A

REPORT
ON
“RELATIONSHIP BETWEEN DEMOGRAPHIC
FACTORS AND JOB SATISFACTION AMONG
EMPLOYEES”

SUBMITTED TO
PUNJAB TECHNICAL UNIVERSITY
JALANDHAR
In partial fulfillment of the requirement for the
Award of degree of
Master of Business Administration (MBA)

SUBMITTED BY SUBMITTED TO

GEETA ARORA (2073) MRS. SUKHMANI

RUHI MAHAJAN (2075) LECTURER OF

MANAGEMENT

MBA (11) SEC-A DEPARTMENT

 PREFACE

The most motivating aspect associated with pursuing a course in management or

business studies is the dynamism associated with it. Dynamism of adding a new
perspective to one’s personality and vision by accumulating wider knowledge,
developing analytical skills not only by traditional ways of teaching and learning but
by observing ‘things at work’. The project is an opportunity to see the application part
of what we study or learn in classrooms. Management is that function of an enterprise
that concerns itself with the direction and control of the various activities to attain
business objectives. It is the science and art of preparing, organizing and directing
human efforts to control the force and utilize the materials of nature for the benefit of
men. As a matter of fact, the management thereby provides the scientific technique to
deal with the various problems in the areas of management and the manager mixes
some art to it and tries to shorten the gap of ignorance. It provides a chain of solution
to critical problems of manager.
 ACKNOWLEDGEMENT

Nothing concrete can be achieved without an optimal combination of inspiration and

perspirations. I owe a sense of gratitude to the intelligence and co-operation of those
people who had been so easy to let me understand what I needed from time to time for
completion of this exclusive project. I am greatly indebted to my incharge Ms.
Sukhmani, Lecturer in management, Apeejay Institute of Management, for her
constant guidance, advice and help which enabled me to finish this project report
properly in time. I am also thankful to all the respondents whose valuable
information helped me considerably in the successful completion of the study. I have
furthermore to thank my friends for all their help, support, interest, valuable hints and
much needed motivation. Last but not the least, I am very grateful to all those who
had helped me in one way or the other at every stage of my work.

Date:

Geeta Arora
and
Roohi
Mahajan

TABLE OF CONTENTS
CERTIFICATE ii
ACKNOWLEDGEMENT iii
PREFACE

CHAPTER NO. CHAPTER TITLE PAGE NO.

1. Introduction 1-21

2. Review of Literature 22-26

3. Need, Scope & Objectives of the Study 27-28

4. Research Methodology 29-31

5. Data Analysis & Interpretation 32-45

6. Findings of the Study 46-47

7. Conclusion & Recommendations 48-50

References 51-53
Annexure 54-57
 CHAPTER - 1
INTRODUCTION

JOB SATISFACTION

Job satisfaction describes how content an individual is with his or her job.
The happier people are within their job, the more satisfied they are said to be. Job
satisfaction is not the same as motivation, although it is clearly linked. Job design
aims to enhance job satisfaction and performance, methods include job rotation, job
enlargement and job enrichment. Other influences on satisfaction include the
management style and culture, employee involvement, empowerment and
autonomous work groups. Job satisfaction is a very important attribute which is
frequently measured by organizations. The most common way of measurement is the
use of rating scales where employees report their reactions to their jobs. Questions
relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities
the work itself and co-workers. Some questioners ask yes or no questions while others
ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5
represents "extremely satisfied").

Job satisfaction is a specific subset of attitudes held by the members of the

organization. It is the attitude one has towards ones job. It is the affective response of
the individual towards the job. Job satisfaction implies doing a job one enjoys, doing
it well, and being suitably rewarded for one’s efforts. Job satisfaction further implies
enthusiasm and happiness with one’s work. It can be defined as a pleasurable
emotional state resulting from the appraisal of one’s job, an affective reaction to one’s
job and an attitude towards one’s job.

In other words, job satisfaction is a specific subset of attitudes held by the members of
the organization. It is the attitude one has towards ones job. It is the affective response
of the individual towards the job.

According to Blum and Naylor, “job satisfaction is a general attitude which is the
result of many specific attitudes in three areas namely, specific job, job related factors
and life in general”.

According to Smith, “Job satisfaction is the positive or negative feelings of the

individual about his job. Job satisfaction is an attitude, in particular, an attitude
towards one’s job.”

Job satisfaction is the favourableness or unfavourableness with which employees view

their work. It results when there is a fit between job characteristics and wants of the
employees. It is the amount of congruence between ones expectations of the job and
the rewards the job provides since job satisfaction involves expectations compared
with rewards which relates to equity theory. Hoppock (1935) defined job satisfaction
as “any combination of psychological, physiological, and environmental
circumstances that causes a person truthfully to say, ‘I am satisfied with my job’” (p.
47). Employees may be satisfied with some aspects of their jobs, while being
dissatisfied with others. It is assumed that employees are able to balance the specific
satisfactions against the specific dissatisfactions and arrive at a composite satisfaction
with the job as a whole (Hoppock). According to Poling (1990), the best predictor of
job satisfaction is when the employees’ personal values match those of the
organization. When considering job satisfaction, demographic variables should be
considered to understand thoroughly the possible factors that lead to job satisfaction
and dissatisfaction. Herzberg, Mausner, Peterson, and Capwell (1957) identified
several characteristics of satisfied/ dissatisfied workers. They indicated that morale is
high when people first start their jobs. Morale decreases during the next few years and
remains at a relatively low level until workers are in their late twenties or early
thirties. At this time, job satisfaction levels begin to rise and continue to rise through
the remainder of the workers’ careers. The same trend is found in regard to a worker’s
length of service. Workers begin with high morale, which drops during the first year
and remains low for a number of years. Then as length of service increases, job
satisfaction levels tend to rise. Concerning gender, there are no simple conclusions
about the differences between males and females and their job satisfaction levels.
Some studies reviewed by Herzberg et al. (1957) indicated that males were more
satisfied with their jobs, while others indicated that females were more satisfied.
Educational level is not clear either. Furthermore, these studies showed that workers
with more education had a higher job satisfaction level, while other studies indicated
that workers with more education had a lower job satisfaction level. Other studies
showed no relationship between the two. Herzberg et al. (1957) suggested that a clear
conclusion cannot be drawn concerning job satisfaction and its relationship to marital
status, number of dependents, number of previous occupations, or ethnicity.
History Of Job Satisfaction

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.
These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business
School, sought to find the effects of various conditions (most notably illumination) on
workers’ productivity. These studies ultimately showed that novel changes in work
conditions temporarily increase productivity (called the Hawthorne Effect). It was
later found that this increase resulted, not from the new conditions, but from the
knowledge of being observed. This finding provided strong evidence that people work
for purposes other than pay, which paved the way for researchers to investigate other
factors in job satisfaction.

