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DISSERTATION REPORT
ON
WORK VALUE AND JOB SATISFACTION- A STUDYOF INDIAN MANAGERS IN IT INDUSTRY
In fulfillment of Master of Business AdministrationIn Human Resource
With Special Reference To
IT INDUSTRY IN INDIA
By:
MRINALINIA0102306A26
MBA-HR (2006-2008)
MAY2,2008
AMITY UNIVERSITYUTTAR PRADESH
AMITY BUSINESS SCHOOL- AU
SECTOR-44, NOIDA, UP
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TABLE OF CONTENT
S.No TOPICS PAGE No.
1. Executive Summary 4
2. Acknowledgement 8
3. Introduction to IT Industry 9 11
4. Research Methodology 13
5. About Work Value and Job Satisfaction Conceptual Framework 15
Work Value 16 17
Job Satisfaction 18
Models of Job Satisfaction 19 20
6. The Study At a Glance 28 - 33
7. Condensation of Questions into 4 Main Factors 35 38
8. Recommendations 40 41
9. The Role of HR in Work Value & Job Satisfaction 43 - 45
10. Conclusion 46
11. Limitation of the study 47
12 Annexure
Bibliography 53
Questionnaire 50-52
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CERTIFICATE
This is to certify that Mrinalini, a student of Master of Business Administration (MBA
HR), class of 2008, Amity Business School , Amity University(bearing AUUP Enrolment
No. A0102306053), during 4th semester of her MBA from Oct 07 to May 08 as part of
her academic curriculum. She has worked under my guidance for the subject title Work
Value and Job Satisfaction A Study Of Indian Managers In IT Industry
She has been guided by (Dr.Jaya Yadav, Lecturer) , Amity Business School , Amity
University.
This dissertation report is prepared in partial fulfillment of Master of Business
Administration (MBA HR) to be awarded by Amity University, U.P.
To the best of my knowledge this piece of work is original and no part of this report has
been submitted by the student to any other Institute or University earlier.
Date
2.5.8 Dr.Jaya Yadav
Lecturer.
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EXECUTIVE SUMMARY
In the current changing scenario of global competition, advances in technology, open
economic environment and gradual shifting from muscles to machines and Brawn to
Brain power, the role played by human resource is significant for an organization.
Dessertation being an integral part of MBA program helps the students to understand the
various practical aspects of Human Resource Management (HRM).
As a part of my MBA curriculum Amity Business School, it was imperative for me as a
management student to undertake a research project in my area of specialization.
Since, IT industry is one of the fastest going industries, thereby to comprehend the
significance of Human resource Management, I had undertaken my desseratation in the
IT Sector, under the title Work Value and Job Satifaction- A study of Managers in
Industry.
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WORK VALUE AND JOB
SATISFACTION- A STUDY OF
INDIAN MANAGERS IN IT
INDUSTRY
OBJECTIVE
To understand the relationship between work value and job satisfaction.
To compare the level of job satisfaction in various IT companies across India
WHY STUDY
It examines the relationship between job satisfaction and work values
The study attempts to develop a theory of job satisfaction which incorporatedifferences in work value and perceived job characteristics as key explanatory
variables.
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Work values have an independent effect on job satisfaction. The extent to which
the workers are able to attain perceived job rewards is conceptualized to be a
function of their degree of control over their employment situation.
To develop a frame work which links the variation in job satisfaction of the
workers which links their variation in the job satisfaction of the workers to the
factors which influence their degree of control over the attainment of their job
rewards
CONCEPTUAL FRAMEWORK
Values
Values
Basic convictions about what is important to the individual
They contain a judgmental element of what is right, good, or desirable.
Types of values
Terminal: Goals that individuals would like to achieve during their lifetime
Instrumental: Preferable ways of behaving
Importance of values
Values generally influence attitudes and behavior.
JOB SATISFACTION
The sense of fulfillment and pride felt by people who enjoy their work and do it
well.
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An absence of job satisfaction can lead to poor motivation, stress, absenteeism,
and high labor turnover.
Job Satisfaction and Employee Performance
Satisfaction Affects
Individual Productivity
Organizational Productivity
Absenteeism
Turnover
Organizational Citizenship Behavior.
SUMMARY AND IMPLICATIONS
Values strongly influence a persons attitudes.
An employees performance and satisfaction are likely to be higher if his or her
values fit well with the organization.
Managers should be interested in their employees attitudes because attitudes give
warning signs of potential problems and because they influence behaviour.
METHODOLOGY
Sample
70 managers working in the IT industry.
Tools
Use of standardized measures for collecting data.
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Tools for data analysis:
Qualitative tools
Correlation Analysis
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ACKNOWLEDGEMENT
The Dissertation Title Work Value and Job Satisfaction- A study of Indian Managers
in IT Industry has been conducted by me during March and April. I have completed this
project based on the primary research under the guidance of Prof.(Dr.) Jaya Yadav
(Faculty Guide).
I owe enormous intellectual debt towards the Manager and associates at various IT
companies in India who have augmented my knowledge and have helped me learn about
the process and giving me valuable insight into the subject.
My extreme spectrum of knowledge in this field is the result of their constant supervision
and direction that has helped me to absorb relevant and high quality information.
I would like to thank all respondents without whose cooperation my project would not
have been complete.
Last but not the least I feel indebted to all those persons who have helped directly or
indirectly in successful completion of this project.
May2, 2008 MRINALINI
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A0102306A26
Introduction to IT INDUSTRY
The Indian software industry has grown from a mere US $ 150 million in 1991-92 to a staggering
US $ 5.7 billion (including over $4 billion worth of software exports) in 1999-2000. No other
Indian industry has performed so well against the global competition.
