job satisfaction research project report
TRANSCRIPT
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1. INTRODUCTION
Job Satisfaction
"Job satisfaction is defined as "the extent to which people like (satisfaction)
or dislike (dissatisfaction) their jobs"
This definition suggests job satisfaction is a general or global affective reaction that
individuals hold about their job. While researchers and practitioners most often measure
global job satisfaction, there is also interest in measuring different "facets" or
"dimensions" of satisfaction. Examination of these facet conditions is often useful for a
more careful examination of employee satisfaction with critical job factors. Traditional
job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the
work and benefits."
Job satisfaction, a worker's sense of achievement and success, is generally perceived to
be directly linked to productivity as well as to personal wellbeing. Job satisfaction
implies doing a job one enjoys, doing it well, and being suitably rewarded for one's
efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The
Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads
to recognition, income, promotion, and the achievement of other goals that lead to a
general feeling of fulfillment.
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I m p ortance to W o r k er and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers self-
worth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. 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 often leads to a positive work attitude. A satisfied worker
is more likely to be creative, flexible, innovative, and loyal.
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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 job loss, will
not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is
also a temporary one, and as soon as the threat is lifted performance will decline.
Tangible ways in which job satisfaction benefits the organization include reduction in
complaints and grievances, absenteeism, turnover, and termination; as well as improved
punctuality and worker morale. Job satisfaction is also linked to a more healthy work
force and has been found to be a good indicator of longevity. And 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." No wonder
Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and
soon grass will grow on the factory floors. Take away my factories, but leave my people,
and soon we will have a new and better factory"
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C r eating J o b Satisfaction
So, how is job satisfaction created? What are the elements of a job that create job
satisfaction? Organizations can help to create job satisfaction by putting systems in place
that will ensure that workers are challenged and then rewarded for being successful.
Organizations that aspire to creating a work environment that enhances job satisfaction
need to incorporate the following:
Flexible work arrangements, possibly including telecommuting
Training and other professional growth opportunities
Interesting work that offers variety and challenge and allows the worker
opportunities to "put his or her signature" on the finished product
Opportunities to use one's talents and to be creative
Opportunities to take responsibility and direct one's own work
A stable, secure work environment that includes job security/continuity
An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
Flexible benefits, such as child-care and exercise facilities
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Up-to-date technology
Competitive salary and opportunities for promotion
Probably the most important point to bear in mind when considering job satisfaction is
that there are many factors that affect job satisfaction and that what makes workers happy
with their jobs varies from one worker to another and from day to day. Apart from the
factors mentioned above, job satisfaction is also influenced by the employee's personal
characteristics, the manager's personal characteristics and management style, and the
nature of the work itself. Managers who want to maintain a high level of job satisfaction
in the work force must try to understand the needs of each member of the work force. For
example, when creating work teams, managers can enhance worker satisfaction by
Placing people with similar backgrounds, experiences, or needs in the same workgroup.
Also, managers can enhance job satisfaction by carefully matching workers with the type
of work. For example, a person who does not pay attention to detail would hardly make a
good inspector, and a shy worker is unlikely to be a good salesperson. As much as
possible, managers should match job tasks to employees' personalities.
Managers who are serious about the job satisfaction of workers can also take other
deliberate steps to create a stimulating work environment. One such step is job
enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and
challenge in the work itself. Job enrichment usually includes increased responsibility,
recognition, and opportunities for growth, learning, and achievement. Large companies
that have used job-enrichment programs to increase employee motivation and job
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satisfaction include AT&T, IBM, and General Motors (Daft, 1997).
Good management has the potential for creating high morale, high productivity, and a
sense of purpose and meaning for the organization and its employees. Empirical findings
show that job characteristics such as pay, promotional opportunity, task clarity and
significance, and skills utilization, as well as organizational characteristics such as
commitment and relationship with supervisors and co-workers, have significant effects on
job satisfaction. These job characteristics can be carefully managed to enhance job
satisfaction.
Of course, a worker who takes some responsibility for his or her job satisfaction will
probably find many more satisfying elements in the work environment. Everett (1995)
suggests that employees ask themselves the following questions:
When have I come closest to expressing my full potential in a work situation?
What did it look like?
What aspects of the workplace were most supportive?
What aspects of the work itself were most satisfying?
What did I learn from that experience that could be applied to the present
situation?
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W o r k e r s' Roles in Job S atisfaction
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. Employers value and reward excellent
reading, listening, writing, and speaking skills.
Know more. Acquire new job-related knowledge that helps you to perform tasks
more efficiently and effectively.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often result 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.
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See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one's existence, thus
playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burnout by developing healthy stress-
management techniques.
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A s suring Job S a tisfaction
Assuring job satisfaction, over the long term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute
to a stimulating, challenging, supportive, and rewarding work environment is vital.
Because of the relative prominence of pay in the reward system, it is very important that
salaries
be tied to job responsibilities and that pay increases be tied to performance rather than
seniority.
