Employee’s Job Satisfaction

1. INTRODUCTION

1.1 HUMAN RESOURCES MANAGEMENT

Management is the art and science of optimum utilization of resources. Basically resources
are of three kinds:

 Human ware
 Orgoware

 Info ware

Workers, supervisors, managers and other employees directly involved in the organization
form “Human ware”. Materials, machine, money, infrastructure and organization together
form “Orgoware”. Knowledge, skill, technology, etc., are covered by “Infoware”.
Humanware becomes most important of all because it has a dual role to play. As employees,
human beings directly act as one of the resources. Human beings indirectly influence the
effective utilization of “Orgoware”, as being responsible for their manipulation “Infoware”
again heavily depends on human beings because knowledge and skill are acquired,
assimilated, improved and applied by human beings.

According to EDWARD FLIPPO, personnel management is the planning, organizing,

directing and controlling of the procurement, development, compensation, integration,
maintenance and separation of human resource to the end that individual, organizational and
societal objectives are accomplished.

According to DAVID.A.DECEZO and STEPHEN.P.ROBBINS, human resources

management is a process consisting of four functions.

 Acquisition
 Development

 Motivation

 Maintenance

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Employee’s Job Satisfaction

1.2 JOB SATISFACTION

Job Satisfaction is a set of favorable or unfavorable feelings and emotions with which
employees view their work. Job Satisfaction is an effective attitude-a feeling or relative or
dislike like towards something. The term Job Satisfaction not only covers the satisfaction
derived from the job by work but their surroundings, supervisors and work place, work
facilities etc., If any company wants to sustain permanently in the market that concerns
should work with satisfied employees. Satisfied employees not only increase the company’s
corporate status in the society but also increase the social values.

Meaning of Job Satisfaction

Job Satisfaction refers to a persons feeling of satisfaction on the job, which acts as a
motivation to work. It is not to self-satisfaction, happiness or self-containment but the
satisfaction on the job.

The term relates to the total relationship between the individual and employer for
which he is paid. Satisfaction thus mean the simple feeling or state accompanying the
attainment of any goal. The end state is a feeling accompanying the attainment by an impulse
of the objectives. Job dissatisfaction thus mean absence of motivation at work. Research
worker differently described the factors contribution to job Satisfaction and Job
dissatisfaction.Hoppock describes Job Satisfaction as, “any combination of psychological,
psychological and environmental circumstances that cause the person truthfully to say Iam
satisfied with my job.”

Job Satisfaction is defined as the,” pleasurable emotional state resulting from the appraisal of
once job as achieving or facilitating the attainment of once job values. “In contrast job
dissatisfaction is defined as” The unpleasurable emotional state resulting from the appraisal
of once job as frustrating or blocking the attainment of one’s job values.”

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Employee’s Job Satisfaction

1.2INDUSTRY PROFILE

History of Cement

India is today the second largest producer of cement in the world with an installed
capacity of close to 155 million tonnes per year. 95 % is consumed domestically and only 5%
is exported. Demand is growing at more than 10 % per annum. More than 90 % of production
comes from large cement plants. There are a total of 130 large and more than 350 small
cement manufacturing units in the country. More than 80% of the cement-manufacturing
units use modern environment friendly “dry” process.

Britain's four cement manufacturers produce around 12 million tonnes of cement each
year from their network of 14 plants. A further 1 million tonnes is imported through various
terminals.

The industry provides jobs at both skilled and semi-skilled levels for some 3,400
people and supports about 15,000 indirectly. Many of those jobs are in rural areas where
employment is scarce.

Availability of suitable raw materials has usually been the determining factor in the
location of cement works. The industry's origins lie in the south-east of England in the mid
19th century.

Initially, a number of works grew up along the Thames and Medway in Kent, where
they took advantage of the ready availability of chalk as an easily processed raw material.
Development of machinery capable of crushing limestone, coupled with a more energy-
efficient production process, encouraged the development in more recent years of plants
outside the south-east.

Modern cement operations are usually large-scale and long-lived. The economies of
scale needed to make them viable demand long reserves of raw materials and mean that a
typical plant has a production capacity of at least 750,000 tonnes per year.

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Employee’s Job Satisfaction

With fuel representing some 35 per cent of variable costs, the need to remain
competitive has led the industry to examine several alternative fuels over the past ten years.
These have included used tyres, recycled liquid fuels, plastic packaging wastes, animal
products (tallow and meat and bone meal) and sewage sludge pellets.

As a result of its development work, the industry now has a significant role to play in
developing solutions for the country's problems in dealing with hazardous and other wastes.
By extracting energy from these wastes, it effectively lifts them up what is known as the
"waste hierarchy", and significantly reduces the volumes going to landfill. Currently the
industry burns about 50 per cent of the used solvents available in the UK; 10 per cent of
available packaging waste and has the capacity to handle about 50 per cent of the total
volume of waste tyre arising.

Coupled with the drive for greater energy efficiency is the global need to reduce
carbon dioxide (CO2) emissions. UK cement manufacturers have, as a result, signed a
Climate Change Levy Agreement with government to deliver an overall energy efficiency
improvement across the sector of 26.8 per cent by 2010 against a base year of 1990.

Achievement of the 26.8 per cent energy efficiency target depends on the industry's
investment in new and upgraded plant coupled with increased use of alternative fuels.

The industry is investing heavily in new technology and in ensuring high standards of
environmental performance. Current and recent projects include:

 Tarmac Buxton Lime and Cement opened its new £110 million dry-process cement
plant in Derbyshire in 2004.
 Castle Cement opened its £62 million Pads wood kiln in North Wales in summer
2006.
 CEMEX UK Operation's £180 million Rugby works has been in production since
2000.
 Lafarge Cement UK is investing £20 million to cut emissions from its Dunbar works
and ensures the factory comply with new local air quality standards and the EU Waste
Incineration Directive.

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Employee’s Job Satisfaction

Sustainability - the concept of satisfying today's needs without compromising the

choices of future generations is one of the big issues for industry globally. The cement
industry has taken a world lead in tackling the challenge. Through the World Business
Council for Sustainable Development, ten industry leaders have developed The Cement
Sustainability Initiative. The UK industry is 100 per cent signed up to the initiative. Lafarge,
Heidelberg Cement (parent of Castle Cement) and CEMEX were all involved in the original
project, and Tarmac Buxton Lime and Cement has agreed to deliver its commitments.

It has taken three years of planning and a cost of $4 million to examine the issues the
industry faces globally over the next 20 years. But this is one sustainability initiative that is
based not just on words but on action, because it includes a five-year programme of work,
some involving individual actions and some partnership projects.

Cement plays a fundamental role in daily life and has done since the Romans first
invented it! It tends to be one of those products we all take for granted, yet without it, our
world would quite literally fall apart.

Cement is manufactured by combining a homogenous blend of carefully proportioned

raw materials (limestone or chalk and clay/ shale/ sand) at a very high temperature (1450 0C)
in a rotary kiln. The raw materials fuse together to form 'clinker', a hard granular material.
The clinker is ground to a powder along with gypsum to make cement. Joseph Aspdin of
Leeds is credited with the invention of Portland cement, a key ingredient in concrete. He
discovered how to burn impure limestone and transform it into hydraulic cement, taking out a
patent on the process in 1824. Today cement is an essential material in modern construction.

As a constituent of concrete, cement puts much of the strength into our homes,
schools, hospitals and much more. We also need it to make the mortar that bonds our bricks
and blocks as well as in the manufacture of many concrete products ranging from blocks to
pipes. Take a tour of your home and your world in this part of our site and prepare to be
impressed!Also in this part of our site, using cement shows you some of the high profile
projects that have depended upon cement, while cement types provides a rundown on the
different cements that are available for general or specialist uses and advice includes safety
and some useful tips.

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Employee’s Job Satisfaction

Manufacture

Given that it draws its essential raw materials from the ground, cement tends to be an
industry of the countryside. The sheer scale of the manufacturing operation necessitates large
plants, which, even with landscaping, are usually prominent within the local scene. The
industry is, however, also a prominent contributor to local and regional economies and
supports many jobs in rural areas where employment is often scarce.In this section of our
website you can look in detail at the manufacturing process from the quarries that supply the
raw materials through to the lorries and trains that deliver the end-product.As an industry that
has the potential to impact upon the environment and on local communities, cement is quite
rightly carefully regulated. Our industry regulation section provides you with an introduction
to how it is overseen.