The annual growth rate of Indias software exports has been consistently over 50 percent since
1991. As per the projections made by the National Association of Software and Services
Companies (NASSCOM) for 2000-2001 (April 1, 2000 - March 31, 2001), Indias software exports
would be around $ 6.3 billion, in addition to $ 2.5 billion in domestic sale.
Indian Software Industry 1995-2000
(US $ million)
1995-96 1996-97 1997-98 1998-99 1999-2000 2000-01*
Domestic software Market 490 670 920 1250 1700 2450
Software Exports 734 1085 1750 2650 4000 6300
Indian Software Industry 1224 1755 2670 3900 5700 8750
(* Source: NASSCOM Report)
Today, India exports software and services to nearly 95 countries around the world. The share of
North America (U.S. & Canada) in Indias software exports is about 61 per cent. In 1999-2000,
more than a third of Fortune 500 companies outsourced their software requirements to India.
NASSCOMs survey during 1999-2000 indicates a reversal in the mode of services offered by
India. In 1991-92, offshore services accounted 5 per cent and on-site services 95 % of the total
exports. However, during 1999-2000 offshore services contributed over 40 percent of the total
exports.
The NASSCOM - McKinsey report on India's IT industry
According to a NASSCOM-McKinsey report, annual revenue projections for Indias IT industry in
2008 are US $ 87 billion and market openings are emerging across four broad sectors, IT
services, software products, IT enabled services, and e-businesses thus creating a number of
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opportunities for Indian companies. In addition to the export market, all of these segments have a
domestic market component as well.
Other key findings of this report are:
Software & Services will contribute over 7.5 % of the overall GDP growth of India
IT Exports will account for 35% of the total exports from India
Potential for 2.2 million jobs in IT by 2008
IT industry will attract Foreign Direct Investment (FDI) of U.S. $ 4-5 billion
Market capitalization of IT shares will be around U.S. $ 225 billion
Projected Revenues - 2008
($ US billion)
India Based India CentricSub total
(International)Domestic Total 1998
IT Services 23 7* 30 8.5 38.5 2.1
Software Products 8 2 10 9.5** 19.5 0.6
IT-enabled
Service15 2 17 2 19 0.4
E-business 4 1 5 5 10 0.2
Total 50 12 62 25 87 3.3
Exports of $50 billion in 2008
* Legacy/client server, ERP and package work and Internet all have different proportions of work outside India where
revenues are not export revenues.
** Resale of imported products included.
While the industry has been growing at above average growth rates, software
development activity is not confined to a few cities in India. Software development
hotspots, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-
Gurgaon belt, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are
all developing quickly. They boast state-of-the-art software facilities and the presence of
a large number of overseas vendors.
The dynamic industrial policy declared in 1996, with comprehensive packages of
incentives and concessions, has ensured a productive ground for various industries. The
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hardware and software industries have now brought about a revolution of sorts under
these schemes. Various institutions and computer training centers have contributed to the
large number of trained and talented professionals.
In fact, the Technopolis of India will be holding one of the largest IT events this
year, for the fourth consecutive time Bangalore IT.COM 2001, Conference and
Tradeshow.
Under one sprawling banner, over a short but intensive span of five days, Bangalore will
see over 500 IT and Telecom giants from all over the world. There will be over 75,000
business visitors, plus corporate buyers, decision
makers, visionaries and technology gurus converging from key international markets
across the U.S., Europe, India and Southeast Asia. This years Bangalore IT.COM will
also feature a unique Global Buyer-Seller Meet, a forum for generating business leads,
structured networking and pre-fixed meetings for international and domestic outsourcing
partners.
According the data from ministry of communication and information technology, the
ITES-BPO industry has grown by about 54 per cent with export earnings of US$ 3.6
billion during 2003-04. Output of the Indian electronics and IT industry is estimated to
have grown by 18.2 per cent to Rs. 1,14,650 crore in 2003-04.
GOWTH OF THE IT INDUSTRY
Bolstered with a significant, technically sound resource base, the software industry has
grown unimpeded. With a compounded annual growth rate of more than 50% between
1992 and 2001, the Indian software sector has expanded almost twice as quickly as the
world-leading U.S. software industry did during the same period, although from a smaller
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base.
India IT Software and Services Industry (US$ billion)
Source: NASSCOM
MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY
With the formation of a ministry for IT, Government of India has taken a major step
towards promoting the domestic industry and achieving the full potential of the Indian IT
entrepreneurs. Constraints have been comprehensively identified and steps taken to
overcome them and also to provide incentives.
In order to broaden the internet base, the Department OF Information technology has also
announced a programme to establish State Wide Area Network (SWAN) up to the block
level to provide connectivity for e-governance. The Department has also set up
Community Information Centres (CICs) in hilly, far-flung areas of the North-East and
Jammu and Kashmir to facilitate the spread of benefit of information and communication
technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country
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like Uttaranchal, Andaman & Nicobar and Lakshadweep.
A number of steps have been taken to meet the challenge of zero duty regime in 2005
under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts,
other inputs and capital goods have been rationalized to make domestic manufacturing
viable and competitive.
.
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RESEARCH METHODOLOGY
Data Source Primary Data and Secondary Data
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ABOUT WORK VALUE AND JOB
SATISFACTION
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THE CONCEPTUAL FRAME
WORK
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CONCEPTUAL FRAMEWORK
VALUES
Values
Basic convictions about what is important to the individual
They contain a judgmental element of what is right, good, or desirable.
Types of values Terminal: Goals that individuals would like to achieve during their lifetime
Instrumental: Preferable ways of behaving
Importance of values
Values generally influence attitudes and behavior.
JOB SATISFACTION
The sense of fulfillment and pride felt by people who enjoy their work and do it
well.
An absence of job satisfaction can lead to poor motivation, stress, absenteeism,
and high labor turnover.