So, in essence, job satisfaction is a product of the events and conditions that people
experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is
fair, her promotional opportunities are good, her supervisor is supportive, and her
coworkers are friendly, then a situational approach leads one to predict she is satisfied
with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh
the pains, there is some level of job satisfaction
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C OM P ANY P ROFILE
Kotak Mahindra old mutual life insurance ltd. Is a joint venture between kotak
Mahindra banks Ltd.? And old mutual plc.
At kotak life insurance, we aim to help customers to take financial Decisions at every
stage in life by offering them a wide range of innovative life insurance Products, to
make them financial independent.
Mr. Gorang shah is the managing director of kotak Mahindra old mutual life
insurance limited.
Mr. Shah has been previously associated with Kotak Mahindra Primus since its inception
and has contributed towards its growth to become a Rs.2000 Cr plus business. Before
comfing to Kotak Life Insurance, Gaurang Shah was Groii.Jp Head of Retail Assets for
Kotak Mahindra Bank. The Retail Assets include commercial vehicles, personal loans,
structured products, car loans and loans against shares.
Mr. Murlidhar is a Chief Financial Officer and Company Secretary of Kotak Life
Insurance. Murliidhar is. an associate member of the Institute of Chartered
Accountants of India, an associate member of the Institute Of Company Secretaries of
India, and graduate member of the Institute of Cost & Works Accountants of India. Mr.
Murlidhar possesses over 20-year work experience and has earlier worked with National
Dairy Development Board (NDDB), MIDS Switchgear Limited and Nicholas Piramal India
Limited and Ion Exchange Ltd. Prior to Kotak Life Insurance; he held the position of
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VP Finance at Gujarat Glass Ltd.
As Chief Financial Officer at Kotak Life Insurance, he oversees all aspects of Finance
including Operations, Regulatory, Internal Control, Finance, Accounts and Treasury.
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KOTAK MAHINDRA GROUP
Established in 1984, the Kotak Mahindra Group has long been one of India’s most
reputed organizations in the financial services domain. Kotak Mahindra Group is
committed for providing high quality financial products, services and support to its
customers; and is structured in different businesses like Banking, Life Insurance, Mutual
Funds, Car Finance, Securities and Institutional equities. As on 31st December 2006, the
group stands at a net worth of around Rs. 3100 crore, employees around 9600 people in
its various branches providing services at across 300 cities. The Group services around
2.2 million customer accounts.
OLD MUTUAL Plc.
Old Mutual, a company with 160 years experience in life insurance, is an international
financial services group listed on the London Stock Exchange and included in the FTSE
100 list of companies, with assets under management worth $ 400 Billion as on 30th
June, 2006. For customers, this joint venture translates into a company that combines
international expertise with the understanding of the local market.
The group has a substantial presence in the UK, US and South African markets. The
company is also working in the field of asset management, banking and general insurance
services in over 40countries. As on 31 December 2005, Old Mutual had more than 7
million life insurance policies, 3.6 million banking customers and over 5, 50,000 general
insurance policies.
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OTHER GROUP COMPANIES OF KOTAK LIFE INSURANCE
KO T AK MAHINDRA B A NK L TD
KO T AK MAHINDRA C A P I T AL C OM P ANY
L TD INTERN A T I ONAL S UBSIDIARIES
KO T AK MAHINDRA PR I ME
L TD KO T AK SECURITIE S L TD
KO T AK MAHINDRA ASSE T M A N A GEMEN T COM P ANY
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HIS T O R Y OF K O T AK LIFE
KOTAK MAHINDRA Old Mutual Life Insurance is a joint venture between KOTAK
MAHINDRA Bank Ltd., along with its affiliates; and Old Mutual plc.
Established in 1984, the KOTAK MAHINDRA Group has long been one of India’s most
reputed organizations in the financial services domain. KOTAK MAHINDRA Group is
committed for providing high quality financial products, services & support to its
customers; and is structured in different business like Banking, Life Insurance, Mutual
Funds, Car Finance, Securities, Institutional Equities and Investment banking. KOTAK
MAHINDRA Finance Ltd. the flagship company of KOTAK MAHINDRA Group was
converted into KOTAK MAHINDRA Bank Ltd. in March 2003, making it the first
NBFC to be offered a banking license. As on 31st December 2006, the group stands at a
net worth of around Rs. 3100 crore, employing around 9600 people in its various
business and has distribution network of branches, franchisees, representative offices in
New York, London, Dubai and Mauritius. The group service around 2.2 million-customer
accounts..
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HIS T O R Y OF I NSU R ANCE
Almost 4,500 years ago, in the ancient land of Babylonia, traders used to bear risk of the
caravan trade by giving loans that had to be later repaid with interest when the goods
arrived safely. In 2100 BC, the Code of Hammurabi granted legal status to the practice.
That, perhaps, was how insurance made its beginning.
Life insurance had its origins in ancient Rome, where citizens formed burial clubs that
would meet the funeral expenses of its members as well as help survivors by making
some payments.
As European civilization progressed, its social institutions and welfare practices also got
more and more refined. With the discovery of new lands, sea routes and the consequent
growth in trade, medieval guilds took it upon themselves to protect their member traders
from loss on account of fire, shipwrecks and the like.
