CHAPTER I

INTRODUCTION

INTRODUCTION
Human resource should be utilized to maximum possible extent, in order to achieve
individual and organizational goals. How ever the employee performance is to a large
extent, influenced by motivation and job satisfaction.
Attitudes are significant because they influence behavior at work either directly or
indirectly. Few concepts in the field of organizational behavior and human resource
management have attracted as much attention among both managers and researchers as
the specific employee attitude called as job satisfaction.

Definitions:
1. Job satisfaction as an individuals overall attitude toward his/her job.
2. Job satisfaction defines as a pleasurable or positive emotional state resulting from the
appraisal of ones job or job experience.
3. Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self satisfaction, happiness or self-contentment but the
satisfaction on the job.
4. Job satisfaction defined as the pleasurable/un pleasurable emotional state resulting
from the appraisal of ones job as achieving or facilitating the achievement of ones job
values.
5. Job satisfaction is the favorableness or unfavourableness with which employees view
their work.
Job satisfaction has been regarded both as a general attitude as well as satisfaction
with specific dimensions of the job such as pay, the work it self, promotion opportunities,
supervision, co-workers. These may interact in different ways to create the feeling of
satisfaction with the job.
Job satisfaction in two ways. First, in terms of the fit between what the organization
requires and what the employee is seeking and second, in terms of the fit between what
the Employee is seeking and what he/she is actually receiving.
2

Historical overview of job satisfaction:

1. While systematic attempts to study the nature and cause of job satisfaction did not
Begin until the 1930s, the important role played by a workers attitude in determining his
actions in the job situation was recognized long before. The interpretations of the
Hawthorne studies stressed the role of the informal work group and supervisory practices
in shaping employee satisfaction and performance
2. Hop pock published the first intensive study of job satisfaction; his result
emphasized the multiplicity of factors that could affect job satisfaction, which include
fatigue, monotony, working conditions, supervision and achievement.
3. In retrospect, three major schools of thought or historical trends can be identified
concerning the factors believed to be the most conducive to employee Job satisfaction.
The human relations school, which began in the 1930s, emphasized the role of good
supervisor, cohesive workgroups and good employee_ management relations.
4. In recent years, the attitude of job satisfaction has become closely associated with
broader approaches to improve job design and work organization and the quality of work
life movement.

Determinants of job satisfaction:

These factors can be classified into two categories those relating to the
organization and those relating to the personal characteristics of the employees them
selves. They are
a) ORGANIZATIONAL FACTORS

Reward system

Work it self

Perceived quality of super vision

Working conditions

b) INDIVIDUAL DETERMINENTS

Status &seniority
Age
Gender
Marital status

Years of experience

Need & Importance of the Study :

1. Understanding the employee is for an organization in assisting management with

the People component of the organization and assist in gaining and maintaining
a competitive Advantage.
2. Study on employees opinion towards job satisfaction in various aspects in ICICI
help the company to know how and contributes maximum benefits to the
organization.
3. There is a need & importance for the study, as it will help the company to know
about the employees opinion and can modify the changes in the organization for
human resource development and future utility.
4. The present study is a micro level study confined to the study of motivation, job
satisfaction and can be attempted from various dimensions of personal feelings,
perceptions, desires, motives, attitudes, values etc. Further, the depth in analysis is
confined to employees in ICICI.

Objective of the study:

To know the objectives of the company.
To gather the nformation about profile of the ICICI company.
To know the job satisfaction level in employees of ICICI company (or) that
company.
To identify what are the measures and techniques adopted by the company in
order to keep employees satisfied by the job.
To give suggestions to improve the satisfaction levels in the workplace.

Objectives of the Job Satisfaction :

The study aims at finding the information regarding job satisfaction of employees in
general and specific in ICICI.
The objectives are;

To ensure the availability of a competent and will and willing workforce to an

Organization.

To meet the needs, aspirations, values and dignity of individual employees.

To assist employees to function more effectively in their present position by

exposing them to the latest concepts and techniques by developing the skills.

To enable the employees to develop and make them ready to meet the future
Challenges.

To reduce employee dissatisfaction and turnover.

To improve motivation and moral by providing good working condition.

SCOPE OF THE STUDY :

Scope of the study is confined to, what are the various facets and incentives of
the organization which are motivating the employees to stay with the organization. To
find out what aspects are satisfied and dissatisfied by the employees of the
organization and the difference in the satisfaction level of executives of Nonexecutives.

Discusses the research design, important of the study scope and signification
of the study, sources of data, need of the study, objectives of the study and limitation
of the study.

RESEARCH METHODOLOGY:
The project job satisfaction is done at Electronic Corporation of India ltd, Hyderabad,
Follows the following methodology.
DATA COLLECTION:
PRIMARY DATA:
For the purpose of the study the necessary data has been collected from the primary and
secondary sources. The primary data are those which are collected afresh and for the first
time. The data regarding the opinion, on JOB SATISFACTION for employees and
workers at various levels of the organization. A questionnaire was prepared about 100

members as sample group concerned were gathered through discussion and separate
questionnaire.

THE SECONDARY DATA:

The secondary data, on the other hand, are those which have already collected by
someone

else and which have already been assed through the statistical process. The

secondary data that is establishment, location and capacity, staff information,

organization charts etc, where collected from the management annual reports, circulars,
journals, information brochures etc.

Data Analysis :
Statistical Tool :
In data analysis I used mean in orders to find out the percentage.
No. of Respondents
Mean = ------------------------------------ x 100
Total No. of repondents.