Scientific management also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued
that there was a single best way to perform any given work task. This book
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 Taylor’s work.

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

Models of Job Satisfaction

(a) Affect Theory

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined
by a discrepancy between what one wants in a job and what one has in a job. Further,
the theory states that how much one values a given facet of work (e.g. the degree of
autonomy in a position) moderates how satisfied/dissatisfied one becomes when
expectations are/aren’t met. When a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively (when expectations are met) and
negatively (when expectations are not met), compared to one who doesn’t value that
facet. To illustrate, if Employee A values autonomy in the workplace and Employee B
is indifferent about autonomy, then Employee A would be more satisfied in a position
that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a
particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.

(b) 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 one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also
indicates that identical twins have similar levels of job satisfaction. A significant
model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there
are four Core Self-evaluations that determine one’s disposition towards job
satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This
model states that higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over
her\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.

(c) Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states
that satisfaction and dissatisfaction are driven by different factors – motivation and
hygiene factors, respectively. Motivating factors are those aspects of the job that make
people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors
are considered to be intrinsic to the job, or the work carried out. Hygiene factors
include aspects of the working environment such as pay, company policies,
supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable
to reliably empirically prove the model, with Hackman & Oldham suggesting that
Hertzberg's original formulation of the model may have been a methodological
artifact.[ Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured.

(d) 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.

DEMOGRAPHIC FACTORS

Statistical socio-economic characteristics or variables of a population, such as age,

sex, education level, income level, marital status, occupation, religion, average age at
marriage.
http://www.businessdictionary.com/definition/demographic-factors.html

RELATION BETWEEN DEMOGRAPHIC FACTORS AND JOB

SATISFACTION

1. SEX :- Being a male or female is genetic in nature and it is considered to be an

inherited feature. Whether women perform as well as in jobs as men do, is an issue
which has initiated lot of debates, misconception and opinions. the traditional view
was that man is tougher than women or women are highly emotional than men. But
these are some stereotyped baseless assumptions. Research has proved that there are
few if any, important difference between man and woman that will affect their job
performance. It is usually observed that women are more satisfied with their
work than men. The reason given is that women’s job ambitions are lower
than those of men. They prefer friendly people to work with, good working
conditions, and a secure job, whereas men aspire for opportunity for
advancement, job security, status, shoulder additional responsibility. The
chances of the ambitions of the highly ambitious person being satisfied are
low, that’s why men are less likely to be satisfied than women. Gender
differences were found to be apparent in the job satisfaction levels of
university teachers. Female faculty were more satisfied with their work and co-
workers, whereas, their male colleagues were more satisfied with their pay,
promotions, supervision and overall job satisfaction (Okpara et al, 2005). There was
significant difference between employed women and men’s job satisfaction. Women
were ound to be more intrinsically satisfied than men (McNeely, 1984). McNeely
also discovered a significant difference between female professionals and male
professionals, with females being more satisfied. Oshagbemi, T. (2000) found that
female academics at higher ranks namely, senior lecturers, readers and professors,
were more satisfied with their jobs than male academics of comparable ranks. In
addition, Tuch and Martin (1991) and Mi’ari’s (1996) in their research revealed
that female employees were significantly more satisfied than male employees.
These findings were supported by Jayaratne and Chess (1983) who reported a
statistically significant difference between male and female social work
administrators regarding role ambiguity and work load. This is contrary to the
findings by Greenberg and Baron (1993) who reported that employed women, in
general, seem to be less satisfied with their work than their counterpart, men. A study
done by Abu-Bader (2005) failed to detect job satisfaction differences based on
 gender. Both male and female social workers reported similar scores of job
satisfaction (66.4 and 64.7, respectively). These findings were supported by
Barber (1986) and Greenberger et al(1989) in which found no significant job
satisfaction differences between male and female human service workers. In
addition, Rentner and Bissland’s (1990) in their study failed to detect differences
between male and female public relations workers regarding their overall work
satisfaction. Al-Ajmi (2006) in his study confirmed that the mployee’s gender has
no significant effect on her/his perception of job satisfaction and organizational
commitment. Donohue and Heywood (2003) in their study find no gender
satisfaction gap, but does find that the job satisfaction of women is less sensitive
to both actual and comparison earnings than that of men.

2. NUMBER OF DEPENDANTS:- Results of the studies of the white collar

employees indicate that the more dependants one has the less satisfied he is
with his job. It is possible that the stress of greater financial needs due to
increase in family size widens the gap between needs and the satisfaction of
the needs which leads to dissatisfaction.

3. AGE :- Age is considered to be an inherited characteristic because it is determined

by the date of birth. The relationship between age and job performance is an issues of
increasing performance. Psychological, younger people are expected to be more
energetic, innovative adventurous, ambitious, and risk taking. Whereas old people are
supposed to be conservative, set in their own ways and less adaptable. In general
job satisfaction increases with age; the least job satisfaction is reported by the
youngest workers. The relationship holds for both blue collar and white collar
employees and for women as well as men (Bourne, 1982; Rhodes,
1983).Research has shown, however, that the increase in job satisfaction with
age is reliable only until about the age of 60, at which point the evidence
becomes less conclusive. Many young people are disappointed when they
begin to work because they fail to find sufficient challenges and responsibility.
There are three possible explanation of why job satisfaction increase with age
when the initial reaction to work is one of such great disappointment:
a) First, the most strongly dissatisfied young workers may drop out of labor force
or change jobs so frequently in their search for fulfillment that they ae no
longer included in surveys. This would mean that the older the workers
studied, the fewer dissatisfied people are likely to be among them.
b) Second, a sense of reality (or resignation) sets in as workers grow older. They
may give up looking for fulfillment and challenges in work and so, become
less dissatisfied (although not necessarily fully satisfied) with their jobs.
Perhaps the are making the best of a bad situation, realizing that for family and
financial reasons they must remain on the job. Perhaps they also realize that
they have fewer alternatives to their present jobs as they get older. Young
workers are more mobile in that they can more easily find other jobs
elsewhere.
c) Third, older workers may have more opportunities to fulfillment and self
actualization in their jobs than do workers who are just starting out. Age and
experience on the job usually bring greater competence, self-confidence,
esteem, and higher level of responsibility in which a person may feel a greater
sense of accomplishment.