Since most of the trade took place by sea, there was also the fear of pirates. So these
guilds even offered ransom for members held captive by pirates. Burial expenses and
support in times of sickness and poverty were other services offered. Essentially, all these
revolved around the concept of insurance or risk coverage. That's how old these concepts
are, really.
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In 1347, in Genoa, European maritime nations entered into the earliest known insurance
contract and decided to accept marine insurance as a practice.
The first step...
Insurance as we know it today owes its existence to 17th century England. In fact, it
began taking shape in 1688 at a rather interesting place called Lloyd's Coffee House in
London, where merchants, ship-owners and underwriters met to discuss and transact
business. By the end of the 18th century, Lloyd's had brewed enough business to become
one of the first modern insurance companies.
Insurance and Myth...
Back to the 17th century. In 1693, astronomer Edmond Halley constructed the first
mortality table to provide a link between the life insurance premium and the average life
spans based on statistical laws of mortality and compound interest. In 1756, Joseph
Dodson reworked the table, linking premium rate to age
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Enter companies...
The first stock companies to get into the business of insurance were chartered in England
in 1720. The year 1735 saw the birth of the first insurance company in the American
colonies in Charleston, SC.
In 1759, the Presbyterian Synod of Philadelphia sponsored the first life insurance
corporation in America for the benefit of ministers and their dependents.
However, it was after 1840 that life insurance really took off in a big way. The trigger:
Reducing opposition from religious groups.
The growing years...
The 19th century saw huge developments in the field of insurance, with newer products
being devised to meet the growing needs of urbanization and industrialization.
In 1835, the infamous New York fire drew people's attention to the need to provide for
sudden and large losses. Two years later, Massachusetts became the first state to require
companies by law to maintain such reserves. The great Chicago fire of 1871 further
emphasized how fires can cause huge losses in densely populated modern cities. The
practice of reinsurance, wherein the risks are spread among several companies, was
devised specifically for such situations.
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In the 19th century, many societies were founded to insure the life and health of their
members, while fraternal orders provided low-cost, members-only insurance.
Even today, such fraternal orders continue to provide insurance coverage to members as
do most labor organizations. Many employers sponsor group insurance policies for their
employees, providing not just life insurance, but sickness and accident benefits and old-
age pensions. Employees contribute a certain percentage of the premium for these
policies.
In India...
Insurance in India can be traced back to the Vedas. For instance, yogakshema, the name
of Life Insurance Corporation of India's corporate headquarters, is derived from the Rig
Veda. The term suggests that a form of "community insurance" was prevalent around
1000 BC and practiced by the Aryans.
Burial societies of the kind found in ancient Rome were formed in the Buddhist period to
help families build houses, protect widows and children.
Bombay Mutual Assurance Society, the first Indian life assurance society, was formed in
1870. Other companies like Oriental, Bharat and Empire of India were also set up in the
1870-90s.
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It was during the swadeshi movement in the early 20th century that insurance witnessed
a big boom in India with several more companies being set up.
As these companies grew, the government began to exercise control on them. The
Insurance Act was passed in 1912, followed by a detailed and amended Insurance Act of
1938 that looked into investments, expenditure and management of these companies'
funds.
By the mid-1950s, there were around 170 insurance companies and 80 provident fund
societies in the country's life insurance scene. However, in the absence of regulatory
systems, scams and irregularities were almost a way of life at most of these companies.
As a result, the government decided nationalizes the life assurance business in India. The
Life Insurance Corporation of India was set up in 1956 to take over around 250 life
companies.
For years thereafter, insurance remained a monopoly of the public sector. It was only
after seven years of deliberation and debate - after the RN Malhotra Committee report of
1994 became the first serious document calling for the re-opening up of the insurance
sector to private players -- that the sector was finally opened up to private players in
2001.
The Insurance Regulatory & Development Authority, an autonomous insurance regulator
set up in 2000, has extensive powers to oversee the insurance business and regulate in a
manner that will safeguard the interests of the insured.
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FUTURE O F INSURANCE IN IN D IA
As per a recent report “Indian Insurance Industry Forecast (2007-2009)” published by
RNCOS, it has been found that “Life insurance market in India will likely reach around
Rs 1683 Billion by the year 2009. Changing consumer behavior, GDP growth rate,
changing socio economic demography, and natural calamities occurring from time to time
will remain the key contributors in this growth.”
April 2007, current FY’s first month, saw new businesses expand by 49%, whereas
general insurance players witnessed 16% increase during the same month.
Outstanding performance of SBI Life, ICICI Prudential, and LIC helped the Indian life
insurance industry in mopping up almost Rs 2,892 crore in April this year, whereas it was
Rs 1,996 crore in the same month last year. On the other hand, Reliance Life, ING Vysya,
and Bajaj Allianz were amongst those insurers that came across a decline in their
premium collection over the review period, as per the data compiled by Insurance
Regulatory & Development Authority.
Selling almost 15, 89,684 policies during this April, LIC - the largest life insurer in India-
witnessed 57% growth in its new premiums that reached to Rs 2,134 crore. LIC grabbed a
market share of almost 71.56% during this April. Non-life or general insurance industry
saw a growth of 16% during this month, and ICICI Lombard was the second largest
player in this segment. Business Standard published this in news on 14 June 2007.