Limitations of the study:

The study will bring the general opinion of the employees but it will not
reflect the exact Opinion of all.
As the study will be conducted in ICICI, in ISD (instrument system
division) division it indicates the perception of the employees in that
division only.

 The study restricts up to 100 samples. It will not consider all the
employees in the Organization.
The study focuses on the attitudes and perceptions of employees only, it
will not cover the financial growth of the employees.
Main constraint is time is very less i.e. 45 days, so we not gather more
information from employees.
Organization did not give permission to meet all the employees

CHAPTER II
ORGANIZATION PROFILE

ABOUT ICICI BANK LIMITED

Securities and Exchange Board of India, vide its letter no. MFD/PM/567/02 dated
June 4,2002, has accorded its approval recognizing ICICI Bank Ltd. as a cosponsor
consequent to the merger of ICICI Ltd. with ICICI Bank Ltd.
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion
(US$ 77 billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8
million) for the nine months ended December 31, 2009. The Bank has a network of 1,694
branches and about 4,883 ATMs in India and presence in 18 countries. ICICI Bank offers
a wide range of banking products and financial services to corporate and retail customers
through a variety of delivery channels and through its specialised subsidiaries and
affiliates in the areas of investment banking, life and non-life insurance, venture capital
and asset management. The Bank currently has subsidiaries in the United Kingdom,
Russia and Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri
Lanka, Qatar and Dubai International Finance Centre and representative offices in United
Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our
UK subsidiary has established branches in Belgium and Germany.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the
National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)
are listed on the New York Stock Exchange (NYSE).
As required by the stock exchanges, ICICI Bank has formulated a code of business
conduct and Ethics for its directors and employees. (Click here to view a copy of the
code).

10

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian

financial institution, and was its wholly-owned subsidiary. ICICI's Shareholding in ICICI
Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an
equity offering in the form of ADRs fisted on the NYSE in fiscal 2000, ICICI Bank's
acquisition of Bank of Madura Limited in ail-stock amalgamation in fiscal 2001, and
secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002.
ICICI was formed in 1955 at the initiative of the world bank, the Government of India
and representatives of Indian industry. The principal objective was to create, a
development financial institution for providing medium-term and long-term project
financing to Indian businesses. In the 1990s, ICICI transformed its business from a
development financial institution offering only project finance to a diversified financial
services group offering a wide variety of products and services, both directly and through
a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first
Indian company and the first bank or financial institution from non-Japan Asia to be
listed on the NYSE.
After consideration of various corporate structuring alternatives in the context of
the emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the management ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optiomal strategic alternative for both
entities, and would create the optimal legal structure for the ICICI group's universal
banking strategy. The merger would enhance value for ICICI shareholders through the
merged entity's access to low-cost deposits, greater opportunities for earning fee-based
income and the ability to participate in the payments system and provide transaction
banking services. The merger would enhance value for ICICI Bank shareholders through
a large capital base and scale of operations, seamless access to ICICI's strong corporate
relationships built up over five decades, entry into new business segments, higher market
share in various business segments, particularly fee-based services, and access to the vast
talent pool of ICICI and its subsidiaries In October 2001, the Boards of Directors of
ICICI and ICICI Bank approved the merger of ICICI and two of its wholly owned retail

11

finance subsidiaries, ICICIC Personal Financial Services Limited and ICICI Capital
Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI
and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March
2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India i
April, 2002.

Consequent to the merger, the ICICI group's financing and banking

operations, both wholesale and retail, have been integrated in a single entity. Free float
holding excludes ail promoter holdings, strategic investments and cross holdings among
public sector entities.
HISTORY OF THE COMPANY
Overview:
ICICI Bank is India's second-largest bank with total assets of Rs. 3,562.28 billion (US$
77 billion) at December 31, 2009 and profit after tax Rs. 30.19 billion (US$ 648.8
million) for the nine months ended December 31, 2009. The Bank has a network of 1,694
branches and about 4,883 ATMs in India and presence in 18 countries.
ICICI Bank offers a wide range of banking products and financial services to
corporate and retail customers through a variety of delivery channels and through its
specialised subsidiaries and affiliates in the areas of investment banking, life and non-life
insurance, venture capital and asset management. The Bank currently has subsidiaries in
the United Kingdom, Russia and Canada, branches in United States, Singapore, Bahrain,
Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative
offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia
and Indonesia. Our UK subsidiary has established branches in Belgium and Germany.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the
National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)
are listed on the New York Stock Exchange (NYSE).
ICICI Bank has formulated a Code of Business Conduct and Ethies for its
directors and employees (click here to view a copy of the Code). At September 20, 2005,

12

ICICI Bank, with free float market capitalization of about Rs.400.00 billion (US$ 9.00
billion) ranked third amongst all the companies listed on the Indian stock exchanges.
ICICI BANK was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly - owned subsidiary. ICICI's shareholding in ICICI Bank
was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity
offering in the form of ADRs listed on the NYSE in fiscal 2000.

ICICI Bank's

acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and

secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002.
ICICI was formed in 1955 at the initiative of the World Bank, the Government of
India and representatives of Indian industry. The principal objective was to create a
development financial institution for providing medium-term and long-term project
financing to Indian businesses. In the 1990s, ICICI transformed its business from a
development financial institution offering only project finance to a diversified financial
services group offering a wide variety of products and services, both directly and through
a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first
India Company and the first bank or financial institution from non-Japan Asia be listed on
the NYSE. After consideration of various corporate structuring alternatives in the context
of the emerging competitive scenario in the Indian banking industry, and the move
towards universal banking, the management's of ICICI and ICICI Bank formed the view
that the merger of ICICI with ICICI Bank would be the optimal strategic alternative for
both entities, and would create the optimal legal structure for the ICICI group's universal
banking strategy. The merger would enhance value for ICICI shareholders through the
merged entity's access to low-cost deposits, greater opportunities for earning fee-based
income and the ability to participate in the payments system and provide transactionbanking services. The merger would enhance value for ICICI Bank shareholders through
a large capital base and scale of operations, seamless access to ICICI's strong corporate
relationships built up over five decades, entry into new business segments, higher market
share in various business segments, particularly fee-based services, and access to the vast
talent pool of ICICI and its subsidiaries.

