Job satisfaction when it comes to ones sensing or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones romance using their supervisor, quality of physical environment where they work, amount of fulfillment in their work, etc.
Positive frame of mind towards job are equal to job satisfaction where as negative attitude towards job has been identified variously from time to time. In short job satisfaction is someone's attitude towards job.
Job satisfaction is an attitude which results from managing & summation of many specific likes and dislikes experienced in connection with the job- their analysis may rest generally after one's success or inability in the success of personal goal and upon perceived combination of the job and mixture towards these ends.
According to pestonejee, Job satisfaction can be taken as a summation of employee's emotions in four important areas. These are:
Job-nature of work (boring, dangerous, interesting), hours of work, fellow staff, opportunities face to face for advertising and progress (potential customers), overtime legislation, involvement in work, physical environment, and machines and tools.
Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves insurance policy and favoritism.
Social relationships- friends and associates, neighbors, behaviour towards people in community, involvement in public activity socialibility and caste barrier.
Personal adjustment-health and emotionality.
Job satisfaction can be an important indication of how employees feel about their job and a predictor of work tendencies such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction benefits the business includes reduction in claims and grievances, absenteeism, turnover, and termination; as well as upgraded punctuality and worker morale. Job satisfaction is also linked with a healthier employees and has been found to be a good sign of endurance.
Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to several employees through adherence to common goals and self-assurance in desirability of these goals.
Morale is the by-product of the group, while job satisfaction is more a person mind-set.
CHAPTER NO. 2
DEFINITIONS OF JOB SATISFACTION
Different authors give various explanations of job satisfaction. Some of them are taken from the e book of D. M. Pestonjee "Drive and Job Satisfaction" which are given below:
Job satisfaction is thought as a pleasurable, mental, state caused by appraisal of one's job. A highly effective reaction to one's job.
Job satisfaction is standard attitude, which is the consequence of many specific behaviour in three areas particularly:
Specific job factors
Group relationship outside the job
Blum and Naylor
Job satisfaction is defined, as it is consequence of various attitudes the individual hold towards the work, into the related factors and towards the life span generally.
Job satisfaction is thought as "any contribution, mental, physical, and environmental circumstances that result in a person truthfully say, 'I am satisfied with my job. "
Job satisfaction is defined, as employee's common sense of how well his job on a whole is gratifying his various needs Mr. Smith
Job satisfaction is thought as a wonderful or positive state of mind resulting from appraisal of your respective job or job encounters.
2. 2 Background OF JOB SATISFACTION
The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combo of mental, physiological and environmental circumstances. That triggers a person to state. "I m satisfied with my job". Such a explanation indicate all of the variables that impact the satisfaction of the individual but reveal nothing about the nature of Job satisfaction.
Job satisfaction has been most aptly described by pestonjee (1973) as a job, management, personal modification & social need. Morse (1953) considers Job satisfaction as reliant upon job content, id with the co. , financial & job position & priding group cohesiveness
One of the largest preludes to the analysis of job satisfaction was the Hawthorne analysis. These studies (1924-1933), generally acknowledged to Elton Mayo of the Harvard Business College, sought to find the ramifications of various conditions (especially illumination) on employees' production.
These studies in the end showed that book changes in work conditions temporarily increase output (called the Hawthorne Result). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being detected.
This finding provided strong information that people be employed by purposes apart from pay, which paved the way for researchers to research other factors in job satisfaction.
Scientific management (aka Taylorism) also acquired a significant influence on the study of job satisfaction. Frederick Winslow Taylor's 1911 booklet, Principles of Scientific Management, argued that there was a single best way to perform any given work process. This book contributed to a big change in industrial creation philosophies, creating a shift
from skilled labor and piecework into the more modern approach of set up lines and hourly salary.
The initial use of clinical management by companies greatly increased output because personnel were pressured to just work at a faster tempo. However, staff became tired and dissatisfied, thus going out of analysts with new questions to answer regarding job satisfaction.
It should also be known that the task of W. L. Bryan, Walter Dill Scott, and Hugo Munsterberg place the build for Taylor's work.
Some dispute that Maslow's hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory talks about that people seek to meet five specific needs in life - physiological needs, protection needs, communal needs, self-esteem needs, and self-actualization. This model offered as a good basis that early research workers could develop job satisfaction ideas.
2. 3 NEED FOR JOB SATISFACTION
Job satisfaction is an important indication of how employees experience their job and a predictor of work habit such as organizational, citizenship, Absenteeism, Turnover.