The Process

Cement is one of the most natural of all manufactured products because its raw
materials come from the ground. Here we show you how it is made.In very simple terms, you
take a mixture of finely ground limestone or chalk, clay and sand and heat it almost to
melting point in a large rotating kiln. The cement clinker that emerges is then ground to a
powder with about five per cent gypsum, added to control the setting time of the end-
product.The manufacturing process depends on the moisture content of the raw materials.
Chalk has a high moisture content and chalk-based processes tend to be less energy efficient
than those based on hard limestone.

Specifying Cement

Sustainability and factory-made cements

Integration of sustainability into all its operations now sets the UK cement industry's
agenda. The implications for cements are already clear; their embodied energy and carbon
footprint must be reduced over time but without jeopardising product performance. The
increasing availability of cements such as CEM II types for use in concrete, mortar and grout
plus the continued production of niche Masonry cements for use only in mortar, will help the
industry to meet its social and environmental obligations and achieve necessary economic
objectives.

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Employee’s Job Satisfaction

Until now, Portland cement CEM I, of strength classes 42,5 or 52,5, has been the
'traditional' cement in the UK. Looked at in isolation, this may seem to be the least
sustainable type of cement as it has a high proportion of cement clinker, however, when used
as the essential activator of a mineral addition, such as fly ash, slag or limestone within a
mixer combination, its sustainability credentials are significantly enhanced. Factory-made
composite cements incorporating intrinsically lower proportions of clinker are now generally
available in both bulk supply and packaged in bags.

Factory-Made Composite Cements

Used here, the expression, 'factory-made composite cements' means any cement that
comprises Portland cement clinker combined (interground or blended) with one or more
additional inorganic constituents plus an optimized amount of set-regulator (gypsum). The
additional constituents are selected from materials such as power station fly ash, blastfurnace
slag and limestone, all already familiar to UK concrete, mortar and grouting practice.
Therefore, in terms of the British/European standard for common cements, BS EN 197-1,
factory-made composite cements, are collectively, types: CEM II, CEM III, CEM IV and
CEM V i.e. any 'non-CEM I' cement specified in the standard. Such a use of the term aligns
with the UK concrete sector's traditional understanding but is wider than is implied by the
standard itself wherein two particular cements, CEM II/M and CEM V, include the word
'composite' in their names. In general, the appropriate use of factory-made composite cements
delivers performance equal to that of concrete containing CEM I cement and under certain
conditions, can improve on the durability performance achieved. Furthermore, in the case of
use in masonry mortars within the generality of exposure conditions, factory-made composite
cements can achieve the same level of performance on a one-to-one basis as a CEM I cement
within the same traditional volume mix proportions.

Portland cement

Formerly known as ordinary Portland cement (OPC), CEM I is manufactured to

conform to British Standard BS EN 197-1. CEM I is the cement that has been most
commonly used throughout the world in civil engineering and building works. Concretes and
mortars made using CEM I are versatile, durable and forgiving of poor construction practice.
In addition, specific properties can be enhanced by altering either the cement-making recipe
or the size of the particles and so producing different cements.

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Employee’s Job Satisfaction

Sulfate-resisting cements

The traditional sulfate-resisting cement used in the UK has been sulfate-resisting

Portland cement (SRPC), conforming to BS 4027. SRPC is a special type of CEM I cement
manufactured to contain a high content of iron oxide in order to limit the amount of the
mineral phase tricalcium aluminate (C3A) and thereby increase its sulfate resistance.
Additionally, SRPC is normally a low alkali cement which benefits concrete in resisting the
alkali silica reaction (ASR). However, it is not the only sulfate-resisting cement available.
Various factory-made composite cements are also sulfate-resisting including the generally
available CEM II/B-V type of Portland-fly ash cement containing at least 25% of fly ash.

Using Cement Safely

Although cement is easy to use, it is important to follow the correct safety

precautions. Appropriate personal protective equipment should be worn to ensure people do
not suffer allergic dermatitis, irritant dermatitis or burns.

The following tips are designed to help you use cement in a safe manner:

 Avoid eye and skin contact by wearing suitable eye protection, waterproof clothing,
waterproof footwear and waterproof gloves.
 Clothing contaminated by wet cement should be removed immediately and washed
before re-use.
 Avoid breathing dust.
 Keep out of the reach of children.
 On contact with eyes or skin, rinse immediately with plenty of clean water. Seek
medical advice after eye contact.
o Plan where you will be able to put down the load.
o Stand close to the load and spread your feet.
o Partly bend your knees but keep your back straight.

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1.3 COMPANY PROFILE

INTRODUCTION
The company Zuari Agro Ltd was incorporate on 12 th may 1967 zuari cement
limited has been himself off as a separate company with 50-50 share holding by zuari
industries limited (A.K.K.Birla group company) and Italy cement group (as Italian cement
company) with effect from 1-4-2000 with head-quarters at Banglore, Zuari and Italy
cement group (through cement Francis group company) have formed joint venture
company Viz., Zuari cement limited. It is projected to increase the cement capacity of
2.2MT. TEXMACO Limited in the year 1995 was changed to zuari cement by division of
ZUARI CHEMICATS LIMITED, jointly promoted by K.K.BIRLA & USX
CORPORATION a major steel leader in U.S.A.

LOCATION OF THE PLANT

Zuari Cements is running under the Flagship of Zuari Agro chemicals Limited.
Zuari Cements is strategies located 6 kms away from Yerraguntla town in Kadapa district
,Andhra Pradesh. Railway line has been laid connection the Yerraguntla station of Zuari
Cements
Location of the plant at this place is having following advantages.
1. Location in industrial belt of Rayalaseema with sophisticated facilities like
water, electricity, labor, transport etc.
2. Present of the best limestone proved scientifically for cement.
3. Low free lime to ensure reduced surface cracks.
4. Low heat of hydration for better soundness.
5. Low magnesia content to ensure reduced tensile cracks.
JOINT VENTURE WITH ITALIC CEMENT
Zuari group has identified as one of the core business to grow. It has therefore, been
decided to constitute a separate corporate entity and hire off cement business to it. To
accelerate the growth and achieve capacity additions quickly it decided to form a joint
venture with a strategic partner after careful evaluation the multinational cement giant italic
cement group was identified to be suitable partner for pursuing growth. Zuari and italic
cement groups have agreed to form a joint venture with 50-50 equity sharing. The Zuari
cement business will get transferred to the joint venture company Viz. Zuari cement limited.

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Employee’s Job Satisfaction

It is proposed to have quarters of cement business at Hyderabad. It is proposed to

increase the capacity of 1.7 MTPA in span of 3 to 4 years. Italic cement group is the largest
producer & distributor of cement in European and one of the leaders in the world maker
place. The group operates in 13 countries including Belgium, Canada, France, Greece, Italy,
Monaco, Spain, Turkey and U.S with recent acquisition in Bulgaria, Kazakhstan and
Thailand.
The group was founded in 1864 and had its head quarters in Bermago, Italy; currently
the group has 54 plans with an installed capacity of 40 MTPA spread over 13 countries. The
group also has 500 RMC plants all over the world. The consolidated group turn over in 1998
was 3.4 billion US$. The group has excellent R & D and Machine design facilities head
quartered at Bermago, Italy, which renders technical support to all over the group plants.
ITALI CEMENTI GROUP
Our Mission
Our Shared Ambition: “Effective and Efficient”.
To become the most effective and most efficient cement manufacturer and distributor
in the world.
Our Approach: “We are local we think Global”.
Cement aggregates and ready to mix concrete manufacture and distribution are local
business. Around the world we serve local customers in local markets with local needs.
Our spirit: ”one team worldwide”.
We operate worldwide in many diverse markets, cultures and continents.
We are proud of our cultural diversity and distinctive character.
RAW MATERIALS
Limestone is the major raw material for the cement industry. Limestone constitutes
60 to 70%of the total raw material costs. Nearly 1.5 to 1.6 tons of limestone is required for
producing one ton of cement clinker limestone (calcium carbonate) is a rock of either
sedimentary or metamorphic origin with calcium oxide, as its main constitutes 30% of total
sedimentary rocks in the country. Cement grade limestone is available in 21 states in the
country. About 65% of the plants in India use sedimentary limestone and 20% use
metamorphic crystalline limestone. India has 85980 million ones of cement grade limestone
deposits, which is enough to produce 100 million tones of cement for the next 500 years. In
India limestone deposits are abundantly found only in siroly (Rajasthan), santna, Belaspur
(MP), Wadi (Karnataka), Yerraguntla (AP) and some places in Gujarat. Units are generally