13

In October 2001, the Boards Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Bank.
The merger was approved by shareholders of ICICI and ICICI Bank in January, 2002, by
the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of
Judicature at Mumbai and the Reserve Bank of India in April 2002 Consequent to the
merger, the ICICI group's financing and banking operations, both wholesale and retail,
have been integrated in a single entity. Free float holding excludes all promoter holdings,
strategic investments and cross holdings among public sector entities.

ICICI BANK GROUP:

ICI
CI
SE

ICICI
VENTUR
E
ICICI
LAML
ARD

ICI
CI

ICI

BA

CI

PRUDE
N
ICICI
AMC &
TRUST.

NK

PRU

BOARD OF DIRECTORS:

LT

DN

MS.Chanda D kochhar

D.

CU

LIFE
INS.

Mr.k.ram kumar
Mr.v.sridhar
Mr.v.prem watsa
Mr.sanjoy chattarjee
Mr.marti g.subrahmanyam
Mr.p.sinha

14

Mr.l.n.mittal
Mr.sandeep bakshi
Mr anupam puri
Mr.m.s.ram chandran
Mr.homi r khusrokhar
Mr.sridar iyengar
Mr.mk.sharma
Mr.ns kannan
Mr.narendra murkumbi
Mr.k.v kamanth
1. Mutual Fund
A mutual fund is a pool of money contributed by individuals who have similar financial
goals. The money collected is then invested in various securities such as equities,
debentures/bonds and/or money market instruments.
2. Net Asset Value (NAV)
Net Asset value (NAV) denotes the performance of a particular scheme of a mutual fund.
Mutual funds invest the money collected from the investors in securities markets. In
simple words, NAV is the market value of the securities held by the scheme. Since the
Market value of securities changes every day, NAV of a scheme also varies on day-to-day
basis. The NAV per unit is the market value of the securities of a scheme divided by the
total number of units of the scheme on any particular date. NAV is required to be
disclosed by the mutual funds on a regular basis-daily or weekly-depending on the type
of scheme.
3. Load
It is a charge collected by a mutual fund when it sells units. It can be either front-end
load (i.e., the charge collected when an investor buys the units) or back-end load (i.e., the
charge collected when the investor sells back the units). Some schemes do not charge
any load and are called No Load Schemes.

15

4. Net Assets
The total value of a funds cash and securities less its liabilities or obligations.

5. Portfolio
A portfolio comprises investments in a variety of securities and asset classes. This
diversification reduces the overall risk. Portfolio risk depends on the nature of each
investment in the portfolio and the overall impact (favorable or unfavorable) of the
various risk factors on each security. A mutual fund scheme states the kind of portfolio it
seeks to construct as well as the risks involved under each asset class.

6. Ex-dividend Date
Normally, one business day after the record date. Investors purchasing unit on or after
the ex-dividend date are not entitled to collect dividends or bonus units. The NAV falls
by the amount of the dividend distributed and/or bonus issued. The terms ex-bonus and
ex-dividend often are used synonymously. For instance, if the record dates for dividend
is January 20, then investors who dont have their names in the list of unit holders as on
that day, will not receive the dividend. This works very similar to dividend and bonus
declarations in the case of stocks.
7. Expense Ratio
The expense ration for a fund is the annual expenses of a fund 9at the end of the financial
year), including the management fee, administrative costs divided by the number of units
on that day.

16

BANK DEPOSITS
Bank deposits are fairly safe because banks are subject to control of the Reserves
Bank of India (RBI) with regard to several policy and operation parameters. The
minimum deposits amount varies each bank. It can range from as low as Rs.100 to an
unlimited amount with some bank. Deposits can be made in multiples of Rs.100.
People who want to take less risk i.e., want some guarantee or security of their at
least principle amount and interest may vary and also may not be very high prefer to
deposits in banks. Bank deposits are safest investment after post office savings because
all bank deposits are insured under the Deposits Insurance and Credit Guarantee Scheme
of India. It is possible to get 75-90% of the deposits amount from banks against fixed
deposit receipts.
The basic four of accounts that can be opened in the bank by an individual are as fallows:
1.FIXED DEPOSIT:
A fixed deposit is meant for those who want to deposit a lump sum of money for
a fixed period say for a minimum period of 15 days to five years and above, thereby
earning a higher rate of interest kin return. Investor gets a lump sum (Principle + Interest)
at the maturity of the deposit.
2.SAVINGS BANK ACCOUNT:
A saving bank account (SB account) is meant to promote the habit of saving
among the people. It also facilitates safekeeping of money. In this scheme fund is allowed
to be withdrawn whenever required, without any condition. Hence a saving account is a

17

safe, convenient and affordable way to save your money. The minimum amount to open
an account in a nationalized bank is Rs.100. If chequebooks are also issued, the minimum
balance of Rs.500 has to be maintained. However in some private or foreign bank the
minimum balance is Rs.500 or more and can be up Rs.10,000. One cheque book is
issued to a customer at a time.
3.RECURRING DEPOSITS:
The recurring deposits in bank is meant for someone who want to invest a specific
sum of money on a monthly basis for a fixed rate of return. At the end, you will get the
principle sum as well as the interest earned during that period. The scheme, a systematic
way for long term savings, is one of the best investment option for the low income group
investment of Recurring Deposits varies from bank to bank but usually it begins from
Rs.100. There is no upper limit in investing.
4.CURRENT ACCOUNT:
Current account is running account supporting unlimited withdrawals and
deposits meant for convenience and not to save money. The account is generally opened
by businessman, joint stock companies, institutions, public corporations, and any
business, which has banking transaction.