4. INTELLIGENCE:- By itself, a person’s level of intelligence does not appear

to be of major importance in influencing job satisfaction. However,
intelligence considered in relation to the kind of work being performed may be
an influential factor, for many occupations and professions, there is a range of
intelligence associated with efficacy of performance and job satisfaction.
Persons with IQ’s beyond this range (either too high or too low) is likely to
experience boredom or frustration and dissatisfaction with the job. A factor
usually, but not always, related to intelligence is level of education. A number
of studies have shown that education is slightly and negatively related to job
satisfaction (Glenn & Weaver, 1982, 1982b). One explanation for this finding
is that persons with more education may have higher expectations, believing
their work should bring greater fulfillment and responsibility. Most jobs will
not satisfy these expectations. However, employees with college degrees are
somewhat more satisfied with their jobs than those who attended college but
 did not graduate. This finding may be due to the fact that many higher level
positions are open only to those who have earned degrees.

5. JOB EXPERIENCE :- The relationship between job satisfaction and number

of years on the job is complex. During the early stages of employment, new
workers tend to be satisfied with the job. This early period involves the
stimulation and challenges of developing skills and new abilities. Also, the
work may seem attractive because it is new. Early satisfaction wanes unless
employees receive evidence of their progress and growth. After a few years on
the job, discouragement is common, brought on by the feelings that the worker
is not advancing as rapidly as he or she would like. Also, in times of inflation
and rapidly rising starting salaries, employees with a few years of experience
find that they are making little more than beginning employees, despite the
salary increases they have received over the years. In general, however, job
satisfaction increases after a number of years of experience and improves
steadily thereafter. The relationship between job satisfaction and length of
experience closely parallels that with age. Perhaps they are the same
phenomenon under different labels.

6. PERSONALITY :- There may be a positive relationship between chronic job

dissatisfaction and poor emotional adjustment. Although not entirely
conclusive, evidence suggests that those who are more satisfied in their work
are also better adjusted and emotionally stable. The fact of such a relationship
is reasonably clear, but the cause and effect sequence is not clear. Either is
capable of causing the other. Emotional instability can cause discontent in
every sphere of a person’s life, including ones job; poor job satisfaction can
lead to poor emotional adjustment. Regardless of which causes the other, the
result is likely to be the same. Two facets of personality that have been related
to job satisfaction are alienation and internal versus external control.
Employees who feel less alienated and who have a strong sense of internal
control i.e. who believe that rewards are a function of their own behavior
rather than fate or luck, are reported to be high in job satisfaction (King
Murray, & Atkinson, 1982). Internals are also high in job involvement and
organizational commitment. (Stout, Slocum, & Cron, 1987).
7. OCCUPATIONAL LEVEL :- The higher the occupational or status level of
a job, the higher is the job satisfaction. Executives express more satisfaction
with their joba than do first-line supervisors, who, in turn, are more satisfied
than their subordinates. In general, higher the level of the job, the greater is the
opportunity to satisfy the motivator needs (described by Herzberg) and the
greater is the autonomy, challenge, and responsibility. Job satisfaction has also
been found to vary with different kinds of occupation. For example, those with
the highest satisfaction scores are either in business for themselves or in the
construction industry.

8. SALARY: Earnings are the primary reason why people go to work. Reachers
viewed that the level of earnings exerts a substantial and positive effect on job
satisfaction; other things equal, greater earnings lead to greater satisfaction. Pay,
promotion, working condition and support of research have positive and
significant effect on job satisfaction.others viewed that female staff were more
satisfied with all the facets (eg: pay, promotion, fringe benefits, working condition
and support than their male counterparts. This seems that women enjoyed their
working environment and they do not have higher expectation in terms of promotion
or salary. 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.

9. EDUCATION: Many researchers have found positive relationships between

education levels and job satisfaction (Rogers, 1991). Falcone (1991) in her study
found that educated managers expressed more job satisfaction in both public and
private sectors than less educated managers. Study found that individuals with
greater levels of education would experience more growth opportunities than
those who are less educated. Meanwhile, Donohue and Heywood (2004) found
that white-collar women appeared negative association between education and job
satisfaction. Overall, 55% of respondents indicated that they were very satisfied with
their jobs. Among individuals with post-graduate education, however, 65% reported
 that they were very satisfied. At the other end of the spectrum only 42% and 46%
of those reporting no schooling and elementary school respectively had jobs with
which they were very satisfied. A number of studies have shown that education is
slightly and negatively related to job satisfaction (Glenn & Weaver, 1982, 1982b).
One explanation for this finding is that persons with more education may have higher
expectations, believing their work should bring greater fulfillment and responsibility.
Most jobs will not satisfy these expectations. However, employees with college
degrees are somewhat more satisfied with their jobs than those who attended college
but did not graduate. This finding may be due to the fact that many higher level
positions are open only to those who have earned degrees.

10. ABILITY: Ability refers to the capacity or capability of an individual to

perform the various tasks in a job. Ability is the criterion used to determine
what a person can do. Ability of an individual can be of two types:
a) Intellectual ability: if the individual is expected to perform mental
activities, he must have a particular level of intellectual ability. Some
important dimensions used to ascertain intellectual ability are number
aptitude, comprehension, perpectual speed and test of reasoning. For
some important jobs or assignment, a person has to clear some
admission test.
b) Physical ability: Physical abilities include a person’s stamina, manual
dexterity, leg strength etc. if the performance of a particular job
requires some specific physical abilities, it is the duty of the
management to indentify the employees having those abilities. This is
accomplished by either careful selection of people or by a combination
of selection and training.

Employee good at intellectual and physical ability perform good in their jobs, there
are high chances of promotion and appreciation for such employees. So they have
high level of job satisfaction. So we can say that there is positive relationship
between ability and job satisfaction.