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Employee’s Job Satisfaction

located in close proximately of limestone deposits in Madhya Pradesh, Andhra Pradesh,

Tamil Nadu, Karnataka, Rajasthan, and Gujarat.
The quality required for the cement production should have the following composition.
Lime : 50%
Silica : 03%
Aluminum : 04%
Iron Oxide : 0.5%
Magnesia : 0.5%
Loss on lgnition : 43%
Total : 100%

If magnesia content exceeds 0.4 to 0.5%, the limestone is not suitable for cement.
Similarly, lime content is directly proportional to the clinker and cement quality and quantity.
GYPSUM
Gypsum is another important required material for cement manufacturing, constitutes
about 5% of the cement. Gypsum is added in required quantity at the time of grinding of
clinker and the required amount of the Gypsum are added to control the setting time of the
cement. India possesses resources of gypsum. Hence its availability is not a concern for the
cement manufacture.
OTHER RAW MATERIALS
A few other raw materials like Blast Furnace Slag and Fly ash are also required for the
manufacture of the cement. Blast furnace slag is a waste product obtained from iron smelting
furnace whereas fly ash is the left over ash from thermal power station
INPUTS
Although limestone is the major raw material for cement industry, the critical raw
material is energy. How well the company uses coal and how much it costs will determine the
success ratio for cement manufactures. Major inputs in cement manufacturing include coal,
power and freight.
COAL
In India, coal is the fuel for the manufacturing of cement. Else where in the world
lignite, nature gas and oil are also used. They are not used in India, as continuous supply of
natural gas is not assured used by plants in southern plants of India, like Dalmia Cement, etc.,
As a supplement to coal that compensates the storage for coal in this aria. Cement plants

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Employee’s Job Satisfaction

require non-cooking coal of lower ash content. It should be less than 30%. Coal of lower ash
enables comparatively lower quality of limestone. The coal should have volatile matter and
high temperature. Transport of coal is another big issue as many of larger cement plants are
located close to the limestone deposits, which may not have coal deposits near by.
POWER
Power constitutes about 10% of the total cement production costs. About 3% of the
total power generated in the country is used by cement industry. The average consumption of
power in the dry process kilns is around 125 units per million tons of clinker.
FREIGHT
Freight constitutes a very significant part of the cost structure of cement units in
India. On an average freight for transporting finished product alone forms 13.85% of the cost
of production of large cement plants. The main areas of freight coast for the cement industries
are
 Transporting coal from the coal fields to the cement factories.
 Transporting cement from the plants to their markets.
Limestone transport would be even costlier than transporting coal or cement. Hence
cement plants located in cluster near limestone deposits. Indian railway is moving up to 60%
of the total production.
PRODUCTION PROCESS
Cement can be manufacture either by the wet process or by dry process. Many of the
Indian cement plants use the wet process technology. However, the dry process is gaining
momentum and enjoys the definite advantage, as it is more energy efficient. Today many
plants are switching over to dry process. In A.P all cement manufactures are using the dry
process technology.

Below table is presented to disclose information relating to production capacity and

actual production of cement industry less than five-years plans.

PRODUCTION CAPACITY & PRODUCTION OF CEMENT

Year Production capacity Production

(In million tones)
1942 1.89 1.76
1947 2.22 1.48
1950-51(before plan) 2.28 2.22

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Employee’s Job Satisfaction

1955-56( by the end of 1st plan) 5.02 4.60

1960-61( by the end of 2nd plan) 9.30 7.97
1965-66( by the end of 3rd plan) 12 10.97
1973-74( by the end of 4th plan) 19.76 14.66
1978-79( by the end of 5th plan) 22.58 14.66
1984-85( by the end of 6th plan) 42 30.13
1989-90( by the end of 7th plan) 61.56 45.41
1996-97( by the end of 8th plan) 105.25 76.22
1999-2001 105.5 93.5

FUTURE PROSPECTS AND GROWTH

The production capacity has increased from 5 lakh to 17 lakh tones per annum. In the
before year Zuari Cements has entered into joint venture agreement with ital cementic group,
which is a multinational company. The joint venture is for the manufacture and sale of
cement.
RAW MATERIALS REQUIREMENT
Lime stone, Iron ore, Bauxite, Gypsum and coal are the basic raw materials used in the
manufacturing process of cement. The average consumption of various raw materials is
shown in the table.
REQUIREMENT OF RAW MATERIALS

S.NO Raw material Tones per day Consumption per

Tones of cement
1 Limestone 7200 1.4 to 1.5
2 Additives 375 0.06 to 0.75
3 Bauxite iron ore coal 773 1.16 to 0.20
4 Gypsum 200 0.04 to 0.05
5 Product Clinker 500 -

NOTE
Due to change in the quality of limestone and coal, the consumption of additives has
been changed accordingly.

Lime stone + Additives Raw materials

Raw material (1.46%) + coal Calcinations clinker
Clinker + Gypsum Ordinary Portland cement
Clinker + Fly ash Pozzolanad Portland
ORGANIZATIONAL STRUCTURE

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Employee’s Job Satisfaction

The organizational structure of Zuari is simple and flat. The employees are assigned
grades based on their pay packages. These grades are not based on the job responsibilities.
May have different grades for reasons like duration of association with the company.
GRADES FOR EMPLOYEES (DESIGNATIONS)

M1 General Manager Top Level

M2 Deputy General Manager Top Level
M3 Senior Manager Top Level
M4 Manager Top Level

M5 Deputy Manager Middle Level

M6 Assistant Manager Middle Level
M7 Senior Officer Middle Level
M8 Officer Low level
M9 Assistant Engineer Low level

GRADES FOR WORKERS

E to A : Helpers, Masdoors etc.,
1 to 7 : Clerical people.
OBJECTIVES OF THE WORKERS

 To provide employment to the local employees

 To supply best cement at economical prices
 To get optimum utilization of the raw materials available of their mines
 Manufacturing quality cement and to stand as a market leader in south India.

RECENT DEVELOPMENTS
Zuari Cements has signed on agreement with the cement corporation of India (CCI) to
market CCI’s cement produces from their facility at tender in Andhra Pradesh.Zuari Cements
shall market this in the state of Tamil Nadu, Kerala, Andhra Pradesh and pond cherry. The
incremental tonnage for zuari cement as result of this arrangement is around 3.5 lakh tones.
HUMAN RESOURCE MANAGEMENT POLICIES AND PRACTICES
RECRUITMENT & SELECTION
Recruitment & selection are done according to the need of the organization candidates
are selected through campus selection two or three consultants are there fro recruitment
selection is done by interview.
TRAINING & DEVELOPMENT