Job satisfaction can partially mediate the partnership of personality variables and deviant work action.
Common research finding is that job satisfaction is correlated with life style.
This correlation is reciprocal meaning the folks who are satisfied with the life span is commonly satisfied with their careers and the folks who are satisfied their careers tends to content with their life.
This is essential little bit of information that is job satisfaction and job performance is immediately related to one another. Thus it could be said that, "A happy staff member is a productive worker. "
It provides clear proof that dissatisfied employees skip work more regularly and similar to to resign and satisfied staff member more likely to work longer with the organization.
2. 4 IMPORTANCE TO WORKER AND ORGANIZATION
Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. Towards the worker, job satisfaction brings a pleasurable emotional declare that can often causes a positive work frame of mind. A satisfied employee is more likely to be creative, versatile, innovative, and dedicated.
For the business, job satisfaction of its staff means a work force that is encouraged and focused on high quality performance. Increased production- the quantity and quality of outcome per hour functioned- seems to be a byproduct of increased quality of working life. It's important to note that the literature on the partnership between job satisfaction and output is neither conclusive nor consistent.
However, studies dating back again to Herzberg's (1957) have shown at least low correlation between high morale and high productivity and it does seem reasonable that more satisfied workers will have a tendency to add more value to an organization.
Unhappy employees, who are motivated by fear of loss of job, won't give 100 percent of their effort for lengthy. Though fear is a robust motivator, additionally it is a momentary one, and also when the risk is lifted performance will decline.
Job satisfaction benefits the organization includes decrease in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and staff member morale. Job satisfaction is also associated with a healthier employees and has been found to be always a good indication of endurance.
Although only little correlation has been found between job satisfaction and efficiency, Brown (1996) records that some employers have discovered that gratifying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line".
2. 5 WORKERS ROLE IN JOB SATISFACTION
If job satisfaction is an employee benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being face to face. The following suggestions can help an employee find personal job satisfaction: Seek opportunities to demonstrate skills and skills. This often brings about more difficult work and higher responsibilities, with attendant boosts in pay and other identification.
Develop excellent communication skills. Employer's value and rewards excellent reading, tuning in, writing and speaking skills.
Know more. Acquire new job related knowledge that helps you to perform responsibilities more effectively and effectively. This will likely relive boredom and often gets one found.
Demonstrate creativity and initiative. Characteristics like they are appreciated by most organizations and frequently results in reputation as well as in increased tasks and rewards.
Develop teamwork and folks skills. A large part of job success is the ability to work well with others to get the job done.
Accept the variety in people. Accept people with their distinctions and their imperfections and understand how to provide and acquire criticism constructively.
See the worthiness in your work. Appreciating the significance of what one will can lead to satisfaction with the work itself. This help give interpretation to one's existence, thus participating in a essential role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by growing healthy stress management techniques.
2. 6 FACTORS OF JOB SATISFACTION
Hoppock, the initial investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under:
The way the average person reacts to distressing situations,
The facility with which he fine-tuned himself with other person
The relative status in the social and financial group with which he recognizes himself
The character of work in relation to capabilities, interest and prep of worker
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and outlined various job factors of job satisfaction. These are briefly defined one at a time as follows:
Intrinsic aspect of job
It includes all the many areas of the task, which would have a tendency to be frequent for the work no matter where the task was performed.
This aspect of job satisfaction pertains to relationship of employee with his immediate superiors. Guidance, as a factor, generally influences job satisfaction.
This includes those physical areas of environment which are not necessary an integral part of the work. Time are included this factor because it is generally a function of company, affecting the individuals comfort and convenience in quite similar way as other physical working conditions.
Wage and salaries
This factor includes all facet of job affecting present monitory remuneration for work done.
Opportunities for advancement
It includes all facet of job which individual considers as potential resources of betterment of financial position, organizational status or professional experience.
It is defined to add that feature of job situation, which causes assurance for continued job, either within the same company or within same kind of work profession.
Company & management
It includes the facet of worker's immediate situation, which really is a function of organizational administration and policy. In addition, it involves the relationship of employee with all company superiors above degree of immediate supervision.
Social facet of job
It includes romantic relationship of worker with the employees specially those employees at same or nearly same level within the organization.
It includes job situation, which involves spreading the info in any course within the organization. Conditions such as information of employee's position, home elevators new developments, information on company type of authority, recommendation system, etc, are being used in books to symbolize this factor.
