Submitted To- Ritu Srivastava maam Submitted by- Shishir Kumar Sidharth Chopra Puneet Tewary Sudipto Ghosh

Anupam Kar Ambarish Umale Ankush Sharma Purshottam Narayan Pathak

Date- 8-3-2011

INTRODUCTION Job life is one of the important parts of our daily lives which cause a great deal of stress. Due to the competitive nature of the job environment most of the people in the world are spending their time for job related work purposes resulting ignore the stressor those are influencing their work and life. Usually people are more worry about their outcome of their work that can even affect the way they treat other people and how they communicate with their peers and customers. For example, people with a higher percentage of occupational stress may not be satisfied with their job and therefore they will not feel happy working in the organization. They may feel frustrated or burned out when they are having problems with peers or customers. This may leave a negative impact to the organization itself. Therefore, it is very important for employer and employees to realize the stress and the stressor that cause all the negative effects. The aim of this study is to identify the determinants that will influence the academic staffs 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 position Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviours. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job and an affective reaction to ones job and an attitude towards ones job. Job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form our attitudes towards our jobs by taking in to account our feelings beliefs and behaviors.

RELEVENCE OF THE STUDY The reason to conduct this study is to classify some significant person and environmental variables which contribute to academic and occupational stress and to estimate their direct and indirect effects on various relevant outcomes (such as job satisfaction). This research will provide further insight as to what extend can the six variables influence in the job satisfaction among both universities. Two main constructs are included in the proposed research model below encompassing job stress and job satisfaction. Their relationships are illustrated in figure below. A Theoretical Framework and Hypothesis Job satisfaction includes general elements and specific elements: The whole perception of job pleasure is considered as general elements: 1) Job security 2) Pay 3) Co-workers,

4) 5) 6) 7)

Supervision Personal growth and development Motivation Working Pattern

This study infers that there exists a relationship between these variables and job satisfaction. From our study we have following Hypothesis:

Hypothesis 1: There is a relationship between the elements of job satisfaction and the Age of the employees. Hypothesis 2: There is a relationship between job satisfaction and the work Ex. Of the employees. Hypothesis 3: There is a relationship between job satisfaction and the gender. Hypothesis 4: There is a relationship between the elements of job commitment and the Age of the employees. Hypothesis 5: There is a relationship between job commitment and the work Ex. Of the employees. Hypothesis 6: There is a relationship between job commitment and the gender.

Literature Review
Models of job satisfaction
Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory Template:JacksonApril 2007. It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of 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/her 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 Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace [5] This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out.[5] Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions.[5] 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.[5] 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.

OBJECTIVES OF THE STUDY This study is conducted to judge the level of Job Satisfaction of employees who are working in MNCs and Domestic companies. The main objective of our study is to know and check that which determinant is most likely and which is less likely by the employees to measure the satisfaction level in the MNCs or Domestic companies. And also to check that age, work experience and gender of the employees have any relationship with the job satisfaction & job commitment or not. MAIN DETERMINANTS TO MEASURE THE OBJECTIVES OF THIS STUDY 1) To discover the various expectations that determines the satisfaction level of Employee. 2) To measure the level of satisfaction of employees with respect to the company. 3) To judge the level of job satisfaction of employees on various parameters. 4) Working conditions 5) Salary structure/ Perquisites/ Other benefits 6) Relationships with employees of company 7) Policies of company 8) Atmosphere of the company 9) Mentoring 10) Team work 11) Learning from the company 12) Bonus and compensation

RESEARCH TOOLS AND METHDOLGY Research methodology is a way to systematically solve the research problem. Research Methodology comprises of two words, research and methodology. Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe. Research may be defined as a careful investigation or inquiry especially through search of new facts in any branch of knowledge. In short, it comprises defining a refined problem's, formulating hypothesis or suggested solution; collecting, organizing and evaluating data; making deductions and research conclusions; and lastly carefully testing the conclusion to determine whether they fit the hypothesis. Methodology can be defined as: 1)"the analysis of the principles of methods, rules, and postulates employed by a Discipline"; or 2)"the systematic study of methods that are, can be, or have been applied within a Discipline"; or 3)"a particular procedure or set of procedures."

RESEARCH DESIGN Research design can be thought of as the structure of research -- it is the "glue" that holds all of the elements in a research project together. We often describe a design using a concise notation that enables us to summarize a complex design structure efficiently. Considering the objectives of the study, sample survey was conducted and accordingly analysis of information was made. Exploratory research design is used in present study.

