INTRODUCTION TO

HUMAN RESOURCE MANAGEMENT

Definition

Edwin Flippo defies HRM as planning, organizing, directing,

controlling of procurement, development, compensation, integration ,
maintenance and separation of human resources to the end that individual,
organizational and social objectives are achieved.

Features of HRM or characteristics or nature

1. HRM involves management functions like planning, organizing, directing and controlling
2. It involves procurement, development, maintenance of human resource
3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of management psychology

communication, economics and sociology.
5. It involves team spirit and team work.

Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he
recommends that government must take active interest in public and private enterprise. He says
that government must provide a proper procedure for regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin Khilji who regulated
the market and charged fixed prices and provided fixed salaries to their people. This was done to
fight inflation and provide a decent standard of living
During the pre independence period of 1920 the trade union emerged. Many authors who
have given the history of HRM say that HRM started because of trade union and the First World
War.

The Royal commission in 1931 recommended the appointment of a labour welfare officer
to look into the grievances of workers. The factory act of 1942 made it compulsory to appoint a
labour welfare officer if the factory had 500 or more than 500 workers.

The international institute of personnel management and national institute of labour

management were set up to look into problems faced by workers to provide solutions to them.
The Second World War created awareness regarding workers rights and 1940s to 1960s saw the
introduction of new technology to help workers.

The 1960s extended the scope of human resource beyond welfare. Now it was a
combination of welfare, industrial relation, administration together it was called personnel
management.

With the second 5 year plan, heavy industries started and professional management
became important. In the 70s the focus was on efficiency of labour wile in the 80s the focus
was on new technology, making it necessary for new rules and regulations. In the 90s the
emphasis was on human values and development of people and with liberalization and changing
type of working people became more and more important there by leading to HRM which is an
advancement of personnel management.

Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows

1. Human resources planning :Human resource planning or HRP refers to a process by which the
company to identify the number of jobs vacant, whether the company has
excess staff or shortage of staff and to deal with this excess or shortage.
2. Job analysis design :Another important area of HRM is job analysis. Job analysis gives a
detailed explanation about each and every job in the company. Based on this
job analysis the company prepares advertisements.

3. Recruitment and selection :Based on information collected from job analysis the company
prepares advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the advertisement
is published, interviews are conducted and the right employee is selected
thus recruitment and selection are yet another important area of HRM.

4. Orientation and induction :Once the employees have been selected an induction or orientation
program is conducted. This is another important area of HRM. The
employees are informed about the background of the company, explain
about the organizational culture and values and work ethics and introduce to
the other employees.
5. Training and development :Every employee goes under training program which helps him to put
up a better performance on the job. Training program is also conducted for
existing staff that have a lot of experience. This is called refresher training.
Training and development is one area were the company spends a huge
amount.
6. Performance appraisal :Once the employee has put in around 1 year of service, performance
appraisal is conducted that is the HR department checks the performance of
the employee. Based on these appraisal future promotions, incentives,
increments in salary are decided.

7. Compensation planning and remuneration :There are various rules regarding compensation and other benefits. It
is the job of the HR department to look into remuneration and compensation
planning.
8. Motivation, welfare, health and safety :Motivation becomes important to sustain the number of employees in
the company. It is the job of the HR department to look into the different
methods of motivation. Apart from this certain health and safety regulations
have to be followed for the benefits of the employees. This is also handled
by the HR department.

9. Industrial relations :Another important area of HRM is maintaining co-ordinal relations

with the union members. This will help the organization to prevent strikes
lockouts and ensure smooth working in the company.

Challenges before the HR manager/before modern personnel

management
Personnel management which is know as human resource management has
adapted itself to the changing work environment, however these changes are still
taking place and will continue in the future therefore the challenges before the HR
manager are
1. Retention of the employees :One of the most important challenge the HR manager faces is
retention of labour force. Many companies have a very high rate of labour
turnover therefore HR manager are required to take some action to reduce
the turnover
2. Multicultural work force :With the number of multi cultural companies are increasing operations
in different nations. The work force consists of people from different
cultures. Dealing with each of the needs which are different the challenge
before the HR manager is integration of multicultural labour work force.

