore is as an
attitudinal variable:
Job satisfaction is simply how people feel about their jobs and different aspects of their
jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their
jobs.
An alternative approach is that proposed by Sousa-Poza, based on the assumption that there
are basic and universal human needs, and that, if an individuals needs are fulfilled in their
current situation, then that individual will be happy. This framework postulates that job
satisfaction depends on the balance between work-role inputs - such as education, working
time, effort - and work-role outputs - wages, fringe benefits, status, working conditions,
intrinsic aspects of the job. If work-role outputs (pleasures) increase relative to work-role
inputs (pains), then job satisfaction will increase.
Other theorists (e.g. Rose, 2001) have viewed job satisfaction as a bi-dimensional
concept consisting of intrinsic and extrinsic satisfaction dimensions. Intrinsic sources of
satisfaction depend on the individual characteristics of the person, such as the ability to use
initiative, relations with supervisors, or the work that the person actually performs; these are
symbolic or qualitative facets of the job. Extrinsic sources of satisfaction are situational and
depend on the environment, such as pay, promotion, or job security; these are financial and

other material rewards or advantages of a job. Both extrinsic and intrinsic job facets should
be represented, as equally as possible, in a composite measure of overall job satisfaction.
This distinction, as described by Rose, relates to the double meaning of the word job: the
work tasks performed and the post occupied by the person performing those tasks.
The meaning of job as a post or appointment is of primary importance. Every job is an
instance of the employment relationship, embodying a contract (substantive or implied) to
exchange an ability to work (labour, provide service, exercise ingenuity, direct efforts of
others, etc) for rewards (both material and symbolic). True, performing work tasks provides
a stream of experiences, technical and social, that can energize psychosocial responses; any
resulting data summarizing these reactions are indispensable. However, such data must not
be weighted higher than those concerning experience of the overt (or ostensible) contractual
terms - above all, those concerning pay and job security. (Rose, 2001)

Job Satisfaction: Whose Job is it?

Due to the rapid changes in the global marketplace, new and changing technologies, and
significant competition in all industries, paternalistic organizations are quickly going the
way of the dinosaur. Todays employers expect their workers to be self-directed and
responsible for their own career development. A critical component in establishing a winwin relationship between employers and their employees is having a mutual understanding
of the importance of job satisfaction.

Job satisfaction - organizations view

Organizations hire people to perform specific tasks that help them achieve their business
goals. They want to hire the talent necessary to achieve organizational goals that are
consistent with their mission and profitability. The process of selecting employees is
dependent on accurate job descriptions, reasonable expectations and realistic, self-aware
applicants. When an organization successfully finds people who fit the job requirements,
who enjoy and are skilled in the tasks assigned to meet the organizations goals, and
appreciate the organizations salary/benefit strategy, a win-win situation is created for the
employer and employee.
Historically, the focus of organizations has been to establish a generally acceptable
organizational culture. Organization-provided satisfiers are offered to employees in
exchange for outcomes the organization considers valuable, such as high levels of

performance and loyalty. Organizations benchmark their compensation and benefit

strategies to remain competitive in hiring and retaining talent. They also face increasing
expenses in benefits such as healthcare, retirement investments and tuition reimbursement.
Employers that understand another critical aspect of job satisfaction will gain an advantage
in recruiting, retaining and developing talent. This second aspect is referred to as job-related
satisfiers, the satisfiers and enjoyment that an individual employee experiences from
performing the actual work or tasks of his or her job.

Job Satisfaction - employees view

Starting with the end in mind, reflect for a moment on what people might be looking for
when they take a job. Perhaps they are working mainly for a paycheck? Maybe their health
benefits are most important, or a good retirement plan? Some people may be interested in
tuition reimbursement, opportunities for advancement, or to learn new skills. All of these
types of critical rewards are determined by the organization based on their strategy to be
profitable and competitive in recruiting and retaining people. This is the heart of how
employees and organizations negotiate the value of the labor exchange.
Job-related satisfiers have to do with the employees desire to use his/her abilities to make a
contribution, to do meaningful work, and to be valued. These satisfiers are more directly
related to how much we enjoy our day-to-day tasks and our role in the organization. How
we perform on daily tasks is related to our productivity, and we expect to discuss the
assignment and performance of our work with an immediate supervisor or manager.
The annual performance review is typically the main conversation to explore productivity
and satisfaction. Since these conversations focus more on evaluation of performance, goal
attainment and salary adjustments, they seldom get to meaningful conversations about
satisfaction with tasks or the fit of the current or future work itself. Also, managers juggle
multiple demands to achieve organizational goals, so they can easily under-appreciate the
powerful influence that job-related satisfiers have on employees overall satisfaction. By
taking the initiative to communicate with their managers, employees can help ensure that
managers are better able to provide the necessary guidance or coaching support.
In summary, it is challenging for an organization and manager to identify and promote
employee satisfaction at an individual level. This is surprising because these job-related
satisfiers are highly motivating when met, (de-motivating when not met), and are at the
heart of productivity and performance.