THEORIES OF JOB SATISFACTION

1. TWO FACTOR THEORY:- Herzberg Mausner & Snyderman conducted a
study (1959) consisting of an intensive analysis of their experience and
feelings. It was surprising to find out that the factors contributing to
dissatisfaction were not the same as the factors contributing to satisfaction.
But something else. That’s why his theory has been called as “Two factors
theory” of job satisfaction and motivation. Satisfaction and dissatisfaction are
the same sides of the same continuum. If one gets the desired need it leads to
satisfaction and if he doesn’t get that goal then it leads to dissatisfaction.
Money is a satisfier as well as dissatisfier, according to its availability or non-
availability. But this theory questions one belief. According to them a factor is
predominantly either a satisfier or a dissatisfier , not both. Then satisfaction
and dissatisfaction are two different, independent and separate feelings. There
are some factors which only satisfy but not dissatisfy. He calls them as
motivators because these factors can motivate to work hard. Such factors lead
to self advancement and growth. But there are other sets of factors which do
not motivate, but they are necessary for existence. They are called hygiene
factors. Because of these factors his theory is called as motivation hygiene
theory. Hygiene factors are also called as job context factors. They provide the
environment in which the work is to be performed. They create an atmosphere
for doing work but they themselves cannot motivate the employee. Such
factors can dissatisfy the employees. These factors are to be maintained at a
certain level to avoid dissatisfaction or discomfort. But the absence of
discomfort doesn’t mean the presence of comfort. To obtain comfort one has
to make separate efforts. Herzberg’s major contribution is that of drawing the
attention of the management to the fact that if they want to improve the
efficiency of the employees than motivation has to be paid attention to along
with hygiene factors i.e. employees do not work only for money. His theory is
criticized because he said that salary is a dissatisfier or hygiene factor.
Satisfiers induce the person to produce and perform more on a job but
dissatisfier does not have the potency to contribute to job behaviour.

2. EQUITY THEORY:- Equity theory as proposed by J. Stacy Adam is

combination of principles of cognitive dissonance and social exchange. He
 tries to explain the effect of money on behavior in work setting. According to
this theory the major factor that contributes towards job satisfaction is the
degree of perceived equity in the work situation. The term equity refers to the
ratio of one’s outcome (o) to input (I) to others outcome and inputs. If we
perceive our ratio to be equal to the relevant others whom we compare
ourselves, a state of equity is said to exist. If inequity exists i.e. we tend to
view ourselves as unrewarded or over rewarded. Sometimes, when people
perceive an imbalance in their input output ratio relative to others, the tension
created provides the basis for motivation as people strive for what they
perceive as equitable and fair. Specifically the theory establishes four
propositions relating to inequitable pay:a. over rewarded employees will
produce more than will equitably paid employees.b. Hourly and salaried
employees will generate high quantity or quality production in order to
increase input size of the ratio to bring about equity.c. Given payment by
quantity of production, over paid employees will produce fewer, but high
quality units than will equitable paid employeesd. Given payment by time over
paid employees will produce less or poor quality of output than equitably paid
ones.e. Given payment by quality of production, underpaid employees will
produce a large number of low quality units in comparison with equitably paid
employees. In the above propositions, outcomes to the employee have been
equated with money only. Many a time, fringe benefits and perquisites not
considered here could compensate for the pay received. There is no guarantee
that overpaid employees increase input, in many cases it has been proved
otherwise. Also the quality of output is not related to overpayment. These
fallacies arise because of the assumptions of equity theory.

3. PORTERS THEORY :- Porters theory tries to find out the most important
factors to the employees in job satisfaction. Then he tries to find out the gap
between what the employee experiences of that particular factor in his actual
job satisfaction and what he think should be there. This gap along with the
importance of the factors will speak about the satisfaction level of the
employee. For e.g., Individual expects 1000/- salary from the job but in reality
he gets 700/- only. This gap will provide a clearer understanding the extent
 and measure of job satisfaction. If he gets 1500/- in reality then he will be over
satisfied with his job because he is working for money.

RELATIONSHIP BETWEEN DEMOGRAPHIC FACTORS AND

DEPENDENT VARIABLES

Demographic factors also have impact on employee productivity, absence, turnover

and citizenship. These variables are also known as dependent variables. The
relationship between demographic factors and dependent variables are mentioned
below:

1. AGE: There is a widespread belief that job performance declines with increasing
age. Regardless of whether it is true or not, a lot of people believe it and act on it.
Effect of age on dependent variables:

a) Turnover: The older you get the less likely you are to quit your job. This is
because as workers get older they have fewer alternative job opportunities. In
addition, older workers are less likely to resign than are younger workers because
their longer tenure tends to provide them with higher wage rates, longer paid
vacations and more attractive pension benefits.

b) Absenteeism: Age is also inversely related to absenteeism. Age-absence

relationship is partially a function of whether the absence is avoidable or unavoidable.
In general, older employees have lower rates of avoidable absence than do younger
employees. However they have higher rates of unavoidable absence, probably due to
poorer health associated with aging and the longer recovery period that older workers
need when injured.

c) Productivity: there is a widespread belief that productivity declines with age. It is

often assumed that an individual’s skills decay over time. The natural conclusion is
that the demands of most jobs, even those with heavy manual labour requirements, are
not extreme enough for any declines in physical skills attributable to age to have an
impact on productivity or if there is some decay due to age, it is offset by gains due to
experience.
2. GENDER: There are few, if any, important differences between men and women
that will affect their job performance.

a) Job productivity: There is no significant difference in job productivity between

men and women. One issue that differs between men and women, especially when the
employee has preschool-age children, is preference for work schedules. Working
mothers are more likely to prefer part time work, flexible work schedules, and
telecommuting in order to accommodate their family responsibilities.

b) Absenteeism: On the question of absence the evidence indicates that women have
higher rates of absenteeism than men do the reason for this is that women have their
family responsibility. When a child is ill or someone needs to stay home to wait for
the plumber, it has been the woman who has traditionally taken time off from work.

c) Turnover: on the question of turnover, the evidence indicates no significant

differences. Women’s quit rates are similar to those of men.

3. TENURE: Tenure also has an impact on employee’s behaviour. Seniority affects

job performance.

a) Job productivity: Extensive reviews of the seniority-productivity relationship

have been conducted. If we define seniority as time on a particular job, we can say
that the most recent evidence demonstrates a positive relationship between seniority
and job productivity. So tenure and job productivity are positively related.

b) Absenteeism: Seniority is negatively related to absenteeism. In fact, in terms of

both frequency of absence and total days lost at work, tenure is the single most
important explanatory variable.

c) Turnover: Tenure is also a potent variable in explaining turnover. The longer the
person is in job, the less likely he or she is to quit. Moreover, past behaviour is the
best predictor of future behaviour, evidence indicates that tenure on an employee’s
previous job is a powerful predictor of that employee’s future turnover.