Job Satisfaction and Employee Performance
Satisfaction Affects
Individual Productivity
Organizational Productivity
Absenteeism
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Turnover
Organizational Citizenship Behavior.
SUMMARY AND IMPLICATIONS
Values strongly influence a persons attitudes.
An employees performance and satisfaction are likely to be higher if his or her
values fit well with the organization.
Managers should be interested in their employees attitudes because attitudes give
warning signs of potential problems and because they influence behaviour.
WORK VALUE
VALUES
Values represent basic convictions that a specific mode of conduct exhibits on end state
of existence. These are ones principles or standards worth values.
IMPORTANCE
These are important to study of organizational behavior because they lay the foundation
for the understanding of attitudes, perception, personality and motivations. Interactions
are exchanges of words or objects. These are crucial as their frequencies determine
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system boundaries, friendships, other types of behavior that are activities which people do
while in group. Individuals enter an organization with preconceived notions of "what
ought" and "what ought not" to be. These notions are not value free. On the contrary, they
contain interpretations of right and wrong. Further, they imply that certain behavior or
outcomes are preferred over others. Values are seldom explicit but very much shape event
and from expectations about behavior. As a consequence, values cloud objectivity and
rationality influencing behavior.
SOURCES OF VALUE SYSTEM
Values develop gradually being reinforced over time. Peace, cooperation, harmony,
equity and democracy are societal values that are considered desirable in our culture.
These are not fixed but when they change, they change very slowly.
Values are renewed from parents, teachers, friends, personalities, etc. These are stable
and enduring. For e.g. in some groups, members believe that it is `right that individuals
should put group needs ahead of their own personal interests. Individuals are expected to
subordinate their desires for betterment of total group. An extreme version of value is
found in traditional families in India, where all major decisions are made by elders
keeping family in mind. Opposite of this value is American society where a person is
made to think and listen to his conscience and makes choices accordingly at early age. In
work setting, values of group and individuals strongly determine how members behave,
even though they are unattainable.
TYPES OF VALUE
1. Theoretical - places high importance on discovery of truth through a critical and
rational approach.
2. Economic - emphasizes on the useful and practical
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3. Aesthetic - places highest value on form and harmony
4. Social - highest value is given to love of people
5. Political - emphasizes on acquisition of power and influence.
6. Religious - concerned with unity of experience and understanding of cosmos as a
whole.
CHANGE IN EMPLOYEE VALUE
Values may be stable and enduring but not rigid. New generations can bring new set of
values. An organization needs to respond to these change values if younger employees
are to remain in organization as productive members. Job attitudes are settled mode of
thinking. Values that people hold help explain their attitude. However, attitudes are less
stable as values influence a persons attitudes. The performance and satisfaction from job
are also affected. In organizations these are important. Job satisfaction is a type of attitude
that is OB related and is of concern. Job satisfaction, job involvement and organizational
commitment which have positive or negative appraisals that people make about their joband organization. Thus, individual values and organization values need to be in alignment
for better performance by employees.
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JOB SATISFACTION
Job satisfaction describes how content an individual is with his or her job. It is a
relatively recent term since in previous centuries the jobs available to a particular person
were often predetermined by the occupation of that person's parent. There are a variety of
factors that can influence a person's level of job satisfaction; some of these factors include
the level of pay and benefits, the perceived fairness of the promotion system within a
company, the quality of the working conditions, leadership and social relationships, and
the job itself (the variety of tasks involved, the interest and challenge the job generates,
and the clarity of the job description/requirements).
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design aims to
enhance job satisfaction and performance, methods include job rotation, job enlargement
and job enrichment. Other influences on satisfaction include the management style and
culture, employee involvement, empowerment and autonomous work groups. Job
satisfaction is a very important attribute which is frequently measured by organizations.
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The most common way of measurement is the use of rating scales where employees
report their reactions to their jobs. Questions relate to rate of pay, work responsibilities,
variety of tasks, promotional opportunities the work itself and co-workers.
DEFINITIONS
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones job.
MODELS OF JOB SATISFACTION
AFFECT THEORY
Edwin A. Lockes 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 whenexpectations are/arent 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 doesnt value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a position that
offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular
facet will produce stronger feelings of dissatisfaction the more a worker values that facet.
DISPOSITIONAL THEORY
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Another well-known job satisfaction theory is the Dispositional Theory[citation needed].
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 ones 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 ones 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 ones own competence) lead to higher work satisfaction. Having an
internal locus of control (believing one has control over her\his own life, as opposed to
outside forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction.
TWO-FACTOR THEORY (MOTIVATION-HYGIENE THEORY)
Frederick Herzbergs 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, for example achievement in work,
recognition, promotion opportunities. These motivating factors are considered to be
intrinsic to the job, or the work carried out.Hygiene factors include aspects of the
working environment such as pay, company policies, supervisory practices, and other
working conditions.
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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 artifact.
Furthermore, the theory does not consider individual differences, conversely predicting
all employees will react in an identical manner to changes in motivating/hygiene factors.
Finally, the model has been criticised in that it does not specify how motivating/hygiene
factors are to be measured.
JOB CHARECTERISTICS MODEL
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
feedback
which impact three critical psychological states
experienced meaningfulness experienced responsibility for outcomes
knowledge of the actual results
in turn influencing work outcomes
job satisfaction
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absenteeism
work motivation
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.
JOB SATISFACTION : STRATERGIES TO MAKE WORK MORE
GRATIFYING
Stress mounts when work is no longer satisfying. Here's a look at the underlying
causes and ways you can boost your job satisfaction.
You've dreamed about an ideal job in which you're motivated, inspired, respected and
well paid. But in reality, you've had to settle for something that falls a bit short of your
ideal. Maybe it started as your dream job and for a time you loved it. But now you find it
harder and harder to get through the day.