Specific Job Dimension

In case the satisfaction that the individual associates with his or her job, are really the
degree of satisfaction with a number of different dimensions of the job.
Locke (1976) presented a summary of the dimensions of the jobs that consistently have
been found to contribute significantly to employees join satisfaction; they are relatively
specific attitude objects for which the organizational members have some position on a like
dislike continuous.
For example consider work itself and pay. Likewise, feelings about pay are quite
clear. The same amount of pay may lead to quite different feelings about how good it is, but
nevertheless, almost all will have formal for themselves.
For example, according to Locke, Every event or a condition ultimately is
caused by someone or something and every agent is liked or disliked because he is
perceived as shaving done or failed to do something. To the extent thats this is so, it is clear
that in some setting in which supervisor have considerable control over work due by their
subordinates and over their pay, should expect to find satisfaction with the work done by
subordinates and over their pay, should expect to find satisfaction with the work done by
subordinates very little, and subordinates pay is based upon some company wide scale, we
should expect less co-variance among satisfaction with work itself, pay and supervision.

Single or Multiple Dimensions

Should job satisfaction be considered a simple entity or should satisfaction with each of the
dimension of interest be considered separately? The answer depends on the reason or
reasons for being concerned about job satisfaction. If job satisfaction measures are used to
diagnose potential problem areas in the join setting, then separate dimensions are more
valuable than an overall measure. The individual job facts can be considered in order to
learn which seems to be producing positive and which ones negative feelings on the part of
employees, if on the other hand the interest is in the relationship between a general
responses to be job such as a quitting a measure of overall job satisfaction may be more
appropriate.

Combining Dimension of Job Satisfaction

It seems intuitively obvious that all of the job dimensions are not equally important to all
the people in determining overall satisfaction with their jobs. Some people may consider
their pay very important and working conditions less so, for other it may be the reverse.

Therefore, when combining measures of satisfaction with several dimensions of their job, it
is tempting to weight the dimensions of their relative importance to the individual, the data
are very clear for this issue, it does not work. It is much better to select a set of job
dimension that have been found to apply to most jobs and then simple to weight each
dimension score equally to calculate overall satisfaction.
Several reasons have been suggested for why importance ratings dont work.
The most compelling is that when individuals rate their satisfaction with any single
dimension of the job, they also indirectly indicate the dimensions importance; to have
either strong positive or negative feeling indicates that the dimensions importance thought
to feel strongly about it. On the other hand, neutral feelings of satisfaction usually mean that
the factor really does not matter much. Therefore, weighting satisfaction rating by
importance is redundant and adds nothing.
From the above account of nature and factors of job satisfaction, we may
conclude that job satisfaction with these variables contributes to overall job satisfaction.

Characteristics and factors in Job Satisfaction

It should be obvious by now that job satisfaction is a complex and multidimensional
phenomenon. The nature and extent of factors contributing to it are not yet fully known but
good deals of research studies in various countries with different cultures have certainly
advanced our understanding of factors.
The following characteristics or factors have been generally agreed to have a direct bearing
on the level of satisfaction of employees:

Organizational Factors
Personal Factors
1. Organizational Factors
Studies of occupational level relation to job situation revealed on unequivocal fact that
higher occupational level increases the level of job satisfaction. This is because higher level
jobs carry greater prestige and self control. This relationship between occupational level and
job satisfaction stems from need fulfillment theory. Following organizational factors bear a
relationship with job satisfaction:Job Content

If there is variation in job content and less repetitiveness with which the task must be
performed, the greater the satisfaction of the individual involved.
Job Security
This factor is crucial factor in determining job satisfaction level. This is an understanding in
the face of wide spread unemployment uncertainties in the employment market.
Type and Nature of Work
It is another factor inherent in the job, which has a considerable hearing on the job
satisfaction level. If an employee finds the type of nature of work according to his attitude,
interests and capability he feels satisfied but on the contrary, if an employee finds his job
against his attitude and capability, he becomes dissatisfied.
Considerate Leadership
It results in higher job satisfaction as compared to inconsiderable leadership because people
like to be treated with consideration.
Pay and Promotional Opportunities
These variables are of great importance and are positively related to job satisfaction.
Interaction in Work Group Interaction could be most satisfying when it result in the
cognition that other persons attitude are similar to ones own, it results in being accepted by
other and it facilitates the achievements of goal.
2. Personal Factors
Age
The phenomenon of ageing pervades all mans activities. The role people play and the status
they enjoy are all too often determined by age. Age is also an important consideration in
determining a mans promotion of his failure to receive it. The relationship between age and
job satisfaction could be positive up to the pre-retirement years and then there is sharp
decrease in satisfaction. An individual aspires for a better and more prestigious job in later
year of his life. Finding Ills channels for advertisement blocks his satisfaction declines.
Length of service
It may be argued that beginners start with favorable attitude both toward their job
employer. As the months pass, the job becomes routine and co-worker familiar and hence
the enthusiasm wears their resulting problems of adjustment to training. The employees who
successfully pass the period of initial adjustment are less likely thereafter to quit the job but
report low job satisfaction for number of years.
Education and Intelligence

Education and intelligence of employees determine his level of job satisfaction. Too much
education and/or intelligence i.e. more than job requires may well lead to dissatisfaction.
Similarly, too little will make the job prove too much of a challenge and this may lead to job
dissatisfaction.

Reasons for low Job Satisfaction

Conflicts between co-workers

Conflicts between supervisors

No opportunity being paid for what they are doing.

Have little or no say in decision making that affect employees

Fear of losing their jobs.