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Employee’s Job Satisfaction

On the job training is given for apprentices “JEEVANA YATRA” training program is
there for workers development. Nearly 25 workers and 1 or 2 supervisory level employees
will participate in this program.
PROMOTIONS
Promotions are given for to recognize the individual’s performance and reward him for
his work so that he may have an incentive. In zuari promotions are given on the basis of
performance appraisal rarely on seniority.
WAGE FIXATION
The management is following the rules and regulations of the government for wage
fixation. The salary of different employees ranges from Rs.5500 to Rs.30000 for wage board
employees it is fixed according to wage board act rate of wages are as follows.
I unskilled Rs.091.76 per day
II Semi Skilled Rs.116.40 per day
III Skilled Rs.140.53 per day
Wages of the workers has to be paid before 7 th of the every month. The wages will be
disbursed in the factory premises from 9.00 am to 5.00 pm date of payment of unpaid wages
on before 15th every month.
RETIREMENT BENEFITS
The company is providing retirement benefits for both executives and non-executives
as per the government rules & regulations. The provident fund payable is 12% f basic &
gratuity fund is 4.75%.
INDUSTRIAL RELATIONS
Industrial relation are very cordial. It is duty of the personnel manager to keep the
organization in right manner by maintaining fair relations with the workers. Three unions
exits in zuari among them on is recognized.
CANTEEN FACILITY
Canteen facility has been provided for employees & workers in Zuari Cements ltd.,
canteen is provided with good hygienic environment with subsidized rates usually served in
the canteen Good qualitative food ingredients are use in serving for employees & workers.
WORKING CONDITIONS
The working conditions arises of the credit the productive environment other recreational
facilities provided by Zuari Cements will be make the workers feel moves more and more
comfort enhancing the production targets the management of zuari cement will also take

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Employee’s Job Satisfaction

enormous preventive and security measures without happen unto wards things like accidents,
explosive and other polluted problems.
SHIFTS OF WORKING
The unit works around the clock. The working shifts are as follows.
Shifts During Lunch &Dinner
General Shift 8am to 5pm 12 to 1pm
Shift-A 6am to 2pm 11.3012.00noon
Shift-B 2pm to 11pm 7.30 to 8.00pm
Shift-C 1pm to 7am No break
LEVELS FACILITY
Leaves Workers Executives
Casual leaves 7 days per annum 7 days per annum
Sick leaves 12 days per annum 15 days per annum
Privilege leaves 15 days per annum 30 days per annum

RESTROOM
There are four rooms, which are located at main gate: Area of the rest room is kept
clean with adequate ventilation with sufficient light.
FIST-AID AND AMBULANCE FACILITY
All provisions according to rules are important on shop floor and all departments. Fist-
aid boxes are fixed are short distance from work side. There is one ambulance provide in the
dispensary that too for 24 hours.
MEASURES TO POLLUTION CONTROL
Generally cements plant causes major impact on the environment due to the continuous
handling of raw material, immediately and final products from gusting packing stages. At
zuari cement unit several pollution control equipment like multy clone dust collectors &
electro static precipitator (ESR) has been installed to minimized the impact on environment
pollution caused by the cement plant.
DRINKING WATER
The supply of drinking will also come under the category of basic measure since
the number of workers is more than 500, the company is providing cool water is always kept
clean and there are persons to recoup the supply of water regularly.

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Employee’s Job Satisfaction

EDUCATION FACILITIES
The company provides elementary school in staff colony. The company provides any
scholarship and books at subsidized rates.
READING ROOM/CLUBS
The Zuari Cements factory is having library and it is situated in the employees’
colony.
MEDICAL FACILITY
The company has a dispensary that contains a doctor and assistant. The company
provides free medical & for small wounds and bandages. If there is any dangerous case the
co. barer half of the amount.
HOUSING FACILITIES
Food clothing & shelter are essential requirement of human beings housing in the
primary need of human being in a civilized life. It contributes the most important which
continuously influences mans health and well-being. The Bhora committed in this context
observed the health happiness general manners and I crate facility Zuari Cements factories
providing following necessary housing facilities.
The quarter’s facilities are also available nearer to the factory premises. The company
has provided 157 quarter to their employees. The total occupied for township is 177 acres of
land. The company is giving house rent allowance to the wage board employees according to
their categories. In the case of wage board employees, the house rent is 30% of their basic
salary.
THE HAVING FACILITIES AS FOLLOWS:
Type House
D1 24
D Special 06
D5 06
D6 06
D9 06
E1 to E4 24
F 45
Hospital 01
Branch Post Office 01
Health Center 01

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Employee’s Job Satisfaction

U 11
U Special 05
Co-operative stores 02
Total 138
THE OTHER FACILITIES PROVIDED BY THE COMPANY ARE
 Recreational facilities
 Sports and games
 Cultural activities
 Gratuity
 Leave travel concession
UNIFORM
The management is maintaining a uniform (unique) for all the employees if different
cadres and is supplying two pairs of clothes shoes with stitching charges.
FREE ELECTRICITY
 200 units of electricity for M9, M8 & M7 grades
 30 units of electricity for M6 & M5 grades
 400 units of electricity for M4 & M3 & M2 grades
 Free of electricity for M1 grade, vice president.
ALLOWANCES PROVIDES BY THE COMPANY.
HOUSING ALLOWANCE
This is provided for the outsiders only. The management has been paying HRA @ 30%
on basic salary for people living in the town and 60% for those who live in capital cities
CONVEYANCE ALLOWANCE
The company according to grades provides these allowances.
WASHING ALLOWANCE
This is provided to the factory workers only.
HOUSING LOAN
Free quarters with water and facilities (electricity) all provided. Advance is available for
purchase of site and construction of house or to expand the existing house a maximum
amount of advance is Rs.3.5lakhs @ 6.5% of interest to M8.7 M9 grades & M7 to M1 grades
employees getting advances Rs.5 @ 6.5% of interest.
FURNITURE LOAN

18
Employee’s Job Satisfaction

Rs.30000 is provided to the employees from M9 to M6 grades Rs.40000 for M5 to

M3 graders and Rs.60000 for M2 grades with 6% of interest rate.
VEHICLE LOAN
For scooter/motor cycle/car loan are given to those wt have completed 2 years of service in
regular scale and those who have completed a period of 1 year probation successfully
Maximum limit of advance for motorcycle is Rs.35,000 recoverable in 12 installments with
4% interest for M9 to M. grades of employees.
Maximum limit of advance for car is Rs.1,30,000 recoverable in 12 installments with 6%
interest for M5 to M4 grades of employees.
WELFARE MEASURESThe company is provided both statutory-no statutory
measures for the welfare of the workers.
STATUTORY
The statutory measures are
 Uniform: shoes for the workers
 Drinking water is provided inside the premises
 Sanitary facilities are provided separately for men & women employees.
There is hospital in the quarters in which two MBBS doctors & one medical officer
are there.
 There is an ambulance for emergency purpose.
 A fair canteen with subsidized rates is provided.
NON-STATUTORY
 The non-statutory measures are
 Quarters are provided to both executives & non-executives.
 Recreational facilities are provided to the employees.
 Cultural programmes are conducted on some occasions.
 There is school for children in the quarters.
 PF, GF, Bonus facilities to the employees.
 Vehicle allowance is provided.
 Housing loan, Vehicle loan furniture loan is provided.
MAN POWER
 Executive cadre employees
 Wage board employees

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Employee’s Job Satisfaction

 Contract labor
SOCIAL RESPONSIBILITY
As part of social responsibility the company is maintaining one dispensary where the
near by villagers are treated free of cost. It has one primary school & also it has constructed
bus shelters, traffic signals water sheds, water tanks hospitals, houses & road dividers.
MOTIVATION
Motivation in Zuari Cements limited is one by encouraging the employees by
awarding them rewarding them and identifying their talents and promoting them to higher
positions. The career development is possible through proper motivational factors.
MAJOR USERS
Zuari Cements is marked through out south India by a wide network of stockiest. The
zuari sales officers and representatives are based in almost all cities.
And towns in south India, Major users of Zuari Cements are as follows.
 Madras refineries limited.
 Airport authority of India.
 Tamilnadu real estate limited
 East coast construction and industries limited.
 Tamil Nadu port trust.
 Asia pacific hotels limited.
 Grind well Norton limited.
 Tirumala Tirupati Devasthanam.
 APSEB- Srisailam power project
 Ramco industries visaka industries.
 Hyderabad Everest limited
 Nagarjuna Construction.
CORPORATE MARKETING OFFICE
Zuari Cements limited corporate marketing office is at Chennai (Tamil Nadu) and
branches are at:
 Hyderabad -Andhra Pradesh.
 Visakapatnam -Andhra Pradesh
 Bang lore -Karnataka.
 Cochin -Kerala

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Employee’s Job Satisfaction

 Hanaji - GAO.
 Chennai -Tamil Nadu
 Bhuwaneswar -Orrisa.
COMPETITORS
 Penna - Tadipathri
 Ultra Tech - Tadipathri
 Malabar -Cochin

21
Employee’s Job Satisfaction

2. RESEARCH METHODOLOGY
INTRODUCTION:

Today, the companies are looking for the flexible ways of completing the activities.
The sophistic technology is stimulating the individuals to use the available sources to
complete tasks. The organization found the need to know how the employees are motivated in
the organization.