4. NUMBER OF DEPENDENTS: The number of dependents that an employee has

also has an affect on his productivity, absenteeism and turnover. Employee having
less number of children will be high on productivity, will have low absenteeism and
also low rate of turnover. The reason for this is that they have less responsibility of
family due to which they focus more on their jobs and with focussed approach they
perform well on their jobs due to which they have high productivity. They also have
low rate of turnover and absenteeism.

5. INTELLIGENCE: Employees having high IQ level are usually placed at some

higher post and are given decision making power. This boosts up their morale and
they perform their tasks in high spirits with full enthusiasm and put in their best. This
results in high productivity. They have to look after the performance of their
department and manage the working of their departments and have to take many
important decisions on day to day basis. Hence their absenteeism rate is also low.
They also have low rate of turnover.

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.
 CHAPTER – 2

REVIEWS OF
LITERATURE

REVIEWS OF LITERATURE

Freeman (1980) examined that the age-earnings profile of male workers is

significantly influenced by the age composition of the workforce. When the number
of young workers increased sharply in the 1970s, the profile "twisted" against them,
apparently because younger and older male workers are imperfect substitutes in
production. The effect was especially marked among college graduates. By contrast,
the age-earnings profile of female workers appears to be little influenced by the age
composition of the female workforce, possibly because the intermittent work
experience of women makes younger and older women closer substitutes in
 production. The dependence of the age-earnings profile on demographically induced
movements along a relative demand schedule suggests that standard human capital
models of the profile, which posit that earnings rise with age and experience solely as
a result of individual investment behavior, are incomplete.

Aswathappa (2003) concluded that the Job Satisfaction of employees can be judged through the
system of wage payment. Different organisation adapts different type of wage payment system.
Along with wages and salaries they are paying incentives, perquisites and non-monetary benefits.

According to him, he explained 3 theories of remuneration:

A. Reinforcement and Expectancy Theory

B. Equity Theory

C. Agency Theory

Wright and Davis (2003) conducted the study and examined that the influence of the
work environment on public employee feelings of job satisfaction, linking
characteristics of the work context perceived to be more prevalent in public
organizations with specific job characteristics that serve as important antecedents of
job satisfaction. In particular, this study analyzed the effects of three components of
the work context—organizational goal conflict, organizational goal specificity, and
procedural constraints—and four job characteristics—job specificity, routineness,
feedback, and human resource development—faced by public employees. Building on
previous research, a causal model of job satisfaction was tested in a covariance
analysis (LISREL) using data from a survey of state government employees. The
model explained two thirds of the variation in employee job satisfaction and suggests
that the work context may not only be important in distinguishing between public and
private sector employment but also may be at the root of any sector differences in job
satisfaction.

Rode (2004) Research indicated that job satisfaction is significantly related to life
satisfaction. However, previous studies have not included variables that may
confound the relationship. Furthermore, the vast majority of studies have relied on
cross-sectional data. I tested a comprehensive model that examined the relationship
between job and life satisfaction and a broad personality construct called ‘core self-
evaluations’, as well as nonwork satisfaction and environmental variables, using a
nationally representative (US), longitudinal data set. Results indicated that core self-
evaluations was significantly related to both job satisfaction and life satisfaction over
time, and that the relationship between job satisfaction and life satisfaction was not
significant after taking into account the effects of core self-evaluations and nonwork
satisfaction. Implications for theory and practice are discussed.

Moon and Hahm (2007) researched that job satisfaction is a primary human
resource management concern, there is little empirical research considering job
satisfaction in non-Western countries. In Korea, reforms aim to make the public
service more competitive and diverse and have led to the recruitment of more women
and young people. This study uses data from the Korean Income and Labor Panel
Study to explore the relationship of age, gender, and service sector with job
satisfaction. No substantial difference was found in the perceived job satisfaction of
public employees of different ages, but an unexpected negative association was found
in a subsample of private employees. Korean public and nonprofit employees are
more satisfied with their jobs than private employees are but are less satisfied with
their wages than with job security and job content. The study supports the expectation
hypothesis and suggests there is a gender effect on job satisfaction, particularly for
wages and work environment.

Wang, Yang and McLean (2007) studied that Western concepts incorporated into
the Dimension of Learning Organization Questionnaire (DLOQ) instrument and data
collected from 919 employees in nine companies located in Guangdong Province,
China, explored organizational learning culture in Chinese business settings. Findings
suggest that the DLOQ is applicable to the Chinese context, and demographic
variables, such as age and educational level, and the type of ownership of Chinese
companies (state-owned enterprises and privately owned enterprises), show
differences in organizational learning culture. Discussions and implications are
provided.

Gupta & Joshi (2008) concluded in their study that Job satisfaction is an important technique
used to motivate the employees to work harder. It had often said that, "A HAPPY EMPLOYEE
IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very important because most of the
people spend a major of their life at their work place.
Velnampy (2008) concluded that "Job Attitude and Employees Performance of Public Sector
Organizations in Jaffna District, Sri Lanka" concluded that job satisfaction does have impact on
future performance through the job involvement, but higher performance also makes people feel
more satisfied and committed. It is a cycle of event that is clearly in keeping

West and Berman (2009) Little is known about special districts and their personnel.
This study examines the job satisfaction and professional backgrounds of senior
managers in large special districts. Senior managers in these districts report very high
levels of job satisfaction, possibly among the highest of all such managers in public
administration. Senior managers are satisfied or very satisfied with four of the most
important determinants of job satisfaction: pay, the opportunity to use one’s talents at
work, job security, and the ability to make a meaningful impact on one’s region or
community. About one fourth of administrators on management teams in large special
districts have their highest degree in public affairs, and among those with an MPA
degree, three fourths have experience in business. This study concludes that it is time
to take special districts more seriously both in research and as a locus of activity and
career development for public managers.