Effects of Low Job Satisfaction

Job Stress
When employees are not happy with their jobs, they are much more likely to experience and
report stress on the job. Workers who are satisfied or happy at work are much less likely to
report feeling stressed out by their job. This is basic human nature -- if you are not doing
something you enjoy, chances are you are going to feel dissatisfied and even little things
will make you feel stressed out and unhappy.
Poor Overall Morale
When one employee is miserable doing their job, all of the other employees they come into
contact with are going to be affected by their attitude. If they see someone who is so
obviously miserable, it will begin to color how they view their own jobs. Negative attitudes
can spread through a workplace like wildfire and, if they are not improved, the overall
morale of the employees will take a sharp decline.
Lack of Productivity

Low job satisfaction, coupled with low employee morale equals a lack of productivity in the
workplace. Again, we have basic human nature at work. When someone is unhappy, they
don't focus well and they don't pay attention to their tasks. They find hundreds of other
things to do that do make them happy, all that while ignoring the job they should be doing.
When one member of a team displays low productivity, it is only natural for other members
of the team to feel dissatisfied as a result, and their productivity will begin to decline as
well. It is a vicious cycle that is all too common.
High Employee Turnover Rates
Low job satisfaction also creates high turnover rates with employees. Sooner or later, the
employee is going to quit so that they can find a job they actually enjoy doing. Many
industries such as food service suffer from high turnover rates and the inability to retain
qualified workers. It is up to small business owners and managers to find a way to increase
job satisfaction, particularly in difficult industries in which the jobs are tough and the pay is
low.

Other Factors Affecting Job Satisfaction

Working Conditions
Employees spend so much time in their work environment each week, it's important for
because companies try to optimize working conditions. Such things as providing spacious
work areas rather than cramped ones, adequate lighting and comfortable work stations
contribute to favorable work conditions. Providing productivity tools such as upgraded
information technology to help employees accomplish tasks more efficiently contributes to
job satisfaction as well.

Opportunity for Advancement

Employees are more satisfied with their current job if they see a path available to move up
the ranks in the company and be given more responsibility and along with it higher
compensation. Many companies encourage employees to acquire more advanced skills
that will lead to the chance of promotion. Companies often pay the cost of tuition for
employees taking university courses, for example. During an employee's annual
performance review, a supervisor should map out a path showing her what she needs to
accomplish and what new skills she needs to develop in order to be on a track to
advancement within the organization.

Workload and Stress Level

Dealing with a workload that is far too heavy and deadlines that are impossible to reach
can cause job satisfaction to erode for even the most dedicated employee. Falling short of
deadlines results in conflict between employees and supervisors and raises the stress level
of the workplace. Many times, this environment is caused by ineffective management and
poor planning. The office operates in a crisis mode because supervisors don't allow
enough time for employees to perform their assigned tasks effectively or because staff
levels are inadequate.

Respect from Co-Workers

Employees seek to be treated with respect by those they work with. A hostile work
environment -- with rude or unpleasant coworkers -- is one that usually has lower job
satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those
responding said they had personally experienced a great amount of workplace incivility.
Fifty percent also believe morale is poor where they work. Managers need to step in and
mediate conflicts before they escalate into more serious problems requiring disciplinary
action. Employees may need to be reminded what behaviors are considered inappropriate
when interacting with coworkers.

Relationship with Supervisors

Effective managers know their employees need recognition and praise for their efforts and
accomplishments. Employees also need to know their supervisor's door is always open for
them to discuss any concerns they have that are affecting their ability to do their jobs
effectively and impeding their satisfaction at the office.
Financial Rewards
Job satisfaction is impacted by an employee's views about the fairness of the company
wage scale as well as the current compensation she may be receiving. Companies need to
have a mechanism in place to evaluate employee performance and provide salary increases
to top performers. Opportunities to earn special incentives, such as bonuses, extra paid
time off or vacations, also bring excitement and higher job satisfaction to the workplace.

Job Satisfaction Influence on Behavior

Job satisfaction can affect a person's level of commitment to the organization, absenteeism
and job turnover.

Job satisfaction can affect relationships.

If a person feels satisfied with what they are doing it feels less like work and more
enjoyable.

If a person is committed to their job they are more willing to work longer hours or take on
additional responsibilities without an increase in pay.

When a person is happy they are more likely to have a positive outlook on life

and are more energetic and productive.

Job turnover the number of employees who leave an organization of their own free will and
need to be replaced by management.

Job Satisfaction Influence on Behavior

Job satisfaction can affect a person's level of commitment to the organization, absenteeism,
and job turnover rate. It can also affect performance levels, his/her willingness to participate
in problem solving activities, and the amount of effort a person puts in to perform activities
outside their job description Figure 0. If a person feels satisfied with what they are doing,
then his/her job feels less like work and more enjoyable. It isn't an effort for them to get up
in the morning and go to work. They are in a positive mood and often able to improve in
areas of brainstorming, decision making, and problem solving.
Job satisfaction also reduces the chance of feeling stress, which can impact job
performance, mental well being, and physical health. Stress can also impactdecision making
skills and may lead to making unethical decisions. If a person is committed to their job, then
they are more willing to work longer hours or take on additional responsibilities without an
increase in pay. If a company is facing financial hardship, this individual may also be
willing to take a pay cut or take on extra duties until management can help turn the
organization around. When a person is happy they are more likely to have a positive outlook
on life and are more energetic and productive. This positive outlook often spreads to others
that work with the individual and can have a positive experience on everyone's
performance. While there are some indications that job satisfaction is directly tied with job
performance, feeling less stressed and increased levels of satisfaction can positively impact
a person's behavior.