18

CHAPTER III
THEORETICAL FRAMEWORK

19

Consequences of job satisfaction:

The effect of job satisfaction on some key organization and individual factors is
presented below.

1).PERFORMANCE
The association between job satisfaction and performance has been an issue of
continuous debate and controversy among researchers. There are essentially three
perspectives on the relationship between performance and job satisfaction. They are
a) The traditional human relations approach suggests that satisfaction leads to exerting
more effort by employees and subsequently results in higher levels of performance.
b)

The second approach suggests that performance levels affect the reward

employees receive. If employees feel their rewards are unfair, they will be dissatisfied. It
has been concluded that performance and satisfaction will most strongly be correlated
when rewards are made contingent upon performance than when they are not.
c) Yet another alternative view is that there is no specific relationship between job
satisfaction and performance. Offering hardly any comfort to those seeking to confirm
that a satisfied employee is a productive employee.
2). TURNOVER

20

a) Most researcher studies indicate that satisfied workers are in general less likely to
leave the organization. These studies find a little over 15percentage of variance in
turnover to be associated with variance in satisfaction.
b) Thus, they reveal only a moderate association between satisfaction and turnover
because it is perhaps only one of the many factors responsible for an individuals decision
to quit.
c) One can safely conclude that satisfaction is better predictor of turnover in good
economic times than in bad. Job dissatisfaction may also indirectly affect turnover in
terms of thoughts of quitting, intention to search for a new job, and intention to quit or
stay.
d) Besides, turnover is also influenced by other factors like wishes of family
members, community, and resistance to change, and so on.
3). ABSENTEESIM
a) It is widely known that absenteeism causes costly interruptions at the work place.
Since temporary workers replace regular workers it can also result in poor quality
products.
b) Hence there is an inverse relationship between satisfaction and absenteeism. The
moderating variable here is the degree to which the individuals that their work is
important.
c) Besides, while job satisfaction will not necessarily lead to low absenteeism, low
job satisfaction is included to bring about an increase in absenteeism. Meta analysis has
shown that little more than 2 percent of variance in job satisfaction is associated with
variance in absenteeism.
4).CREATIVITY

21

a) Zhou and George in an appearing study focused on the conditions under which job
dissatisfaction will lead to creativity as an expression of voice. They concluded, that
employees with high job dissatisfaction exhibited the highest creativity when continuance
commitment was high, and when feed back from coworkers, or coworker help and
support, or perceived organizational support for creativity was high.
b) Bruckner et al had pointed out that individuals who have high self esteem are
more likely to express voice, because they tend to believe that their actions will be
influential and effective. Thus, an exciting implication for managing job dissatisfaction is
to treat it as an opportunity for encouraging new and useful ideas rather than viewing it
only as a problem.
5).ORGANISATIONAL CITIZENSHIP BEHAVIOUR
a) As discussed earlier satisfied employees are more inclined to exhibit
prosocial organizational citizenship behaviors which go beyond their prescribed jobs.
These behaviors include actions that improve social relationship and cooperation within
an organization. It is a willingness to work for the good of the organization even without
reward.
6). MENTAL HEALTH
a) Studies have reported that high job satisfaction is associated to better mental
health. Employees with good mental health have been found to learn job related tasks
faster, have less on the job accidents, and report fewer grievances.
b) Another aspect of mental health could be the degree of frustration experienced
on the job and its impact on the work and life of employees. In order to deal with the
threats of violence, some organizations are training managers to recognize and effectively
deal with aggressive behaviors.
7) .CULTURE

22

a.

Research has uncovered that executives in less industrialized countries

have lower job satisfaction. Japanese workers were reported to have significantly lower
job satisfaction than US workers. In a comparison of employees in the US and India,
factors that lead to job satisfaction were found to differ greatly.
b) While leadership style, pay, and security influenced job satisfaction for the
Americans, for Indians recognition, innovation, and the absence of conflict led to job
satisfaction. There is some evidence. To suggest improved job satisfaction and changing
attitudes of staff arising from the introduction of empowerment.
8) NON WORK LIFE
a) Researchers have reported that there is a spillover of job satisfaction to other
spheres of life too. In other words, satisfaction in job seems to increase satisfaction in
spheres of life or what is called satisfaction in general. Balancing the demands of career
and family has become a major challenge for employees particularly so for dual career
couples.
b) A Meta analysis by Kossek AND Ozeki of fifty studies with fifty groups found
a negative relationship between all forms of work family conflict and job and life
satisfaction. Women were found to be more adversely affected by work family conflict
than men because of their double responsibilities of work and home.

DIMENSIONS OF JOB SATISFACTION

Job satisfaction is itself a complex concept and difficult to measure objectively. A

wide range of variables relation to individual, social, cultural, organizational and
environmental factors affects the level of job satisfaction.
23

Individual factors include

: Personality, education, intelligence, abilities, and age,

marital status and orientation to work.

Social factors include

: Relationship with coworkers group working and norms,

opportunities for interaction and informal organization.

Cultural factors include

: Attitudes, beliefs and values.