Giffords (2009) This study examined organizational commitment and professional

commitment among a sample of social workers. It empirically explores the
relationship between social workers’ commitment and nine work environment
variables (collegiality, promotional opportunity, job security, organization and
profession-specific skills, autonomy, legitimacy of promotions, distributive justice and
supervisor recognition), six demographic or background variables (gender,
relationship status, age, employment status, years in social work (profession tenure)
and years employed in the current organization (job tenure). It also included 16
organizational variables (organizational auspices, organizational type, job position,
yearly earnings and various types of job benefits, that is, medical, dental, vacation
time, sick leave, flex-time, child care, maternity/paternity leave, disability insurance,
life insurance, university education/degree programs, employer-paid professional
development opportunities and other benefits.

The persual of literature reveals that the age-earnings profile of male workers is
significantly influenced by the age composition of the workforce. By contrast, the
age-earnings profile of female workers appears to be little influenced by the age
composition of the female workforce. It further reveals that that job satisfaction is
significantly related to life satisfaction. It is also indicated that Job satisfaction is an
important technique used to motivate the employees to work harder. It had often said that, "A
HAPPY EMPLOYEE IS A PRODUCTIVE EMPLPOYEE." Job satisfaction is very important
because most of the people spend a major of their life at their work place.
 CHAPTER – 3

OBJECTIVE, SCOPE AND

NEED OF THE STUDY

NEED OF THE STUDY:

This research was undertaken to determine the relationship between demographic

factors and job satisfaction among employees. Many researchers have undertaken the
research regarding job satisfaction. But none of them have studied the relationship
between demographic factors and job satisfaction. Some of have them have studied
the level of job satisfaction in relation to work environment. Some have studied the
relationship between job satisfaction and life satisfaction. Since, no one have studied
the impact of life satisfaction on job satisfaction. Demographic factors does have a
great impact on job satisfaction of employees to great extent. So this factor cannot be
ignored to study the level of job satisfaction among employees. Demographic factors,
being an important factor we need to study its relationship with job satisfaction
among employees

SCOPE OF THE STUDY:

The scope of the study was restricted to Jalandhar city only.

OBJECTIVES OF THE STUDY

Primary Objective:

The primary objective of the research is to study the relationship between

demographic factors and job satisfaction.

Secondary Objective:

1. To identify the various components of job satisfaction.

2. To study the awareness of demographic factors among respondents that are
responsible for job satisfaction among employees.
3. To analyse the various demographic factors which affect job satisfaction.
4. To check the extent to which demographics affect satisfaction at workplace.
 CHAPTER – 4

RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem. The

Research Methodology includes the various methods and techniques for conducting a
Research. “Marketing Research is the systematic design, collection, analysis and
reporting of data and finding relevant solution to a specific marketing situation or
problem”. D. Slesinger and M.Stephenson in the encylopedia of Social Sciences
define Research as “the manipulation of things, concepts or symbols for the purpose
of generalizing to extend, correct or verify knowledge, whether that knowledge aids in
construction of theory or in the practice of an art”.
Research is, thus, an original contribution to the existing stock of knowledge making
for its advancement. The purpose of Research is to discover answers to the Questions
through the application of scientific procedures. Our project has a specified
framework for collecting data in an effective manner. Such framework is called
“Research Design”. The research process followed by us consists of following steps:

4.1 Research Design:-

4.1.1 Conclusion Oriented Research: - Research designed to assist the decision maker in
the situation. In other words it is a research when we give our own views about the
research.

4.1.2 Descriptive Research: - A type of conclusive research which has as its major
objective the description of something-usually market characteristics or functions. In
other words descriptive research is a research where in researcher has no control
over variable. He just presents the picture which has already studied.

4.2 Sample Design: - Sampling can be defined as the section of some part of an
aggregate or totality on the basis of which judgement or an inference about aggregate
or totality is made. The sampling design helps in decision making in the following
areas:-

4.2.1 Universe of the Study: - The universe comprises of two parts as theoretical universe
and accessible universe.

Theoretical universe: - It includes all the people throughout the universe.

Accessible universe: - It includes all the people in India.

4.2.2 Sample Size: - Sample size is the number of elements to be included in a

study. Keeping in mind all the constraints 50 respondents were selected.

4.2.3 Sample Unit: - Sampling unit is the basic unit containing the elements of the
universe to be sampled. The sampling unit of our study are corporate employees.
4.2.4 Sampling Techniques: - The sampling techniques used are convenience technique
and simple random sampling technique.
4.3 Methods of Data Collection: - Research work is exploratory in nature. Information has
been collected from both Primary and Secondary data.

4.3.1 Primary sources: - Primary data are those, which are collected are fresh and for the
first time, and thus happen to be original in character. Primary data has been
collected by conducting surveys through questionnaire, which include both open-
ended and close-ended questions.

4.3.2 Secondary Sources: - Secondary data are those which have already been collected
by someone else which already had been passed through the statistical process.
Secondary data has been collected from Internet and books

4.4 Tools of Analysis and Presentation: -

To analyze the data obtained with the help of questionnaire, following tools
were used.
4.4.1 Likert Scale: - These consist of a number of statements which express either a
favorable or unfavorable attitude towards the given object to which the respondents
are asked to react. The respondent responds to in terms of several degrees of
satisfaction or dissatisfaction.

4.4.2 Summated Score: - The data which was collected through Likert scaling being
analyzed through summated score method.
4.4.3 Tables: - This is a tool to present the data in tabular form.
4.4.4 Percentage and Pie Charts: - These tools were used for analysis of data.

4.5 LIMITATIONS OF THE STUDY

Due to constraints of time and resources, the study is likely to suffer from certain
limitations. Some of these are mentioned here under so that the findings of the study
may be understood in a proper perspective.

The limitations of the study are:

 The research was carried out in a short period. Therefore the sample size and
the parameters were selected accordingly so as to finish the work within the
given time frame.
 The information given by the respondents might be biased some of them might
not be interested to give correct information.
 Some of the respondents could not answer the questions due to lack of
knowledge.
 Some of the respondents of the survey were unwilling to share information.
 CHAPTER – 5

DATA ANALYSIS
AND
INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

The data has been processed and analysed by tabulation interpretation so that findings
can be communicated and can easily understood. The findings are presented in the
best possible way. Tables and graphs has been used for illustrations of findings of the
research.