Tips to manage carrier and Job Satisfaction

1. Become more self-aware. Learn about your aptitudes/abilities, preferences, values, and
interests and be prepared to articulate where you can best contribute and what is important
to you.
2. Practice using both personal and organizational information to analyze and evaluate

different work requirements to help you evaluate what offers a good fit. Since most
professional jobs today are a composite of projects, some will be more inviting to you than
others. By understanding what you want and taking the opportunity to influence your
manager, you are more likely to gain access to projects that are attractive to you
3. Benchmark the type of work you perform in your organization with comparable work in
similar organizations. This broader context will let you see trends and help you to evaluate
the organization-provided rewards more objectively.
4. Identify specifically what is contributing to your satisfaction or dissatisfaction. Make a
list. What items relate to the organization, department, or your job? Is there something you
need to learn or change to improve the situation? Have the job responsibilities altered over
time? Take the time to get at the root of what isn't working.
5. Learn how to talk with your manager about what types of projects you enjoy or
specifically identify roles that are appealing. Also, share your thoughts about what you don't
enjoy and why. Remember, at times we all have assignments find work tasks that are not
satisfying.
6. Find a mentor in the organization to give you feedback and help you find developmental
opportunities to contribute that more closely fit your work profile.
7. Build a professional support network to keep current on your field and understand the
changes that may be coming.
8. Develop a relationship with a career professional.
9.Be proactive, conduct an annual career checkup.
Creating Job Satisfaction
For many of us, the idea of having a job that is truly satisfying the kind where work
doesn't feel like work anymore is pure fantasy. Sure, professional athletes, ski patrollers,
and golf pros may have found a way of doing what they love and getting paid for it. But is

there actually anyone out there who dreams of sitting at a desk and processing paper, or
watching products fly by them on conveyor belts, or working to solve other peoples
problems?
Career dreams are one thing; practical reality is often another. When they happily coincide,
seize the opportunity and enjoy it! Luckily, when they do not, its good to know that it is
possible to get job satisfaction from a practical choice of career. Job satisfaction doesnt
have to mean pursuing the ultra-glamorous or making money from your hobby. You can
work at job satisfaction, and find it in the most unexpected places.
The heart of job satisfaction is in your attitude and expectations; its more about how you
approach your job than the actual duties you perform. Whether you work on the farm, a
production line, in the corner office or on the basketball court, the secret is to understand the
key ingredients of your unique recipe for job satisfaction.
Identify Your Satisfaction Triggers

There are three basic approaches to work: is it a job, a career, or a passion? Depending on

which type of work you are in right now, the things that give you satisfaction will vary.
If you work at a JOB, the compensation aspects of the position will probably hold more

appeal than anything else, and have the greatest impact on whether you stay or go.
If you work at a CAREER, you are looking for promotions and career development
opportunities. Your overall satisfaction is typically linked with your status, power, or

position.
If you work at a PASSION, the work itself is the factor that determines your satisfaction,
regardless of money, prestige, or control.
Inevitably, these are generalizations, and you will probably find that you get satisfaction
from more than one approach to work. Being aware of the type of work you are doing, and
the things you need for job satisfaction, will help you to identify and adjust your satisfaction
expectations accordingly.
Building Job Satisfaction
Once you have identified the blend of status, power, or intrinsic enjoyment that need to be
present in your work for you to feel satisfied, you then need to work on some of our seven
'ingredients' for a satisfying job. These ingredients are:

Self-awareness.
Challenge.

Variety.
Positive attitude.
Knowing your options.
Balanced lifestyle.
A sense of purpose.

Self-Awareness
The first step in the search for job satisfaction is to know yourself. If you're to be happy and
successful, you need to understand your strengths and weaknesses. This will help you
identify what types of profession will allow you to build on those strengths, and minimize
those weaknesses. A useful framework for conducting this type of analysis is a Personal
SWOT analysis. You can find a Bite-Sized Training session on how to do this here.
It is difficult to feel satisfied with something you arent very good at, so rather than spend
time beating yourself up about it, take a long hard look at the things at which you excel, and
try to find a position that uses some of those skills too.
Another important component of self-awareness is to have a good understanding of your
personality traits and your preferred style of working. A useful tool for this is Scheins
Career Anchors, which helps you understand what you value and what motivates you in
your career, (and also what you do not value, and what de-motivates you).By increasing
your self-awareness, you can work towards the ideal blend of compensation, status, and
intrinsic reward that suits you, and that you can realistically achieve. Knowing this will help
you to set appropriate goals, and manage your own expectations.
The greater the match between your preferences and the requirements of the job, the more
potential for job satisfaction you have. The remaining six 'ingredients' determine how much
of that potential you actually achieve.
Challenge
Some days you may deny it, but we all thrive on interesting challenges. Does this mean
your job has to be the head of engineering at NASA? No, different things challenge
different people at different times. You just need to figure out what you can do to make
sure you dont allow yourself to go stale at work.
Even if the job itself is not all that challenging, you can make it challenging. Some great
ideas here include:
Set performance standards for yourself aim to beat your previous record, or set up a
friendly competition among co-workers.

