DISSERTATION REPORT ON

WORK VALUE AND JOB SATISFACTION- A STUDY OF INDIAN MANAGERS IN IT INDUSTRY

In fulfillment of Master of Business Administration In Human Resource

With Special Reference To

IT INDUSTRY IN INDIA

By: MRINALINI A0102306A26 MBA-HR (2006-2008) MAY2,2008

AMITY UNIVERSITY UTTAR PRADESH AMITY BUSINESS SCHOOL- AU SECTOR-44, NOIDA, UP

TABLE OF CONTENT
S.No 1. 2. 3. 4. 5. TOPICS Executive Summary Acknowledgement Introduction to IT Industry Research Methodology About Work Value and Job Satisfaction Conceptual Framework Work Value Job Satisfaction Models of Job Satisfaction The Study At a Glance Condensation of Questions into 4 Main Factors Recommendations The Role of HR in Work Value & Job Satisfaction Conclusion Limitation of the study Annexure Bibliography Questionnaire PAGE No. 4 8 9 11 13 15 16 17 18 19 20 28 - 33 35 38 40 41 43 - 45 46 47 53 50-52

6. 7. 8. 9. 10. 11. 12

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.

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.

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 incorporate differences in work value and perceived job characteristics as key explanatory variables.

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.

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.

Tools for data analysis:

Qualitative tools Correlation Analysis

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 9

MRINALINI

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 Domestic software Market 490 Software Exports Indian Software Industry 734 1224

1996-97 670 1085 1755

1997-98 920 1750 2670

1998-99 1250 2650 3900

1999-2000 1700 4000 5700

2000-01* 2450 6300 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

10

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)

Sub total (International) 30 10 17 5 62

India Based India Centric IT Services Software Products IT-enabled Service E-business Total 23 8 15 4 50 7* 2 2 1 12

Domestic 8.5 9.5** 2 5 25

Total 38.5 19.5 19 10 87

1998 2.1 0.6 0.4 0.2 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-NoidaGurgaon 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

11

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

12

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 13

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.

14

RESEARCH METHODOLOGY

Data Source

Primary Data and Secondary Data

15

METHOD and

Unstructured and open-ended interviews questionnaires

SAMPLE TOOLS

100 managers working in the hospitality industry.

Use of standardized measures for collecting data.

TOOLS FOR DATA ANALYSIS

Qualitative tools Correlation Analysis

16

ABOUT WORK VALUE AND JOB SATISFACTION

17

THE CONCEPTUAL FRAME WORK

18

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 19

 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

20

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

21

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 job and organization. Thus, individual values and organization values need to be in alignment for better performance by employees.

22

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. 23

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 when expectations 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

24

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 selfefficacy (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.

25

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 experienced meaningfulness experienced responsibility for outcomes knowledge of the actual results job satisfaction

which impact three critical psychological states

in turn influencing work outcomes

26

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.

27

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

28

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.

29

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.

30

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 hardworking 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? 31

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 even possible. 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 fair and 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

32

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

33

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, would leave, 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 your patients. 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, 34

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.

35

THE STUDY AT A GLANCE

36

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

37

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
M onetary com pensation T eam w ork and w ork culture R elationship w ith supervisor S atisfaction in the job content

E m ploy ee S atisfac tio n

P hysical w orking conditions

W ork load

T raining and personal developm ent

R ecognition & R ew ard

G row th opportunities

38

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

Regression analysis

Qualitative / Quantitative
Quantitative

Key Insights derived

growth in job and team work are the sole factors for overall satisfaction Fairness & Supervisor Job Growth Team Spirit & Work Load Physical Work Condition Cluster 1- Unhappy souls25% Cluster 2 Content souls 44% Cluster 3 Happy souls 39

Correlation analysis

Quantitative

Factor analysis & Cluster analysis

Quantitative

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.Dissatisfied 3. Slightly Dissatisfied 4. Neutral 5. Sligthly neutral 6. Satisfied

40

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 of Excitement 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. In job 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 the job security available in their job and the amount of personal growth and development that is achieved during working in the company.

41

6 5 4 3 2 1 0 Help Others Friendships Make Decisions Power and Authority Intellectual Status

3.5 3 2.5 2 1.5 1 0.5 0

Amount of job security

Amount of personal growth

Degree of respect and fair

Chance to get to know other

Work Value Parameters & Avg Score Of Each

Job Satisfaction Parameters & Avg Score Of Each

42
Series1

Degree to which I am fairly paid

Aesthetics

How secure things look for

Excitement:

The amount of challenge in my

Moral Fulfillment

Series1

Work Value
80 Response for each question 70 60 50 40 30 20 10 0 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

Responsents Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14 Q15 Q16

43

Job Satisfaction
Responsents 80 Response for each question 70 60 50 40 30 20 10 0 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 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Q13 Q14

Respondents in Each Category for Work Value

50 40 30 Series1 20 10 0 Series1 Between 30 and 40 27 Between 40 and 50 41 Between 50 and 60 2

44

Respondents in Each Category for Job Satisfaction

60 50 40 30 20 10 0 Between 30 and 40 1 Between 40 and 50 7 Between 50 and 60 48 Between 60 and 70 13 Between 70 and 80 1 Series1

Series1

Chart dipicting the various scores of Work Value and Job Satisfaction
80 70 60 50 40 30 20 10 0

Work Value Job Satisfaction

4543 46 49 52 55 58 61 64 67 70 1 4 7 10 13 16 19 22 25 28 31 34 37 40

46

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

47

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 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 2 PHYSICAL WORKING CONDITION FACTOR

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

48

Cluster Analysis on the 4 Factors gave 3 Clusters

Cluster 1 7.00 6.00 5.00 4.00 3.00 2.00 1.00 0.00 Fairness and supervisors

Cluster 2

Cluster 3

Job, Growth and Training

Team work & Work load

Physical Working conditions

Cluster 1 Unhappy souls Cluster 2 Content souls Cluster 3 Happy souls

25% 44% 31% 49

Overall Satisfaction is Highly Correlated with Team Work and Work Loads in the companies.

50

0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 Fairness and supervisor Job, growth Team work & load Physical Conditions

Question which are asked My supervisors recognize my work and appreciate me I like my supervisor I believe I will be working for this company for next two years I enjoy what I do in my job I will refer a friend to apply for a job My company and supervisor are supportive of my family responsibilities and issues (e.g. illness, children etc.)

Correlation 64% 64% 63% 62% 61% 60%

51

What people think why people leave IT companies? (Reflection of their own thoughts)

Better salary offer No Promotions/ Stagnation Too much work pressure Lack of cooperation from coworkers Difficult supervisor

Overall 73% 27% 29% 42% 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

52

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.

53

RECOMMENDATIONS

SUGGESTIONS
54

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 management and 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 55

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

56

57

THE ROLE OF HUMAN RESOURCE IN WORK VALUE AND JOB SATISFACTION

58

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.

59

 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

MOTIVATION
Igniting 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

60

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

61

 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.

62

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 concerns have 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.

63

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.

64

ANNEXURES

65

Annexure 1 Work Values

Name: Age: Gender:

Department: Position: 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 66

. 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.

67

68

ANNEXURE 2 JOB SATISFACTION

Name: Age: Gender: Department: Position: 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 Dissatisfied 2.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.

69

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.

70

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

71