Lack of job satisfaction can be a significant source of stress. Reasons why you may not
be completely satisfied with your job include:
Conflict between co-workers
Conflict with your supervisor
Not being appropriately paid for what you do
Not having the necessary equipment or resources to succeed
Lack of opportunities for promotion
Having little or no say in decisions that affect you
Fear of losing your job through downsizing or outsourcing
Sometimes it's the job itself that causes dissatisfaction. For example, the work may be
boring, or ill-suited to your interests, education and skills.
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Take some time to think about what motivates and inspires you. You may even want to
work with a career counselor to complete a formal assessment of you interests, skills and
passions. Then explore some strategies to increase your job satisfaction.
APPROACH TO WORK
People tend to approach work from three perspectives. They view work as
A job
A career
A calling.
Usually all three perspectives are important, but one or the other is the priority.
Job: If you approach work as a job, you focus primarily on the financial rewards. In
fact, the nature of the work may hold little interest for you. What's important is the
money. If a job with more pay comes your way, you'll likely move on.
Career: If you approach work as a career, you're interested in advancement. You want
to climb the career ladder as far as possible or be among the most highly regarded
professionals in your field. You're motivated by the status, prestige and power that
come with the job.
Calling: If you approach your job as a calling, you focus on the work itself. You work
less for the financial gain or career advancement than for the fulfillment the work
brings.
STRATERGIES TO IMPROVE JOB SATISFACTION
Depending on the underlying cause of your dissatisfaction, there may be several ways to
increase your job satisfaction.
SET NEW CHALLENGES
If you're stuck in a job because of lack of education or a downturn in the economy, it
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doesn't mean your work has to become drudgery. With a little imagination, you can create
new challenges and make the best of the job you have. Here are some ideas that may
help.
Improve your job skills . Imagining yourself in your dream job, you might see
yourself as an excellent project manager a confident communicator and a highly
organized person. Why not work on these skills in your present job?
Develop your own project . Take on a project that can motivate you and give
you a sense of control. Start small, such as organizing a work-related celebration,
before moving on to larger goals. Working on something you care about can boost
your confidence.
Mentor a co-worker . Once you've mastered a job, you may find it becoming
routine. Helping a new co-worker or an intern advance his or her skills can often
restore the challenge and the satisfaction you desire.
BEAT THE BOREDOM
Does your job seem boring sometimes? Do you run out of things to do? If so, your
abilities may not match your responsibilities. Here are some suggestions:
Break up the monotony . Take advantage of your work breaks. Read. Listen to
music. Go for a walk. Write a letter.
Cross-training . Does your work consist of repetitive tasks, such as entering data
into a database or working on an assembly line? Talk with your boss about training
for a different task to combat boredom. Once you've completed the training, you
can switch back and forth.
Volunteer for something different. If you hear that your company is launching
a new project, volunteer for the work team.
Ask for a new challenge . If you're comfortable doing so, tell your supervisor
you're a little bored with what you're doing and would like a new challenge.
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Keep in mind that boredom can be deadly if your job entails working with machinery or
caring for people. If your mind wanders to the point that you put your life or the lives of
others in jeopardy, take action. Talk to your supervisor about new challenges you can
take on or seek a new position.
STAY POSITIVE
Use positive thinking to reframe your thoughts about your job. Changing your attitude
about work won't necessarily happen overnight. But if you're alert to ways your view of
work brings you down, you can improve your job satisfaction. Try these techniques:
Stop negative thoughts . Pay attention to the messages you give yourself. When
you catch yourself thinking your job is terrible, stop the thought in its tracks.
Put things in perspective . Remember, everyone encounters good days and bad
days on the job.
Look for the silver lining . "Reframing" can help you find the good in a bad
situation. For example, you receive a less than perfect performance appraisal and
your boss warns you to improve or move to another job. Instead of taking it
personally or looking for another job right away, look for the silver lining.
Depending on where you work, the silver lining may be attending continuing
education classes, working closely with a performance coach and having the
satisfaction of showing your boss you're capable of change.
Learn from your mistakes . Failure is one of the greatest learning tools, but
many people let failure defeat them. When you make a mistake at work, learn from
it and try again.
Be grateful . Gratitude can help you focus on what's positive about your job. Ask
yourself, "What am I grateful for at work today?" If it's only that you're having
lunch with a trusted co-worker, that's OK. But find at least one thing you're grateful
for and savor it.
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Whether your work is a job, a career or a calling, you can take steps to restore meaning to
your job. Make the best of difficult work situations by being positive. Doing so will help
you manage your stress and experience the rewards of your profession.
JOB SATISFACTION : PUTTING THEORY INTO PRACTICE
Yes, it is possible for employer and employees to be happy on the job. The key is in
how you handle two factors: motivation and 'hygiene.'
Employee satisfaction and retention have always been important issues for physicians.
After all, high levels of absenteeism and staff turnover can affect your bottom line, as
temps, recruitment and retraining take their toll. But few practices (in fact, few
organizations) have made job satisfaction a top priority, perhaps because they have failed
to understand the significant opportunity that lies in front of them. Satisfied employees
tend to be more productive, creative and committed to their employers, and recent studies
have shown a direct correlation between staff satisfaction and patient satisfaction.1 Family
physicians who can create work environments that attract, motivate and retain hard-
working individuals will be better positioned to succeed in a competitive health care
environment that demands quality and cost-efficiency. What's more, physicians may even
discover that by creating a positive workplace for their employees, they've increased their
own job satisfaction as well.
HERZBERGS THEORY
In the late 1950s, Frederick Herzberg, considered by many to be a pioneer in motivation
theory, interviewed a group of employees to find out what made them satisfied and
dissatisfied on the job. He asked the employees essentially two sets of questions:
1. Think of a time when you felt especially good about your job. Why did you feel
that way?