Organizational factors include: Nature and size, formal structure, personal policies and
Procedures, industrial relations, nature of work, technology
and work organization, supervision and style of leadership,
management system and working conditions.
Environmental factors include: Economic, social, technical and Governmental influences.

FACTORS INFLUENCES ON JOB SATISFACTION:

There a number of factors that influence job satisfaction among them the major
ones observed in Indian context are:
a. Pay
b. The work itself
c. Promotions
d. Work groups
e. Working conditions
a. Pay: Wages are a significant factor for job satisfaction. Money, not only helps
people fulfill their basic wages but, also acts as an instrument for satisfying the upper
level needs. Employees of ten consider pay as a reflection of how management views
their contribution to the organization. Fringe benefits are also important and influential
as pay.
24

b. The work itself: The content of work itself is another major source of
satisfaction. The factors related to the satisfaction with the job itself are the attainment of
success and recognition, status and pride, compensation, participation, application
delegation of authority, the feeling of doing something worth while and involvement in
ones job. Praise seems to have its greatest value when given and received as a token of
recognition and is not, perceived by either parties as an attempt to control the behavior of
the recipient. Recognition satisfies human need for esteem by other and self-esteem.
Status refers to the social rank of a person, and satisfies social and egoistic needs.
Good products, dynamic leadership, fair treatment, service to the community ethical
conduct and such other things serve to simulate an employees pride in his work and
organization. The delegation of a substantial amount of authority to executive a given
task often proves to be a strong motivating force. Participation satisfies ones ego and
self-esteem, and the needs of creativeness and initiative.
c. Promotion: Promotional opportunities seem to have a variety affect on job
satisfaction. This is because promotion takes a number of different forms and a variety of
accompanying rewards.
d. Supervision: There seems to be two dimensions of supervisory style that effect
job satisfaction, another is employee centeredness. This is measured by the degree to
which a superior takes personal interest in the employees welfare. It is commonly
manifested many ways such as checking to see how well the subordinate is doing,
providing advice and assistance to the individual and communicating with the worker on
a personal as well as official level.
The other dimension is participation or influence, as illustrated by managers who
allow their people to approach leads to the higher job satisfaction. A participative climate
created by the supervisor has a more substantial effect on workers satisfaction then does
participation in a specific decision.

25

e. work group: The nature of the work group will have an effect on the job
satisfaction. Friendly, cooperative workers are a modest source of job satisfaction to
individual employees. The work group serves as a source of support and comfort advice
and assistance to the individual worker. Individuals find work groups attractive for a
number of reasons. Satisfactory gained from interaction with others as a pleasure in its
own right friendship.
f. working conditions: Working conditions is another factor that have a modest
effect on job satisfaction. The employees should be provided with good validation
facilities and a space free of noise and other pollutants. If the working conditions are
poor, personnel will find it more difficult to get things done. If things are good, the
problem of job satisfaction can be eliminated but if the things are bad it result in the
problem of job dissatisfaction.

MEASURING JOB SATISFACTION:

There are a number of ways of measuring job satisfaction. Some of the most
common include:
o

Rating scales

Critical incidents

Interviews

Action tendencies

Rating scales:
One of the most popular is the Minnesota Satisfaction Questionnaire (MSQ).
This instrument provides the Picture of the specific satisfaction and dissatisfaction of the
employees. Another popular rating scale is the job Descriptive Index (JDI). This rating
scale offers a number of important advantages in measuring job satisfaction. One is that
they are usually short and can be filled out quickly and easily.
26

Another is that they tend to be worked in general language, so that they can be
used with employees in different types of organization.
On the Negative side, these instructions are based on the assumption that persons
are willing to respond honesty and that they are to describe their feelings accurately.
Another problem is the underlying assumptions that the questionnaire items are valid and
reliable.
Critical Incidents:
The critical approach to the measurement of job satisfaction is very popular.
Employees were asked to describe the incidents on their job when they were particularly
satisfied and dissatisfied. These incidents where, then contents analyzed in determining
which aspects were most benefits of this approach is that it allows the respondents say
what ever they want. On the other hand, the approach is time consuming and there is a
chance that both response and interpretations are biased.

Interview:
Another method of assessing job satisfaction is through the use of personal
interviews. It is an exploratory device to identify relations or verity information collected
and to capture information, as it exists. Its flexibility makes the interview a superior
technique for exploring areas where not much is known about what questionnaire to ask
or how to formulate Questions. It offers a better opportunity that the questionnaire to
evaluate the validity of the information gathered. The interviewer can observe, not only
what subject say about complex subjects and for probing the sentiments underlying
expressed opinions. On the negative side responses can be misinterpreted and thus lead
to erroneous conclusions. There is the possibility of interviewer bias. Interviews are
relatively time consuming and thus expensive way of gathering information.