It includes those special stages of company coverage, which attempts to prepare the staff member for emergencies, disease, later years, also. Company allowances for holiday seasons, leaves and vacation trips are included within this factor.
2. 7 REASONS OF LOW JOB SATISFACTION
Reasons why employees may well not be completely content with their careers:
Conflict between co-workers.
Conflict between supervisors.
Not being opportunity paid for what they do.
Have little or no say in decision making that affect employees.
Fear of loosing their job.
2. 8 EFFECTS OF LOW JOB SATISFACTION
Absenteeism means this is a habitual routine of lack from duty or responsibility.
If you will see low job satisfaction one of the employees the pace of absenteeism will definitely increase looked after affects on efficiency of business.
Rate of start and absences
Fig. no. 1 Curve displaying marriage between job satisfaction and rate of start and absenteeism.
In the aforementioned diagram line Abs shows inverse relationship between job satisfaction and rate of start and rate of absenteesm.
As th job satisfaction is high the pace of both turn over and absentiseesm is low and vise a versa.
2. HIGH TURNOVER
In human learning resource refers to characteristics of confirmed company or industry relative to the rate at which an employer increases and losses the personnel.
If the workplace is reported to be have a high turnover of employees of that company have shorter tenure than those of other companies.
3. TRAINING COST INCREASES
As employees leaves company due to insufficient job satisfaction. Then Human being resource manager must recruit new employees. So that the training expenses will increases.
2. 9 INFLUENCES ON JOB SATISFACTION
There are no. of factors that impact job satisfaction. For example, one recent research even found that if college students majors coinsided with the job, this romantic relationship will predicted subsequent job satisfaction. However, the key affects can be summerised combined with the dimentions identified above.
The work itself
The idea of work itself is a significant way to obtain satisfaction. For example, research related to the job charactoristics approach to job design, implies that feedback from job itself and autonomy are two of the major job related motivational factors. Some of the main ingridents of any gratifying job uncovered by review include intersting and challenging work, work that is not boring, and the work that provides status.
Wages and wages are recognised to be always a significant, but intricate, multidimentional factor in job satisfaction. Money not only helps people attain their basic needs butevel need satisfaction. Employees often see pay as a representation of how managemnet view their conrtibution to the business. Fringe benefits are also important.
If the employees are allowed some overall flexibility in choosing the kind of benefits they favor within a complete package deal, called a flexible benefit plan, there's a significant increase in both benefit satisfaction and overall job satisfaction.
Promotional opportunities are appear to be have avarying influence on job satisfaction. It is because of campaign take amount of different forms.
WHAT IS THE IMPACT OF JOB SATISFACTION?
Many managers sign up to the fact that a satisfied employee is necessarily good worker. In other words, if management can keep the complete worker's happy", good performance would automatically fallow. A couple of two propositions regarding the satisfaction performance relationship dispatch. The first proposition, which is based on traditional view, is the fact satisfaction is the result as opposed to the cause of performance. This proposition says that work in employment causes rewards, which results in a certain degree of satisfaction. in another proposition, both satisfaction and performance are considered to be functions of rewards.
Various clinical tests indicate that to a certain extent job satisfaction affects employee start, and consequently organization can gain from lower start in terms of lower hiring and training costs. Also research has shown an inverse relation between job satisfaction and absenteeism. When job satisfaction is high there would be low absenteeism, but when job satisfaction is low, it is more likely to lead a higher absenteeism.
What job satisfaction people need?
Each employee would like:
Recognition as an individual
An possibility to do something beneficial.
Job security for himself and his family
Opportunity to advance
No arbitrary action- a tone of voice a matters impacting him
Satisfactory working conditions
Competence authority- bosses whom he is able to admire and respect as persons so when bosses.
However, both ideas are interrelated for the reason that job satisfaction can donate to morale and morale can contribute to job satisfaction.
It must be kept in mind that satisfaction and determination aren't synonyms. Determination is a drive to perform, where as satisfaction reflects the individual's frame of mind towards the problem. The factors that determine whether individual is adequately content with the work differs from the ones that determine whether he or she is motivated. the level of job satisfaction is basically determined by the comfits made available from the surroundings and the situation. Determination, on the other side is basically determine by value of reward and their reliance on performance. The result of high job satisfaction is increased dedication to the organization, which may or may well not cause better performance.
A wide range of factors affects a person's level of satisfaction. While organizational rewards can and do impact, job satisfaction is generally determine by factors that are usually not directly managed by the business. a high level of job satisfaction lead to organizational dedication, while a minimal level, or dissatisfaction, cause a behavior harmful to the organization. For example, worker who like their jobs, supervisors, and the factors related to the work will probably be loyal and committed. People will work harder and derive satisfaction if they are given the liberty to make their own decisions.