Teach others your skills nothing is more challenging, or rewarding, than passing your
skills and knowledge on to others.
Ask for new responsibilities these will give you opportunities to stretch yourself.
Start or take on a project that uses skills you would like to use, or want to improve.
Commit to professional development take courses, read books or trade magazines and
attend seminars. However you do it, keep your skills fresh and current.
Variety
Closely related to the need for challenge is the need to minimize boredom. Boredom is a
common culprit when it comes to job dissatisfaction. When your mind is bored you lack
interest and enthusiasm and even a well-matched job becomes dissatisfying. Some
common methods to alleviate boredom at work include:

Cross train and learn new skills.

Ask to be moved to a new assignment or department requiring the same skills.
Ask to work a different shift.
Volunteer to take on new tasks.
Get involved with committee work.
Go on an extended leave, or take a sabbatical.

Positive Attitude
Attitude plays a huge role in how you perceive your job and your life in general. If you are
depressed, angry or frustrated, you're much less likely to be satisfied with anything.
Making a change to a positive attitude is a complex process that requires a lot of work and
a strong commitment. However, over time, you can turn your internal dialogues around
and start to see most events in your life as positive and worthwhile. Here are some tips:

Stop negative thoughts from entering your brain.

Reframe your thoughts to the positive.
Put the events of the day in the correct context.
Don't dwell on setbacks.
Commit to viewing obstacles as challenges.
Accept that mistakes are simply opportunities to learn.
Become an optimist.

To help you with your quest to become positive, Mind Tools has a useful article titled
Thought Awareness, Rational Thinking and Positive Thinking, which helps you to identify
and change negative and unhappy thinking patterns
Know Your Options
When you feel trapped, you can start to get anxious. At first you wonder what else is out
there for you. This progresses to the point where you become convinced that anything

other than the job you're doing has got to be more satisfying. To combat this, continuously
scan your environment for opportunities. When you feel you have options, you have more
control. When you make a positive choice to stay with a job, that job has much more
appeal than if you feel forced to stay because you feel you have no alternative.

Keep a list of your accomplishments.

Update your resume on a regular basis.
Keep up to date on employment trends.
Research other jobs that interest you.
Adopt an 'Im keeping my options open' approach.
Maintain a Balanced Lifestyle

You'll have heard many times that you need to keep your life and work in balance. When
you focus too much on one at the expense of the other you risk putting your whole system
in distress. When work takes over your life, it is easy to resent it and lose your sense of
perspective: Suddenly everything about your life is clouded with negativity.
The Life Career Rainbow and The Wheel of Life are two great tools to use when seeking
to attain and maintain an appropriate work life balance.
Todays top 3 job motivators
1. Interesting work

In 2008, one compelling outcome of the research was that interesting work had, unlike in
previous studies, such as one by Carolyn Wiley in 1997, beaten pay off the top spot for the
first time. In the new data it is still there, so people still want to be doing something that
compels and engages them.
2. Job secure

The lower importance of job security, compared with earlier research, was an indicator of
peoples willingness to engage in a portfolio career and expectations they had that as their
career develops they might move organizations on a regular basis. This now seems to have
been a short-lived phenomenon.
As to why, the answer seems to lie in the current economic uncertainty. It is easy to
discount the significance of having a job when the economy is buoyant and there seem to
be lots of opportunities out there, but over the last year, with higher unemployment
currently standing at 7.8% and regular news of redundancies and business closures
people would inevitably be much keener to hang onto the jobs they have.
3. Full appreciation of work done

Recognition (full appreciation of work done) now ranks more highly than financial
rewards (good wages).The availability of rewards and pay raises in the current climate is

having an impact here. Nonetheless they both remain powerful tools for motivation. So
recognition and rewards are important motivators. But we also know that it is the
recognition that matters most. In an experiment where students were rewarded differently
for a simple computer based task, the greatest performance came not with the highest
reward but where students were working solely as a favour and for the thanks of the
researcher. So remember to say thank you for a job well done!

OBJECTIVES
OF
STUDY

OBJECTIVE OF THE STUDY

1.To find out the satisfaction level of employees.

2.To find out the causes of job satisfaction.

REVIEW
OF
LITERATURE

REVIEW OF LITERATURE
Grover(1995)Wellness

programs

for

healthy

working

environment,

may help

organization to cut employer health costs and to lower absenteeism and turnover of
employees (Carolyn Petersen).Family Health benefits often have spillover effects in the
form of loyalty because employees see the benefits as evidence that the organization care
about its employees.
IRS (1996) When it comes to reinforcing team behavior, the reward system is one of the
most effective and influential tools available to the organization
Jerald (1997) Cotton and Tuttle say that employee satisfaction with pay level is important
because it has been found to have an effect on levels of absenteeism and turnover. Pay
can be a factor in decision to stay or leave, it is clear that dissatisfaction
with pay can be a key factor in turnovers.
Goleman (1998) research demonstratesthat emotional intelligence has proven to be twice as
important as any other competency in any job role. The tougher and more challenging the
role the more emotional intelligence becomes the important factor in success. Sales people,
high in emotional intelligence, have proven to outer perform others by up to by to 319%. He
also found that 90% of exceptional leaders results are attributed to their emotional
intelligence and observed that being successful is much more than just intelligence. IQ only

accounts for about 4% to 20% of results. It shows the critical factor for sustained
achievement is not only a function of ability or talent but 80% of achievement is dependent
on emotional intelligence.
Clelland (1999) found that when senior managers had a critical mass of emotional
intelligence capabilities, their divisions outperformed yearly earnings goals by 20%.
Division leaders without that critical mass under mass under performed by almost the same
amount. He found that the more positive the overall moods of people in the top management
team, the more cooperatively they worked together and the better the companys business
results.
Cheung