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2. Think of a time when you felt especially bad about your job. Why did you feel
that way?
From these interviews Herzberg went on to develop his theory that there are two
dimensions to job satisfaction: motivation and "hygiene" (see "Two dimensions of
employee satisfaction"). Hygiene issues, according to Herzberg, cannot motivate
employees but can minimize dissatisfaction, if handled properly. In other words, they can
only dissatisfy if they are absent or mishandled. Hygiene topics include company
policies, supervision, salary, interpersonal relations and working conditions. They are
issues related to the employee's environment. Motivators, on the other hand, create
satisfaction by fulfilling individuals' needs for meaning and personal growth. They are
issues such as achievement, recognition, the work itself, responsibility and advancement.Once the hygiene areas are addressed, said Herzberg, the motivators will promote job
satisfaction and encourage production.
APPLYING THE THEORY
To apply Herzberg's theory to real-world practice, let's begin with the hygiene issues.
Although hygiene issues are not the source of satisfaction, these issues must be dealt with
first to create an environment in which employee satisfaction and motivation are evenpossible.
COMPANY AND ADMINISTRATIVE POLICIES
An organization's policies can be a great source of frustration for employees if the
policies are unclear or unnecessary or if not everyone is required to follow them.
Although employees will never feel a great sense of motivation or satisfaction due to your
policies, you can decrease dissatisfaction in this area by making sure your policies are fairand apply equally to all. Also, make printed copies of your policies-and-procedures
manual easily accessible to all members of your staff. If you do not have a written
manual, create one, soliciting staff input along the way. If you already have a manual,
consider updating it (again, with staff input). You might also compare your policies to
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those of similar practices and ask yourself whether particular policies are unreasonably
strict or whether some penalties are too harsh.
SUPERVISION
To decrease dissatisfaction in this area, you must begin by making wise decisions when
you appoint someone to the role of supervisor. Be aware that good employees do not
always make good supervisors. The role of supervisor is extremely difficult. It requires
leadership skills and the ability to treat all employees fairly. You should teach your
supervisors to use positive feedback whenever possible and should establish a set means
of employee evaluation and feedback so that no one feels singled out.
SALARY
The old adage "you get what you pay for" tends to be true when it comes to staff
members. Salary is not a motivator for employees, but they do want to be paid fairly. If
individuals believe they are not compensated well, they will be unhappy working for you.
Consult salary surveys or even your local help-wanted ads to see whether the salaries and
benefits you're offering are comparable to those of other offices in your area. In addition,
make sure you have clear policies related to salaries, raises and bonuses.
INTERPERSONAL RELATIONS
Remember that part of the satisfaction of being employed is the social contact it brings,
so allow employees a reasonable amount of time for socialization (e.g., over lunch,
during breaks, between patients). This will help them develop a sense of camaraderie and
teamwork. At the same time, you should crack down on rudeness, inappropriate behavior
and offensive comments. If an individual continues to be disruptive, take charge of the
situation, perhaps by dismissing him or her from the practice.
WORKING CONDITIONS
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The environment in which people work has a tremendous effect on their level of pride for
themselves and for the work they are doing. Do everything you can to keep your
equipment and facilities up to date. Even a nice chair can make a world of difference to
an individual's psyche. Also, if possible, avoid overcrowding and allow each employee
his or her own personal space, whether it be a desk, a locker, or even just a drawer. If
you've placed your employees in close quarters with little or no personal space, don't be
surprised that there is tension among them.
Before you move on to the motivators, remember that you cannot neglect the hygiene
factors discussed above. To do so would be asking for trouble in more than one way.
First, your employees would be generally unhappy, and this would be apparent to your
patients. Second, your hardworking employees, who can find jobs elsewhere, wouldleave, while your mediocre employees would stay and compromise your practice's
success. So deal with hygiene issues first, then move on to the motivators:
WORK ITSELF
Perhaps most important to employee motivation is helping individuals believe that the
work they are doing is important and that their tasks are meaningful. Emphasize that their
contributions to the practice result in positive outcomes and good health care for yourpatients. Share stories of success about how an employee's actions made a real difference
in the life of a patient, or in making a process better. Make a big deal out of meaningful
tasks that may have become ordinary, such as new-baby visits. Of course employees may
not find all their tasks interesting or rewarding, but you should show the employee how
those tasks are essential to the overall processes that make the practice succeed. You may
find certain tasks that are truly unnecessary and can be eliminated or streamlined,
resulting in greater efficiency and satisfaction.
ACHIEVEMENT
One premise inherent in Herzberg's theory is that most individuals sincerely want to do a
good job. To help them, make sure you've placed them in positions that use their talents
and are not set up for failure. Set clear, achievable goals and standards for each position,
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and make sure employees know what those goals and standards are. Individuals should
also receive regular, timely feedback on how they are doing and should feel they are
being adequately challenged in their jobs. Be careful, however, not to overload
individuals with challenges that are too difficult or impossible, as that can be paralyzing.
RECOGNITION
Individuals at all levels of the organization want to be recognized for their achievements
on the job. Their successes don't have to be monumental before they deserve recognition,
but your praise should be sincere. If you notice employees doing something well, take the
time to acknowledge their good work immediately. Publicly thank them for handling a
situation particularly well. Write them a kind note of praise. Or give them a bonus, if
appropriate. You may even want to establish a formal recognition program, such as
"employee of the month."
RESPONSIBILITY
Employees will be more motivated to do their jobs well if they have ownership of their
work. This requires giving employees enough freedom and power to carry out their tasks
so that they feel they "own" the result. As individuals mature in their jobs, provide
opportunities for added responsibility. Be careful, however, that you do not simply add
more work. Instead, find ways to add challenging and meaningful work, perhaps giving
the employee greater freedom and authority as well.