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Looking at the current scenario, it can be made out that the four established public-sector
players namely, National Insurance, United India, Oriental Insurance, and New India
Assurance, may have to face stiff competition from private players like Bajaj Allianz,
Reliance General, and ICICI Lombard, as per Business Standard.
According to RNCOS report “Indian Insurance Industry Forecast (2007-2009)”,
“Performance of life insurance industry remained better in comparison to non life
segment over the five year period spanning 2001-2005. Some qualitative factors, like the
deregulation rate of insurance market, and implementation rate of technologies prevailing
in the market, need to perform up to the industry expectations in order to improve the
growth rate of Indian life insurance market.”
This report provides an objective analysis of all aspects of Indian insurance industry. The
issues addressed in this report include: prospective investment areas in Indian life
insurance i n d u s t r y , market strategies adopted by key players in this
segment, opportunities and challenges present in this industry, and so on.
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LIFE INSURANCE ADVANTAGES
Some of the life insurance advantages offered by different types of Life Insurance
Policies are:
Life Insurance policies can help secure the future of children for
college/educational purposes as the amount of life Insurance Policy increases on a
minor’s or parent’s life.
Life Insurance provides the option to pass equal assets to the children who are not
active in the Family business at the time the family business is passed on.
The growth of a cash-value policy is tax-deferred - you do not pay taxes on the
cash value accumulation until you withdraw funds from the policy.
Life Insurance helps retain your Business from the loss of a key employee.
Untimely death of a key employee can pose severe financial loss to the business
A lot of Insurance products presently provide good returns, which could be a
beneficial way for saving necessary funds for retirement years.
Benefits are available immediately and may be used to help pay expenses such as
final illness and funeral costs, eliminating the need to sell estate assets to cover
these costs.
A carefully signed Life Insurance Policy with desired ownership and beneficiary
arrangements helps secure you and your family in the long term.
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CORPORATE STRUCTURE
Managing Director
(Mr.Gaurang Shah)
CFO &COO VPSales &(Mr. G Murlidharan) Mgmt.Dev.
t<1r. Arun Patil
Sales Head Marketing Head HR&Admin Appointed CIOMr. Pankaj Desai) {Mr. Rahul Sinha) (Mr. Sugatta Dutta Actuary (Mr. Krishna
(1r.Bryce Johns) Sanghvi)
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LITERATURE REVIEW
The literature survey conducted here includes the academic books and website. the study
being conducted was “to evaluate the effectiveness of recruitment and selection policy in
relation with increasing attrition problem.”
Gui L , Barriba l l KL , Wh i le AE .
2nd Military Medical University, School of Nursing, Shanghai, PR China.
Job satisfaction among nurses is of concern throughout the world but the
satisfaction of nurse teachers has received less attention and no review of global
research on the topic has been published. A comprehensive literature review
(1976-2007) was undertaken from an international perspective (n=26 papers and
4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job
satisfaction over time. Coverage over the last 30 years was selected to examine if
the level and contributing factors to nurse teachers' job satisfaction have changed
during a time which has seen considerable developments and reorganization of
nurse education as well as the role of nurse teachers.
The purpose of this Part I paper is to:
(i) review the different measurements of job satisfaction,
(ii) report the job satisfaction levels of nurse teachers and,
(iii) Identify the components of job satisfaction of nurse teach
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This paper provides the foundation for the Part II paper which reviews
the literature regarding the effects and related factors of nurse teachers'
job satisfaction.
1. Prasad L.M. “Human resource management” pp219-purpose and importance of
Recruitment & selection cannot be ignored as by this org.
2. Bhattacharyya Kumar Deepak, “Human resource management” Excel
Books pp166.-what is basically recruitment, its introduction, how to carry out
recruitment..
3. Dwivedi R.S. “Managing Human Resource, Personnel Management”
(Indian enterprises, Galgotia publishing company, New delhi,1st edition,
pp96-97 -what is a recruitment policy .what factors should be include while
formulating.
4. Rao V.S.P, Human Resource Management”, Excel books,1st
edition,pp151. Importance of tests while selecting the candidates for the job,
as these tests help the interviewer to better judge the candidate his
competency for the particular jobs.
5. Bernardin John H, “Human Resource Management”, Tata Mc Graw Hill
publishing company ltd., New Delhi, pp 160-163.the effectiveness of selection
method depends upon the reliability of the data, validity of the purpose &
utility of the methods.
6. Gulati Ambika, “Training and Management”, vol3, aug07, pp18-19, Importance of recruitment function in an organization.
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1.2. NEED OF THE STUDY
We need to understand what our employees’ value, and find ways to match that need with
an appropriate work environment (this can be done through selection, placement, and job
design). Is Murray an extravert with a high need for interpersonal stimulation and warm,
personal interaction? If so, the discrepancy between the social environment he expects at
work and the one he perceives will be very important in driving his sense of satisfaction. If
this need or value is matched with a work environment allowing lots of interaction, Murray
is likely to be satisfied.
1. We need to assess the accuracy of perceptions. The perceptual biases noted in
Chapter four or even incomplete information may lead to inaccurate perceptions
that could undermine satisfaction.