CHAPTER NO. 3
MODELS OF JOB SATISFACTION
MODELS OF JOB SATISFACTION
There are various methods and ideas of calculating job satisfaction degree of employees in the orgnization given by different authers.
List of all theorise and methods measuring job satisfaction level is given below:
A STYLE OF FACET SATISFACTION
Affect theory(Edwin A. Locke 1976)
Dispositional Theory( Timothy A. Judge 1988)
Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg's)
Job Characteristics Model (Hackman & Oldham)
Change of pace
Scheduled leftovers periods
3. 1 MODEL OF FACET OF JOB SATISFACTION
Perceived personal job inputs
Perceived amount that should be received (a)
Perceived inputs & outcomes of referent others
Amount of responsibility
Perceived job characteristics
Perceived end result of referent others
Perceived amount received
Actual result received
Fig. no. 2 Style of determinant of element of job satisfaction
Edward E. lawler in 1973 propoed a style of facet satisfaction. This model does apply to understand what determines someone's satisfaction with any facet of job.
According to this model actual results level plays an integral role in someone's understanding of what rewards he recieves. His perception affected by his understanding of what his referent others recieves. The higher outcome level of his referent other the lower his end result level can look. This model also give attention to his understanding on pay back level.
3. 2 AFFECT THEORY
Edwin A. Locke's Range of Affect Theory (1976) is arguably the most well-known job satisfaction model. The primary premise of this theory is that satisfaction depends upon a discrepancy between what one wishes in a job and what one has in employment. Further, the idea states that how much one values a given element of work (e. g. the degree of autonomy ready) moderates how satisfied/dissatisfied one becomes when anticipations are/aren't met. Whenever a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when objectives are attained) and negatively (when expectations are not met), in comparison to one who doesn't value that facet. To demonstrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied ready that offers a higher degree of autonomy and less satisfied in a position with little if any autonomy in comparison to Worker B. This theory also claims that an excessive amount of a specific facet will produce better emotions of dissatisfaction the greater a worker ideals that facet.
Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory that advises that individuals have innate dispositions that cause them to have tendencies toward a certain degree of satisfaction, regardless of one's job. This process became a distinctive description of job satisfaction in light of proof that job satisfaction tends to be stable as time passes and across jobs and careers. Research also indicates that similar twins have similar degrees of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Key Self-evaluations Model, suggested by Timothy A. Judge in 1998. Judge argued that we now have four Center Self-evaluations that determine one's disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model suggests that higher levels of self-esteem (the worthiness one places on his self) and general self-efficacy (the perception in one's own competence) lead to raised work satisfaction. Having an interior locus of control (believing you have control over her\his own life, as opposed to outside pushes having control) causes higher job satisfaction. Finally, lower degrees of neuroticism lead to raised job satisfaction
3. 4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)
Frederick Hertzberg's Two-factor theory (also called Motivator Cleanliness Theory) tries to clarify satisfaction and motivation in the workplace. This theory expresses that satisfaction and dissatisfaction are powered by different facets - determination and hygiene factors, respectively. Motivating factors are those areas of the job that produce people want to execute, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work completed. Motivating factors include aspects of the working environment such as pay, company insurance policies, supervisory tactics, and other working conditions.
While Hertzberg's model has activated much research, research workers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model might have been a methodological artifactFurthermore, the idea does not consider individual distinctions, conversely predicting all employees will react in an similar manner to changes in motivating/cleanliness factors. . Finally, the model has been criticised for the reason that it does not designate how motivating/hygiene factors are to be measured]
3. 5 JOB CHARACTERISTICS MODEL
Hackman & Oldham proposed the work Characteristics Model, which is trusted as a construction to review how particular job characteristics impact on job final results, including job satisfaction.
The model says that we now have five core job characteristics (skill variety, process identity, task significance, autonomy, and responses) which impact three critical mental claims (experienced meaningfulness, experienced responsibility for final results, and understanding of the genuine results), in turn influencing work benefits (job satisfaction, absenteeism, work drive, etc. ).
The five key job characteristics can be put together to form a motivating potential rating (MPS) for a job, which can be used as an index of how likely employment is to influence an employee's attitudes and behaviors.
A meta-analysis of studies that assess the construction of the model provides some support for the validity of the JCM.