Demographic Profile of Respondents

Table 5.a: Demographic Profile of Respondents
Demographic Factors No. of Respondents Percentage of Respondents
Age
18-25 14 28
26-35 22 44
36-45 11 22
Above 45 3 6
TOTAL 50 100
Gender
Male 34 68
Female 16 32
TOTAL 50 100
Marital Status
Married 34 68
Single 14 28
Divorcee 1 2
Separated 1 2
TOTAL 50 100
No. Of Dependents
Only 1 17 34
2 13 26
3 12 24
4 8 16
TOTAL 50 100
Education
Matric 0 0
10+2 1 2
Graduation 20 40
Post Graduation 29 58
TOTAL 50 100
Occupation
Business Class 20 40
Service Class 30 60
TOTAL 50 100
Designation
Executive 3 6
Team Leader 5 10
Manager 10 20
Senior Manager 4 8
Office Staff 10 2
Other 18 36
TOTAL 50 100
Income Level
 Below 10000 3 6
Rs. 10000-20000 3 6
Rs.20000-30000 12 24
Rs.30000-40000 15 30
Rs.40000-50000 9 18
Above 50000 8 16
TOTAL 50 100

Analysis and Interpretation: It was found that majority of respondents i.e.44% were
between age group of 26-35 years, majority of the persons i.e. 58% of them were post
graduate and majority of persons i.e. 30% of them were between income level
Rs.30000-40000.

Statement 1 Are You Satisfied Your Job?

Table 5.1
Job Satisfaction Among Employees
Options No. Of Respondents Percentage of
Respondents
Yes 47 94
No 3 6
TOTAL 50 100
 Figure 5.1
Job Satisfaction Among Employees

Percentage of Respondents
6

Yes
No

94

Analysis and Interpretation: It was found that majority of respondents i.e.94% were
satisfied with their jobs and only 6% were dissatisfied.

Statement 2 How long you have been in the organisation?

Table 5.2:
Options No. Of Respondents Percentage of
Respondents
Less than 1 year 4 8
1 year- 2 years 10 20
3 years – 5 years 22 44
6 years-9 years 7 14
Above 10 years 7 14
TOTAL 50 100
 Fig. No. 5.2

Percentage of Respondents
8
14

Less than 1 year

20 1 year- 2 years
14 3 years – 5 years
6 years-9 years
Above 10 years

44

Analysis and Interpretation: It was found that majority of respondents i.e.44% were
with the same organisation for three to five years and only 8% were in the
organisation for less than 1 year.

Statement 3 What according to you are the factors that lead to dissatisfaction
among employees? (Can tick more than 1)?
Table no. 5.3:
factors of dissatisfaction
Options No. Of Respondents Percentage of
Respondents
Poor management 8 7
Stress 15 12
Unfair salary 24 19
Non compatible workers 5 4
Poor benefits 13 10
Poor working conditions 15 12
No chance of promotion 15 12
No respect for employees 6 5
Work atmosphere 11 9
No recognition 12 10
 TOTAL 124 100

Fig no. 5.3:

factors of dissatisfaction

Percentage of Respondents
10 7 Poor management
Stress
9 12 Unfair salary
Non compatible workers
5 Poor benefits
Poor working conditions
No chance of promotion
19 No respect for employees
12
Work atmosphere
No recognition
12 4
10

s
Analysis and Interpretation: It was found that majority of respondents i.e.19% feel
that unfair salary is the major element of dissatisfaction and only 4% feel that non
compatible co-workers are the major element of job dissatisfaction.

Statement 5.4 What management can do to ensure job satisfaction among

employees? (Can tick more than 1)
Table no. 5.4
Factors ensuring job satisfaction
Options No. Of Respondents Percentage of
Respondents
Good management 9 7
Fair salary 26 20
Good benefits 12 9
Chance of promotion 14 10
Compatible co-workers 9 7
Good working conditions 23 17
Respect for employees 13 9
Work atmosphere 11 8
Recognition 18 13
TOTAL 135 100
 Fig no. 5.4
Factors ensuring job satisfaction

Percentage of Respondents
7
13 Good management
Fair salary
8 20 Good benefits
Chance of promotion
Compatible co-workers
9 Good working conditions
Respect for employees
Work atmosphere
9
Recognition
17
10
7

Analysis and Interpretation: It was found that majority of respondents i.e.20% felt
that fair salary ensures job satisfaction among employees and only 7% felt that good
management and compatible co-workers ensures job satisfaction.

Statement 5: What are the consequences of job dissatisfaction on part of the

employees?
Table No. 5.5
Consequences of job dissatisfaction
Options No. Of Respondents Percentage of
Respondents
Start looking for another job 17 32
Least interested in companies 10 19
welfare

Would not give their best 20 38

feel stressed in job 6 11
Total 53 100

Fig No. 5.5

Consequences of job dissatisfaction
 Percentage of Respondents
11
Start looking for another
job
32
Least interested in
companies welfare

38
Would not give their best

feel stressed in job

19

Analysis and Interpretation: It was found that majority of respondents i.e.38% said
that employees would not give their best if they are not satisfied with their job and
only 11% said that they would feel stress in job.

Statement 6. Tick according to the level of satisfaction with each of the following
statements?
(SA-Strongly Agree, A- Agree, CS-Can’t say, D-Disagree, SD-Strongly Disagree)
Table No.5.6
S.No Statements SA A CS D SD Summate
score
6.1 Employees with high salaries are satisfied with their 23 18 4 4 1 208
jobs.

6.2 Behaviour of teammates effects the performance of 13 29 3 4 1 199

an employee.
6.3 Employees are always recognised for their good 12 20 9 7 2 183
performance.

6.4 Higher designations in any organisation are mostly 15 13 5 1 5 195

acquired by the male employees only. 2
 6.5 Married women are more prone to stress because of 10 20 15 5 0 185
household responsibilities.
6.6 Employee doing the job of his interest is more 19 17 11 2 1 203
satisfied.

6.7 Business class people are more ambitious as 10 10 15 1 1 164

compared to service class. 4
6.8 Higher educated people always look for higher job 13 22 10 4 1 192
satisfaction.
6.9 Higher salary mostly allures less educated people. 14 15 13 8 0 185

6.10 Fringe benefits affects the level of job satisfaction of 15 19 10 6 0 193

employees.
6.11 Executive class employees are more satisfied with 11 14 14 9 2 173
their jobs as compared to lower level employees.
Number of respondents -50
Maximum Score –
Strongly agree (50*5) - 250
Agree (50*4) – 200
Neutral (50*3) – 150
Disagree (50*2) – 100
Strongly Disagree (50*1) – 50

The first statement has summated score as 208 which lies between 200-250. That
means either respondents agree or highly agree. As the value is near 200 we can say
that our respondents are agreed.
The second statement has summated score as 199 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The third statement has summated score as 183 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The fourth statement has summated score as 195 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The fifth statement has summated score as 185 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The sixth statement has summated score as 203 which lies between 200-250. That
means either respondents agree or highly agree. As the value is near 200 we can say
that our respondents are agreed.
The seventh statement has summated score as 164 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 150 we can say
that our respondents are neutral.
The eighth statement has summated score as 192 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The ninth statement has summated score as 185 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The tenth statement has summated score as 193 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 200 we can say
that our respondents are agreed.
The eleventh statement has summated score as 173 which lies between 150-200. That
means either respondents are neutral or agreed. As the value is near 150 we can say
that our respondents are neutral.

Statement 7 Do you feel that employees are recognised?

Table No. 5.7
Employees are recognised

Options No. Of Respondents Percentage of

Respondents
Always 7 14
Never 3 6
Usually 16 32
Rarely 11 22
Sometimes 13 26
Not sure 0 0
Total 50 100

Fig ss No. 5.7

Employees are recognised
 Percentage of Respondents
14
26 Always
6 Never
Usually
Rarely
Sometimes
Not sure

22 32

Analysis and Interpretation: It was found that majority of respondents i.e.32% felt
that employees are recognised and only 6% felt that employees are not recognised.

Statement 8 On a scale of 1 to 6 how would you rank the following attributes of

job satisfaction? Where 1 means ‘very good’ and 6 means ‘not at all good’.
Table No. 5.8
Atributes of job satisfaction

S.No Statements Rank Rank Rank Rank Rank Rank Rank

1 2 3 4 5 6
8.1 Work 7 10 3 8 9 13 191 4
Environment
8.2 Job Security 8 15 12 7 6 2 144 5
8.3 Salary 21 8 10 5 0 6 123 6
8.4 Superior- 8 5 5 11 9 12 194 3
Subordinate
relationship
8.5 Recognition 4 4 9 12 16 5 197 1
8.6 Fringe Benefits 4 8 10 6 10 12 196 2
Analysis and Interpretation: It was found that majority of respondents felt that
recognition is the most important attribute of job satisfaction and salary is the least
important factor.

Statement 9 What other amenities can management provide to the employees?

Table No. 5.9
Amenities provided to the employees
Options No. Of Respondents Percentage of
Respondents
Transportation 12 12
Support for additional 18 18
training and education
Residence 19 20
Insurance 28 29
Stress management 21 21
sessions
Total 98 100

Fig No. 5.9

Amenities provided to the employees
 Percentage of Respondents
12
21
Transportation
Support for additional
training and education
18 Residence
Insurance
Stress management
sessions

29
20

Analysis and Interpretation: It was found that majority of respondents i.e.29% felt
that in other amenities management can provide insurance to the employees to ensure
job satisfaction and 12% went for transportation.

Statement 10 What qualities you like in your senior?

Table No. 5.9
Qualities like in senior
Options No. Of Respondents Percentage of
Respondents
Credible 10 14
Source of motivation 14 19
Good listener 7 10
Good leader 27 37
Open minded and adaptive 15 20
Total 73 100

Fig No. 5.9

 Qualities like in senior

Percentage of Respondents
14
20
Credible
Source of motivation
Good listener
19 Good leader
Open minded and adaptive

37 10

Analysis and Interpretation: It was found that majority of respondents i.e.37% like
the good leadership quality in their seniors and 10% felt that they are good listener.
Note: Number of respondents has been increased due to multiple choice answers.
 CHAPTER – 6

FINDINGS OF THE
STUDY

FINDINGS
1. It was found that majority of respondents were between age group of 26-35 years,
majority of the persons of them were male and majority of persons of them were
between income level Rs.20000-30000.
2. It was found that majority of respondents were satisfied with their jobs.
3. It was found that majority of respondents were with the same organisation for three
to five years.
4. It was found that majority of respondents feel that unfair salary is the major
element of dissatisfaction and only a few feel that non compatible co-workers are the
major element of job dissatisfaction.
5. It was found that majority of respondents felt that fair salary ensures job
satisfaction among employees and others felt that good management and compatible
co-workers ensures job satisfaction.
6. It was found that majority of respondents said that employees would not give their
best if they are not satisfied with their job and others said that they would feel stress
in job.
7. Most of the respondents are agreed with this statement that employees with high
salaries are satisfied with their jobs.
8. Most of the respondents are neutral with the statement that business class people
are more ambitious as compared to service class.
9. It was found that majority of respondents felt that employees are recognised and
felt that some employees are not recognised.
10. It was found that majority of respondents felt that recognition is the most
important attribute of job satisfaction and salary is the least important factor.
11. It was found that majority of respondents felt that in other amenities management
can provide insurance to the employees to ensure job satisfaction and others went for
transportation.
12. It was found that majority of respondents felt that in other amenities management
can provide insurance to the employees to ensure job satisfaction and some of them
went for transportation.
 CHAPTER – 7

CONCLUSION AND
RECOMMENDATION

RECOMMENDATIONS
1. Firstly management should provide fair salary to the employees.
2. Various fringe benefits should be provided to the employees.
3. There should be chances of promotion.
4. Good working conditions should be provided to the employees.
5. Employees should be recognised for their work.
6. Additional training and education should be given to the employees to update their
knowledge.
7. Management should conduct stress management sessions for its employees.
REFERENCES
 REFERENCES

1. Aswathappa, K. (2003) Human Resource Management. New Delhi,

Himalaya Publishing House.

2. Freeman, Richard B, 1978. "Job Satisfaction as an Economic Variable," American

Economic Review, American Economic Association, vol. 68(2), 135-41.

http://ideas.repec.org/p/nbr/nberwo/0225.html

3. Gifford’s (2009).” Job Satisfaction and Organizational Commitment in Relation to

Work Performance and Turnover Intentions”, Vol. 42, No. 7, 625-638.
http://www.highbeam.com/doc/1G1-16381862.html

4. Gupta and Joshi (2008)“Organization Theory and Behavior”, Himalayas Publishing

House, New Delhi.
5. Moon and Hahm (2007).” Age, Gender, and Sector Affect Job Satisfaction”, Vol. 27,
No. 2, 125-146.
http://rop.sagepub.com/cgi/content/abstract/27/2/125

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