A Stitch in time saves a troubled mind Exploring the intrinsic factors of job satisfaction to curb growing employee unrest

t at multinationals in India
By: Dhruv Priyadarshi Nijhawan & Stuti Priyadarshni Nijhawan

KEY INTRINSIC FACTORS OF JOB SATISFACTION STUDIED

Long-term growth prospects Empowerment Empathy Employee Engagement Programs

Mentoring and Guidance

RESEARCH OBJECTIVES
1. To study Intrinsic factors providing job satisfaction to the employees working in Multinationals in India. 2. To identify the most important intrinsic factor of job satisfaction ranked by the employees working in Multinationals in India. 3. To recommend / suggest ways for improving job performance of employees working in the multinationals in India by providing intrinsic job satisfaction.

RESEARCH METHODOLOGY
DESCRIPTIVE RESEARCH SCOPE OF THE RESEARCH: Limited to employees working in multinationals in India (particularly in IT and ITES industry). SAMPLE SIZE: 50 respondents working in different multinationals in India. COLLECTION OF DATA: Survey method with primary data collection STATISTICAL TOOL: Ranking Method Factors Ranked 1 to 5, such that the factor which they believe is the most important intrinsic factor for job satisfaction should be ranked 1.
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Table 1 - Analysis of Intrinsic factors of job satisfaction by Multiple Factor Rank Method
1 RANK INTRINSIC FACTORS Long Term Growth Prospects 50% 23 17.39% 8 10.87% 5 4.35% 2 17.39% 8 2 3 4 5 Total 46 Average Ranking 3.78

Empowerment

17.39% 8
6.52% 3 8.70% 4 17.39% 8

28.26% 13
30.43% 14 10.87% 5 13.04% 6
5

23.91% 11
30.43% 14 21.74% 10 13.04% 6

23.91% 11
23.91% 11 19.57% 9 28.26% 13

6.52% 3
8.70% 4 39.13% 18 28.26% 13

46
46 46 46

3.26
3.02 2.30 2.63

MENTORING And GUIDANCE Empathy

Employee Engagement And Development Activities

Research Analysis based on Average Ranking

INTRINSIC VALUE OF JOB SATISFACTION LONG-TERM GROWTH PROSPECTS LONG-TERM GROWTH PROSPECT S, 3.78, 25% EMPOWERMENT

EMPLOYEE ENGAGEME NT PROGRAMS, 2.63, 18% EMPATHY, 2.3, 15% MENTROING AND GUIDANCE, 3.02, 20%

MENTROING AND GUIDANCE EMPOWERM ENT, 3.26, 22% EMPATHY

EMPLOYEE ENGAGEMENT PROGRAMS

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Research Findings
The most important intrinsic factor of job satisfaction ranked by the employees working in multinationals in India is the Long term growth prospects. Not only ranked 1 but also overall on average it is believed by as most important factor by 25% employees of multinationals in India.. This is closely followed by need for empowerment as rank 2 but here we can see that in pie-chart 22% people believe it as most important factor for internal job satisfaction so it shows that employees give much value to that company which involve them in decision-making and delegate or decentralize its work. Mentoring and guidance is also quite important as per the rank given by employees. Employee engagement and development activities is fourth most important intrinsic factor of job satisfaction under study Empathy is ranked at five i.e. least important intrinsic factor for job satisfaction by employees working in multinationals in India.

RECOMMENDATIONS
Long Term Growth Issues Organization needs to constantly keep his or her people focused on the vision of the career path in the organization. Without a clear career vision people tend to get stuck in the routine, get frustrated and quit. Empowerment Organizations should empowering and appreciate team members on a regular basis for their performance. Delegation and decentralization of work is the key to attach employees to organization. Mentoring A leader needs to pull people up and raise their capabilities so as to hone their abilities. It is a wonderful mechanism which not only helps to build trust between a mentor and mentee but also equip employees with necessary skills to upgrade their performance. Empathy A leader needs to treat his or her team with empathy and earn a position of their wellwisher. Genuine empathy, support and understanding are qualities of a good manager. People bring their emotions along with them to work. If a leader is kind enough to understand the worries of his or her team, he earns a reputation and a right to push the team in critical working conditions. Employees Engagement Programs Programs should target employee attachment to organization to cut down attrition rates.
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References:
1. Kaplan Robert S., Norton David P., The balanced scoreboard: translating strategy to action, USA, 1996. 2. Karsh, B., Booske, B.C., & Sainfort, F. Job and organizational determinants of nursing home employee commitment, job satisfaction and intent to turnover. Ergonomics, 48(10), 1260-1281. (2005). 3. Spector, P. Job Satisfaction: Application, Assessment, Causes and Consequences. California: Sage, 1997. 4. Cranny, C.J., P.C. Smith & E.F. Stone, Job Satisfaction: How People Feel About Their Jobs and How It Affects Their Performance, New York: Lexington Books, (1992). 5. Staples, C. A., P. B. Dorn, G. M. Klecka, D. R. Branson, S. T. OBlock, and L. R. Harris, A Review of the Environmental Fate, Effects and Exposures of Bisphenol A, Chemosphere, vol. 36, pages 2149-2173, 1998.

Thank You