3. 6 MODERN APPROACH TO MEASURING JOB SATISFACTION
In this method of measuring job satisfaction the comparision between various orgnizational conditions and conditions at managerial level as well as the orgnization at a big.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT Regulations OF THE ORGANIZATION:
1. Management has a definite journey for employee's advancement
2. Decisions are created keeping in mind the nice of the employees
3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is urged to meet business problems.
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor says me
2. My supervisor snacks me reasonably and with respect
3. My supervisor grips my work-related issues satisfactorily
4. I get repeated gratitude of work done from supervisors
5. I get enough support from the supervisor
6. Individual initiative is encouraged
SATISFACTION WITH COMPENSATION LEVELS
1. Overall I am content with the company's payment package
2. I am satisfied with the medical benefits
3. I am content with the conveyance allowance
4. I am content with the retirement benefits
5. I am content with the reimbursement of the expenditures as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities
SATISFACTION WITH TASK CLARITY
1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and steps are adopted uncompromisingly
3. My job responsibilities are well defined and clear
SATISFACTION WITH CAREER DEVELOPMENT
1. I have sufficient opportunities to learn and grow
2. I get opportunities to take care of greater responsibilities
3. My skills and capabilities are adequately used at work
From all above we can conclude level of job satisfaction in our employees.
3. 7 RATING SCALE
It is one of the most typical methods of measuring job satisfaction. The favorite rating range used to evaluate Job satisfaction is to add:
Minnesota Satisfaction Questionnaires: It can help to secure a clear picture of pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it actions Job satisfaction on the dimension identified by Smith, Kendall, Hullin.
Porter Need Recognition Questionnaires: It is used only for management workers and revolves around the problems and challenges encountered by managers.
3. 8 CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this technique of calculating Job satisfaction. It consists of requesting employees to referred to happenings on job when they were particularly satisfied or dissatisfied. Then the incidents are examined in terms of their contents and figuring out those related aspects responsible for the positive and negative attitudes.
3. 09 PERSONAL INTERVIEWS
This method helps an in-depth exploration through interviewing of job behaviour. The main benefit in this method is that more information or clarifications can be acquired promptly.
3. 10 ACTION TENDENCIES
By this method, Job satisfaction can be assessed by asking questions and gathering information about how they feel like behaving regarding certain aspects of their jobs. This method provides employees more opportunity to point out their in-depth feeling.
In his analysis on American employees, hoppock identified six factors that added to job satisfaction among them. These are the following:
The way specific reacts to distressing situations.
The facilities with which he change himself to other folks.
His relative's position in the public & economical group with which he identifies himself.
The character of work in relation to the talents, interest & prep of the employees.
Because human source manager often provide as intermediaries between employees & management in conflct. they may be nervous about Job satisfaction or general job attitudes with the employees.
Philip apple white has stated the five major the different parts of Job satisfaction. as
Attitude towards work group.
General working conditions.
Attitude towards company.
Monitory benefits &
Attitude towards supervision
Other components that needs to be added to this five are individual's state of mind about the task itself and about the life span generally speaking. the individual's health, age group, degree of aspiration. Social position and politics & communal activities can all donate to the Job satisfaction. A person's attitude toward his / her job may maintain positivity or negative.
3. 11 JOB ENLARGEMENT
The concept of job enlargement originated after World Battle II. It really is simply the organizing of the work to be able to relate the items of the work to the capability, actual and potential, of employees. Job enhancement is oblivious forerunner of the idea and viewpoint of job design. Stephan offers three basic assumptions behind the idea of job enhancement.
Output will increase if
Workers talents are completely utilized
Worker has more control over the work
Workers interest in work and work area is stimulated.
Job enhancement is a general term that broadly means adding more and various tasks to a professional job. It may widen the number of task the worker should do that is, add variety. When additional simple process are added to a job, the procedure is named horizontal job enhancement. This also presumably gives interest to the task and reduces monotony and boredom.
To check hazardous effects of field of expertise, the executive factors involved in each individual job must be carefully examined. Perhaps, the assemblage lines can be shortened so that there will be more lines and fewer staff on each brand. Moreover, instead of assigning one man to each job and then allowed to decide for himself how to arrange the task. Such changes permit more social contacts and increased control over the work process.
3. 12 JOB ROTATION
Job rotation entails periodic tasks of an employee to totally different collections of job activities. One way to tackle work routine is to use the work rotation. When a task is no more challenging, the employee is rotated to some other job, at the same level that has similar skill requirements.
Many companies would like a remedy to on-the-job boredom through systematically moving workers from one job to another. This practice provides more varieties and gives employees a chance to learn additional skills. The business also benefits since the workers are qualified to perform a number of different jobs in the event of an emergency.
3. 13 CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he desires will give variety to his work. Further if employees are permitted to improve their pace that could give them a feeling of accomplishment.
3. 14 Slated REST PERIODS
Extensive research on the impact of leftovers periods shows that they could increase both morale and efficiency. Scheduled rest times bring many advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look onward to- getting a break gives a sense of accomplishment.
They provide opportunities for cultural contacts.
CHAPTER NO. 4
4. 1 INTRODUCTION
Research refers to a seek out knowledge. It is a systematic method of collecting and saving the facts in the form of numerical data relevant to the formulated problem and coming to certain conclusions over the problem based on collected data.
Thus formulation of the problem is the first of all step in the research process followed by the collection, documenting, tabulation and research and pulling the conclusions. The trouble formulation starts off with defining the condition or variety of problems in the efficient area. To find the efficient area and find the precise problem is most important part of any research as the complete research is dependant on the challenge.
According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or advised solutions: collecting, organizing and analyzing data: making deductions and attaining conclusions: and at last carefully examining the conclusions to determine whether they fit the formulating hypothesis.
Research can be explained as "the manipulation of things, principles or symbols for the purpose of generalizing to extend, correct or confirm knowledge, whether that knowledge supports structure of theory or in the practice of a skill"
In brief, the search for knowledge through objective and systematic method of finding way to issues is research.
4. 2 DRAFTING QUESTIONNAIRE
The questionnaire is considered as the main part of a survey procedure. Hence it ought to be carefully constructed. Set up questionnaire consist of only fixed solution questions. Such type of questionnaire is cheap to analysis and easy to administer. All questions are shut ended.
It was split into following parts:
All the employees are the sampling world for the research.
Sample was used on judgmental basis. The advantage of sampling are that it's significantly less costly, quicker and analysis can be easier. Sample size taken was 100 employees.
4. 4 RESEARCH OBJECTIVES
The research has been performed with following objectives.
To study the amount of job satisfaction among the employees of SEVA Automotive Pvt. Ltd. if any.
To study the methods of measuring job satisfaction of SEVA Automotive Pvt. Ltd.
4. 5 DATA COLLECTION
The activity of data collection starts after the research problem has been identified and research design chalked out. While considering the technique of data collection to be utilized for the analysis, the researcher should retain in brain two types of data viz. Key and extra data.
Primary Data: -
The principal data are those, that happen to be collected afresh and then for the first time and thus are actually original in figure. The principal data were gathered through well-designed and structured questionnaires based on the objectives.
The supplementary data are those, that have already been collected by another person and passed through statistical process. The supplementary data required of the study was collected through various papers, and Internet etc.
4. 6 RELEVANCE AND Limits OF STUDY
The study was thoughtful for knowing the prevailing job satisfaction degree of the employees of SEVA Automotive private limited, Nagpur.
Limitation for the study, the analysis was limited to SEVA Automotive private limited, Nagpur only and other being enough time as constraint.
4. 7 CHAPTERISATION
Data presentation, examination and interpretation
Conclusions and suggestions
CHAPTER NO. 5
SEVA AUTOMOTIVE PVT. LTD. , NAGPUR
5. 1 BACK GROUND AND HISTORY
SEVA, Made its debut in the past in 1985 at DWARKA, NASHIK. It had been played a major role in trend caused Maruti, specifically when Suzuki experienced launched "Maruti800" in 1983, that was specifically made for Indian highways. SEVA further extended its horizons by setting up new facilities at MIDC Ambad in 1990. SEVA lengthened its main in Nanded in the entire year 1990, Nagpur in the entire year 1993 and then in Dhule in early on 2004.
SEVA strongly believe in providing a wholesome & quality working environment, as only a satisfied inside work force can provide excellent services to the customer base. This is one of why a large number of esteem customers returning to SEVA. The unmatched performance and uncompromising behaviour in sales and after sales services leaves customer fully satisfied each and every time. The incomparable trust discovered by customer has made SEVA the king in Maruti car sales and services which received SEVA the best seller of Maruti, one of the better 15 in India.
SEVA Nagpur is also the best in city, which provides best of services and offers to the entertaining people of Nagpur. The chivalrous staff at SEVA is courteous and amiable. SEVA is providing Nagpur 15 years; it is the second name for accuracy and exclusivity.
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