ADVANCEMENT
Reward loyalty and performance with advancement. If you do not have an open position
to which to promote a valuable employee, consider giving him or her a new title that
reflects the level of work he or she has achieved.
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THE STUDY AT A GLANCE
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WHY THIS STUDY???
Improving productivity
Reducing turnover
Curbing absenteeism
Strengthening supervision
Creating a congenial Environment
Facilitating a sense of Belongingness with the Organization
Assessing training needs
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The individual interviews with employees gave the following concern:
Following for reasons important to the employees at different
companies( TCS, Infosys, IBM, Microsoft etc.) Disparity of salaries vis--vis others
Growth aspirations
Physical working condition
Work life balance
Recreational activities
Factors that can influence work value and job satisfaction
A culture of respect where outstanding work is valued
Availability of constructive feedback and mentoring
Opportunity for advancement and professional development
Fair and appropriate reward, recognition and incentive systems
Availability of effective leadership
Clear job expectations
Adequate tools to complete work responsibilities
High levels of motivation
38
Employee
Satisfaction
Relationship withsupervisor
Satisfaction inthe job content
Recognition &Reward
Growthopportunities
Training andpersonal
development
Teamwork andwork culture
Work load
Monetarycompensation
Physical workingconditions
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The analysis of the report is developed by identifying the key questions
such as:
Q1) What factors led to the overall satisfaction of employees?
Q2) Which parameter is satisfactory and which is not for the employees?
Q3) How interested and how important are the various employee welfare activities to
the employees?
Q4) We analyzed the various feedback (both positive & and negative) looked at their
suggestions?
TOOL SUMMARY- ANALYZE
Tools Used Qualitative /
Quantitative
Key Insights derived
Regression
analysis
Quantitative growth in job and team
work are the sole
factors for overall
satisfaction
Correlation
analysis
Quantitative Fairness & Supervisor
Job Growth
Team Spirit & Work Load
Physical Work Condition
Factor analysis &
Cluster analysis
Quantitative Cluster 1- Unhappy souls-
25%
Cluster 2 Content souls
44%
Cluster 3 Happy souls
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31%
The scaling method used for arriving at the final Work Value scores of the respondents
is as follows:
1 - Not important at all
2 - Not very important
3 - Reasonably important
4 - Very important in my choice of
career
The scaling method used for arriving at the final Job Satisfaction scores of the
respondents is as follows:
1. Extremely Dissatisfied
2.Dissatisfied3. Slightly Dissatisfied
4. Neutral
5. Sligthly neutral
6. Satisfied
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7. Extremely Satisfied
The mean value of the Work Value scores of the respondents is found to be 40.77
The mean value of the Job Satisfaction scores of the respondents is found to be 55.71.
The correlation coefficient between work value and job satisfaction was found out to be
0.1270, which is a low positive correlation, which shows that there is very little
correlation between these two variables and one doesnt affect the other much, although if
given more importance can affect each other significantly.
The respondents seem to have positive and negative feelings for different parameters of
work value and job satisfaction.
In work value, the respondents are very satisfied with the level ofExcitement that they
have in their job. Each day is a new challenge for them. The second parameter on which
they seem satisfied is the time freedom and the independence that they have while at
work.
Injob satisfaction, the respondents are satisfied with the chance that they get to know
other people while on job. The parameter, which comes next, is the amount of
challenge that they have in their job and the feeling of worthwhile accomplishment that
they get after doing their job.
In work value the major reasons for dissatisfaction among respondents are work under
pressure where work is judged critically, power and authority where the respondents
cant control the work of other people and the supervision received by the boss.
In job satisfaction the major bone of contention for respondents is thejob security
available in their job and the amount of personal growth and development that is
achieved during working in the company.
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42
Job Satisfaction Parameters & Avg Score Of Each
0
1
2
3
4
5
6
Amountofjob
security
Amountof
personalgrowth
Degreeof
respectandfai
r
Chancetogetto
knowother
Degreetowhich
Iamfairlypaid
Howsecure
thingslookfor
Theamountof
challengeinmy
Series1
Work Value Parameters & Avg Score Of Each
0
0.5
1
1.5
2
2.5
3
3.5
HelpOthers
Friendships
Make
Decisions
Powerand
Authority
Intellectual
Status
Aesthetics
Excitement:
Moral
Fulfillment
Series1
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43
Work Value
0
10
20
30
40
50
60
70
80
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70
No. of Respondents
Response
foreach
question
Responsents
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9Q10
Q11
Q12
Q13
Q14
Q15
Q16
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44
Job Satisfaction
0
10
20
30
40
50
60
70
80
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70
No. of Respondents
Responseforeach
question
Responsents
Q1
Q2
Q3
Q4
Q5Q6
Q7
Q8
Q9
Q10
Q11
Q12
Q13
Q14
Respondents in Each Category for Work Value
0
10
20
30
40
50
Series1
Series1 27 41 2
Between 30 and 40 Between 40 and 50 Between 50 and 60
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45
Respondents in Each Category for Job Satisfaction
0
10
20
30
40
50
60
Series1
Series1 1 7 48 13 1
Between 30
and 40
Between 40
and 50
Between 50
and 60
Between 60
and 70
Between 70
and 80
Chart dipicting the various scores of Work Value and Job
Satisfaction
0
10
20
30
40
50
60
70
80
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70
Work Value
Job Satisfaction
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CONDENSATION OF 21
QUESTIONS INTO FOUR MAIN
FACTORS
ALL THE QUESTIONS WERE CONDENSED INTO FOUR MAIN
FACTORS
Factor 1 FAIRNESS AND SUPERVISOR FACTOR
There are enough team building & fun activities in the company
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Salaries are fair and according to the work required
My supervisors recognize my work and appreciate me
My company and supervisor are supportive of my family responsibilities and
issues (e.g. illness, children etc.)