and

Scherling

(1999)

identifies

that employee job satisfaction is a

function of extrinsic (pay, promotion and good relationship in the work place) and intrinsic
(achievement of tasks) rewards offered by a job.
Rewards that are proportional to the value of suggestions will facilitate intrinsic
motivations.
Indvik (1999) it is seen that a person with high emotional intelligence (EI) has the ability to
understand and relate to people. In fact, this skill is now considered to have greater impact
on individual and group performance than traditional measures of intelligence such as IQ.
When emotional intelligence is present there is increased employee cooperation, increased
motivation, increased productivity and increased profits.
Shellenbarger (1999) Rewards may enhance the employees financial well-being through
wages, bonuses,

or

profit

sharing,

or

indirectly,

through

employer-subsidized

benefits such as retirement plans, paid vacations, paid sick leaves, and purchase
discounts
Hareckiewicz and Sansone (2000) identify that compensation benefits energize and
guide behaviors toward reaching a particular goal.
Lazer (2000) Rewards promote efforts, performance and there is lot of evidence that they
often do suggest that job candidates look for organizations with reward systems that fit
their personalities.

Green (2001) says managers can motivate employees by setting in motion the conditions
required

for

motivation

such

as

working

environment, confidence, trust and

satisfaction that enforce employees to improve their performances.

David (2007) this investigation among 158 freshmen examined the association between
emotional intelligence and stress, considering personality as a moderating variable.
Results suggest that emotional intelligence is potentially helpful in reducing stress for
some individuals, but unnecessary or irrelevant for others. We highlight results among the
highly stressed intense but confused participants in particular because they have average
emotional intelligence, but do not appear to use it, presumably because they lack
confidence in their emotional ability.
Taylor (2009)

it is observed emotional intelligence is the ability to perceive ones

emotions and to effectively manage ones behavior in emotionally changed situations. It is

also the ability to factor in the emotions of others as one interacts with them.
Dr. R. Anitha ,(2011) Employee is a back bone of every organization, without employee no
work can be done. So employees satisfaction is very important. The main aim of this study is
to analyze the satisfaction level of paper mill employees. The organizations lack the
relationship between workers and supervisors, ,working conditions, Canteen, rest room
facilities, rewards, recognition and promotion policy , reward system of the employees and
promotions must be given based on merit, educational qualification and experience, and if
these factors are given little more care, the company can maintain high level of satisfaction,
organizational commitment and involvement
DevinaUpadhyay&Anu Gupta,( 2012) Today most of the theorist has emphasized the
importance of human resource as single most important factors for sustaining competitive
edge. Employee welfare relates to all the benefits which are provided by the organization to
provide comfort . This paper seeks to investigate the role played by welfare practices in the
process of motivating Employees. The study explored three prominent factors like
communication for determining satisfaction..

RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY
Research design
One of the scientific principles of modern management is planning, and if someone wants to
conduct a research project effectively and efficiently, then he has to plan the whole research
process. This research plan is the jargon of the researcher, is called a research design. The
word design means to prepare a preliminary sketch or to plan for work to be executed, and
research design would mean to prepare a plan to execute a research report. I have done my
research project mainly used Descriptive research studies.

Sampling design
1.Sampling unit:

The research work is in Rajpura, and sample would include the

employees.
2.Samplingsize:The sample size is of 100 employees.
3.Samplingdesign:Convenience sampling was used in research.
4.Research design:-Descriptive research.

Data collection
Both the primary and secondary will be the sources of data collection but in this study the
data was collected mainly through primary sources. In primary sources and Secondary
sources we include:

1. Secondary data
The required data were collected from following sources
1.Journals
2.Books
3.Various websites

2.Primary data
Following is the main method of collecting primary data

1. Questionnaires
Data analysis
The data has been collected,tabulated,and interpreted and analyzed with a view to get some
useful information. In order to make study more comprehensive responses have been
presented with the help of various tables and diagrams

Analysis
and
Interpretation

ANALYSIS AND INTERPETATION

1. Are Working hours Convenient for you?
Segment

FREQUENCY

PERCENTAGE

Strongly agree

32

32%

54

54%

7%

6%

1%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

6% 1%
7%

Strongly agree
Agree
32%

nether agree nor disagree

disagree
strongly disagree

54%

INTERPRETATION: ,The 1st question asked from respondent was Are Working hours
Convenient for you? Out of total respondents 32% Strongly agree ,54% Agree,7% Neither
agree nor disagree,6% Disagree and 1% Strongly disagree.

2. Are you happy with your work place?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

18

18%

65

65%

13

13%

2%

2%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

2% 2%
13%

Strongly agree
18%

Agree
Neither agree nor disagree
Disagree
Strongly disagree

65%

INTERPRETATION: ,The 2nd question asked from respondent was are you happy with
your workplace? out of total respondents 18%

Strongly agree

,Neither agree nor disagree,2% Disagree and 2% Strongly disagree.

,65% Agree,13%

3.Do you feel you have too much work to do?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

10

10%

40

40%

20

20%

15

15%

15

15%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title
Strongly agree
15%

10%

Agree
Neither agree nor disagree

15%

Disagree
40%

Strongly disagree

20%

INTERPRETATION: ,The 3rd question asked from respondent do you feel you have too
much work to do? outof total respondents 10% Strongly agree ,40% Agree,20% Neither
agree nor disagree,15% Disagree and 15% Strongly disagree.