Action Tendencies:
Action tendencies are the inclinations people have to approach or avoid certain
things. By gathering information about how they feel like acting with respect to their
27

jobs, the job satisfaction can be measured. There are a number of advantages associated
with this approach in measuring attitudes. One is that, less self-insight is required by the
respondent. Thus, the chance of self-bias is reduced. Secondly the approach produces
greater opportunity for people to express their inner feeling in depth, when compared to
other instrument used for measuring job satisfaction of a person. Feeling of doing
something worthwhile and involvement in ones job. Praise seems to have its greatest
value when given and received as a token of recognition and is not, perceived by either
parties as an attempt to control the behavior of the recipient.
Recognition satisfies human need for esteem by other and self-esteem. Status
refers to the social rank of person, and satisfies social and egoistic needs. Good products,
dynamic leadership, fair treatment, service to the community ethical conduct and such
other things serve to simulate an employees pride in his work and organization. The
delegation of a subordinate amount of authority to execute a given task often proves to be
a strong motivating force. Participation satisfies ones ego and self-esteem, and the needs
of creativeness and initiative.
It is observed that Human beings wants, seek responsibility, infant to know what
they are responsible for and what is expected of them and having participated in
establishing the result they should achieve, like to be treated as mature, trust people
capable of directing and controlling themselves to be measured and assessed objectively
while satisfaction with working conditions and remuneration is important the motivated
and creative input of people is brought but largely by providing satisfaction for them in
their job, a challenge to their ability and an opportunity for achievement followed by fair
recognition as a reward. That job satisfaction is aided by individuals seeing their part in
the whole and identifying their own objectives and growth with those of the company and
its progress.
Theories of work motivation and job satisfaction have influenced management
systems, styles of leadership and development in personal policies and procedures. The
personnel management has influenced management systems and styles of leadership and
development function is centered on people needs while working in an organization any
ways in which their work promotes or frustrates the fulfillment of these needs. The
providing conditions under which people work willingly and effectively and to the

28

success of the organization. This involves concern for employees motivation and job
satisfaction.

Job Satisfaction: Putting Theory into Practice:

Herzberg's 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?
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" 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

29

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.

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.

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.

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. 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
30

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 is 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.

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.

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, 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.

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.

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.

31

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.

THE VALUE THEORY:

A second significant theory of job satisfaction is the value theory of job satisfaction
is the value theory proposed by Locke (1984). He proposed that job satisfaction occurs
when job outcomes or the reward that the employee receives matches with outcomes that
are desired by him. The theory focuses on any outcome that people value regardless of
their quality or quantity. Thus the value attached to outcomes is more important.
The better the outcome that they get the more satisfied they will be; and the less
valuable outcome they receive, the less satisfied they will be. Essential to Lockes theory
is, therefore, the discrepancy between the present aspects of the job and those that an
employee desires such as pay, learning opportunities, promotion, and so on. One of the
valuable implications of the theory is that it focuses attention on those aspects of the jobs
that need to be changed for employees to experience satisfaction. People perceive serious
discrepancies between job and job satisfaction. But is also suggests that these factors may
not be the same for all
In addition to these two theories of job satisfaction, there are quite a few others.
Some of the significant ones are briefly presented below.

THE MET EXPECTATION THEORY:

This approach is based on the expectations that new employees have about the job
and how far these expectations are met. It suggests that the employees will work to
achieve the outcomes they expect to follow after successful performance. Workers
become dissatisfied if their expectations about their job are not met. Review of the theory
suggests that the correlation between job satisfaction and met expectations. One of the
implications of the Met expectation theory is that one way of reducing potential
dissatisfaction among employees is to bring their expectations in line with the reality. The
idea of met expectations suggests that the processes undergoing with in the person
32

influence job dissatisfaction. A critical view point of this notion is that it ignores the
social context of the individual, and this is the basis of the equity theory.
THE EQUITY THEORY:
Adams (1963) equity theory argues that people compare the ratio of their out come
over input with the ratio of others outcome over input. If their ratio is greater than or less
than that of the others, they feel dissatisfied because inequity has occurred. However to
feel satisfied with the job, the ratio should be equal to the significant others. Though the
basis of their comparison is ones perception, the fact remains that organization must
attempt to bring about equity to avoid the feelings of dissatisfaction. One of the criticisms
of the theory is that it is imprecise because there are alternate ways of dealing with
feelings of inequity. However, an important implication of this theory is that employees
need to feel that they are fairly dealt with in order to feel satisfied.

33

CHAPTER IV
DATA ANALYSIS &
INTERPRETATION

34

DATA ANALYSIS & INTERPRETATION

TABLE 1

How hard their work in Job Employees view

Designation
Executives
%

Hard work in job

Strongly Disagree NAND
Agree
Disagree
7
18

15
8
38
21
Source : Field Study

7
18

Strongly
Agree
2
5

Total
39
100

GRAPH 1

Interpretation:
Data presented in table 3 reveals that 38 percent of executives are
disagree with the statement that how hard their work in this job their will not
certain that their will get ahead were as 18 percent of workman were disagree
with the statement given and 18 percent of workman were agree with it, so
majority of employees were disagree with the given statement.

TABLE 2

35

Job Require Skills Employees view.

Job require Skills
Strongly Disagree NAND
Agree
Respondent
%

Disagree
13
33

11
4
28
11
Source : Field Study

10
26

Strongly
Agree
1
2

Total
39
100

GRAPH 2

Interpretation:
Data presented in Table 1 reveals that Majority 28 percent of
employees are disagree with that the Job requires Skills that their have not
completely mastered in it and 33 percent of employees are strongly disagree
with the statement given were as 11 percent of employees agree with it
overall 28 percent of employees are disagree with that the job requires Skills
that their have not completely mastered.

TABLE 3

Deal of conflict in organization Employees view.

36

Designation
Executives
%

Deal of conflict
Strongly Disagree NAND
Agree
Disagree
11
28

13
8
33
21
Source : Field Study

4
10

Strongly
Agree
3
8

Total
39
100

GRAPH 3

Interpretation:
Data presented in table 2 reveals that overall 33 percent of workman
are Disagree with that there is a great deal of conflict in their organization and
28 percent of executives are strongly disagree with the statement given and
were as 10 percent as Supervisor and workman are agree with that the
conflict occurs in the organization.

TABLE 4

time spent with other people Employees view

Spend time

37

Designation Strongly Disagree

Executives
%

Disagree
5
13

NAND

11
7
28
18
Source : Field Study

Agree

Strongly

Total

13
33

Agree
3
8

39
100

GRAPH 4

Interpretation:
Data presented in table 4 reveals that overall 33 percent of executives
are agree with that their spend most of their time with other people in the
course of doing their job were as 8 percent of workman agree with it and 13
percent of Supervisor are strongly disagree with the statement given, So
majority of Employees are strongly disagreeing with the statement given, So
majority of Employees are strongly disagreeing with the statement given.

TABLE 5

Deal of Competition in Job Employees view

Designation

Deal of Competition
Strongly Disagree NAND
Agree

38

Strongly

Total

Executives
%

Disagree
7
18

9
4
23
10
Source : Field Study

16
41

Agree
3
8

39
100

GRAPH 5

Interpretation:
Data presented in table 5 reveals that overall 41 percent of executives
are agree with that there is a great deal of competition in their job and were as
8 percent of workman were strongly agree with the statement were as
Majority of employees were strongly agreed with that there is great deal of
competition in job.

TABLE 6

Work Place are Clear in Current Duties Employees view

Designation

Current Duties and Future Direct

Strongly Disagree NAND
Agree Strongly

39

Total

Executives
%

Disagree
1
3

7
9
18
23
Source : Field Study

Agree
2
5

20
51

39
100

GRAPH 6

Interpretation:
Data presented in table 6 reveals that 51 percent of executives are
agree with that people in work place are clear about their current duties and
future directions and were as 23 percent of workman were agree with the
statement and 5 percent of supervisor were agree with it, So majority of
employees were strongly agree with the statement given.

TABLE 7

Whether the job is repetitive, tedious and boring Employees view

Job is Repetitive
Strong Disagree
Disagree
NAND

Frequency
16
36
29
40

Percent

Cumulative

16.0
36.0
29.0

Percent
16.0
52.0
81.0

Agree
Strongly Agree
Total

12
12.0
7
7.0
100
100.0
Source : Field Study

93.0
100.0

GRAPH 7

Interpretation:
Data presented in table 10 reveals that 36 percent of employees were
Disagree with that the job is repetitive, tedious and boring were as 29 percent
of employees were Neither agree nor Disagree with the statement given and
16 percent of employees were strongly Disagree with the statement.

TABLE 8

The Development of the Organization Depends on Satisfaction of Employees

Employees view
Depend on

Frequency

Percent

Cumulative

Satisfaction
Strong

4.0

Percent
4.0

Disagree
Disagree
NAND

9
8

9.0
8.0

13.0
21.0

41

Agree
Strongly Agree
Total

48
48.0
31
31.0
100
100.0
Source : Field Study.

69.0
100.0

GRAPH 8

Interpretation:
Data presented in table 8 reveals that 48 percent of employees are
Agree with that the Development of the organization depends largely open the
satisfaction of the employees and were as 31 percent of employees were
strongly agree with it and 9 percent of employees are disagree with the
statement given.

TABLE 9

Support and Guidance from Supervisor Employees view

Designatio
n
Executives
%

Extremely
Dissatisfie
d
0
0

Support from Supervisor

Dissatisfie Neutra Satisfie
d

1
7
3
18
Source : Field Study
GRAPH 9

42

Extremel

27
69

Satisfied
4
10

Total

39
100

Interpretation:
Data presented in table 9 reveals that 69 percent of executives are
satisfied with the amount of support and guidance their received from their
Supervisor and 18 percent of work man are satisfied with the statement given
and were as 10 percent of supervisor are satisfied with it overall majority of
Employees are satisfied with the support and guidance receive from their
Supervisor.

TABLE 10

Job Security Employees view

Job Security
Extremely Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely Satisfied
Total

Frequency

Percent

0
0
2
2.0
15
15.0
52
52.0
31
31.0
100
100.0
Source : Field Study
GRAPH 10

43

Cumulative
Percent
0
2.0
17.0
69.0
100.0

Interpretation:
Data presented in table 10 reveals that 52 percent of employees are
satisfied with the amount of job security their have and 31 percent of
employees are extremely satisfied with the statement given were as 15
percent are Neutral with the statement given, So Majority of employees are
satisfied with the job security.
TABLE 11

Fringe Benefits They Receive

Fringe Benefits
Extremely Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely Satisfied
Total

Frequency

Percent

0
0
2
2.0
14
14.0
63
63.0
21
21.0
100
100.0
Source : Field Study
GRAPH 11

44

Cumulative
Percent
0
2.0
16.0
79.0
100.0

Interpretation:
Data presented in table 20 reveals that 63 percent of employees are
satisfied with the amount of pay and fringe benefits their receive from the
organization and were as 21 percent of employees are extremely satisfied
with the statement given and 14 percent are Neutral with the fringe benefits,
so majority of employees are extremely satisfied with it.
TABLE 12

Respect and fair treatment receive from management Employees view

Respect from Boss
Extremely
Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely Satisfied
Total

Frequency
1

Percent

Cumulative

1.0

Percent
1.0

6
6.0
10
10.0
68
68.0
15
15.0
100
100.0
Source : Field Study
GRAPH 12

45

7.0
17.0
85.0
100.0

Interpretation:
Data presented in table 12 reveals that 68 percent of employees are
satisfied with the degree of respect and fair treatment their receive from their
management, and 15 percent are extremely satisfied with the statement
given, so majority of employees are highly satisfied with the respect from the
boss.
TABLE 13