2.1 NEED FOR THE STUDY

Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a
motivation to work

Good can be Better, Better can be Best “”-by improving satisfaction level of
employees we can motivate them to improve their performance.

The study is for identifying how the employees are satisfied and motivated to improve
their performance

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Employee’s Job Satisfaction

2.2 SCOPE OF THE STUDY

The job satisfaction refers to a person’s feeling of satisfaction on their job. It

is different from person to person. The researcher has chosen to measure the level
of job satisfaction

The study considers the impact of 10 factors on job satisfaction it

concentrates on the effect of factors in general, but no exclusive study is made on
them. The study considers only the perceptual elements of employees and does not
focus on ground realities.

The scope of study cover: work conditions, compensation, extra benefits,

conveyance treatment of superiors, colleagues, duty timings, and grievance
reprisal mechanism and promotion policy.

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Employee’s Job Satisfaction

2.3 OBJECTIVES OF THE STUDY

To identify the factors of job satisfaction of employees.

To study the job satisfaction level of employees working in zuari
cements Ltd.
To find that whether the employees are satisfied or not.

To analyse the company’s working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

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Employee’s Job Satisfaction

2.4 DATA SOURCES

Both primary & secondary data are taken in to consideration for the study of
job satisfaction of the employees.

Primary Data:

Primary data is collected through the administering the questionnaire by direct

contact and also involved in personal discussion to obtain insights of the information.

Secondary Data:

The data is obtained directly from the company’s annual reports, brochures, charts
and other documents.

2.4 SAMPLING

SAMPLE SIZE - 170

SAMPLING UNIT - low level employees and workers of

Zuari Cements Ltd, yerraguntla, Y.S.R dist

SAMPLING TECHNIQUE - Stratified Random Sampling

2.5 TOOLS FOR ANALYSIS

For the analysis of collected data, I used the following statistical tools:-

 Arithmetic Means
 Percentages
 Tables
 Bar-Charts

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Employee’s Job Satisfaction

2.5 LIMITATIONS OF THE STUDY

 The study is restricted only for Zuari Cements Limited, Yerraguntla.

 Some of the employees were not interested to fill the questionnaire.
 Time is a major constraint which limited my study to certain
departments only

26
Employee’s Job Satisfaction

THEORETICAL BACKGROUND
DEFINITIONS OF JOB SATISFACTION
Different authors give various definitions of job satisfaction. Some of them are taken
from the book of D.M. Pestonjee “Motivation and Job Satisfaction” which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal
of one’s job. An effective reaction to one’s job. Weiss

“Job Satisfaction as an attitude that results from balancing and summation of many
specific likes and dislikes experienced in connection with the job.

1. The Work Itself- The extent to which the job provides the individual with the interesting
tasks, opportunities for learning, and the chance to accept the responsibility.

2. Pay- The amount of financial remuneration that is received and their degree to which this
is viewed as quotable vis-à-vis that of others in the organization.

3. Promotion Opportunities- The chances for advancement in the organization.

4. Supervision- The abilities of the supervisor to provide technical assistance and behavioral
support.

5. Co-Workers- The degree to which fellow workers are technically proficient and socially
supportive.

Level of Job Satisfaction

The level of Job Satisfaction across group is not constant, but is related to a number of
variables. The key variables revolve around age, occupational level and organizational size,
the important aspects of Job Satisfaction for many people are the amounts of personal
closeness, friendship and small group team work.The simple path of “Satisfaction leads to
Performance” accurate statement is that high performance contributes to high job
satisfaction. Better performance in turn leads to higher economic, sociological and
psychological rewards. If these rewards are seen as fair and equitable, then improved
satisfaction develops because employees feel that they are receiving rewards in proportion to
their performance.

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Employee’s Job Satisfaction

Stability of Job Satisfaction

Attitudes are generally acquired over a long period of time Similarly, job or
dissatisfaction emerges as an employee gains more and more information about the work
place. Nevertheless, job is dynamic, for it can decline even more quickly than it develops.
Managers cannot establish the conditions leading to high satisfaction now and later neglect it.
For employee, needs may fluctuate suddenly. Managers need to pay attention to employee
attitudes week after week, month or year.

Determination of Job Satisfaction

According to Abraham, A. Korman there are two types of variables, which determine
the job satisfaction of an individual.

Organization Variables

Occupational Level: Higher the level of job greater the satisfaction of an individual; this is
because higher level jobs carry greater prestige and self control. This relationship between
occupational level and job satisfaction stems from social reference group theory, is that our
society values some jobs more than others.

Job content: Greater the variation in job content and the less repetitiveness with which the
task must be performed, the greater the satisfaction of the individuals involved.

Considerate Leadership: People like to be treated with consideration. Hence consideration

leadership results in higher job satisfaction than in considerate leadership.

Interaction in the work group: Interaction is more satisfying when

1. It results are being accepted by others.

2. It facilitates the achievement of goals.

Personal Variables

Age: Holding factors like occupational level constant indicates that this is generally a
positive relationship between the age and job satisfaction upon the retirement years and then

28
Employee’s Job Satisfaction

there is a sharp decrease in satisfaction of an individual aspires between and more prestigious
jobs in later years of his life, finding his channels for advancement blocked his satisfaction
decline.

Educational Level: With occupational level held constant there is a negative relationship
between educational level and job satisfaction.

Effects of Job satisfaction

Job satisfaction has a variety of effects. This effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism and turn over.

Physical and mental health

The degree of job satisfaction affects individual’s physical and mental health. Since
job satisfaction is a type of mental feeling, its favorableness or unfavourableness affects the
individual psychologically, which ultimately affects his physical health.

Productivity: There are two views about the relationship between the job satisfaction and
productivity.

1. A happy worker is a productive worker.

It establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when job satisfaction
decreases, productivity decreases. The basic logic behind in this is that a happy worker will
put more efforts for job performance.

2. A happy worker is not necessarily a productive work.

The other view that is a satisfied worker is not necessarily a productive worker
explains the relationship between job satisfaction and productivity. Various research, studies
also support this view.

Absenteeism: It refers to the frequency of absence of a job holder from the workplace either
unexcused absence due to some avoidable reasons or long absence due to some unavoidable

29
Employee’s Job Satisfaction

reasons. This absence is due to lack of satisfaction from the job which produces a’ lack of
will to work’.

Employee turnover: Turnover of employees is the rate at which employees leave the
organization within a given period of time. When an individual feels dissatisfaction in the
organization, he tries to overcome this through various ways of defense mechanism. If he is
not able to do so, he opts to leave the organization. Thus, in general case, employee turnover
is related to job satisfaction.

Factors Of job satisfaction

Job satisfaction refers to a general attitude, which an employee retains an account of

many specific attitudes in the following areas.

1. Job Satisfaction

2. Individual characteristic

3. Relationship outside the job.

There are different factors on which job satisfaction depends. Important among them
is discussed here under.

Personal Factors

They include worker’s sex, age, education, and their personal characteristics, family
background, socio economic background and the like.

Factors inherent in the job

These factors have recently been study and found to be in the selection of employees.
Instead of being guided by their co-workers and superiors, skilled workers would rather like
to be guided by their own inclination to choose jobs in consideration of what they have to do.
These factors include: the work itself, conditions, influence of internal and external
environment of the job which are uncontrolled by the management etc.,

Factors Controlled by Management

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Employee’s Job Satisfaction

They include the nature of supervision, job security, kind of work group, wage rate,
promotional opportunities, transfer policies, duration of work and sense of responsibilities.
All these factors influence the workers. Their presence in the organization motivates the
workers and provides a sense of job satisfaction.