DATA COLLECTION Both primary and secondary data had been used in present study. Primary Data collected through personal interview in the form of questionnaire. Secondary Data was collected from various books, Articles and literature from the internet. SAMPELING PLAN In carrying out a survey relating to research, first select the problem and study its implication in different areas. Selection of the research problem should be in line with the researchers interest, chain of thinking and existing research in the same area and should have some direct utilities. The topic should have the practical feasibility to study feasibility, what is important to prepare a preliminary questionnaire on research topic. The first and foremost task in carrying out a research is to select a sample. POPULATION The population of the current study is the 32 employees of Multinational companies and Domestic companies. SAMPELING TECHNIQUE Convenience sampling technique was used to select respondents through at the sampling and main department of MNCs and Domestic Companies were convert. SAMPELING DESIGN A sample design is definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. The selection of employee was done on the basis of convenience sampling.

SAMPELING UNIT Single most unit of the population, it may be single person or group of persons, from whom questionnaire will be filled till target is fulfilled. The sampling unit in this report is any employee of MNC or Domestic Company. SAMPLE SIZE Sample size refers to the total number of respondents targeted for collecting the data for the researcher. The sampling size of my study is 32 respondents and this sampling size was selected on the basis of convenience sample. ANALYSIS & INTERPRETATION of DATA All the questionnaire received were edited. Questions having incomplete replies were kept out of the present study and in all 32 questionnaires were taken into consideration while analyzing the data. All the information/data collected through questionnaires' were first transferee into master table which facilitated the tabulation of data in the desired form. QUANTIFICATION OF THE RESPONDENTS A 5-point likert scale was used to quantify each response of half of the questions. Responses on the 5-point likert scale were Strongly agree, Disagree, neither agree nor disagree, disagree and Strongly disagree. Strongly agree was given score 5, agree was given score 4 & so on and similarly another 5-point likert scale was used to quantify each response of rest of half of the questions. Responses on the 5-point likert scale were very frequent, frequent, sometimes, seldom and never. Very frequent was given score 5, frequent was given score 4 & so on.

Data Findings & Analysis

Following are the findings which we got after conducting a survey through questionnairesAGE Below 25 25 to 35 More than 35

This pie chart represent the various age level of the respondents who had participated in the survey.
SEX Male Female

This Pie Chart represent the number of male and female respondents Who had participated in the survey. WORK EXPERIENCE Less than 5 years 5 to 10 years More than 10 years

This pie chart represent the work experience of the respondents.

Following data represent the responses of the respondents Q1. There is friendly atmosphere for working in my company. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q2. I am provided full freedom & resources to work. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q3. I believe in the vision & mission of the company. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q4. I take part in crucial decision making of my company. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q5. Salary plays an important role in job satisfaction. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q6. I am encouraged by my superiors to work hard. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q7. I believe mentoring is beneficial. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q8. Having same sex mentor helps to improve job performance. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q9.Few of my best friends are in the company. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q10. I am guided by my superiors on matters which I need assistance. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q11. Working in shifts will enhance my performance. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q12. The scope of learning & improving is immense. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q13. I am adequately compensated for my overtime in the company. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Strongly Disagree Agree Q14. I am motivated to work harder. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Q15. I believe that team work is productive. 1 - Strongly Disagree 2 3 4 5 - Strongly Agree Strongly Disagree Strongly Agree

Analysis of the Findings-

From the analysis of the above charts we can clearly say that theSix most important determinant of the job satisfaction are1. 2. 3. 4. 5. 6. Friendly atmosphere Salary Encouragement by superiors Mentoring Team work Learning & improving

Descriptive Statistics of the sample

friendly atmosphere Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) 4.25 0.1489208 49 4 5 0.8424235 39 0.7096774 19 3.55271E15 0.8633100 73 3 2 5 136 32 5

full freedom & resources Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) 3.9375 0.1676299 45 4 5 0.9482581 65 0.8991935 48 1.4419050 56 0.1116042 03 3 2 5 126 32 5

vision & mission Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) 4 0.168005 376 4 4 0.950381 927 0.903225 806 2.061576 355 1.202524 07 4 1 5 128 32 5

Smallest(1) Confidence Level(95.0%)

2 0.3037260 73

Smallest(1) Confidence Level(95.0%)

2 0.3418835 25

Smallest(1) Confidence Level(95.0%)

1 0.342649 223

crucial decision making Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 3.46875 0.210531 082 4 4 1.190943 649 1.418346 774 0.657500 549 0.532208 931 4 1 5 111 32 5 1 0.429380 972