3. Women in the work force :-

The number of women who have joined the work force has drastically
increased over a few years. Women employees face totally different
problems. They also have responsibility towards the family. The
organization needs to consider this aspect also. The challenge before the HR
manager lies in creating gender sensitivity and in providing a good working
environment to the women employees.
4. Handicapped employees :This section of the population normally faces a lot of problems on the
job, very few organization have jobs and facilities specially designed for
handicapped workers. Therefore the challenge before the HR manager lies in
creating atmosphere suitable for such employees and encouraging them to
work better.
5. Retrenchment for employees :In many places companies have reduced the work force due to
changing economic situations, labourers or workers who are displaced
face sever problems. It also leads to a negative atmosphere and attitude
among the employees. There is fear and increasing resentment against the
management. The challenge before the HR manager lies in implementing the
retrenchment policy without hurting the sentiments of the workers, without

antagonizing the labour union and by creating positive attitude in the

existing employees.
6. Change in demand of government :Most of the time government rules keep changing. While a lot of
freedom is given to companies some strict rules and regulations have also
been passed. The government has also undertaken the disinvestment in
certain companies due to which there is fear among the employees regarding
their job. The challenge before the HR manager lies in convincing
employees that their interest will not be sacrificed.
7. Initiating the process of change :Changing the method of working, changing the attitude of people and
changing the perception and values of organization have become necessary
today. Although the company may want to change it is actually very difficult
to make the workers accept the change. The challenge before the HR
manager is to make people accept change.

Significance/importance/need of HRM

HRM becomes significant for business organization due to the following reasons.
1. Objective :HRM helps a company to achieve its objective from time to time by
creating a positive attitude among workers. Reducing wastage and making
maximum use of resources etc.
2. Facilitates professional growth :Due to proper HR policies employees are trained well and this makes
them ready for future promotions. Their talent can be utilized not only in the
company in which they are currently working but also in other companies
which the employees may join in the future.
3. Better relations between union and management :Healthy HRM practices can help the organization to maintain coordinal relationship with the unions. Union members start realizing that the
company is also interested in the workers and will not go against them
therefore chances of going on strike are greatly reduced.

4. Helps an individual to work in a team/group :-

Effective HR practices teach individuals team work and adjustment.

The individuals are now very comfortable while working in team thus team
work improves.
5. Identifies person for the future :Since employees are constantly trained, they are ready to meet the job
requirements. The company is also able to identify potential employees who
can be promoted in the future for the top level jobs. Thus one of the
advantages of HRM is preparing people for the future.
6. Allocating the jobs to the right person :If proper recruitment and selection methods are followed, the
company will be able to select the right people for the right job. When this
happens the number of people leaving the job will reduce as the will be
satisfied with their job leading to decrease in labour turnover.

DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken
from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job.
An effective reaction to ones job.

Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes in three areas
namely:
Specific job factors.
Individual characteristics.
Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the job,
towards the related factors and towards the life in general.

Glimmer
Job satisfaction is defined as any contribution, psychological, physical, and environmental
circumstances that cause a person truthfully say, I am satisfied with my job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying
his various needs

Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
ones job or job experiences.

Locke

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35
studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is
combination of psychological, physiological and environmental circumstances. That causes a
person to say. I m satisfied with my job. Such a description indicate the variety of variables
that influence the satisfaction of the individual but tell us nothing about the nature of Job
satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,
personal adjustment & social requirement. Morse (1953) considers Job satisfaction as dependent
upon job content, identification with the co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School,
sought to find the effects of various conditions (most notably illumination) on workers
productivity.

These studies ultimately showed that novel changes in work conditions temporarily
increase productivity (called the Hawthorne Effect). It was later found that this increase resulted,
not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay, which
paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued
that there was a single best way to perform any given work task. This book contributed to a
change in industrial production philosophies, causing a shift from skilled labor and piecework
towards the more modern approach of assembly lines and hourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo
Munsterberg set the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy five
specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and
self-actualization. This model served as a good basis from which early researchers could develop
job satisfaction theories.

IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as

organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variables and deviant
work behavior.

Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the people who are satisfied with the life tends to
be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied
with their life.

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

It gives clear evidence that dissatisfied employees skip work more often and more like to
resign and satisfied worker likely to work longer with the organization.