Though performance and Job Satisfaction are influenced by different set of factors,
these two can be related, if management links rewards to performance. It is viewed that job
satisfaction is a consequence of performance rather than a cause of it. Satisfaction strongly
influences productivity efficiency of an organization whereas absenteeism, employee turn
over alcoholism, irresponsibility, commitment are the results of job dissatisfaction. However,
job satisfaction or job dissatisfaction forms opinions about the job and organization which
results in employee morale.

Improving job satisfaction

Job satisfaction plays a significant role in the organization. Therefore, Managers

should take concrete steps to improve the level of job satisfaction. The steps may be in the
forms of job redesigning to make the job more interesting and challenging, improving quality
of work life, linking rewards with performance, and improving overall organization climate.

IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism,
Turnover.
 Job satisfaction can partially mediate the relationship of personality variables and
deviant work behavior.
 Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends
to be satisfied with their jobs and the people who are satisfied their jobs tends to
satisfied with their life.

 This is vital piece of information that is job satisfaction and job performance is
directly related to one another. Thus it can be said that, “A happy worker is a
productive worker.”

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Employee’s Job Satisfaction

 It gives clear evidence that dissatisfied employees skip work more often and more like
to resign and satisfied worker likely to work longer with the organization.
IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction,
self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a
pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal. For the organization, job
satisfaction of its workers means a work force that is motivated and committed to high
quality performance. Increased productivity- the quantity and quality of output per hour
worked- seems to be a byproduct of improved quality of working life. It is important to note
that the literature on the relationship between job satisfaction and productivity is neither
conclusive nor consistent. However, studies dating back to Herzberg’s (1957) have shown
at least low correlation between high morale and high productivity and it does seem logical
that more satisfied workers will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100
percent of their effort for very long. Though fear is a powerful motivator, it is also a
temporary one, and also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and
worker morale. Job satisfaction is also linked with a healthier work force and has been found
to be a good indicator of longevity.Although only little correlation has been found between
job satisfaction and productivity, Brown (1996) notes that some employers have found that
satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus
protecting the “bottom line”.
WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is a worker benefit, surely the worker must be able to contribute to
his or her own satisfaction and well being on the job. The following suggestions can help a
worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.
This often leads to more challenging work and greater responsibilities, with attendant
increases in pay and other recognition.
Develop excellent communication skills. Employer’s value and rewards excellent
reading, listening, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform tasks more
efficiently and effectively. This will relive boredom and often gets one noticed.

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Employee’s Job Satisfaction

Demonstrate creativity and initiative. Qualities like these are valued by most organizations
and often results in recognition as well as in increased responsibilities and rewards.Develop
teamwork and people skills. A large part of job success is the ability to work well with others
to get the job done.Accept the diversity in people. Accept people with their differences and
their imperfections and learn how to give and receive criticism constructively. See the value
in your work. Appreciating the significance of what one does can lead to satisfaction with the
work itself. This help to give meaning to one’s existence, thus playing a vital role in job
satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.
FACTORS OF JOB SATISFACTION
1. Intrinsic aspect of job
It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other
physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory remuneration for work
done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance for continued
employment, either within the same company or within same type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of
organizational administration and policy. It also involves the relationship of employee
with all company superiors above level of immediate supervision.

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Employee’s Job Satisfaction

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same
or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employee’s status, information on new
developments, information on company line of authority, suggestion system, etc, are used
in literature to represent this factor.
10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.
REASONS OF LOW JOB SATISFACTION
Reasons why employees may not be completely satisfied with their jobs:
1. Conflict between co-workers.
2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.
EFFECTS OF LOW JOB SATISFACTION
1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.If there will be
low job satisfaction among the employees the rate of absenteeism will definitely increase and
it also affects on productivity of organization.

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Employee’s Job Satisfaction

J
o High B
b

s
a
t
i
s
f
a
c
t low
i A
n
low High

Rate of turn over and absences

Perceived personal job inputs

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between job satisfaction and rate of
turn over and rate of absenteeism. As the job satisfaction is high the rate of both turn over
and absentiseesm is low and vise a versa.
2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry relative to the rate
at which an employer gains and losses the staff.If the employer is said to be have a high
turnover of employees of that company have shorter tenure than those of other companies.
3.TRAINING COST INCREASES
As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.
INFLUENCES ON JOB SATISFACTION
There are no. of factors that influence job satisfaction. For example, one recent study even
found that if college students majors coinsided with their job , this relationship will predicted
subsequent job satisfaction. However, the main influences can be summerised along with the
dimentions identified above.

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Employee’s Job Satisfaction

The work itself

The concept of work itself is a major source of satisfaction. For example, research related to
the job charactoristics approach to job design, shows that feedback from job itself and
autonomy are two of the major job related motivational factors. Some of the most important
ingridents of a satisfying job uncovered by survey include intersting and challenging work,
work that is not boring, and the job that provides status.
Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional factor in
job satisfaction. Money not only helps people attain their basic needs butevel need
satisfaction. Employees often see pay as a reflection of how managemnet view their
conrtibution to the organization. Fringe benefits are also important.If the employees are
allowed some flexibility in choosing the type of benefits they prefer within a total package,
called a flexible benefit plan, there is a significant increase in both benefit satisfaction and
overall job satisfaction.
Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This is
because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good worker.
In other words, if management could keep the entire worker’s happy”, good performance
would automatically fallow. There are two propositions concerning the satisfaction
performance relation ship. The first proposition, which is based on traditional view, is that
satisfaction is the effect rather than the cause of performance. This proposition says that
efforts in a job leads to rewards, which results in a certain level of satisfaction .in another
proposition, both satisfaction and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turn over, and consequently organization can gain from lower turn over in terms of lower
hiring and training costs. Also research has shown an inverse relation between job satisfaction
and absenteeism. When job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism.
What job satisfaction people need?
Each employee wants:
1. Recognition as an individual

36
Employee’s Job Satisfaction

2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance
8. No arbitrary action- a voice a matters affecting him
9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.
MODELS OF JOB SATISFACTION
There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers. List of all the theorise and methods
measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)
 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

37
Employee’s Job Satisfaction

MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training
Efforts
Age
Perceived
Seniority
amount that
Education
should be
Co loyalty
received (a)
Past
performance
Level
Difficulty a=b
Time span Perceived job
satisfaction
Amount of characteristics
a>b
responsibility dissatisfaction
Perceived a<b guilt
outcome of Inequity
Perceived
referent others Discomfort
amount
Actual received
outcome (b)
received
Fig.no.2 Model of determinant of facet of job satisfaction
Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a person’s satisfaction with any facet of job. According to this
model actual outcome level plays a key role in a person’s perception of what rewards he
recieves. His perception influenced by his perception of what his referent others recieves.
AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too

38
Employee’s Job Satisfaction

much of a particular facet will produce 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 of 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 Timothy 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 (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzberg’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 to
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 Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological
artifactFurthermore, 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]
JOB CHARACTERISTICS MODEL

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Employee’s Job Satisfaction

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as
a framework to study how particular job characteristics impact on job outcomes, including
job satisfaction. The model states that there are five core job characteristics (skill variety,
task identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility for outcomes,
and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,
absenteeism, work motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score
(MPS) for a job, which can be used as an index of how likely a job is to affect an employee's
attitudes and behaviors. A meta-analysis of studies that assess the framework of the model
provides some support for the validity of the JCM.
MODERN METHOD OF MEASURING JOB SATISFACTION
In this method of measuring job satisfaction the comparision between various orgnizational
terms and conditions at managerial level and also the orgnization at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF
THE ORGANIZATION:
1. Management has a clear path for employee’s advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility

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Employee’s Job Satisfaction

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.
RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular
rating scale used to measure Job satisfaction is to include: Minnesota Satisfaction
Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions
of employees. Job Description Index: it measures Job satisfaction on the dimension identified
by Smith, Kendall, Hullin. Porter Need Identification Questionnaires: It is used only for
management personnel and revolves around the problems and challenges faced by managers.
CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job
satisfaction. It involves asking employees to described incidents on job when they were
particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents
and identifying those related aspects responsible for the positive and negative attitudes.
PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes.
The main advantage in this method is that additional information or clarifications can be
obtained promptly.
ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs. This
method provides employees more opportunity to express their in-depth feeling.In his study on
American employees, hoppock identified six factors that contributed to job satisfaction
among them. These are as follows:

1. The way individual reacts to unpleasant situations.

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Employee’s Job Satisfaction

2. The facilities with which he adjust himself to other persons.

3. His relative’s status in the social & economic group with which he identifies
himself.
4. The nature of work in relation to the abilities, interest & preparation of the
workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with the
employees.
Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of mind about the
work itself and about the life in general .the individual’s health, age, level of aspiration.
Social status and political & social activities can all contribute to the Job satisfaction. A
person’s attitude toward his or her job may be positive or negative.
JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the
organizing of the work so as to relate the contents of the job to the capacity, actual and
potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy
of job design. Stephan offers three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety.
When additional simple task are added to a job, the process is called horizontal job
enlargement. This also presumably adds interest to the work and reduces monotony and
boredom.

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Employee’s Job Satisfaction

DATA ANALYSIS & INTERPRETATION

Table 4.1: Job Awareness of Roles and Tasks to be Performed in

Organization

OPINIONS NUMBER OF RESPONDENTS PERCENTAGES

Strongly agree 60 35
Agree 88 52
Neutral 18 11
Disagree 4 2
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.1: Job Awareness of Employees

Source: Above Table 4.1

From the table 4.1 it is evident that 35% of the employees strongly agreed, 52%
agreed the statement, 11% are neutral and the remaining 2% disagreed. The total score for
this statement is 357 and mean score is 4.20, indicates that the majority of the employees
aware of their jobs, that is the roles and tasks in the organization.

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Employee’s Job Satisfaction

Table 4.2: Utilization of Employee’s Knowledge in the jobs

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 68 40
Agree 90 53
Neutral 12 7
Disagree 0 0
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.2: Utilization of Employee’s Knowledge in the jobs

Source: Above Table 4.2

From the above table 4.2 it is evident that 52% of the employees agreed, 40%of the
employees strongly agreed with the statement and the remaining 7% were neutral. The total
score for this statement is 368 and mean score is 4.32, it can be inferred that the organization
provides an opportunity to utilize the knowledge of employees in their present jobs.

Table 4.3: Recognition and Reward for Performance

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Employee’s Job Satisfaction

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 58 34
Agree 80 47
Neutral 26 15
Disagree 6 4
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.3: Recognition and Reward for Performance

Source: Above Table 4.3

From the above table 4.3 it is evident that 47%of the employees agreed, 34%of the
employees strongly agreed with the statement , 15% were neutral and the remaining 4%
disagreed. The total score for this statement is 350 and mean score is 4.11, it can be inferred
that employees receive recognition in the organization for their job performance.

Table 4.4: Prospects in the organization

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Employee’s Job Satisfaction

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 40 24
Agree 94 55
Neutral 32 19
Disagree 4 2
Strongly Disagree 0 0
Total 170 100

Source: Primary Data

Graph 4.4: Prospects in the organization

Source: Above Table 4.4

From the above table 4.4 it is evident that 55% of the employees agreed, 24%of the
employees strongly agreed with the statement , 19% were neutral and the remaining 2%
disagreed with this statement. The total score is 340 and mean score is 4.00, it can be
inferred that from the employee’s opinions, their prospects in the organization bright.

Table 4.5: Satisfaction with Benefits Received from organization

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Employee’s Job Satisfaction

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 48 28
Agree 88 52
Neutral 26 15
Disagree 8 5
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.5: Satisfaction with Benefits Received from organization

Source: Above Table 4.5

From the above table 4.5 it is evident that 52% of the employees agreed, 28% strongly
agreed with the statement , 15%were neutral and the remaining 5% disagreed. The total score
for this statement is 343 and mean score is 4.03. it can be inferred that majority of the
employees are satisfied with the benefits received from organization.

4.6: Compensation Package

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Employee’s Job Satisfaction

OPINION NUMBER OF RESPONDENTS PERCENTAGES

Strongly agree 64 38
Agree 80 47
Neutral 18 10
Disagree 8 5
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.6: Compensation Package

Source: Above Table 4.6

From the above table 4.6 it is evident that 47% of the employees agreed, 38%
strongly agreed with the statement , 10% were neutral and the remaining 5% are disagree.
The total score for this statement is 355 and mean score is 4.17, it can be inferred that
employees are satisfied with compensation packages offered by the organization.

Table 4.7: Superior’s Positive Attitude Towards Subordinates At Work

Place

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Employee’s Job Satisfaction

OPINIONS NUMBER OF RESPONDENTS PERCENTAGES

Strongly agree 52 31
Agree 80 47
Neutral 36 21
Disagree 2 1
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.7: Superior’s Positive Attitude Towards subordinates At Work

Place

Source: Above Table 4.7

From the above table 4.7 it is evident that 40% of the employees agreed, 31% strongly
agreed with the statement , 21% were neutral and the remaining 1% disagreed. The total
score for this statement is 346 and mean score is 4.07, it can be inferred that employees were
satisfied with superior’s positive attitude at work place.

Table 4.8: Superior’s Guidance and Co-operation

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 70 41
Agree 68 40
Neutral 30 18
Disagree 2 1
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.8: Superior’s Guidance and Co-operation

Source: Above Table 4.8

From the above table 4.8 it is evident that 41% of the employees strongly agreed, 40%
agreed with the statement , 18% were neutral and the remaining 1% disagreed. The total
score for this statement is 358 and mean score is 4.21, it can be inferred that employees are
receiving good co-operation from their superiors.

Table 4.9: Performance Appraisal System As Motivator in the Organization

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 46 27
Agree 92 54

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Employee’s Job Satisfaction

Neutral 26 15
Disagree 6 4
Strongly Disagree 0 0
Total 170 100

Source: Primary Data

Graph 4.9: Performance Appraisal System As Motivator in the

Organization

Source: Above Table 4.9

From the above table 4.9 it is evident that 54% of the employees agreed, 27%
strongly agreed with the statement, 15% were neutral and the remaining 4% `disagreed. The
total score for this statement is 344 and mean score is 4.04, it can be inferred that employees
agreed that present performance appraisal system is good in their organization.

Table 4.10: Conditions and Environment at Work Place

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 64 38
Agree 70 41
Neutral 32 19

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Employee’s Job Satisfaction

Disagree 4 2
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.10: Conditions and Environment at Work Place

Source: Above Table 4.10

From the above table 4.10 it is evident that 41% strongly agreed, 41% agreed with
the statement, 19% were neutral and the remaining 2% disagreed. The total score for this
statement is 352 and mean score is 4.14, it can be inferred that employees felt that the
organization environment is conductive for work.

Table 4.11 : Organization’s Concern about Individual Development

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 58 34
Agree 82 48

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Employee’s Job Satisfaction

Neutral 24 14
Disagree 6 4
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.11: Organization’s Concern about Individual Development

Source: Above Table 4.11

From the above table 4.11, it is evident that 48% of the employees agreed, 34%of the
employees strongly agreed with the statement, 14% were neutral and the remaining 4%
disagreed. The total score for this statement is 357 and mean score is 4.20, it can be inferred
that employees felt that organization shows concern for individual development.

Table 4.12: Organization Image and Performance

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 50 29
Agree 88 52

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Employee’s Job Satisfaction

Neutral 30 18
Disagree 2 1
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.12: Organization Image and Performance

Source: Above Table 4.12

From the above table 4.12, it is evident that 52% of the employees agreed, 29%
strongly agree with the statement, 18% were neutral and the remaining 1% disagreed. The
total score for this statement is 348 and mean score is 4.09, it indicates that organization
image motivates the employee to perform well.

Table 3.13: Teams Sharing the Responsibilities

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 42 25
Agree 98 58

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Employee’s Job Satisfaction

Neutral 26 15
Disagree 4 2
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.13: Teams Sharing the Responsibilities

Source:Above Table 4.13

From the above table 4.13, it is evident that 58% of the employees agreed, 25%
strongly agreed with the statement, 15% were neutral and the remaining 2% were disagreed.
The total score for this statement is 344 and mean score is 4.04, it indicates that the
employee’s agreed with the statement.

Table 4.14: Right Placement in the Jobs

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS
Strongly agree 44 26
Agree 90 53

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Employee’s Job Satisfaction

Neutral 34 20
Disagree 2 1
Strongly Disagree 0 0
Total 170 100

Source: Primary Data

Graph 4.14: Right Placement in the Jobs

Source: Above Table 4.14

From the above table 4.14, it is evident that 53% of the employees agreed, 26%
strongly agreed with the statement, 20% were neutral and the remaining 1% disagreed. The
total score for this statement is 343 and mean score is 4.03, indicates that the employees feel
they are placed right in their jobs.

Table 4.15: Effective Communication between Employer and Employee

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 58 34
Agree 86 51
Neutral 22 13
Disagree 2 1
Strongly Disagree 2 1
Total 170 100

Source: Primary Data

Graph 4.15: Effective Communication between Employer and Employee

Source: Above Table 4.15

From the above table 4.15 it is evident that 51% of the employees agreed, 34%
strongly agreed with the statement, 13% were neutral and the remaining 1% disagreed and
1% strongly disagreed. The total score for this statement is 353 and mean score is 4.15, it can
be inferred that employees agreed with the statement that employer – employee
communication was effective.

Table 4.16: Family problems influencing job performance

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 28 16
Agree 44 26
Neutral 30 18
Disagree 54 32
Strongly Disagree 14 8
Total 170 100

Source: Primary Data

Graph 4.16: Family problems influencing job performance

Source:Above Table 4.16

From the above table 4.16,it is evident that 32% of the employees disagreed, 26%
agreed with the statement, 18% were neutral and the remaining 16% strongly agreed and 8%
strongly disagreed. The total score for this statement is 264 and mean score is 3.10, it can be
inferred that employees agreed that family problems have influence on work and
performance.

Table 4.17: Co-operation among colleagues and workers

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 56 33
Agree 76 45
Neutral 36 21
Disagree 2 1
Strongly Disagree 0 0
Total 170 100

Source: Primary Data

Graph 4.17: Co-operation among colleagues and workers

Source: Above Table 4.17

From the above table 4.17, it is evident that 45% of the employees agreed, 33%
strongly agreed with the statement, 21% were neutral and the remaining 1% disagreed. The
total score for this statement is 348 and mean score is 4.09, it can be inferred that both
managers and executives are satisfied with co-operation they are receiving from co-workers.

Table 4.18: Technical and General Training Received

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 54 32
Agree 86 51
Neutral 24 14
Disagree 4 2
Strongly Disagree 2 1
Total 170 100
Source: Primary Data

Graph 4.18: Technical and General Training Received

Source: Above Table 4.18

From the above table 4.18, it is evident that 51% of the employees agreed, 32%
strongly agreed with the statement, 14% were neutral and the remaining 2% disagreed and
1% strongly disagreed. The total score for this statement is 348 and mean score is 4.09, which
shows that employees agreed with the statement that technical and general training is
essential for better job performance.

Table 4.19: Good Quality of work life

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 60 35
Agree 84 49
Neutral 20 12
Disagree 6 4
Strongly Disagree 0 0
Total 170 100
Source: Primary Data

Graph 4.19: Good Quality of work life

Source:Above Table 4.19

From the above table 4.19, it is evident that 49% of the employees agreed, 35% strongly
agreed the statement, 12% were neutral and the remaining 4% disagreed. The total score for
this statement is 354 and mean score is 4.16, it can be inferred that employees agreed with
the statement quality of work life is good in the organization.

Table 4.20: Overall Satisfaction with the present job

OPINIONS NUMBER OF PERCENTAGES

RESPONDENTS

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Employee’s Job Satisfaction

Strongly agree 54 32
Agree 94 55
Neutral 18 11
Disagree 2 1
Strongly Disagree 2 1
Total 170 100
Source: Primary Data

Graph 4.20: Overall Satisfaction with the present job

Source:Above Table 4.20

From the above table 4.20,it is evident that 55% of the employees agreed, 32% strongly
agreed with the statement, 11% were neutral and the remaining 1% disagreed and 1%
strongly disagreed. The total score for this statement is 353 and mean score is 4.15, which
indicate that employees agreed with the statement that the employees are overall satisfied
with their present jobs

5. FINDINGS AND SUGGESTIONS

FINDINGS

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Employee’s Job Satisfaction

 87% of the employees aware of their jobs, that is the roles and tasks to be performed
in the organization.
 93% of the employees agreed that the organization provides an opportunity to utilize
the knowledge in their present jobs.
 81% of the employees agreed that they receive recognition in the organization for
their job performance.
 81% of the employees felt that their prospects in the organization bright .
 80% of the employees are satisfied benefits received from the organization.
 85% of the employees are satisfied with compensation packages offered by the
organization.
 78% of the employees are satisfied with superiors attitude at work place.
 81% of the employees receiving good cooperation from their superiors.
 81% of the employees agreed that present performance appraisal system is good in the
organization.
 79% of the employees felt that the organization environment is conducive for work.
 82% or the employees felt that organization shows concern for individual
development.
 81% of the employees agreed that organization image motivates the employee to
perform well.
 80% of the employees agreed that there is a team approach in sharing the
responsibilities.
 79% of the employees felt they are placed right in their jobs.
 85% of the employees agreed that employer and employee communication was
effective in the organization.
 42% of the employees agreed that family problems have influence on work and
performance.
 78% of the employees are satisfied with co-operation they are receiving from co-
workers.
 83% of the employees technical and general training is essential for better job
performance.
 84% of the employees agreed that the quality of work life is good in the organization.
 87% of the employees are over all satisfied with their present jobs.

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Employee’s Job Satisfaction

SUGGESTIONS

In promotions, preference should be given to employee`s job performance, not the

seniority.

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Employee’s Job Satisfaction

 The management may encourage and motivate employees by providing

them opportunity to mutually set goals and to accomplish them together.
 The performance of the employees must be rightly recognized and
rewarded in time.
 Extraordinary performance employees must be rewarded annually.

CONCULSION

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Employee’s Job Satisfaction

The analysis clearly shows that the employees are satisfied with their jobs. But as Researcher
it is my responsibility to give some suggestions to the company on the basis of my finding
and observation.

QUESTIONNAIRE

1. I am well aware of roles and tasks to be performed in organization. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

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Employee’s Job Satisfaction

2. I feel job utilizes all my knowledge. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

3. My performance in organization is rightly recognized and rewarded

in time ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

4. I feel present job provides good future prospects. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

5. I satisfied with benefits provided by organization. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

6. Compensation packages provided by organization are good. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

7. Superiors attitude show influence on performance of employee. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

8. I am receiving good guidance, co-operation from my superiors. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

9. Performance appraisal system in organization motivating employee to work perform

well. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

10. Conditions and environment at workplace are conducive. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

11. I feel organization is committed in every individual development. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

12. Organization image motivates me to perform well. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

13. In organization, we approach any problem as a team and share the responsibilities.
( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

14. I feel I have been placed in right job. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

15. I feel communication between employee and employer is good. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

16. I feel family and personal problems show influence on work and performance.
( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

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Employee’s Job Satisfaction

17. There is a proper co-ordination and co-operation in work group in

Organization ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

18. The technical and general training I receive helps me perform better in my job.
( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

19. Quality of work life is good in our organization. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

20. I satisfied with the present job. ( )

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

BIBLIOGRAPHY

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Employee’s Job Satisfaction

Human resource Management: Gary Dazzler

Human resource Management and Personnel Management:
Aswathappa
Personnel & Human Resources Management:P.Subba Rao
Research Methodology:C.R. Kothari

JOURNALS

 Performance Management,July 2008,HRM Review

 Indian Journal of Industrial Relations.
 PR Communication Age.

WEBSITES

 www.google.com
 www.wikipedia.com
 www.zuaricements.com

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