Salary plays an important role Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 4.59375 0.140988 553 5 5 0.797551 697 0.636088 71 12.99375 978 3.175725 261 4 1 5 147 32 5 1 0.287548 049

encouraged by my superiors Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 4 0.173902 086 4 4 0.983738 754 0.967741 935 0.052735 632 0.867438 972 3 2 5 128 32 5 2 0.354675 641

mentoring is beneficial. Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range 4.3125 0.122453 908 4 5 0.692703 912 0.479838 71 0.740613 974 0.509512 319 2

same sex mentor helps Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range 3.21875 0.21875 3 3 1.237436 867 1.53125 0.826082 199 0.117786 846 4

best friends are in the company. Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range 2.875 0.248989 895 3 4 1.408499 545 1.983870 968 1.495322 297 0.133914 055 4

Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

3 5 138 32 5 3 0.249746 392

Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

1 5 103 32 5 1 0.446143 565

Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

1 5 92 32 5 1 0.507818 237

guided by my superiors Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 3.9375 0.155137 166 4 4 0.877588 338 0.770161 29 0.339246 599 0.484430 879 3 2 5 126 32 5 2 0.316404 335

Working shifts Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 3.34375 0.231620 235 4 4 1.310241 913 1.716733 871 0.644121 341 0.691153 582 4 1 5 107 32 5 1 0.472392 583

scope of learning & improving Mean Standard Error Median Mode Standard Deviation Sample Variance Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%) 4.125 0.147218 841 4 4 0.832795 525 0.693548 387 0.298778 464 0.603179 972 3 2 5 132 32 5 2 0.300254 804

compensated for my overtime Mean Standard Error Median Mode Standard Deviation Sample Variance 3.53125 0.233246 612 4 4 1.319442 086 1.740927 419

motivated to work harder. Mean Standard Error Median Mode Standard Deviation Sample Variance 4.0625 0.141546 043 4 4 0.800705 334 0.641129 032

believe in team work Mean Standard Error Median Mode Standard Deviation Sample Variance 4.5625 0.126503 06 5 5 0.715609 373 0.512096 774

Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

0.476052 148 0.836011 612 4 1 5 113 32 5 1 0.475709 599

Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

6.018173 114 1.724894 311 4 1 5 130 32 5 1 0.288685 057

Kurtosis Skewness Range Minimum Maximum Sum Count Largest(1) Smallest(1) Confidence Level(95.0%)

4.263296 14 1.923364 905 3 2 5 146 32 5 2 0.258004 691

Hypothesis 1- : There is a relationship between the elements of job satisfaction and the Age of the employees.
Age with job satisfaction
Anova: Single Factor SUMMARY Groups Below 25 25 to 35 more than 35

Count 20 12 0 32

Sum 20 24 0 127.125

Average 1 2 #DIV/0! 3.972656

Variance 0 0 #DIV/0! 0.191264

ANOVA Source of Variation Between Groups Within Groups Total

SS 115.4651 5.929199 121.3943

df 3 60 63

MS 38.48836 0.09882

F 389.4795

P-value 2.82E39

F crit 2.758078

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of age with the job satisfaction. This means that job satisfaction varies According to the age.

Hypothesis 2-: There is a relationship between job satisfaction and the work Ex. Of the employees.
Work ex. With job Satisfaction
Anova: Single Factor SUMMARY Groups less than 5 5 to 10 more than 10

Count 30 30 2 2 0 0

Sum 30 118.375 4 8.75 0 0

Average 1 3.945833 2 4.375 #DIV/0! #DIV/0!

Variance 0 0.188236 0 0.125 #DIV/0! #DIV/0!

ANOVA Source of Variation Between Groups Within Groups Total

SS 137.7245 5.583854 143.3083

df 5 58 63

MS 27.5449 0.096273

F 286.1114

P-value 1.59E39

F crit 2.37378

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of work ex. with the job satisfaction.This means that job satisfaction varies According to the work ex.

Hypothesis 3: There is a relationship between job satisfaction and the gender.

gender with job satisfaction

Anova: Single Factor SUMMARY Groups male female

Count 29 29 3 3

Sum 29 114 6 13.125

Average 1 3.931034 2 4.375

Variance 0 0.169181 0 0.328125

ANOVA Source of Variation Between Groups Within Groups Total

SS 135.8642 5.393319 141.2576

df 3 60 63

MS 45.28808 0.089889

F 503.8243

P-value 1.75E42

F crit 2.758078

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of gender with the job satisfaction.This means that job satisfaction varies According to the gender.

Hypothesis 4: There is a relationship between the elements of job commitment and the Age of the employees.

Age with Commitment

Anova: Single Factor SUMMARY Groups Below 25 25 to 35

Count 20 12

Sum 20 24

Average 1 2

Variance 0 0

more than 35

0 32

0 120.8571

#DIV/0! 3.776786

#DIV/0! 0.396231

ANOVA Source of Variation Between Groups Within Groups Total

SS 99.79719388 12.28316327 112.0803571

df 3 60 63

MS 33.26573 0.204719

F 162.4943

P-value 9.2355E-29

F crit 2.758078

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of age with the job commitment.This means that job commitment varies According to the age.

Hypothesis 5: There is a relationship between job commitment and the work ex. Of the employees.
Work ex. With commitment
Anova: Single Factor SUMMARY Groups less than 5 5 to 10 more than 10

Count 30 30 2 2 0 0

Sum 30 112.7142857 4 8.142857143 0 0

Average 1 3.757143 2 4.071429 #DIV/0! #DIV/0!

Variance 0 0.416819 0 0.010204 #DIV/0! #DIV/0!

ANOVA Source of Variation Between Groups Within Groups Total

SS 119.9377551 12.09795918 132.0357143

df 5 58 63

MS 23.98755 0.208586

F 115.001

P-value 8.62E29

F crit 2.373779524

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of work ex. with the job commitment.This means that job commitment varies According to the work experience.

Assumption 6: There is a relationship between job commitment and the gender

gender with commitment
Anova: Single Factor SUMMARY Groups male female

Count 29 29 3 3

Sum 29 109.2857 6 11.57143

Average 1 3.768473 2 3.857143

Variance 0 0.383985121 0 0.755102041

ANOVA Source of Variation Between Groups Within Groups Total

SS 117.919 12.26179 130.1808

df 3 60 63

MS 39.30634 0.204363

F 192.3357689

P-value 9.9E-31

F crit 2.758078

Analysis of this Anova - In this anova since F calculated is more than F crit So we can clearly say that here is a perfect relationship of gender with the job commitment. This means that job commitment varies According to the gender.

Conclusion The field of industrial/organizational psychology has a long, rich, and, at times, controversial history related to the study and understanding of employee attitudes and job satisfaction. Some of this research is very specific and aimed primarily at other researchers, while other publications provide practical guidance on understanding, measuring, and improving employee attitudes. One likely future direction of employee attitude research will be to better understand the interplay between the person and the situation and the various internal and external factors that influence employee attitudes. In particular, a better understanding of the role of emotion, as well as broader environmental impacts, is needed and has been largely overlooked in past research. In addition, ongoing research will provide more in-depth understanding of the effects of employee attitudes and job satisfaction on organizational measures, such as customer satisfaction and financial measures. Greater insights on the relationship between employee attitudes and business performance will assist HR professionals as they strive to enhance the essential people side of the business in a highly competitive, global arena. Recommendations Five ways employers can create a satisfying work environment: 1. Build employees' competence and self-confidence through training, feedback and recognition. "There is a very close relationship between high job satisfaction and feelings of effectiveness on the job," says Dr. Loehr. "Encouragement of genuine self-confidence is probably the number one way to achieve higher job satisfaction." 2. Communicate the value of the organization's products and services, and the role the organization plays in the marketplaces where it operates. "People with high job satisfaction also report an extraordinarily high sense of mission, vision and passion for their work," says Loehr. "They feel their work is consistent with their values. They couldn't achieve that feeling if their employers didn't enable them to get meaningful insight about the value they provide to customers."

3. Encourage and reward thoughtful risk-taking. "People with high job satisfaction also score high on the desire to try novel approaches, face challenges and perform problem-solving both individually and in groups," says Loehr. "They appear to have an appetite for mission-driven change. They also rate themselves very high on perseverance." 4. Encourage positive workplace relations. "People who are highly satisfied in their jobs report good feelings about their bosses, peers and co-workers," says Loehr. "Their feelings of opportunity are elevated, and they perceive a low hassle-factor." 5. Encourage meaningful rest breaks and light diversion. "High job satisfaction correlates strongly with the feeling of having fun at work," says Dr. Loehr. "Highly satisfied individuals also report that they find it easy to wake in the morning, and that their sleep is deep and restful." He adds: "This is consistent with our thirty years of research on world-class athletes. Top performers in every field know how to enhance performance through rest and recovery."