IMPORTANCE TO WORKER AND

ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable
emotional state that can often leads to a positive work attitude. A satisfied worker is more likely
to be creative, flexible, innovative, and loyal.
For the organization, job satisfaction of its workers means a work force that is motivated
and committed to high quality performance. Increased productivity- the quantity and quality of
output per hour worked- seems to be a byproduct of improved quality of working life. It is
important to note that the literature on the relationship between job satisfaction and productivity
is neither conclusive nor consistent.
However, studies dating back to Herzbergs (1957) have shown at least low correlation
between high morale and high productivity and it does seem logical that more satisfied workers
will tend to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, will not give 100 percent
of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and
also as soon as the threat is lifted performance will decline.
Job satisfaction benefits the organization includes reduction in complaints and
grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker
morale. Job satisfaction is also linked with a healthier work force and has been found to be a
good indicator of longevity.
Although only little correlation has been found between job satisfaction and productivity,
Brown (1996) notes that some employers have found that satisfying or delighting employees is a
prerequisite to satisfying or delighting customers, thus protecting the bottom line.

WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his
or her own satisfaction and well being on the job. The following suggestions can help a worker
find personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often
leads to more challenging work and greater responsibilities, with attendant increases in pay and
other recognition.
Develop excellent communication skills. Employers value and rewards excellent
reading, listening, writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently
and effectively. This will relive boredom and often gets one noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most organizations and
often results in recognition as well as in increased responsibilities and rewards.
Develop teamwork and people skills. A large part of job success is the ability to work well with
others to get the job done.
Accept the diversity in people. Accept people with their differences and their imperfections and
learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This help to give meaning to ones existence, thus playing a
vital role in job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major
components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed
various job factors of job satisfaction. These are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for the
work regardless of where the work was performed.
2. Supervision
This aspect of job satisfaction pertains to relationship of worker with his immediate
superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions
This includes those physical aspects of environment which are not necessary a part of the
work. Hours are included this factor because it is primarily a function of organization,
affecting the individuals comfort and convenience in much the same way as other physical
working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for work
done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of
economic position, organizational status or professional experience.

6. Security
It is defined to include that feature of job situation, which leads to assurance for
continued employment, either within the same company or within same type of work
profession.

7. Company & management

It includes the aspect of workers immediate situation, which is a function of

organizational administration and policy. It also involves the relationship of employee with
all company superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at same
or nearly same level within the organization.

9. Communication
It includes job situation, which involves spreading the information in any direction within
the organization. Terms such as information of employees status, information on new
developments, information on company line of authority, suggestion system, etc, are used in
literature to represent this factor.

10. Benefits
It includes those special phases of company policy, which attempts to prepare the worker
for emergencies, illness, old age, also. Company allowances for holidays, leaves and
vacations are included within this factor.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.
3. Not being opportunity paid for what they do.
4. Have little or no say in decision making that affect employees.
5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM
Absenteeism means it is a habitual pattern of absence from duty or obligation.
If there will be low job satisfaction among the employees the rate of absenteeism will definitely
increase and it also affects on productivity of organization.

Job satisfactin
High

low

A
low

High

Rate of turn over and absences

In the above diagram line AB shows inverse relationship between job satisfaction and rate of turn
over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that company have
shorter tenure than those of other companies.

3.TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then Human resource
manager has to recruit new employees. So that the training expenditure will increases.

INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study
even found that if college students majors coinsided with their job , this relationship will
predicted subsequent job satisfaction. However, the main influences can be summerised along
with the dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example, research related
to the job charactoristics approach to job design, shows that feedback from job itself and
autonomy are two of the major job related motivational factors. Some of the most important
ingridents of a satisfying job uncovered by survey include intersting and challenging work, work
that is not boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a significant, but complex, multidimentional
factor in job satisfaction. Money not only helps people attain their basic needs butevel need
satisfaction. Employees often see pay as a reflection of how managemnet view their conrtibution
to the organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of benefits they prefer within
a total package, called a flexible benefit plan, there is a significant increase in both benefit
satisfaction and overall job satisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on job satisfaction. This
is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

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

What job satisfaction people need?

Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions
10. Competence leadership- bosses whom he can admire and respect as persons and as
bosses.

However, the two concepts are interrelated in that job satisfaction can contribute to morale and
morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms. Motivation is a drive
to perform, where as satisfaction reflects the individuals attitude towards the situation. The
factors that determine whether individual is adequately satisfied with the job differs from those
that determine whether he or she is motivated. the level of job satisfaction is largely determined
by the comfits offered by the environment and the situation . Motivation, on the other hand is
largely determine by value of reward and their dependence on performance. The result of high
job satisfaction is increased commitment to the organization, which may or may not result in
better performance.
A wide range of factors affects an individuals level of satisfaction. While organizational rewards
can and do have an impact, job satisfaction is primarily determine by factors that are usually not
directly controlled by the organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior detrimental to the
organization. For example, employee who like their jobs, supervisors, and the factors related to
the job will probably be loyal and devoted. People will work harder and derive satisfaction if
they are given the freedom to make their own decisions.

MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of employees
in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given below:

A MODEL OF FACET SATISFACTION

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

MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training
Efforts
Age
Seniority
Education
Co loyalty
Past
performance

Level
Difficulty
Time span
Amount of
responsibility

Perceived
outcome of
referent others

Actual
outcome
received

Perceived
amount that
should be
received (a)

a=b
satisfaction
a>b
dissatisfaction
a<b guilt
Inequity
Discomfort

Perceived job
characteristics

Perceived
amount
received
(b)

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is applicable to
understand what determines a persons satisfaction with any facet of job.
According to this model actual outcome level plays a key role in a persons perception of what
rewards he recieves. His perception influenced by his perception of what his referent others
recieves.

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
Another well-known job satisfaction theory is the Dispositional Theory it is a very
general theory that suggests that people have innate dispositions that cause them to have
tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a
notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable
over time and across careers and jobs. Research also indicates that identical twins have similar
levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core
Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four

Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem,
general self-efficacy, locus of control, and neuroticism. This model states that higher levels of
self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one
has control over her\his own life, as opposed to outside forces having control) leads to higher job
satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors,
respectively. Motivating factors are those aspects of the job that make people want to perform,
and provide people with satisfaction. These motivating factors are considered to be intrinsic to
the job, or the work carried out.Motivating factors include aspects of the working environment
such as pay, company policies, supervisory practices, and other working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifactFurthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors.. Finally, the model has been criticised in that it
does not specify how motivating/hygiene factors are to be measured]

JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction.
The model states that there are five core job characteristics (skill variety, task identity,
task significance, autonomy, and feedback) which impact three critical psychological states
(experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the
actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.).
The five core job characteristics can be combined to form a motivating potential score
(MPS) for a job, which can be used as an index of how likely a job is to affect an employee's
attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides some support
for the validity of the JCM.

MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various orgnizational
terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE

ORGANIZATION:
1. Management has a clear path for employees advancement
2. Decisions are made keeping in mind the good of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

RATING SCALE
It is one of the most common methods of measuring job satisfaction. The popular rating
scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by Smith,
Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel and
revolves around the problems and challenges faced by managers.

CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction.
It involves asking employees to described incidents on job when they were particularly satisfied
or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job attitudes. The
main advantage in this method is that additional information or clarifications can be obtained
promptly.

ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and gathering
information on how they feel like behaving with respect to certain aspects of their jobs. This
method provides employees more opportunity to express their in-depth feeling.
In his study on American employees, hoppock identified six factors that contributed to
job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.

3. His relatives status in the social & economic group with which he identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between employees &
management in conflct.they are concern with Job satisfaction or general job attitudes with the
employees.

Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individuals state of mind about the work
itself and about the life in general .the individuals health, age, level of aspiration. Social status
and political & social activities can all contribute to the Job satisfaction. A persons attitude
toward his or her job may be positive or negative.

JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the organizing
of the work so as to relate the contents of the job to the capacity, actual and potential, of workers.
Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan
offers three basic assumptions behind the concept of job enlargement.
Output will increase if
1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety. When
additional simple task are added to a job, the process is called horizontal job enlargement. This
also presumably adds interest to the work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in each
individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that
there will be more lines and fewer workers on each line. Moreover, instead of assigning one man
to each job and then allowed to decide for himself how to organize the work. Such changes
permit more social contacts and greater control over the work process.

JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different sets of
job activities. One way to tackle work routine is to use the job rotation. When an activity is no
longer challenging, the employee is rotated to another job, at the same level that has similar skill
requirements.
Many companies are seeking a solution to on-the-job boredom through systematically
moving workers from one job to another. This practice provides more varieties and gives
employees a chance to learn additional skills. The company also benefits since the workers are
qualified to perform a number of different jobs in the event of an emergency.

CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will lend
variety to his work. Further if workers are permitted to change their pace that would give them a
sense of accomplishment.

SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both
morale and productivity. Scheduled rest periods bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of achievement.
They provide opportunities for social contacts.