Contributes to this Organization Employees view

Contributes

Frequency

Percent

Cumulative

Extremely

3.0

Percent
3.0

Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely

11
12
62
12

11.0
12.0
62.0
12.0

14.0
26.0
88.0
100.0

Satisfied
Total

100
100.0
Source : Field Study
GRAPH 13

46

Interpretation:
Data presented in table 13 reveals that 62 percent of employees are
satisfied with the degree to which their fairly paid for what their contributes to
this organization, and 12 percent were having two respondents there are
extremely satisfied and Neutral with this contribution to this organization, so
majority of employees are satisfied with it.
TABLE 14

Secure things in the Organization Employees view

Secure Things
Extremely Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely Satisfied
Total

Frequency

Percent

1
1.0
3
3.0
22
22.0
59
59.0
15
15.0
100
100.0
Source : Field Study
GRAPH 14

47

Cumulative
Percent
1.0
4.0
26.0
85.0
100.0

Interpretation:
Data presented in table 14 reveals that 59 percent of employees are
satisfied with the secure things look for their in the future in the organization,
were as 22 percent of employees are Neutral with the statement given and
15 percent are extremely satisfied with it, so majority of

employees are

satisfied with it.

TABLE 15

Chances of help to other People in job Employees view

Chance to Help

Frequency

Percent

Cumulative

Extremely

Percent
0

Dissatisfied
Dissatisfied
Neutral
Satisfied
Extremely

8
16
62
14

8.0
16.0
62.0
14.0

8.0
24.0
86.0
100.0

Satisfied
Total

100
100.0
Source : Field Study
GRAPH 15

48

Interpretation:
Data presented in table 15 reveals that 62 percent of employees are
chance to help other people while doing the work, and 16 percent are Neutral
with the statement given and 14 percent are extremely satisfied with it, so
majority of employees are satisfied with this statement given.

CHAPTER V
49

CONCLUSIONS &
SUGGESTIONS

CONCLUSIONS

Finally, it is concluded that job according to the employee meant more authority,
recognition and status.

1.

The working environment was very much adopted by the employees and it
is one of the key factors of job satisfaction.

2.

The standard working hours enforced in the organization is statutory and

hence the employees are satisfied with it.

3.

There was a high satisfaction among the employees in case of salary

provided to them.

4.

The key human resources functions like recruitment, selection, induction,

training policies are quite satisfactory.
50

5.

The encouragement given by the superiors is good.

6.

As the workers satisfaction is very important to the organizational success,

the superiors or managers should play an important role in identifying the
performance of employees which ultimately helps in designing pay scales
according to their work.

7.

The employees are good in maintaining harmonious interpersonal

relations.

8.

The employees feel that their work is being recognized by strictly

following promotion policies.

9.

The facilities provided by the organization are satisfactory.

10.

Motivation of employee performance at work place is good.

11.

The employee participation in the management activities is quite positive.

SUGGESTIONS

1.

In certain areas, especially in manufacturing field the employees felt that they
need job rotation.

2.

Some employees expressed that they are feeling bore to perform routine job skills.

3.

It is suggested redeployment to be considered in ICICI to meet the company

requirements on day to day basis.

4.

Mobility of employees from one area to another area will give much
encouragement and morale boosting to the employees.
51

5.

The ratio of executive and employee proportion to be maintained in ICICI

6.

The performance appraisal of the employees should be more scientific than the
existing.

7.

For higher productivity individual / team incentive schemes may be encouraged in

place of the existing group/corporate incentive schemes.

8.

Profit sharing, bonus may give encouragement at corporate level.

9.

More and more in-house training programmers to be designed to update

technological changes.

QUESTIONNAIRE
1) Your job requires skills that you have not Completely mastered.
a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

2) There is a great deal of conflict in your Organization.

a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

3) No matter how hard you work in this job you will not certain that you will get
ahead.
a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

4) You spend most of your time with other People in the course of doing job.
(Subordinates, peers, Supervisors, Customers)

52

a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

5) There is a great deal of competition in your job.

a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

6) People in work place are clear about their current duties and future directions.
a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

7) In your opinion, your job is repetitive, tedious and boring.

a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

8) Development of the organization depends largely Open the Satisfaction of the

employees.
a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

9) The amount of support and guidance you receive from your supervisor.
a) Strongly Disagree

b) Disagree

c) Neither Agree not Disagree

d) Agree

e) Strongly Agree

10) The amount of job security you have.

a) Extremely Dissatisfied b) Dissatisfied
c) Neutral

d) Satisfied

e) Extremely Satisfied

11) The amount of pay and fringe benefits you receive.

a) Extremely Dissatisfied b) Dissatisfied
c) Neutral

d) Satisfied

e) Extremely Satisfied

12) The degree of respect and fair treatment You receive from your boss.
a) Extremely Dissatisfied b) Dissatisfied
c) Neutral

d) Satisfied

e) Extremely Satisfied

13) The degree to which you fairly paid for what you contribute to this organization.
a) Extremely Dissatisfied b) Dissatisfied

53

c) Neutral

d) Satisfied

e) Extremely Satisfied

14) How secure thins look for you in the Future in the organization.
a) Extremely Dissatisfied b) Dissatisfied
c) Neutral

d) Satisfied

e) Extremely Satisfied

15) The chance to help other people while doing the work.
a) Extremely Dissatisfied b) Dissatisfied
c) Neutral

d) Satisfied

e) Extremely Satisfied

BIBLIOGRAPHY

Books Referred:
P. SUBBA RAO

Human Resource Management

Himalaya Publications (2007)

Websites:
54

www.icici.co.in

www.alfreeessays.net

www.ericdigets.org

55