2. We need to work to ensure that employee expectations are realistic. One of the
reasons that realistic job previews (RJPs) can be effective is that they help guard
against unrealistic job expectations. If an employee accepts a position with unrealis-
tic expectations about the conditions in which he or she will be working, subsequent
dissatisfaction is imminent.
Here is a listing of ways to promote job satisfaction:
Recruit & select employees whose values fit those of the organization
Match people to jobs that fit their interests
Enhance employee involvement
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Enrich jobs, make jobs fun
Treat people fairly (pay, benefits, promotion)
Align interests of the company with those of employees
Provide an adequate flow of information to employees
Build trust (your chapter on team development and the reading on investing in
social capital elaborate on ways to build trust).
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1.3. Scope of the Stu d y
The scope of the study is very vital. Not only the Human Resource department can use
the facts and figures of the study but also the marketing and sales department can take
benefits from the findings of the study.
Scope for the sales department
The sales department can have fairly good idea about their employees, that they are
satisfied or not.
Scope for the marketing department
The marketing department can use the figures indicating that they are putting their efforts
to plan their marketing strategies to achieve their targets or not.
Scope for personnel department
Some customers have the complaints or facing problems regarding the job. So the
personnel department can use the information to make efforts to avoid such complaints.
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1.4. OBJ E CTIVES OF THE STUDY
To find that whether the employees are satisfied or not.
To analyze 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.
To find that employees are working with their full capabilities or not.
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2. RESEARCH M ETHODO L OGY
Research methodology is a way to systematically solve the problem. It may be
understood has a science of studying how research is done scientifically. In it we study
the various steps that all generally adopted by a researcher in studying his research problem
along with the logic behind them.
The scope of research methodology is wider than that of research method.
Meaning of Research
Research is defined as “a scientific & systematic search for pertinent information on a
specific topic”. Research is an art of scientific investigation. Research is a systemized
effort to gain new knowledge. It is a careful inquiry especially through search for new facts
in any branch of knowledge. The search for knowledge through objective and systematic
method of finding solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in
a manner that aims to combine relevance to the research purpose with economy in
procedure. In fact, the research is design is the conceptual structure within which research is
conducted; it constitutes the blue print of the collection, measurement and analysis of the
data. As search the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implication to the final analysis of data.
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The design is such studies must be rigid and not flexible and most focus attention on the
following.
Research Design can be categorized as:
TYPES OF RESEARCH DESIGN
EXPLORATORY RESEARCH DESIGN
DESCRIPTIVE&
DIAGNOSTIC RESEARCH DESIGN
EXPERIMENTAL RESEARCH DESIGN
The present study is exploratory in nature, as it seeks to discover ideas and insight to brig
out new relationship. Research design is flexible enough to provide opportunity for
considering different aspects of problem under study. It helps in bringing into focus some
inherent weakness in enterprise regarding which in depth study can be conducted by
management.
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DATA COLLECTION
For any study there must be data for analysis purpose. Without data there is no means of
study. Data collection plays an important role in any study. It can be collected from
various sources. I have collected the data from two sources which are given below:
1. Primary Data
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
2. Secondary Data
Published Sources such as Journals, Government Reports, Newspapers and
Magazines etc.
Unpublished Sources such as Company Internal reports prepare by them given to
their analyst & trainees for investigation.
Websites like KOTAK’S official site, some other sites are also searched to find
data.
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Sample Size:-
Questionnaire is filled by 20 employees of Kotak life Insurance, Kaithal.
The questionnaire was filled in the office and vital information was collected which was
then subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analysed and conclusion was drawn.
At the end all information was compiled to complete the project report.
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2.1. LIMITATIONS OF S T UDY
However I shall try my best in collecting the relevant information for my research report,
yet there are always some problems faced by the researcher. The prime difficulties which
I face in collection of information are discussed below:-
1. Short time period: The time period for carrying out the research was short as a
result of which many facts have been left unexplored.
2. Lack of resources: Lack of time and other resources as it was not
possible to conduct survey at large level.
3. Small no. of respondents: Only 20 employees have been chosen which
is a small number, to represent whole of the population.
4. Unwillingness of respondents: While collection of the data many
consumers were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.
5. Small area for research: The area for study was Kaithal, which is quite a
small area to judge job satisfaction level.
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3. Descriptive work on subtopics of study
Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers
should clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by
taking into account our feelings, our beliefs, and our behaviors.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
These studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
workers’ productivity. These studies ultimately showed that novel changes in work
conditions temporarily increase productivity (called the Hawthorne Effect). It was later
found that this increase resulted, not from the new conditions, but from the knowledge of
being observed. This finding provided strong evidence that people work for purposes other
than pay, which paved the way for researchers to investigate other factors in job
satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book
-38
contributed to a change in industrial production philosophies, causing a shift from skilled
labor and piecework towards the more modern of assembly lines and hourly wages. The
initial use of scientific management by industries greatly increased productivity because
workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job
satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and
Hugo Munsterberg set the tone for Taylor’s work.
Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life – physiological needs, safety needs, social needs, self-esteem needs,
and self-actualization. This model served as a good basis from which early researchers
could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues which
affect an individual's experience of work, or their quality of working life. Job satisfaction
can be understood in terms of its relationships with other key factors, such as general well-
being, stress at work, control at work, home-work interface, and working conditions
Models of job satisfaction
Affect TheoryEdwin 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
-39
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 much of a particular facet will produce stronger feelings of
dissatisfaction the more a worker values that facet.
Dispositional TheoryAnother well-known job satisfaction theory is the Dispositional Theory
Template:JacksonApril 2007. 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, Edwin A. Locke, and Cathy C. Durham
in 1997. Judge et al. 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/her 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\
-40
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
Opponent Process TheoryAccording to opponent process theory, emotional events, such as criticisms or rewards,
elicits two sets of processes. Primary processes give way to emotions that are steady with
the event in question. Events that seem negative in manner will give rise to the feelings of
stress or anxiety. Events that are positive give rise to the feeling of content or relaxation.
The other process is the opponent process, which induces feelings that contradict the
feelings in the primary processes. Events that are negative give rise to feelings of relaxation
while events that are positive give rise to feelings of anxiety.
A variety of explanations have been suggested to explain the uniformity of mood or
satisfaction. This theory shows that if you try to enhance the mood of individual it will
more likely fail in doing so. The opponent process theory was formulated to explain these
patterns of observations.
Equity TheoryEquity Theory shows how a person views fairness in regard to social relationships. During
a social exchange, a person identifies the amount of input gained from a relationship
compared to the output, as well as how much effort another persons puts forth. Equity
Theory suggests that if an individual thinks there is an inequality between two social
groups or individuals, the person is likely to be distressed because the ratio between the
input and the output are not equal.
For example, consider two employees who work the same job and receive the same
benefits. If one individual gets a pay raise for doing the same or less work than the other,
-41
then the less benefited individual will become distressed in his workplace. If, on the other
hand, one individual gets a pay raise and new responsibilities , then the feeling of
inequality is reduced.
Discrepancy theory
The concept of self-discrepancy theory explains the ultimate source of anxiety and
dejection.An individual, who has not fulfilled his responsibility feels the sense of anxiety
and regret for not performing well, they will also feel dejection due to not being able to
achieve their hopes and aspirations.
According to this theory, all individuals will learn what their obligations and
responsibilities for a particular function, over a time period, and if they fail to fulfill those
obligations then they are punished. Over time, these duties and obligations consolidate to
form an abstracted set of principles, designated as a self-guide. Agitation and anxiety are
the main responses when an individual fails to achieve the obligation or responsibility. This
theory also explains that if achievement of the obligations is obtained then the reward can
be praise, approval, or love. These achievements and aspirations also form an abstracted set
of principles, referred to as the ideal self guide. When the individual fails to obtain these
rewards, they begin to have feelings of dejection, disappointment, or even depression.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors – motivation and hygiene
factors, respectively. An employee’s motivation to work is continually related to job
satisfaction of a subordinate. Motivation can be seen as an inner force that drives
-42
individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p.
133). 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.
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 Characteristics 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, 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.
-43
Factors that influence job satisfaction
Environmental factors
Communication Overload and Communication Under load
One of the most important aspects of an individual’s work in a modern organization
concerns the management of communication demands that he or she encounters on the job
(Krayer, K. J., & Westbrook, L., p. 85). Demands can be characterized as a communication
load, which refers to “the rate and complexity of communication inputs an individual must
process in a particular time frame (Faraca, Monge, & Russel, 1977).” Individuals in an
organization can experience communication over-load and communication under- load
which can affect their level of job satisfaction. Communication overload can occur when
“an individual receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex messages that are
more difficult to process (Farace, Monge, & Russel, 1997).” Due to this process, “given an
individual’s style of work and motivation to complete a task, when more inputs exist than
outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L.,
p. 86) which can be positively or negatively related to job satisfaction. In comparison,
communication under load can occur when messages or inputs are sent below the
individual’s ability to process them (Farace, Monge, & Russel, 1997).” According to the
ideas of communication over-load and under-load, if an individual does not receive enough
-44
input on the job or is unsuccessful in processing these inputs, the individual is more likely
to become dissatisfied, aggravated, and unhappy with their work which leads to a low level
of job satisfaction.
Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisor's behavior can positively
or negatively influence job satisfaction. Communication behavior such as facial expression,
eye contact, vocal expression, and body movement is crucial to the superior-subordinate
relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal
interactions with respect to impression formation, deception, attraction, social influence,
and emotional expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from
the supervisor helps to increase interpersonal involvement with their subordinates
impacting job satisfaction. The manner in which supervisors communicate with their
subordinates non-verbally may be more important than the verbal content (Teven, p. 156).
Individuals who dislike and think negatively about their supervisor are less willing to
communicate or have motivation to work whereas individuals who like and think positively
of their supervisor are more likely to communicate and are satisfied with their job and work
environment. A supervisor who uses nonverbal immediacy, friendliness, and open
communication lines is more likely to receive positive feedback and high job satisfaction
from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to
communicate will naturally receive negative feedback and create low job satisfaction in
their subordinates in the workplace.