Research Limitations Like other empirical studies, this study is not without its limitations. Our sample consisted of one respondent from one organization; this may limit the generalisability of the results. The study can be strengthened by increasing the sample size as the data analysis results and findings may vary substantially when the sample size is increased or decreased. As only one MNC or a local player may not represent whole lot of organizations in India, more employees involvement would create a more diffused results and findings. The greatest restriction was that employees were not ready to fill the form. Lastly, more factors or variables can also be included in the questionnaire as stress can be caused by many different aspects of the working environment. With and increased sample size, a more detailed empirical study among independent variables and the variables that have multiple categories can be performed. Potential correlation between some of the independent variables (e.g. gender, race, education level, organization culture, impact of technology, organization climate, emotional demands of work and unclear work roles) need to be reported in a future study.

Future areas for work A future area of inquiry would be to compare the results of a structural equation model that uses a global measure of job satisfaction directly with another model using the facets. In addition, studies are needed that compare and contrast robust samples of minority group members in this area of research. We also believe that longitudinal designs are needed in this area to examine the behavior of these constructs and whether they wax or wane over time. Also the separate and exclusive survey on the woman segment is required. They face more comlicayed problems than men employees. The study can be conducted again after some gap to find the positive or negative effect in attitude or behaviour of executives. earlier there were not much private sector companies in India to be compared with the MNCs.

Bibliography We have taken reference from the following booksy Personal and human resource management By Dr. P. Subba Rao Himalaya Publishing house y Personnel /Human resource management By Dr. P. Subba Rao And V.S. P. Rao Konark Publishers pvt ltd.

Apart from this we have taken some views and reference from this Literature reviewDeterminants Of Job Satisfaction And Retention Of Mexican-American Accounting Professionals (Journal of Business & Economics Research May 2007 Volume 5, Number 5) And we also have taken some reference from some websites like- Wikipedia , scribd.com etc.

Annexure These are the various respondents their E-mail ids , company name and their job profile from which we have made our report.

ps88.parul@gmail.com Parul Sharma jyoti31sharma@gmail.com Jyoti Sharma choprasatyen@gmail.com satyen chopra preterai08@gmail.com Preeti Rai anoop.pandey2408@gmail.com anoop pandey anujd.87@gmail.com anuj dogra vishalvrm27@gmail.com Vishal Verma sunny@instablogs.com Sunny maheshthakur1529@gmail.com Mahesh Thakur

Captronic Systems pvt ltd Wipro Technology,Bangalore

Working for Test and Quality team ERP Implementation & Development

Larsen & Toubro Pvt. Ltd.

Project Engineer

Aargam Computers

HR Manager senior process associate

genpact metro continental tyres ltd. Smartbuzz pvt ltd

officer quality Web Developer Sr.Web and Graphics Designer Web Developer

Instablogs IDS pvt ltd

puneet0088@gmail.com PUNEET SHARMA khemendra7@gmail.com Khemendra Hedaoo sonalgawhal@gmail.com Sonalkumar sumeet1806@gmail.com sumeet pushpam milind.gunjan@gmail.com milind gunjan abhigilbert86@gmail.com abhishek kumar krishna.swati@gmail.com Swati Krishna jaydevisonline@yahoo.com Jaydev datulravi@gmail.com Atul Ravi Dongargaonkar arvindlaukushyadav@gmail.com Arvind yadav mbaamit1985@gmail.com Amit Kumar varun_jha11@yahoo.co.in Varun Kumar singh.sudarshan85@gmail.com Sudarshan singh.sudarshan124@gmail.com Dharmendra Surendra Rawat

G R SURGICALS Bharat Rubber Works Pvt. Ltd. Pix transmissions ltd.

SALES AND SERVICE EXECUTIVE Assi. Producation Engg. Trainee engg. Graduate Engineer Trainee Graduate Engineer Trainee

Ericsson

Ericsson Freescale Semiconductors Indian Oil Corporation Ltd. Larsen & Toubro Pvt. Ltd W.S. Attkins Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki) Rohan Motors(Maruti Suzuki)

Design Engineer Business Development Officer Executive Engineer

Structural Engineer

SE

DSE

Team Leader (Sales)

DSE (Premium team)

DSE(premium team) DSE (Normal team)

Vipul Sood

SE

Vijay Raj

vijay19855@gmail.com

Rohan Motors(Maruti Suzuki)

DSE

Ashutosh Kumar

ashutosh.kumar8@wipro.com

Wipro Technologies

Project Engineer

Vinay kumar

vinay.kumar@wipro.com

Wipro Technologies

Project Leader

Mayank Gupta

Wipro Technologies

Project Engineer

Amit Kumar Pandey sandeep.khare@wipro.com

Wipro Technologies

Project Engineer

Sandeep Khare

Wipro Technologies

Project Engineer

Istiyak Ahmed

Wipro Technologies

Project Engineer

Thank You