I feel that I can share both my personal and professional problems with my
supervisor
Employee appraisals are fairly done for everyone in my department
I have never observed any form of discrimination (racial, sexual, age, gender
Factor 2 PHYSICAL WORKING CONDITION FACTOR
I am happy with the quality and variety of food in the cafeteria
The employee lockers facility is satisfactory
The work area is work friendly and properly kept
Factor 3 TEAM WORK AND WORK LOAD FACTOR
The amount of work I do is reasonable
I am satisfied with the way duty is charted out
My team members are helpful
If I have any problem with my work, I can always ask someone for help or
guidance
I like my supervisor
Factor 4 JOB GROWTH AND TRAINING FACTOR
I enjoy what I do in my job
There are sufficient growth opportunities
I have received adequate training to do my job well
I am able to do my job to the satisfaction of my supervisors
I believe I will be working for next two years
I will refer a friend to apply for a job at the company
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Overall Satisfaction is Highly Correlated with Team Work and
Work Loads in the companies.
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0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
Fairness and
supervisor
Job, growth Team work &
load
Physical
Conditions
Question which are asked Correlation
My supervisors recognize my work and appreciate me 64%
I like my supervisor 64%
I believe I will be working for this company for next two
years 63%
I enjoy what I do in my job 62%I will refer a friend to apply for a job 61%
My company and supervisor are supportive of my family
responsibilities and issues (e.g. illness, children etc.) 60%
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What people think why people leave IT companies? (Reflection
of their own thoughts)
Overall
Better salary offer 73%
No Promotions/ Stagnation 27%
Too much work pressure 29%
Lack of cooperation from co-
workers 42%Difficult supervisor 17%
VERBAL FEEDBACK OF THE RESPONDENTS IN THE
QUESTIONAAIRE
POSITIVE FEEDBACK Supervisors and colleagues are good to work
HR takes steps to correct the wrong
Friendly atmosphere
HR are very helpful
Everyone is treated equally and people are friendly, so its fun to work
HoD and GM are good, hence we are working here
Employees are very helpful
NEGATIVE FEEDBACK
Salaries are low
Supervisors are rude and unprofessional
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The general perception is some of the budding managers of TCS, Microsoft, etc
are too proud but dont know anything
Nothing good about the company, employee celebration is not done for all
employees, same is applied for other activities.
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RECOMMENDATIONS
SUGGESTIONS
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HR should take steps to over come employee turnover, classes for improvement
of communication skills should be held, supervisors should be more motivating
Management should conduct meetings with employees to get to know their
problems and take steps to solve them
First make previous employee activities happen
Managers should talk to employees directly so that employees can tell their
problems more openly
Open Forum on regular basis
Establish accountability of line managers and supervisors towards retention of
their direct reports (Supervisor-Employee Tracker)
Measure supervisor relationship with employee and link it to their appraisal
(Redesigned Appraisal Forms)
Reviewing if the manning of departments and restructure in manpower as called
for, using a time and motion study tool (HR Activity)
Establish various platforms for two way communication between the managementand the team (Express Talks)
Opera meeting on Saturday (All the second in command to attend the morning
meeting with the GM) Empowerment and Sensitivity to the team with respect to
hierarchy
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Outbound team building with the line managers/ supervisors/ DLCs towards
creating sensitivity towards retention of the employees (Day out with Line
manager)
Review of appraisal forms for role clarity & Half yearly review of performance of
all employees and link it to incentives (Redesigned Appraisal Forms)
To track the number of additional work hours, the number of offs cancelled and
the number of offs changed, on a weekly basis (HR Activity)
Work on the improvement of the physical work conditions of all employees
(Locker Renovation)
Use of same employee satisfaction survey which will be conducted once in six
months
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THE ROLE OF HUMAN
RESOURCE IN WORK VALUE
AND JOB SATISFACTION
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HUMAN RESOURCE IS THE SOUL OF ANY
ORGANIZATION
The soul of any company is HR that delivers the experience to its valued customers ,this
philosophy of human resource is reflected in the diverse practices that are being executed
on a daily basis at various properties.
HR acts as a catalyst in the company, enabling a culture of learning and positive thinking
amongst employees, to provide timely HR support services to operational deptts in order
for them to function smoothly. To constantly endeavor to meet employees expectations
within the guidelines of the company policies.
VALUE ADDITION
Treating each employee in the company as its most valuable asset.
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Each employee to be handled with utmost care, respect and dignity making
him/her realize that he/she is part of a corporate family and the employee in turn
gives his/her best for individual growth and the organizational growth.
A happy, friendly and efficient associate will be a good ambassador of the Company
and a great salesman for the company by his/ her action at workplace, where he lives
or anywhere he goes.
HUMAN RESOURCE INITIATIVES
MOTIVATIONIgniting the drive for quality where motivation happens naturally, not just every now
and then, but every single day.
Making the company a great place to work. By inculcating the feeling of warmth,
efficiency, constant learning, originality, honesty, enthusiasm, motivation and loyalty. By
being motivated to go the extra mile the staff will help to achieve truly high
performance for the organization.
RETENTION
Retaining the best retaining the rest. HR builds an atmosphere of belonging and team
spirit.
By retaining the resources, we take care of each other, we will be able to take better
care of the customers.
EMPLOYEE INVOLVEMENT AND RECOGNITION
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Organize get-togethers for fun & celebration.
Open forums to facilitate two way communications.
Organizing Improvement days (Punctuality & Cleanliness)
Competitions & contests for knowledge and fun
Humor Zone created in the corridor
Lively corridor & Walls of learning
COMMITMENT TOWARDS SOCIETY
SPIRIT TO SERVE
THE SPIRIT TO SERVE at its core should be a sincere desire t make a difference
in the lives of others, whether they are fellow, employees, business partner or
neighbors.
REWARDING WOR CULTURE
An endeavor to provide a rewarding work culture, where work is both a challenge as well
as fun.
HEALTH AWARENESS
DENTAL HEALTH CHECK-UP
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EYE CHECK UP AND SCREENING CAMP
RECOGNITION AND APRRECIATION
It is a motivational intervention encouraging healthy competition among employees.
Advances and retreats should be issued every month based on the good and bad
performance of employees thereby :
Recognizing contribution / value addition to the organization.
Attracting, developing and retaining talent.
Designing an organization culture that fosters innovation and rewards creativity.
Recognition which is meaningful and highly visible.
Converging all organizational initiatives of rewards and recognition into one
scheme.
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CONCLUSION
The theory of job satisfaction incorporates difference in work values and perceives
job characteristics as key explanatory variables. It empirically examines the
relationship between job satisfaction and work value- intrinsic, financial, convenience
relation with co-workers, career opportunities and resource adequacy hence is found
that work values have independent effect on job satisfaction.
As a result of personal value system that assumes that work which enables the
satisfaction of ones needs furthers the dignity if human individual, where as work
without these characteristics limits the development of personal potential and is
therefore to be negatively valued. It is important to examine these initiatives in order
to improve the work experience of individuals as an end in itself.
The study aimed at studying the levels of job satisfaction out of the desire to improve
the productivity and organizational functioning by correlating it with the work value
which ultimately led to quality of work experiences of employees. These concernshave shared the recognition of the importance of the job in the total life experience of
the individual and the desirability of a positive work experience.
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LIMITATIONS OF THE STUDY
The most critical aspect of project was the development of the questionnaire- which
had to be fair, objective, crisp, not too long and yet comprehensive. The same was
done most deliberately and systematically
.
After designing the questionnaire, the base population of the company was
targeted. . The questionnaire was circulated to 85 managers, out of which only 70
responded.
The collection of data was a cumbersome process as the respondents didnt respond
that easily to queries and took time to give appointments for meeting them.
Last but not the least time perspective and constraints.
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ANNEXURES
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Annexure 1
Work Values
Name: Department:
Age: Position:
Gender: Company:
The following list describes a wide variety of satisfactions that people obtain from their
jobs. Look at the definitions of these various satisfactions and rate the degree of
importance that you would assign to each for yourself using the scale below:
1 - Not important at all
2 - Not very important
3 - Reasonably important
4 - Very important in my choice of career
QUESTIONS
1. Help Others: Be involved in helping other people in a direct way either individually or
in small groups.
2.Work with Others: Have close working relationships with group; work as a team
toward common goals.
3.Friendships: Develop close relationships with people as a result of my work activities.
4.Competition: Engage in activities which pit my abilities against others where there are
clear win-and-lose outcomes.
5.Make Decisions: Have the power to decide courses of action, policies, etc
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.
6.Work under Pressure: Work in situations where time pressure is prevalent and/or the
quality of my work is judged critically by superiors, customers or others.
7.Power and Authority: Control the work activities or some aspect of the destinies of
other people.
8.Influence People: Change attitudes or opinions of other people or alter their behavior.
9. Intellectual Status: Be regarded as a person of high intellectual prowess or as one
who is an acknowledged expert in a given field of knowledge.
10.Creativity (general): Create new ideas, programs, organizational structures or
anything else not following a format previously developed by others.
11. Aesthetics: Be involved in studying or appreciating the beauty of things, ideas, etc.
12.Supervision: Have a job in which I am directly responsible for the work done by
others
13. Excitement: Experience a high degree of (or frequent)stimulation in the course of my
work.
14. Independence: Be able to determine the nature of my work without a significant
direction from others, not have to do what others tell me to.
15. Moral Fulfillment: Believe that my work is contributing significantly to a set of
moral standards which I feel are very important.
16. Time Freedom: Have work responsibilities which I can do according to my own time
schedule, no specific working hours required.
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ANNEXURE 2
JOB SATISFACTION
Name: Department:Age: Position:
Gender: Company:
Think of the job you have now, or a job you had in the past.indicate how satisfied you are
with each aspect of your below, using the followind scale:
1. Extremely Dissatisfied2.Dissatisfied
3. Slightly Dissatisfied
4. Neutral
5. Sligthly neutral
6. Satisfied
7. Extremely Satisfied
STATEMENTS
1. The amount of job security I have.
2. The amount of pay and fringe benefits I receive
3. The amount of personal growth and development I get in doing my job.
4. The people I talk to and work with on my job.
5. The degree of respect and fair treatment I receive from my boss.
6. The feeling of worthwhile accomplishment I get from doing my job.
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7. The chance to get to know other people while on the job.
8. The amount of support and guidance I receive from my supeervisor.
9. The degree to which I am fairly paid for what I contribute to this organisation.
10. The amount of independence thought and action I can exercise in my job.
11. How secure things look for me in the future in this organisation.
12. The chance to help other people while at work.
13. The amount of challenge in my job.
14. The overall quality of the supervision I receive on my work.
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BIBLIOGRAPHY
www.businesslink.gov.uk
www.netlib.org
www.wps.prenhall.com
www.dictionary.bnet.com
www.economywatch.com
www.businessweek.com
www.management.about.com
Organizational Behavior by Stephen Robbins
Business Statistics by B M Aggarwaal
http://www.businesslink.gov.uk/http://www.netlib.org/http://www.wps.prenhall.com/http://www.dictionary.bnet.com/http://www.economywatch.com/http://www.businessweek.com/http://www.management.about.com/http://www.businesslink.gov.uk/http://www.netlib.org/http://www.wps.prenhall.com/http://www.dictionary.bnet.com/http://www.economywatch.com/http://www.businessweek.com/http://www.management.about.com/