Emotions
-45
Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano,
1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while
emotions are often more intense, short-lived and have a clear object or cause.
There is some evidence in the literature that moods are related to overall job satisfaction.
Positive and negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion work (or emotion management) refers to various types of efforts to manage
emotional states and displays. Emotion management includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of an
emotion. Although early studies of the consequences of emotional work emphasized its
harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative. It was found that suppression
of unpleasant emotions decreases job satisfaction and the amplification of pleasant
emotions increases job satisfaction. The understanding of how emotion regulation relates to
job satisfaction concerns two models:
1. Emotional dissonance . Emotional dissonance is a state of discrepancy between
public displays of emotions and internal experiences of emotions, that often follows
the process of emotion regulation. Emotional dissonance is associated with high
emotional exhaustion, low organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers’
emotion regulation might beget responses from others during interpersonal
encounters that subsequently impact their own job satisfaction. For example: The
-46
accumulation of favorable responses to displays of pleasant emotions might
positively affect job satisfaction. performance of emotional labor that produces
desired outcomes could increase job satisfaction.
Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common method
for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert).
Other less common methods of for gauging job satisfaction include: Yes/No questions,
True/False questions, point systems, checklists, and forced choice answers. This data are
sometimes collected using an Enterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in
five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the
work itself. The scale is simple, participants answer either yes, no, or can’t decide
(indicated by ‘?’) in response to whether given statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an
improvement to the Job Descriptive Index because the JDI focuses too much on individual
facets and not enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire
(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job
satisfaction in 20 facets and has a long form with 100 questions (five items from each
facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item
questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job
-47
satisfaction, one of the first scales used widely, measured overall job satisfaction with just
one item which participants respond to by choosing a face..
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviours such as organizational citizenship, absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors. One common research finding is that job satisfaction is correlated
with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with
life tend to be satisfied with their job and people who are satisfied with their job tend to be
satisfied with life. However, some research has found that job satisfaction is not
significantly related to life satisfaction when other variables such as nonwork satisfaction
and core self-evaluations are taken into account. An important finding for organizations to
note is that job satisfaction has a rather tenuous correlation to productivity on the job. This
is a vital piece of information to researchers and businesses, as the idea that satisfaction and
job performance are directly related to one another is often cited in the media and in some
non-academic management literature. A recent meta-analysis found an average uncorrected
correlation between job satisfaction and productivity to be r = 0.18; the average true
correlation, corrected for research artifacts and unreliability, was r = 0.30. Further, the
meta-analysis found that the relationship between satisfaction and performance can be
moderated by job complexity, such that for high-complexity jobs the correlation between
satisfaction and performance is higher (ρ = 0.52) than for jobs of low to moderate
complexity (ρ = 0.29). Job Satisfaction also have high relationship with intention to quit. It
is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an
organization (Kim et al., 1996). Recent research has also shown that Intention to Quit can
-48
have effect like poor performance orientation, organizational deviance, and poor
organizational citizenship behaviours. In short, the relationship of satisfaction to
productivity is not necessarily straightforward and can be influenced by a number of other
work-related constructs, and the notion that "a happy worker is a productive worker"
should not be the foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality
-49
4. Data Analysis & Interpretation
I have been passed up at least once for
a promotion in the past few years.
0% 20%
50%
30%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point , 20% of
employees are agree on the point, 30% are neither agree nor disagree,50% are disagree
and rest 0% of employees are strongly disagree.
-50
I spend parts of my day daydreaming
about a better job.
15%
10% 0%
15%60%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 60% of employees are strongly agree about the point , 15% of
employees are agree on the point, 15% are neither agree nor disagree,10% are disagree
and rest 0% of employees are strongly disagree.
%
-51
I find much of my job repetitive and
boring.
10%
10% 5 0%
75%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.
%
-52
I am mentally and/or physically
exhausted at the end of a day at work.
10% 5 0%
85%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-53
I feel that my job has little impact on the
success of the company.
20% 0%
30%
50%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 50% of employees are strongly agree about the point , 30% of
employees are agree on the point, 20% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-54
I have an increasingly bad attitude
toward my job, boss, and employer
20% 0% 20%
60%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 20% are neither agree nor disagree,60% are disagree
and rest 20% of employees are strongly disagree.
-55
I am no longer given the resources I
need to successfully do my job.
0% 10%
60%30%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-56
I am not being used to my full
capabilities.
40%
0%
40%
20%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point , 40% of
employees are agree on the point, 20% are neither agree nor disagree,40% are disagree
and rest 0% of employees are strongly disagree.
-57
I have received no better than "fair"
evaluations recently.
25% 0%
40%
35%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 40% of employees are strongly agree about the point , 35% of
employees are agree on the point, 25% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-58
I feel as though my boss and employer
have let me down.
35%
0% 10%
55%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point , 0% of
employees are agree on the point, 10% are neither agree nor disagree,55% are disagree
and rest 35% of employees are strongly disagree.
-59
I often feel overworked and
overwhelmed.