4. Are Safety measures provided by the Company?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

17

17%

50

50%

20

20%

8%

5%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

8%

5%

Strongly agree
17%

Agree
Neither agree nor disagree

20%

Disagree
Strongly disagree
50%

Interpretation:-,The4th question asked from respondent Are safety measures provided

by the institution? outof total respondents17% are Strongly agree ,50% Agree,20%
Neither agree nor disagree,8% Disagree and 5% Strongly disagree.

5. Is your relationship cordial with your Supervisor?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

21

21%

43

43%

22

22%

8%

6%

100%

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

8%

6%

21%

Strongly agree
Agree

22%

Neither agree nor disagree

Disagree
Strongly disagree
43%

INTERPRETATION: ,The 5th question asked from respondent Is your relationship

cordial with your supervisor? out of total respondents 21% Strongly agree ,43%
Agree,22% Neither agree nor disagree,8% Disagree and 6% Strongly disagree.

6.Is your supervisor partial?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

16

16%

35

35%

27

27%

18

18%

4%

100%

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

18%

4% 16%

Strongly agree
Agree
Neither agree nor disagree
Disagree

27%

35%

Strongly disagree

INTERPRETATION: ,The 6th question asked from respondent is that is your supervisor
partialout of total respondent 16% are Strongly agree ,35% Agree,27% Neither agree
nor disagree,18% are Disagree and 4% Strongly disagree.

7. Does your Supervisor consider your opinion too while taking decision?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

23

23%

35

35%

24

24%

12

12%

6%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

12%

6%

Strongly agree
23%

Agree
Neither agree nor disagree
Disagree
Strongly disagree

24%
35%

INTERPRETATION: ,The 7th question asked from respondent out of total respondent is
that Does Your supervisor consider your opinion while taking decision 23% Strongly

agree ,35% Agree,24% Neither agree nor disagree,12% Disagree and 6% Strongly
disagree.

8. Are your co-workers supportive?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

48

48%

41

41%

5%

3%

3%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title
Strongly agree

3% 3%

Agree

5%

Neither agree nor disagree

48%

41%

Disagree
Strongly disagree

INTERPRETATION: ,The 8th question asked from respondent are your co-workers
supportive ? out of total respondents 48% Strongly agree ,41% Agree,5% Neither
agree nor disagree,3% Disagree and 3% Strongly disagree.

9. Do People in Company have concern with eachother and tendency to help one another?
SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

9
59

9%
59%

20

20%

6%

6%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

6% 9%
6%

Strongly agree
Agree
Neither agree nor disagree

20%

Disagree
Strongly disagree
59%

INTERPRETATION: ,The 9thquestion asked from respondent was Do People in Company

have concern with each another and tendency to help one another ?out of total respondents9%
are Strongly agree ,59%Agree,20% Neither agree nor disagree,6% Disagree and 6%
Strongly disagree.

10. Are you satisfied with the chances for your promotion?
SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

22

22%

30

30%

26

26%

13

13%

9%

100%

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

9%
13%

Strongly agree
22%

Agree
Neither agree nor disagree
Disagree
Strongly disagree

26%

30%

INTERPRETATION: ,the 10th question asked from respondent was that Are you
satisfied with the chances for your promotion?outof total respondents 22% Strongly

agree ,30% Agree,26% Neither agree nor disagree,13% Disagree and 9% Strongly
disagree.

11.Are you satisfied with the benefits offered by the Company?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

20

20%

36

36%

22

22%

13

13%

9%

100%

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

9%
13%

Strongly agree
20%

Agree
Neither agree nor disagree
Disagree

22%

Strongly disagree
36%

INTERPRETATION: ,The 11th question asked from respondent was that Are you
satisfied with the benefits offered by the Company ?out of total respondents20%

Strongly agree ,36% Agree,22% Neither nor disagree,13% Disagree and 9% Strongly
disagree.

12.Is your salary fair for your responsibilities?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

17

17%

28

28%

28

28%

19

19%

8%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

8%

Strongly agree
17%

Agree
Neither agree nor disagree

19%

Disagree
28%
28%

Strongly disagree

INTERPRETATION: ,The 12th question asked from respondent was that Is your salary
fair for your responsibilities?out of total respondents 17% Strongly agree

,28%

Agree,28% Neither agree nor disagree,19% Disagree and 8% Strongly disagree.

13.Are salary increments based on performance?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

18

18%

34

34%

22

22%

20

20%

6%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

6%

Strongly agree
18%

20%

Agree
Neither agree nor disagree
Disagree
Strongly disagree

22%

34%

INTERPRETATION: ,the 13th question asked from respondent was that Are salary
increments based on performance ?out of total respondents 18% are Strongly agree ,
34% Agree,22% Neither agree nor disagree,20% Disagree and 6% Strongly disagree.

14.Are you satisfied with the space available for lunch and breaks?
SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

19

19%

48

48%

15

15%

12

12%

6%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title

Strongly agree

Agree

6%
19%
12%
Neither agree nor disagree
15%
48%

Disagree

Strongly disagree

INTERPRETATION: ,The 14th question asked from respondent was that Are you
satisfied with the space available for lunch and breaks?out of total respondents 19% are
Strongly agree ,48% Agree,15% Neither agree nor disagree,12% Disagree and 6%
Strongly disagree.

15.Do you believe that your job is secure?

SEGMENT

FREQUENCY

PERCENTAGE

Strongly agree

15

15%

28

28%

32

32%

18

18%

7%

100

100%

Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total

Chart Title
Strongly agree

7% 15%

Agree

18%

Neither agree nor disagree

Disagree
28%

32%

Strongly disagree

INTERPRETATION: ,the 15thquestion asked from respondent out was that Do you
believe that your job is secure? Out of total respondents 15% Strongly agree ,28%
Agree,32% Neither agree nor disagree,18% Disagree and 7% Strongly disagree.

FINDINGS
OF
STUDY

FINDINGS
The descriptive statistics table helps us to derive satisfaction level of employees on various
factors:

Employees have good relationship with the superiors and co-workers because

48%respondents are strongly agree.

Employees response is moderate about the communication and motivation from their
superiors.

The communication and motivation of employees by their superiors in this organization is

reasonable.

Pay and promotion activities in this organization are not good only 30%respondents are
agree.

Employees are happy while working in workplace because 65% employees are agree.

Less number of respondents are satisfied with the environment and nature of work factors.

Only 32%employees feel that their job is secure.

Just 17% employees are getting fair salary.

Respondents are happy with the benefits provided by company.

Employees are agree that they have convenient working hours.

Employees are satisfied with the space available for lunch and breaks .

SUGGESTIONS
AND
RECOMMENDATIONS

SUGGESTIONS AND RECOMMENDATIONS

1.There should be training and development programs for the employees.
2.More focus should be on maintaining cordial relationship between co-workers.
3.Job should be secure.
4.Supervisor must consider employees opinion too while taking decision.
5.Incentives should be increased.
6.Feedback should be taken from employees once in a year.
7.There should be better working conditions.
8.There should be more facilities to employees.
9.Fair system to pay salary.

LIMITATIONS

LIMITATIONS

Data collection error may be their due to wrong response from respondents as
sometime they are not right person who takes actual decision.

Due to cost and human element is involved, project area was limited.

Some people dont want to give right information due to some constraints.

Sometime people dont have time to fill Questionnaire, so they give only little
information.

Generally the respondents were busy in their works and were not interested in
responding.

There can be analytical, interpretation and statistical error in final report.

CONCLUSION

CONCLUSION
Job satisfaction describes how content an individual is with their job. It is a relatively recent
term since in previous centuries the jobs available to a particular person were often
predetermined by their parents occupation.
There are a variety of factors that can influence a person's level of job satisfaction; 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
and the job A company that does not have responsive leadership and proactive employee
relation's policies will have dissatisfied employees with low morale.

Employees are not completely satisfied with their job .

Employees are not getting value to their work.

Most of employees think that they are not on their actual path.

Most of the employees think that the organization hasnt fulfilled their promises, what they

do in beginning especially regarding Promotion.

They often feel overworked.

BIBLOGRAPHY

BIBLIOGRAPHY
WEBSITES AND JOURNALS

cooke 213c600307a0/20.
evanshttp://searchproquest .com/business/docview/219774375/138
groverhttp://searchproquest .com/business/docview /225386457/139
groverhttp://searchproquest .com/business/docview /225386457/139
https://en.wikipedia.org/wiki/job_satisfaction
http://www.managementstudyguide.com/job satisfaction.htm
http;//humanresources.about.com/od/employee servey1/g/employee-satisfy.htm
http;//www.scribd.com/doc/91618573/employee satisfaction
http://studyvalue.com/_management_sciences/_hrm/_process_25.html#.UcbCScF
yaIU
International journal of management research and technology
Ipsa.vsnl@net
newman.jounal of organization behaviour feb.22.1
Sharma Volume 6number I January 2012
stone http://search proquest.com /business/docview/224869425/138
newman.jounal of organization behaviour feb.22.1
www.google.com

Books
Human resource management
Philip kotler
Shashik.gupta and roseyjoshi
Personnel management
c.bmamoria and s.vgankar
Himalaya publishing house

ANNEXURE

Questionnaire
Dear Respondents,

I am Amandeep Kaur preparing a project Report on the topic Job Satisfaction at the
Siel chemical complex . So dear respondent, please help me by filling up the following
questionnaire. All the information provided by you will be kept confidential and used strictly
for the study purpose only. I shall be highly thankful to you for your co-operation.
Please indicate your level of agreement in connection with various factors:
1.Are Working hours Convenient for you?
Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree
2. Are you happy with your work place?
Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree
3. Do you feel you have too much work to do?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

4. Are Safety measures provided by the Company?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

5. Is your relationship cordial with your supervisor?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree
6.Is your supervisor partial?
Strongly agree
Agree
Neither agrees nor disagrees

Disagree
Strongly Disagree

7. Does your supervisor consider your opinion too while taking decision?
Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree
8. Are your co-workers supportive?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

9. Do People in company have concern with each other and tendency to help one another?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

10. Are you satisfied with the chances for your promotion?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

11.Are you satisfied with the benefits offered by the company?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

12.Is your salary fair for your responsibilities?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree

Strongly Disagree

13.Are salary increments based on performance?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

14.Are you satisfied with the space available for lunch and breaks?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree

15.Do you believe that your job is secure?

Strongly agree
Agree
Neither agrees nor disagrees
Disagree
Strongly Disagree