0%
35%45%
20%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 45% of employees are strongly agree about the point, 20% of
employees are agree on the point, 35% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-60
I am frequently stressed out at work.
0% 20%
50%15%
15%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point, 20% of
employees are agree on the point, 15% are neither agree nor disagree,15% are disagree
and rest 50% of employees are strongly disagree.
-61
I live for weekends and days away
from the job.
0% 10%
60%30%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point, 0% of
employees are agree on the point, 10% are neither agree nor disagree,30% are disagree
and rest 60% of employees are strongly disagree.
-62
I find myself negatively comparing my
situation to my peers.
20%0% 15%
40%
25%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point, 15% of
employees are agree on the point, 25% are neither agree nor disagree,40% are disagree
and rest 20% of employees are strongly disagree.
-63
I feel my bad days at work outweigh the good
ones.
45%
0% 25%
30%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 25% of employees are strongly agree about the point, 30% of
employees are agree on the point, 45% are neither agree nor disagree,0% are disagree and
rest 0% of employees are strongly disagree.
-64
I often experience a sensation of time standing
still when I am at work.
20% 0% 15%
30%35%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 15% of employees are strongly agree about the point, 35% of
employees are agree on the point, 30% are neither agree nor disagree,20% are disagree
and rest 0% of employees are strongly disagree.
-65
I have been told that I am becoming a more
cynical person.
Strongly Agree
35%
0%
30%
10%
25%
Agree
Neither Agree norDisagree
Disagree
Strongly Disagree
This graph shows that 10% of employees are strongly agree about the point, 25% of
employees are agree on the point, 30% are neither agree nor disagree,35% are disagree
and rest 0% of employees are strongly disagree.
-66
I feel as though my employer has broken
promises about my future with the organization.
40%
0% 10%
25%
25%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 0% of employees are strongly agree about the point, 10% of
employees are agree on the point, 25% are neither agree nor disagree,25% are disagree
and rest 40% of employees are strongly disagree.
-67
I have lost sight of my career goals and
aspirations.
15% 0% 15%
45%
25%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 15% of employees are strongly agree about the point, 25% of
employees are agree on the point, 45% are neither agree nor disagree,15% are disagree
and rest 0% of employees are strongly disagree.
-68
I no longer feel valued for my work.
20%
10%25%
20% 25%
Strongly Agree Agree
Neither Agree nor Disagree Disagree
Strongly Disagree
This graph shows that 25% of employees are strongly agree about the point, 25% of
employees are agree on the point, 20% are neither agree nor disagree,20% are disagree
and rest 10% of employees are strongly disagree.
-69
5. CONCLUSION&SUGGESTIONS
To increase the job satisfaction level of the employees the company should concentrate
mainly on the incentive and reward structure rather than the motivational session.
Ideal employees should concentrate on their job.
Educational qualification can be the factor of not an effective job.
Company should give promotion to those employees who deserve it.
-70
Findings
Employees are not completely satisfied with their job although their salary
is good enough.
Employees are not getting value to their work.
Most of employees think that they are not on their actual path.
Most of the employees think that the organizations haven’t fulfilled
their promises, what they do in beginning especially regarding
Promotion.
There is negatively comparison between peers especially regarding targets.
They often feel overworked.
-71
-72
6. BIBLIOGRAPHY
BOOKS
1. Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill
Publication Company Ltd. Page no. 81-136,171,179,267,284.
3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth
edition.
4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication
Company Ltd.
WEBSITES:-
a. www.kot aklifeinsurance.co m/ho me/produc ts
b. www.kot ak.co m/co ms2/product-co mpint-0000950756-page.h t ml
c. www.ird a.org/insurance /benef its-kotak,- ind
d. www.ask.com-/meaning-insurance/history//-
e. www.ibef.org/industry/insurance-trend/in
-73
7. ANNEXURE
QUESTIONNAIRE
NAME: …………………………………………. DESIGNATION: ………………………………. COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
2. I spend parts of my day daydreaming about a better job.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
3. I find much of my job repetitive and boring.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
-74
4. I am mentally and/or physically exhausted at the end of a day at work.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
5. I feel that my job has little impact on the success of the company.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
6. I have an increasingly bad attitude toward my job, boss, and employer .
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
7. I am no longer given the resources I need to successfully do my job.
Strongly Agree
Agree
Neither Agree nor Disagree
-75
Disagree
Strongly Disagree
8. I am not being used to my full capabilities.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
9. I have received no better than "fair" evaluations recently.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
10. I feel as though my boss and employer have let me down.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
11. I often feel overworked and overwhelmed.
Strongly Agree
Agree
-76
Neither Agree nor Disagree
Disagree
Strongly Disagree
12. I am frequently stressed out at work.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
13. I live for weekends and days away from the job.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
14. I find myself negatively comparing my situation to my peers.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
15. I feel my bad days at work outweigh the good ones.
-77
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
16. I often experience a sensation of time standing still when I am at work.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
17. I have been told that I am becoming a more cynical person.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
18. I feel as though my employer has broken promises about my future with the
organization.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
-78
Strongly Disagree
19. I have lost sight of my career goals and aspirations.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
20. I no longer feel valued for my work.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree