Job Satisfaction (HR)

CHAPTER 1 INTRODUCTION
Job satisfaction is the amount of pleasure or contentment associated with a job. It is a relatively recent term since in previous centuries the jobs available to a particular person were often predetermined by the occupation of that persons parent. By Andrew J DuBrins Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life, job satisfaction influences ones general life satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life. Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction plays a very important for the industry to function successfully. There are a variety of factors that can influence a persons level of job satisfaction. Some of these factors include the level of pay and benefits, the perceived fairness of the promotion system within a company, the quality of the working conditions, leadership and social relationships, the job itself (the variety of tasks involved, the interest and challenge the job generates, and the clarity of the job description/requirements). Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour turnover require a social skill of understanding human problems and dealing with them scientific investigation serves the purpose to solve the human problems in the industry.
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1.2. HUMAN RESOURCE MANAGEMENT
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Human resources may be defined as the total knowledge, skills, creative abilities, talents and aptitudes of an organization's workforce, as well as the values, attitudes, approaches and beliefs of the individuals involved in the affairs of the organization. It is the sum total or aggregate of inherent abilities, acquired knowledge and skills represented by the talents and aptitudes of the persons employed in the organization. The human resources are multidimensional in nature. From the national point of view, human resources may be defined as the knowledge, skills, creative abilities, talents and aptitudes obtained in the population; whereas from the viewpoint of the individualenterprise, they represent the total of the inherent abilities, acquired knowledge and skills as exemplified in the talents and aptitudes of its employees. 1.2.1. Human Resource Management: Defined Human Resource Management has come to be recognized as an inherent part of management, which is concerned with the human resources of an organization. Its objective is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and
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programmes relating to human resources to optimize their contribution towards the realization of organizational objectives. In other words, HRM is concerned with getting better results withthe collaboration of people. It is an integral but distinctive part of management, concerned with people at work and their relationships within the enterprise. HRM helps in attaining maximum individual development, desirable working relationship between employees and employers, employees and employees, and effective modeling of human resources as contrasted with physical resources.It is the recruitment, selection, development, utilization, compensation and motivation of human resources by the organization. Human Resource Management: Evolution The early part of the century saw a concern for improved efficiency through careful design of work. During the middle part of the century emphasis shifted to the employee's productivity. Recent decades have focused on increased concern for the quality of working life, total quality management and worker's participation in management. These three phases may be termed as welfare, development and empowerment. Human Resource Management: Nature
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Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and well-motivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization. It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Human Resource Management: Scope
The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Human Resource Management: Beliefs
The Human Resource Management philosophy is based on the following beliefs: Human resource is the most important asset in the organization and can be developed and increased to an unlimited extent. A healthy climate with values of openness, enthusiasm, trust, mutuality and collaboration is essential for developing human resource. HRM can be planned and monitored in ways that are beneficial both to the individuals and the organization. Employees feel committed to their work and the organization, if the organization perpetuates a feeling of belongingness. Employees feel highly motivated if the organization provides for satisfaction of their basic and higher level needs. Employee commitment is increased with the opportunity to discover and use one's capabilities and potential in one's work. It is every manager's responsibility to ensure the development and utilisation of the capabilities of subordinates. Human Resource Management: Objectives To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society.
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To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration. Human Resource Management: Functions In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal & Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life. Human Resource Management: Major Influencing Factors In the 21st century HRM will be influenced by following factors, which will work as various issues affecting its strategy: Size of the workforce. Rising employees' expectations Drastic changes in the technology as well as Life-style changes. Composition of workforce. New skills required. Environmental challenges. Lean and mean organizations. Impact of new economic policy. Political ideology of the Government. Downsizing and rightsizing of the organizations. Culture prevailing in the organization etc.
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1.2.2. The Best HR Practices That Successful Companies Practice! ROLE OF HRM in Insurance HUMAN RESOURCE MANAGEMENT IN INSURANCE Sector Services sectors like banks and insuranceare entirely dependent on the knowledge, expertise, skills, attitudes and quality of human resources for growth and success. Hence effective management of human resources is extremely critical in banks and insurancecompanies. Human resource management in banking & insurance concentrates on building employee capabilities. Employee capabilities serve as the trigger and create growth opportunities for the organization. As employee capabilitiess is the key link to success in banks and insurance companies, the HR department becomes a strategic capabilities unit..
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TheWhy are employees in some companies happy to stick with the company while others look for a change? The reason is that some companies know how to take good care of their employees and provide a working environment that helps them retain their identity, while proving themselves and growing along with the company. Here are some of the best HR practices that help in the creation of a highly satisfied and motivated work force. Work Environment: A safe and happy workplace makes the employees feel good about being there. Each one is given importance and provided the security that gives them the motivation and incentive to stay. This is usually achieved through internal surveys to find out whether they are satisfied and if not what they think needs to be changed. Open Management: Employees dont like the feeling of being kept in the dark about what is happening in the company. They feel motivated and develop enthusiasm only when the management opens up to them and discusses the company policies, sales, clients, contracts, goals and objectives. This encourages participative management. Asking them for ideas on how to improve will get their creative juices flowing. Being open about everything related to the company will help in building trust and motivating the employees. This open management policy can be practiced using several tools. Performance Incentives: Every good performance is appreciated in the form of a pat on the back, bonuses or giving some other compensation for a job well done. Organizations that struggle to keep up with the attrition rate are mostly those that think employees are just doing their job. Even if it is the employees job, completion in an appreciable manner calls for an incentive, and this goes a long way in boosting the staff morale. These incentives can be implemented at the individual as well as the team level and it has been seen that this works wonders in getting the best out of the employees. But it is important to keep in mind that these bonuses should not be given without a reason, unless it is a commitment for annual bonuses or some such thing. Doing so will only reduce the perceived value of the bonuses. Performance Feedback:
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This is one the methods that is being followed by many organizations. Feedback is not only taken from the boss, but also from other seniors and subordinates. Previously, appreciation was only sought from the immediate boss or the management, but now organizations understand the importance of collecting performance feedback from several quarters. The opinion of everyone matters, especially for someone who is in a leadership role at any level. Each person in the team is responsible for giving constructive feedback. This kind of system helps in identifying people who can perform well as leaders at higher levels in the organization. Even the senior level managers can use this system to their advantage, as a tool to improve themselves.
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Employee Evaluation: Every company has an employee evaluation system in place but a good system links individual performance to the goals and priorities of the organization. This works well when achievements are tracked over an year. For a fair review of each employee, the evaluation, apart from being done by the boss, should be done by another person at a higher level, for whom the employees contribution is important. Ratings can also be obtained by other employees. This ensures a fair and accurate rating of each and every employee. Sharing of Knowledge: Knowledge sharing is a wonderful strategy that helps in the betterment of the employees and their work. Keep all the knowledgeable information in central databases that can be accessed by each and every employee. For example, if an employee is sent on some training, the knowledge that is acquired by that employee can be stored in these databases for others to learn from it. Even innovative ideas that the management deems fit for employees to see, can be stored here for all to see. Publicize Good Performances: Every company has some employees who outperform others. Such performances should be highlighted and displayed where other employees can look at them; such as on the display boards and intranet etc. This will encourage others to give their best. A proper system should be set up to make a list of high performances at specific times in a year.
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Discussions: Successful organizations nurture ideas and they understand that employees who are actually working and know the business can provide the best ideas. The management should have discussions with employees to get these ideas out of them. There can also be suggestion boxes to capture these ideas. Through this system, managers can find talented employees and develop them. Rewards: While recognition of talent is highly important, this recognition has to be made public and what better way than holding ceremonies and announcing to the whole world (the employees), the achievements of a fellow employee. There can be nothing better for an employee than the heady feeling from a resounding applause. The Surprise Factor: Who doesnt like a surprise? Surprise deserving employees when they are least expecting it. It could be a gift certificate or a small reward of some sort. This surprise doesnt have to be limited to the best performers, but it can be randomly given to others as a motivating factor too. Anyone can be given this surprise reward. Such healthy HR practices encourage the growth of the organization as employees after all play a major role in the well-being of a company. Making an employee feel like a million dollars pays in the form of the success of an organization.
HR practices in insurance sector ROLE OF HUMAN RESOURCE MANAGEMENT IN INSURANCE Services sectors like banks and insuranceare entirely dependent on the knowledge, expertise, skills, attitudes and quality of human resources for growth and success. Hence effective management of human resources is extremely critical in banks and insurancecompanies. Human resource management in banking & insurance concentrates on building employee capabilities. Employee capabilities serve as the trigger and create growth opportunities for the organization. As employee capabilities is the key link to success in banks and insurance companies, the HR department becomes a strategic capabilities unit.
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Some key functions of the HR department in banks and insurances are: 1. The use of the individual, team and organization learning for serving the customer in a better way. 2. Ensuring that employees knowledge and skills are kept up-to date. 3. Aligning the HR development and learning strategies with the overall strategies of the bank. 4. Devising strategies to motivate the employees by means of a suitable compensation structure. Role of HRD Professionals in Training: This is the era of cutthroat competition and with this changing scenario of business; the role of HR professionals in training has been widened. HR role now is: 1. Active involvement in employee education 2. Rewards for improvement in performance 3. Rewards to be associated with self-esteem and self worth 4. Providing pre-employment market oriented skill development education and post employment support for advanced education and training.
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Role of Training Business Environment Changes and Challenges Learning and implementation Business Excellence
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CHAPTER 2 Insurance Sector

The history of Insurance in India started with life insurance in 1818 when it was conceived as a means to provide for English Widows. Interestingly in those days a higher premium was charged for Indian lives than the non-Indian lives as Indian lives were considered more risky for the coverage. The Bombay Mutual Life InsuranceSociety started its business in 1870. It was the first company to charge same premium for both Indian and non-Indian lives. The Oriental Assurance Company was established in 1880. The General Insurance Business in India, on the other hand, can trace its roots to the Triton (Tital) Insurance Company Limited, the first generalinsurance company established in the year 1850 in Calcutta by the British. Till the end of nineteenth centuryinsurance business was almost entirely in the hands of overseas companies. Insurance regulation formally began in India with the passing of the Life Insurance Companies Act of 1912 and the provident fund Act of 1912. Several frauds during 1920's and 1930's sullied insurance business in India. By 1938 there were 176 insurancecompanies. The first comprehensive legislation was introduced with the Insurance Act of 1938 that provided strict State Control over insurance business. The insurance business grew at a faster pace after independence. Indian companies strengthened their hold on this business but despite the growth that was witnessed, insurance remained an urban phenomenon. A very rapidly growing private health market has developed in India. This private sector bridges most of the gaps between what government offers and what people need. However, with proliferation of various health care technologies and general price rise, the cost of care has also become very expensive and unaffordable to large segment of population. The government and people have started exploring various health financing options to manage problems arising out of growing set of complexities of private sector growth,
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increasing cost of care and changing epidemiological pattern of diseases. The liberalization of insurance sector in India is not a new story as it started way behind in the early 1999 which marks the structural changes in the industry. The population of the country was at 1 billion and the government dissolved its monopoly which paved way for the private companies to operate in Indian markets. The key development started with the market liberalization set in motion by IRDA (Insurance Regulatory and Development Authority). The entire paper discusses about the specific market changes and how the market evolved since the liberalization efforts began.
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Figure.2 EMERGENCE OF INSURANCE BUSINESS IN INDIA
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Table 1: milestones in the life insurance business in India
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Year
Milestones in the life insurance business in India
1912
The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance business The Indian Insurance Companies Act enacted to enable the government to collect statistical information about both life and non-life insurance businesses Earlier legislation consolidated and amended to by the Insurance Act with the objective of protecting the interests of the insuring public. 245 Indian and foreign insurers and provident societies taken over by the central government and nationalised. LIC formed by an Act of Parliament, viz. LIC Act, 1956, with a capital contribution of Rs. 5 crore from the Government of India.
1928
1938
1956
Table 2: milestones in the general insurance business in India
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Year
Milestones in the general insurance business in India
1907
The Indian Mercantile Insurance Ltd. set up, the first company to transact all classes of general insurance business General Insurance Council, a wing of the Insurance Association of India, frames a code of conduct for ensuring fair conduct and sound business practices The Insurance Act amended to regulate investments and set minimum solvency margins and the Tariff Advisory Committee set up. The General Insurance Business (Nationalisation) Act, 1972 nationalised the general insurance business in India with effect from 1st January 1973. 107 insurers amalgamated and grouped into four companies viz. the National Insurance Company Ltd., the New India Assurance Company Ltd., the Oriental Insurance Company Ltd. and the United India Insurance Company Ltd. GIC incorporated as a company.
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1957
1968
1972
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CHAPTER 3
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Company Profile: Edelweiss
3.1. Introduction: The Edelweiss Group is a conglomerate of 31 entities including 28 Subsidiaries and 2 Associate companies, engaged in the business of providing financial services, primarily linked to the capital markets. Edelweiss Capital Limited, incorporated in 1995, today has emerged as one of Indias leading integrated financial services conglomerates. The Edelweiss group offers one of the largest range of products and services spanning varied asset classes and diversified consumer segments. Its businesses are broadly divided into Investment Banking, Asset Management ,Broking Services and Loans. The companys research driven approach and consistent ability to capitalize on emerging market trends has enabled it to foster strong relationships across corporate, institutional and HNI clients. Edelweiss Capital Limited employs over 1500 employees, leveraging a strong partnership culture and unique model of employee ownership. Vision: To enable social entrepreneurs and NPOs to drive systemic and sustainable social change. Mission: Leveraging the resources and skills of the For-Profit world to empower social entrepreneurs and NPOs.
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3.2.
Evolution of Edelweiss:
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3.3. Business Overview:
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Edelweiss operations are broadly divided into Agency and Capital business lines. The strategies employed ensure that the divide would broadly remain equal among the two. The Agency business line includes Investment Banking, Broking - both Institutional and HNI, Asset Management and Investment advisory services. The Capital business line includes Lending and Treasury Operations.
Organization Chart
3.4.
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Board of Directors: The Board comprises of four independent and two non-executive directors out of a total of eight directors, each of whom brings in his own expertise in diverse areas. The focus is on strong corporate governance. There is an Independent Risk Committee headed by an external director.
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3.5. Senior Management: Edelweiss has an experienced and capable Senior Management team with a strong track record of identifying business opportunities and executing on strategy. The company has experienced business heads supported by a deep layer of skilled middle managers. Most members of the senior management team have been with the company for over five years.
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3.6. Edelweiss Overview: 1. Management: Edelweiss has an experienced and stable senior management team. We also have a strong middle management team, which comprises of a 45 member Senior Leadership Group and an 80 member Leadership Group forming the bench strength. 2. Board level Commitment: A board comprising of four independent and two non-executive directors out of a total of eight directors, all of whom play a governing role and provide expertise and insight into building Edelweiss into
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one of the most reputable organizations with an admirable compliance and corporate governance ethos. 3. Brand: Edelweiss the brand, today is a strong franchise in the capital markets backed by a consistent focus on execution and innovation. 4. Integrated & Diversified Business Model: Edelweiss derives its strength from a distinct but complementary set of diversified businesses which also protect the Group from undue cyclical pressures. The three broad streams of revenue, viz. Agency, Treasury and Interest/Investment income, contribute approximately one-third each of the revenue. 5. Balance Sheet: Edelweiss benefits from a strong and liquid balance sheet with a very low leverage. Our focus while managing the Balance Sheet is on strong risk management and capital preservation. Our focus in the current challenging environment is on cost, risk, liquidity and business as usual. The flexibility in our cost structure would enable us protect the margins, strong risk management will focus on preservation of capital and maintaining adequate liquidity cushion will ensure smooth business operations. 6. Employee Ownership: Edelweiss has a widely distributed employee ownership and was among the pioneers in the financial sector industry in instituting an employee stock option scheme. 7. ISO Certification: Edelweiss has now been certified as ISO 9001:2000 compliant. This is an organisation wide certification, which covers all Lines of Businesses and Support Functions. It ensures that Quality Management System (QMS) of Edelweiss complies with International Standards. The core value proposition of Edelweiss is reflected in Ideas create, values protect. The company follows an amalgamation of values and principles in order to uphold this value proposition. We will be a Thinking Organization. We will constantly bring thought to everything we do. Our clients and our own success depends on our ability to use greater ideation and more imagination in our approach. We will be Fair to our clients, our employees and all stake holders. We want our clients and our employees to be richer for their relationship with us. We will take care of our People seriously. Our policies - in spirit and in letter will ensure transparency and equal opportunity for all. We will go beyond the
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normal goals of attracting, recruiting, retaining and rewarding fine talent. We will ensure that every individual in Edelweiss has an opportunity to achieve their fullest potential. We will operate as a Partnership, internally and externally. Though individuals are very often brilliant, we believe teamwork and collaboration will always ensure a better and more balanced organization. We will also treat our clients as partners and show them the same respect and consideration that we would our internal team members. We will focus on the Long Term. Though the world will change a lot in the coming years and our assumptions for the future may not hold up, we will reflect on the long-term implications of our actions. Even when making shortterm decisions we will be aware of the long-term implications. We will focus on Growth for our clients, employees and shareholders. Our Reputation and Image is more important than any financial reward. Reputation is hard to build and even harder to rebuild. Our reputation will be impacted by our ability to think for our clients, maintain confidentiality and by our adherence to our value system. We will Obey and Comply with the rules of the land. We will maintain the highest standard of integrity and honesty. When we are unclear we will seek clarifications. We will respect Risk. Our business is going to be a constant challenge of balancing risk and reward. Our ability to constantly keep one eye on risk will guide us through this fine balance. Our Financial Capital is a critical resource for growth. We will endeavor to grow, protect, and use our financial capital wisely.
EDELWEISS TOKIO LIFE INSURANCE

Edelweiss Tokio Life Insurance Limited is a joint venture between the Edelweiss Group and Tokio Marine, one of the worlds leading insurance groups, headquartered in Japan.
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The Indian economy is poised for a 9% annual GDP growth, with a savings growth rate upwards of 32%. We see a large opportunity in the Life Insurance sector, which is a great way of channelizing savings into long-term investments. Edelweiss, in partnership with Tokio Marine Group, aims at bringing differentiated Life Insurance products to the Indian market based on a strong understanding of the Indian investor. After receiving all necessary regulatory approvals, they have started rolling out operations by setting up branches in Mahrashtra, Gujarat, Punjab, Haryana, Chandigarh and Delhi. Over the next couple of years they plan to have a pan-India presence with a network of highly trained Personal Financial Advisors (PFAs). Edelweiss Tokio Life PFAs would undergo a rigorous training program specially designed to blend Indian context with international knowledge. This is expected to lead to higher customer satisfaction. With a paid up capital of INR 550 Crores, Edelweiss Tokio Life has the highest capital base at the time of launch of any private sector Life Insurance company in the country.
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About Tokio Marine Group: Tokio Marine Holdings Inc. is the holding company for the Tokio Marine Group which is one of the leading insurers globally. The Group has a net worth of JPY 1,940 bn (INR 106,000 crores) and booked revenues of JPY 3,288 Bn (INR 179,676 crores) for FY11; it operates across 39 countries/ regions and 427 cities. With over 130 years of experience in the insurance sector Tokio Marine has expanded its reach across geographies in life and nonlife insurance sectors. The Group has also successfully established Life Insurance operations as a second generation entrant in developed markets like Japan and Singapore as well as in developing markets like China, Malaysia and Thailand. The Group is rated AAA by Japan Credit Rating Agency (JCR) while its group company Tokio Marine & Nichodo is rated A++ by A.M. Best. Organizational Chart: Edelweiss Tokio Life Insurance
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DeepakMittal CEO
JunHemmi Executive Director
YashMohanPrasad Chief Agency Officer

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SarjuSimaria Chief Finance Officer
AbhayTewari Appointed Actuary
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CHAPTER 4
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INTRODUCTION TO JOB SATISFACTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. In short job satisfaction is a persons attitude towards job. Job satisfaction is an attitude which results from balancing & summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, Job satisfaction can be taken as a summation of employees feelings in four important areas. These are: Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools.Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism.Social relationsfriends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier.Personal adjustmenthealth and emotionality. 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 satisfactionbenefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity.
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Job satisfaction is not synonyms with organizational morale, which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind. Job Satisfaction is the feeling an employee gets when the job he does fulfils all his expectations. While morale refers to the attitude of the employees of an organization and is a group concept, Job satisfaction is the feeling of an individual employee. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; and affective reaction to ones job; and an attitude towards ones job. Job Satisfaction can be an important indicator of how employees feel about their jobs and p predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. 4.1.DEFINITION AND IMPORTANCE OF JOB SATISFACTION: Despite its vide usage in scientific research, as well as in everyday life,there is still no general agreementregarding what job satisfaction is. In fact there is no final definition on what job represents. Therefore before a definition on job satisfaction can be given, the nature and importance of work as a universal human activity must be considered. Different authors have different approaches towards defining job satisfaction. Some of the most commonly cited definitions on job satisfaction are analysed in the text that folows. Hoppock defined job satisfaction as any combination of psychological, physiological and environmental circumstances that cause a person truthfully to say I am satisfied with my job (Hoppock, 1935). According to this approach although job satisfaction is under the influence of many external factors, it remains something internal that has to do with the way how the employee feels. That is job satisfaction presents a set of factors that cause a feeling of satisfaction. Vroom in his definition on job satisfaction focuses on the role of the employee in the workplace. Thus he defines job satisfaction as affective orientations on the part of individuals toward work roles wich they are presently occupying (Vroom, 1964).
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One of the most often cited definitions on job satisfaction is thr one given by Spector according to whome job satisfaction has to do with the way how people feel about their job and its various aspects. It has to do with the extent to wich people like ore dislike their job. Thats why job satisfaction and job disstatisfaction can appear in any givern work situation. Job satisfaction represents a combination of positive or negative feelings that workers have towards their work. Meanwhile, when a worker employed in a business organization, brings with it the needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction represents the extent to which expectations are and match the real awards. Job satisfaction is closely linked to that individual's behaviour in the work place (Davis et al., 1985). Job satisfaction is a workers sense of achievement and sucess on the job. It is generally perceived to be directly linked to productitivty as well as to personal well-being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for ones efforts. Job satisfaction further implies enthusiasm and happiness with ones work. Job satisfaction is the key ingridient that leads to recognition, income, promotion, and the achevement of other goals that lead to a feeling of fullfillment (Kaliski, 2007). Job satisfaction can be defined also as the extent to wich a worker is content with the rewards he or she gets out of his ore her job,particulary in terms of intrinsic motivacion (Statt, 2004). The term job satisfactions refers to the attituted and feelings people have about their work. Positive and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).
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Job satisfaction is the collection of feeling and beliefs that people have about their current job. Peoples levels of degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction.In addition to having attitudes about their jobs as a whole. People also can have attitudes about various aspects of their jobs such as the kind of work they do, their coworkers, supervisors or suborinates and their pay (George etal, 2008). Job satisfaction is a complex and multifaceted concept wich can mean different things to different people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear. Satisfaction is not the same as motivaton. Job satisfaction is more of an attitude, an internal state. It could, for
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example,be associated with a personal feeling of achievement, either quantitative or kualitative (Mullins, 2005). We consider that job satisfaction represents a feeling that appears as a result of the perception that the job enables the material and psychological needs (Aziri, 2008). Job satisfaction can be considered as one of the main factors when it comes to efficiancy and effectiveness of business organizations. In fact the new managerial paradigm wich insists that employees should be treated and considered primarily as human beans that have their own wants, needs, personal desires is a very good indicator for the importance of job satisfaction in comtemporary companies. When analysing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a sucesful employee. The importance of job satisfaction specially emerges to surface if had in mind the many negative consequences of job disstisfaction such a lack of loyalty, increased abstenteism, increase number of accidents etc. Spector (1997) lists three important features of job satisfaction. First organizations should be guided by human values. Such organizations will be oriented towards treating workers fairly and with respect. In such cases the assesment of job satisfaction may serve as a good indicator of employee effectiveness.High levels of job satisfaction may be sign of a good emotional and mental state of employees. Second, the behaviour of workers depending on their level of job satisfaction will affect the functioning and activities of the organization's business. From this it can be concluded that job satisfaction will result in positive behaviour and vice versa, dissatisfaction from the work will result in negative behaviour of employees. Third, job satisfaction may serve as indicators of organizational activities. Through job satisfaction evaluation different levels of satisfaction in different organizational units can be defined, but in turn can serve as a good indication regarding in which organizational unit changes that would boost performance should be made. Christen, Iyer and Soberman (2006) provide a model of job satisfaction presented in Figure 1 in wich the folowing elements are included: Job related factors, Role perceptions, Job performance and Firm performance.
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Lawler and Porter (1967) give their model of job satisfaction wich unlike the previous model places a special importance on the impact of rewards on job satisfaction, Figure 2.
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FIGURE 2 - LAWLERS AND PORTERS MODEL OF JOB SATISFACTION (LAWLER AND PORTER, 1967)
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According to this model the intrinsic and extrinsic rewards are not directly connected with job satisfaction, because of the employees perceptions regarding the deserved level of pay.Locke and Latham (1990) provide a somewhat different model of job satisfaction. They proceed from the assumption that the objectives set at the highest level and high expectations for sucess in work provides achevement and sucess in performing tasks. Sucess is analysed as a factor that creates job satisfaction. This model is presented in Figure 3.
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4.2. FACTORS OF JOB SATISFACTION:
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Job satisfaction is under the influence of a series of factors such as:The nature of work, Salary, Advancement opportunities, Management, Work groups and Work conditions.A somewhat different approach regarding the factors of job satisfaction is provided by Rue and Byars, Figure 4.
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FIGURE 4 DETERMINANTS OF SATISFACTION DISSATISFACTION (RUE AND BYAES, 2003)TABLE 1 SATISFACTION FACTORS (HERZBERG, 1976)
AND - JOB
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When talking about factors of job satisfaction the fact that they can alo couse job dissatisfaction must be kept in mind. Therefore the issue weather job satisfaction and job dissatisfaction are two opposite and excudable phenomena? There is no concensus regarding this issue among authors. Herzbergs Two Factor Theory is probably the most often cited point of view. In fact the main idea is that employees in their work environment are under the influence of factors that cause job satisfaction and factors that cause job dissatisfaction.Therefore al factors that have derived from a large empirical research and devided in factors
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that cause job satisfaction (motivators) and factors that cause job dissatisfaction (hygiene factors), Table 1.
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Hygiene factors Motivators Company policies Supervision Interpersonal relations Work conditions Salary Statuse Job security
Motivatiors Achievement Recognition Work itself Responsibility Advancement Growth
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4.3. MEASURING JOB SATISFACTION Usually job satisfaction is measured by using general scientific research methods such as the questonaire. Some of the most commonly used techniques for measuring job satisfaction include: Minnesota satisfaction questonaire and Job description index The Minnesota Satisfaction Questonaire is a paper-pencil type of a questonaire and can be implemented both individualy and in group, but it does not take sex differences into consideration. This questonaire has one short form and two long forms that date from 1967 and 1977. In fact 20 work features in five levels are measured with this questonaire. Responding to this questonaire usually takes between 15-20 minutes. The 1967 version of the Minessota Satisfaction Questonaire uses the folowing response categories:
Not satisfied,
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Somewhat satisfied, Satisfied, Very satisfied and

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Extremely satisfied.
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The 1977 version of the Minessota Satisfaction Questonaire uses the folowing response categories: Very satisfied, Satisfied, Neither satisfied nor dissatisfied, Dissatisfied and Very dissatisfied. If compared its obvious that in a way the 1977 version of this questonaire is more balanced compared to the 1967 version. This questonnaire the folowing aspects of job: Co-workers Achievement Activity Advancement Authority Company Policies Compensation Moral Values Creativity Independence Security Social Service Social Status Recognition Responsibility Supervision-HumanRelations Supervision-Technical Variety Working Conditions The Job Description Index is one of the most videly used techniques for measuring job satisfaction. It is a simple and easily applicable method. The measurement of strength and weakness within each factor are a sign as in wich field improvement and changes are neceseary.
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This questonaire alows acqquisition of information on all major aspects of work and takes sex differences into consideration. This questonaire was first
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introduced in 1969 and it measures five major job satisfaction aspects with a total of over 70 potential job descriptions.
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The factors considered by the job description idex are: The nature of work, Compensation and benefits, Attitudes toward supervisors, Relations with co-workers and Opportunities for promotion. Descriptors on each of the five factors can be evaluated with three potenctial options by the employees: which means that the description is relevant, which means that the description is not relevant and That means that the employee does not have an opinion. One of the oldest approaches to measure job satisfaction is the degree of facial expressions presented by Kunin, Figure 5. Perhaps this is the simplest form of job satisfaction measurement. In fact according to this approach several facial expressions are presented to the employee and he should put a check underneath the expresion that decribes his feeling and opinion the best.
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Put a check under the face that expresses how you feel about your job in general, including the work,the pay, the supervision, the opportunities for promotion and the people you work with. FIGURE 5 FACIAL EXPRESSIONS PRESENTED BY KUNIN
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4.4. EFFECTS OF JOB SATISFACTION:
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Job satisfaction causes a series of onfluences on various aspects of organizational life. Some of them such as the influence of job satisfaction on employee productivity, loyalty and abstenteism are analysed as part of this text. The proponderance of research evidence indicates that there is no strong linkage between satisfaction and productivity. For example a comprehesive metaanalysis of the research literature finds only a.17 bestestimate correlation between job satisfaction and productivity. Satisfied workers will not necessearily be the highest producers. There are many possible moderating variables, the most important of which seems to be rewards. If people receive rewards they feel are equitable, they will be satisfies and this is likely to result in greater performance effort. Also, recent research evidence indicates that satisfaction may not necessarily lead to individual performance improvement but does lead to departamental and organizational level improvements.Finally there is still considerable debate weather satisfaction leads to performance or performance leads to satisfaction (Luthans, 1998). Employee loyalty is one of the most significant factors that human resource managers in particular must have in mind. Employee loyalty os usualy measured with the Loyalty Questonaire and can cause serious negative consequences when not in a high level. Usualy three typs of employee loyalty are considered: affective loyalty, normative loyalty and continuity loyalty. Affective loyalty has do with the cases when an employee feels an emotional connection to the company, normative loyalty is a sort of loyalty that appears in cases when the employee feels like he ows something to the comapny and continuity loyalty comes as a result of the fact that the employee does not have an opportunity to find a job somewhere else. Research conducted by Vanderberg and Lance (1992) during wich they surveyed 100 profesionists in the information services for five months showd a strong relations between job satisfaction and employee loyalty. Their research proved that the higher the degree of job satisfaction the higher is the level of employee loyalty. Employee abstenteism causes serious aditional costs forcompanies, therefore managers are in permanent persue of ways how to decrease and reduce it to its minimum. Probabbly, the best way o reduvce ameployee abstenteism would be through a increase in the level of employee satisfaction. The main idea behind this approach is that the higher the degree of job satisfaction is the lower employee abstenteism should be.
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Even though the effects are modest the fact that job satisfaction contributes to decreasing the level of employee abstenteism remaines. So satisfaction is worth payng attention to, especially since it is potentially under your control unlike some of the other causes of abstenteism (e.g. illness, accidents). But aswe said circumstances caan alter this equation. As a manager you could be implicitly encouraging absteenteism by inforcing company policies. If people are paid for sick days, and if they must be used or lost this is pretty strong encouragement for employees to be absent. In other words, youve helped create a culture of absteenteism that can overcome the satisfaction effect. (Sweney and McFarlin, 2005) When satisfaction is high, abstenteeism tends to be low; when satisfaction is low, abstenteeism tends to be high. However as with the other relationships with satisfaction, there are moderating variables such as the degree to wich people feel their jobs are important. Additionally, it is important to remember that while highjob satisfaction will not necessarily result in low abenteeism, low job satisfaction is likely to bring about high absenteeism.
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DEFINITIONS: 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 behaviors. Job satisfaction can simply be defined as the feelings people have about their jobs. It has been specifically defined as a pleasurable (or unpleasurable) emotional state resulting from the appraisal of ones job, an affective reaction to ones job and an attitude towards ones job. These definitions suggest that job satisfaction takes into account feelings, beliefs, and behaviors.
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History The father of scientific management Taylor's (1911) approach to job satisfaction was based on a most pragmatic & essentially pessimistic philosophy that man is motivation by money alone. That the workers are essentially 'stupid & phlegmatic' & that they would be satisfied with work if they get higher economic
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benefit from it. But with the passage of time Taylor's solely monetary approach has been changed to a more humanistic approach. The term job satisfaction was brought to limelight by Hoppock (1935). He reviewed 32 studies on job satisfaction conducted prior to 1933 & observed that job satisfaction is a combination of psychological, physiological & environmental circumstances that cause a person to say. 'I am satisfied with my job'. Locke defines job satisfaction as a "pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences". To the extent that a person's job fulfils his dominant need & is consistent with his expectations & values, the job will be satisfying.
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One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of theHarvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social
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needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions. DETERMINANTS OF JOB SATISFACTION While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are. Individual factors: Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors. Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts rising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive from their work. These assumptions make them more satisfied. However, when these
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assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the far end of the career, job satisfaction goes down because of fear of retirement and future outcome. Some of the important factors which affect job important factors which affect job satisfaction are given below THE WORK ITSELF Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, workers want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place. In general, job with a moderate amount of variety produce the most jobsatisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout.
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1. Working conditions: Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means jobperformance. Second, provision of these conditions affects the individuals perception about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. SUPERVISION Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them. 2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation. 8
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3. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of jobsatisfaction. If the reward is perceived to be based on the job performance and equitable, it offers highersatisfaction. If the reward is perceived to be based on considerations other than the job performance, it affectsjob satisfaction adversely. PROMOTION Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary. WORK GROUP Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personalsatisfaction, selfrespect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship betweenjob satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will
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not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Jobsatisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" -4- Workers' Roles in Job Satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her ownsatisfaction and well-being on the job. The following suggestions can help a worker find personal jobsatisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills.Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively -. This will relieve boredom and often gets one noticed.
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Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get thejob done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the
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significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to stressmanagement techniques. avoid burnout by developing healthy
-5Assuring Job Satisfaction Assuring job satisfaction, over the longterm, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, jobsatisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction Relationship among motivation, attitude and job satisfaction : Motivation implies the willingness to work or produce. A person may be talented and equipped with all kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps, they measure two different anchor points. Attitudes are predispositions that make the individual behave in a characteristic way across the situations. They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it which job satisfaction would result from it.
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Relationship Between Morale & Job Satisfaction : According to Seashore (1959), morale is a condition which exists in a context where people are : a) motivated towards high productivity. b) want to remain with organization. c) act effectively in crisis. d) accept necessary changes without resentment or resistance. e) actually promote the interest of the organization and f) are satisfied with their job. According to this description of morale, job satisfaction is an important dimension of morale itself. Morale is a general attitude of the worker and relates to group while job satisfaction is an individual feeling which could be caused by a variety of factors including group. This point has been summarized by Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group goals and confidence in the desirability of these goals. Relationship Between job satisfaction and work behaviour : Generally, the level of job satisfaction seems to have some relation with various aspects of work behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear whether these relationships are correlative or casual. In other words, whether work behaviour make him more positively inclined to his job and there would be a lesser probability of getting to an unexpected, incorrect or uncontrolled event in which either his action or the reaction of an object or person may result in personal injury. Job satisfaction and productivity :
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Experiments have shown that there is very little positive relationship between the job satisfaction & job performance of an individual. This is because the two are caused by quite different factors. Job satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied with his job to the extent that his job provides him with what he desires, and he performs effectively in his job to the extent that effective performance leads to the attainment of what he desires. This means that instead of maximizing satisfaction generally an organisation should be more concerned about maximizing the positive relationship between performance and reward. It should be ensured that the poor performers do not get more rewards than the good performers. Thus, when a better performer gets more rewards he will naturally feel more satisfied. Job Satisfaction and absenteeism : One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more likely to miss work, other factors have an impact on the relationship and reduce the correlation coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce the correlation. Job Satisfaction and Turnover : Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job opportunities, and length of tenure with the organization are important constraints on the actual decision to leave one's current job. Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover for superior performers because the organization typically makes considerable efforts to keep these people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor performers to stay than superior performers.
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Job Satisfaction and Adjustment : It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it is difficult to define adjustment, most psychologists and organisational behaviourists have been able to narrow it down to what they call neuroticism and anxiety. Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour. Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes. Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be a source of neuroticism. Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be effective because it provides the necessary push for efforts to achieve excellence. Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance and training to them to minimise it's impact on work behaviour. Most literature, in this area, generally suggests a positive relationship between adjustment and job satisfaction. People with lower level of anxiety and low neuroticism have been found to be more satisfied with their jobs. Some other determines of job satisfaction are as follows: (i) General Working Conditions. (ii) Grievance handling procedure. (iii) Fair evaluation of work done. (iv) Job security. (v) Company prestige. (vi) Working hours etc.
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How Sales Persons Can Express Dissatisfaction Sales Person dissatisfaction can be expressed in a number of ways. For example, rather than quit, Sales Persons can complain, be insubordinate, steal organisational property, or shirk a part of their work responsibilities. In the following figure, four responses are given along to dimensions : Constructiveness / Destructiveness and Activity / Passivity. These are defined as follow : Exit : Behaviour directed towards leaving the organisation. Includes looking for a new position as well as resigning.
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Active Exit Voice
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Destructive Constructive neglect Passive Voice : Actively and constructively attempting to improve conditions includes suggesting improvements, discussing problems with superiors, and some forms of union activity. Loyalty : Passively but optimistically waiting for conditions to improve. Includes speaking up for the organisation in the face of external criticism and trusting the organisation and its management to 'do the right thing'. Neglect : Passively allowing the conditions to worsen. Includes chronic absenteeism or lateness, reduced effort, and increased error rate. Exit and neglect behaviours encompass our performances variables-productivity, absenteeism and turnover. But this model expands Sales Person response to include voice and loyalty, constructive behaviours that allow individuals to tolerate unpleasant situations or to revive satisfactory working conditions.
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loyalty
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The importance of high job satisfaction : The importance of job satisfaction is obvious. Managers should be concerned with the level of job satisfaction in their organisations for at least three reasons: (1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely to resign ; (2) It has been demonstrated that satisfied Sales Persons have better health and live longer ; and (3) Satisfaction on the job carries over to the Sales Person's life outside the job. Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically, satisfaction is strongly and consistently negatively related to an Sales Person's decision to leave the organisation. Although satisfaction and absence are also negatively related, conclusions regarding the relationship should be more guarded. An often overlooked dimension of job satisfaction is its relationship to Sales Person health. Several studies have shown that Sales Persons who are dissatisfied with their jobs are prone to health setbacks ranging from headaches to heart disease.
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For managers, this means that even if satisfaction did not lead to less voluntary turn over and absence, the goal of a satisfied work force might be jutificable because it would reduced medical costs and the premature loss of valued Sales Persons by way of heart disease or strokes. Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole. When Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the dissatisfied Sales Person carries that negative attitude home. Some benefits of job satisfaction accure to every citizen in society. Satisfied Sales Persons are more likely to be satisfied citizens. These people will hold a more positive attitude towards life in general and make for a society of more psychologically healthy people. So job satisfaction is very important. For management, a satisfied work force translates into higher productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as well as into lower medical and life insurance costs. Additionally, there are benefits for society in general. Satisfaction on the job carries over to the Sales Person's off the job hours. So the goal of high job
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satisfaction for Sales Persons can be defended in terms of both money and social responsibility. Job satisfaction and emotions: There is some evidence in the literature that state moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction.
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Factors that influence job satisfaction Environmental factors Communication overload and communication underload
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One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job.Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame.[18] Individuals in an organization can experience communication over-load and communication underload which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process.[18] Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload[17]which can be positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them.[18] According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in
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processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction. Superior-subordinate communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisor's behavior can positively or negatively influence job satisfaction. Communication behavior such as facial expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship (Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional.[19] Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate with their subordinates non-verbally may be more important than the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work whereas
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individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. A supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more likely to receive positive feedback and high job satisfaction from a subordinate. Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally receive negative feedback and create low job satisfaction in their subordinates in the workplace. Individual factors Emotion Mood and emotions form the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. Some research suggests moods are related to overall job satisfaction.[21][22] Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than
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will intensity of positive emotion when it is experienced.[23] Emotion work (or emotion management) refers to various types of efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative.[24] It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction.[25] The understanding of how emotion regulation relates to job satisfaction concerns two models: Emotional dissonance. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions,[26][27] that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low
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organizational commitment, and low job satisfaction.[28][29] Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction. Genetics It has been well documented that genetics influence a variety of individual differences.[30] Some research suggests genetics also play a role in the intrinsic, direct experiences of job satisfaction like challenge or achievement (as opposed to extrinsic, environmental factors like working conditions). One experiment used sets of monozygotic twins, reared apart, to test for the existence of genetic influence on job satisfaction. While the results indicate the majority of the variance in job satisfaction was due to environmental factors (70%), genetic influence is still a minor factor. Genetic heritability was also suggested for several of the job characteristics measured in the experiment, such as complexity
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level, motor skill requirements, and physical demands.[31] Personality Some research suggests an association between personality and job satisfaction. Specifically, this research describes the role of negative affectivity andpositive affectivity. Negative affectivity is related strongly to the personality trait of neuroticism. Individuals high in negative affectivity are more prone to experience less job satisfaction. Positive affectivity is related strongly to the personality trait of extraversion. Those high in positive affectivity are more prone to be satisfied in most dimensions of their life, including their job. Differences in affectivity likely impact how individuals will perceive objective job circumstances like pay and working conditions, thus affecting their satisfaction in that job. Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale(named after Rensis Likert). Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions,
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point systems, checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. A related scale is the Job in general index, which asks employees how satisfying their job is in a broad overall sense. In certain situations, it can be more useful than the JDI because rather than focusing on individual facets, it asks about work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job
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satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.. Relationships and practical implications Job Satisfaction can be indicative of work behaviors such as organizational citizenship and withdrawal behaviors such as absenteeism and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction.This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the
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idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found surprisingly low correlations between job satisfaction and performance.[40]Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions.[41] Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours.[42] In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example,
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employee personality may even be more important than job satisfaction in regards to performance. Factors TO IMPROVE EMPLOYEE SATISFACTION The following measures are necessary to improve the satisfaction employees: Selection of right man for the right job: Proper care must take while recruiting persons for various jobs. Persons without attitude and aptitude for work should not be selected. When it comes to placement of workers, they should be given jobs in tune with their educational qualification, skills, attitudes and abilities. Satisfactory conditions of service: All those who have been appointed in the organization should be provided with job security. They should be given decent pay. Social security benefits like provident fund insurance etc. should be provided to employees as per the rules. Conducive working environment: The working environmental should be made informal. Undue important need not be given to hierarchy. The organization should make use of both
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formal and informal channels of communication. The bureaucratic approach of the management should go. Conducive physical conditions: The place of work should be neat and tidy. There should be free flow of natural light and air in any workroom. There should be proper provision for canteen. Lunchroom, etc
Better work methods: Conventional work methods and age-old practices should be given up. The enterprise should come forward to adopt the latest technology. The employees may be trained to make use of the various electronic devices in their day-to-day work. This not only simplifies their work but also makes it more interesting. Proper superior-subordinate relationship: The relationship between the superior and the subordinates should always be cordial. The superiors style of functioning must be democratic. He should not make an attempt to impose his ideas on his subordinates. Whenever necessary and
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possible, he can seek his subordinates viewpoints. Likewise, the subordinates, on their part, must repose faith in their superiors and come forward to accept responsibilities. Good inter-personal relationship: The relationship between the employees should also be proper. The work done in any organization is teamwork. In the absence of proper understanding between the employees, teamwork is not possible. The employees should not give scope for their personal interest to clash with those of the organization. Job rotation: If certain jobs are, by nature, dull and monotonous, job rotation may help to break the monotony of workers, i.e., such jobs may be assigned to operation at a certain level by rotation. Provision of suitable incentives: Only human resources can be induced to work. Inanimate objects like machines cannot be motivated to work. The management therefore, should offer suitable incentives to motivate employees to perform better. Incentives need not be in the forms of money payment. There are also non-monetary incentives.
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Further, these incentives may be gives for individual performance or group performance.
Valuation of employee performance: The performance of employees needs to be assessed regular intervals. Such an assessment will level their level of efficiency. Such of those Employees who are found to be highly efficient may be given suitable rewards. Those employees who are less efficient may be made to undergo training to acquire better skills. If some employees are found to be highly inefficiency, such people need not be retained. It is only these people who spoil the work atmosphere in any organization.RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method. Meaning of Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research. 5.1. RESEARCH DESIGN:
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A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. 5.2. Research Design can be categorized as: EXPLORATORY RESEARCH DESIGN DESCRIPTIVE & DIAGNOSTIC RESEARCH DESIGN EXPERIMENTAL RESEARCH DESIGN The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new relationship. Research design is flexible enough to provide opportunity for considering different aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management. DATA COLLECTION: For any study there must be data for analysis purpose. Without data there is no means of study. Data collection plays an important role in any study. It can be collected from various sources. I have collected the data from two sources which are given below: Primary Data: The primary data are those, which are collected afresh and for the first time and thus happen to be original in character. The primary data were collected through well-designed and structured questionnaires based on the objectives. Secondary Data: The secondary data are those, which have already been collected by someone else and passed through statistical process. The secondary data required of the research was collected through various newspapers, and Internet etc.
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Sample size: The study sample constitutes 30 respondents constituting in the research area. PROCESSING THE DATA: The data collected were classified analyzed tabulated and interpret at bar diagram. PRAPARATION OF REPORT: From the information gathered though questionnaires reports was prepared showing the analysis the interpretation suggestion and conclusion.
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5.3. Objective of the study; The objective of the study is as follows: 1. 2. 3. 4. 5. 6. To find that whether the employees are satisfied or not. To assess the satisfaction level of employees To identify the factors which influence the job satisfaction of employees. To identify the factor which improve the satisfaction level of employees. To analyse the companys working environment. To offer valuable suggestions to improve the satisfaction level of employees.
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5.4. Scope of the study:

This study emphasis in the following scope: The scope of the study is very vital. Not only the Human Resource department can use the facts and figures of the study but also the sales department can take benefits from the findings of the study.
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The sales department can have fairly good idea about their employees, that they are satisfied or not. To identify the employees level of satisfaction upon that job. This study is helpful to that organization for conducting further research. This study is helpful to the organization for identifying the area of dissatisfaction of job of the employees. This study helps to make a managerial decision to the company 5.5.LIMITATIONS OF STUDY: However I try my best in collecting the relevant information for my research report, yet there are always some problems faced by the researcher. The prime difficulties which I face in collection of information are discussed below: 1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored. 2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level. 3. Small no. of respondents: Only 30 employees have been chosen which is a small number,to represent whole of the population. 4. Small area for research: The area for study was one branch, which is quite a small area to judge job satisfaction level.
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An employee job satisfaction questionnaire is applied in workplaces to evaluate the satisfaction of employees in their various job capacities. Organizations use employee job satisfaction questionnaires to gauge the effectiveness of various policies and programs being implemented and therefore identify strong areas the need to be upheld as well as the weak areas that need strengthening intervention. From the responses that various employees give, the management of an organization will identify what needs to be changed with respect to employee welfare and this will effectively
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boost their performance and hence improve the organizations output and reputation.
CHAPTER 6
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DATA ANALYSIS & INTERPRETATION

1.Your Job: 1.1Are you satisfied with your job
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Job
0% 0%
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Not at all To some extent To a large extent Almost fully
100%
Figure 1.1 indicates that almost fully employees are 100% satisfied with their job
1.2Does your job give you a feeling of personal accomplishment
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Personal Accomplishment
Not at all To some extent 0% 0% 0% To a large extent Almost fully
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100%
Figure 1.2 indicates 100% of employees almost fully get the feeling of personal accomplishment through their job which is 1.3Do you feel empowered to influence the quality of your work
Quality of Work
Figure 1.3 indicates that 100% of employees almost fully feel empowered to influence the quality of their work
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2.Your Workplace Relations: 21Are you satisfied with your immediate superiors
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Superiors
7%
Not at all To some extent To a large extent 93% Almost fully
Figure 2.1indicates that 93% employees are almost fully satisfied with their immediate superiors whereas 7% of Empoyeees are satisfied with their immediate superiors to a large extent. 2.2Are you satisfied with the team spirit in your work environment
Team Spirit
Not at all To some extent 0% 0% 0% To a large extent Almost fully
100%
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Figure 2.2 indicates that 100% of employees are almost fully satisfied with team spirit in their working environment. 2.3How satisfied are you with the informal praise and appreciation you receive from your superiors
Praise and Appreciation

0%
100%
Figure 2.3 indicates that 100% of employees are almost fully satisfied with the informal praise and appreciation they receive from their superiors
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3.Future Orientation: 3.1Are you proud of working for Edelweiss
Figure 3.1 indicates that 100% of employees feel proud of working for Edelweiss which is almost fully.
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3.2Are you optimistic about the companys future
Company Future
Figure 3.2 indicates that 100% of empoyees are almost fully having optimistic view with regard to companies future.
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3.3Are you optimistic about your career in the company
Figure 3.3 indicates that 100% of empoyees are almost fully having optimistic view with regard to their career development apportunities in company. 4.Compensation: 4.1Do you feel that your salary matches your responsibilities
Salary and Responsibility
Figure 4.1 indicates that 100% of employees are almost fully having feeling that their salary matches with their responsibility 4.2Do you feel your salary comparable with similar jobs in the industry
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Salary Comparison
Figure 4.2 indicates that 100% of employees are having feeling that their salary is comparable with similar jobs in the industry to large extent. 5.People Policies 5.1Do you feel that the company cares about its people
Concern for People

Not at all To some extent 0% 0% To a large extent Almost fully
100%
Figure 5.1 indicates that 100% of employees are almost fully having feeling that the company about their people.
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5.2Do you feel that people get ahead primarily on merits of their work
Promotion
Figure 5.2 indicates that 100% of employees are almost fully satisfied with promotion policies. 5.3Do you feel that the contributions of people are appropriately recognized
Reward and Recognition
Figure 5.3 indicates that 100% of employees are almost fully having feeling that their contribution are appropriately recognized.
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6. Participation: 6.1Do you feel you are well informed about whats going on in the company
Organisational Update
Figure 6.1 indicates that 100% of employees are almost fully satisfied as they are well informed about the updates within company. 6.2Do you feel your views and participation are valued in the company
Views and Participation are Valued
Figure 6.2 indicates that 100% of employees feel that their views and participation are valued in the company to a large extent.
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7.Training & Developmet: 7.1Are you encouraged for learning and development
learning and development
Figure 7.1 indicates that 100% of employees are almost fully satisfied with regard to learning and development. 7.2Do you find the T & D activities in the company adequate
T & D activities
Figure 7.2 indicates that 100% of employees are almost fully satisfied with T&D activities conducted by company.
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7.3Are you able to apply to your job what you learn at training
training Learning Application
Figure 7.3 indicates that 100% of employees are having feeling as in they are able to apply to their job what they learn through training. 8.Value System: Kindly indicate how satisfied you are with the following components of the company value system Openness Trust Recognition Innovation and creativity Keenness to excel Concern for people All Above
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Company Value System
Figure 8 indicates that 100% of employees are almost fully satisfied with all components of company value system.
9.Overall how do you rate your satisfaction today
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Overall Satisfaction
Figure 9 indicates that 100%of employees were satisified to a large extent as an overall job satisfaction.
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CHAPTER 7
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Findings from the Research
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Findings which are drawn through this research are as follows: 1. Job: All Employees are almost fully satisfied with their job because of which feeling of personal accomplishment is achieved and thus they feel empowered to influence their quality of their work. 2. Work Place Relations: Large numbers of employees were satisfied almost fully working with their immediate superiors, team spirit and informal praise or appreciation they receive .Very few numbers of employees were satisfied to large extent. 3. Future Orientation: All employees were almost fully carries optimistic attitude with regard to companys future and their career. They feel proud to work for company. 4. Compensation: All employees were satisfied with their salary and they find it comparable with similar job in the industry. 5. People Policies: All employees were almost fully satisfied with regard to peple policies of company. 6. Participation: All empoyees are almost fully satisfied with reagard to participation as in their views are valued and even they are well informed what goes within company.
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7. Training & Development: All Employees are satisfied almost fully with regard to training and development which takes place from time to time and they are able to apply those learning which takes place at training sessions. 8. Value System: All employees are almost fully satisfied with value system such as openness,trust, recognition for merit, innovation, creativity,keennessto excel and concern for people. Thus overall employees are satisfied to a large extent.
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CHAPTER 8 RECOMMANDATION
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From among all other, though the employees seem to be having a good relationship with their fellow employees, but there is always room for a better environment and a better rapport among employees so this should not be ignored too. Good relationships create positive synergy and this affects the output too. Another factor that needs to be worked on by the organization is the pay structure because employees dont seem to be entirely satisfied with that even. So another structure could be devised that offer employees more than what they are currently receiving. Some of the respondents are not satisfied with their supervision. Their seems to be a need of more friendly supervision at work which will enable employees to participate in the tasks with greater interest and thus the objectives of the organization will be met in a better way.
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CHAPTER 9 CONCLUSION
It was a great learning experience, in terms of research conduct and data analysis. The over all picture of employee satisfaction (at Edelweiss Tokio Life Insurance) seemed to be satisfactory. Job satisfaction represents one of the most complex areas facing todays managers when it comes to managing their employees. Although thousands of papers and research have been conducted on job satisfaction all over the world.Many studies have demonstrated an unusually large impact on the job satisfaction on the motivation of workers, while the level of motivation has an impact on productivity, and hence also on performance of business organizations.There is a considerable impact of the employees perceptions for the nature of his work and the level of overall job satisfaction.Financial compansation has a great impact on the overall job satisfaction of employees.There for conclusion which is drawn through this reaseach is such that following are the factors which basically can leads to Employee satisfaction: Selection of right man for the right job: Satisfactory conditions of service: Conducive working environment: Conducive physical conditions: Better work methods: Proper superior-subordinate relationship: Good inter-personal relationship: Job rotation: Provision of suitable incentives: Valuation of employee performance:
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CHAPTER 10
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BIBLIOGRAPHY
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1. http://www.wikipedia.org 2. http://www.edelweiss 3. http://www.scribd.com
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CHAPTER 11
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Questionner
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Your Job Are you satisfied with your job Does your job give you a feeling of personal accomplishment Do you feel empowered to influence the quality of your work
Your Workplace Relations Are you satisfied with your immediate superiors Are you satisfied with the team spirit in your work environment How satisfied are you with the informal praise and appreciation you receive from your superiors
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Future Orientation Are you proud of working for Edelweiss Are you optimistic about the companys future Are you optimistic about your career in the company
Compensation Do you feel that your salary matches your responsibilities Do you feel your salary comparable with similar jobs in the industry
People Policies Do you feel that the company cares about its people Do you feel that people get ahead primarily on merits of their work Do you feel that the contributions of people are appropriately recognized
Participation
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Do you feel you are well informed about whats going on in the company Do you feel your views and participation are valued in the company
Training & Developmet Are you encouraged for learning and development Do you find the T & D activities in the company adequate Are you able to apply to your job what you learn at training
Value System Kindly indicate how satisfied you are with the following components of the company value system Openness Trust Recognition Innovation and creativity Keenness to excel
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Concern for people
Overall how do you rate your satisfaction today
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Annexure (Questionnair)
Not all Your Job Are you satisfied with your job Does your job give you a feeling of personal accomplishment Do you feel empowered to influence the at To some extent To a Almost large fully extent
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Formatted Formatted Formatted Formatted
quality of your work
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Your Workplace Relations Are you satisfied with your immediate superiors Are you satisfied with the team spirit in your work environment How satisfied are you with the informal praise and appreciation you receive from your superiors
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Future Orientation Are you proud of working for Edelweiss Are you optimistic about the companys future Are you optimistic about your career in the company
Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted
Compensation Do you feel that your salary matches your responsibilities Do you feel your salary comparable with similar jobs in the industry
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People Policies Do you feel that the company cares about its people
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Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted
Formatted Formatted Formatted Formatted
Do you feel that people get ahead primarily on merits of their work Do you feel that the contributions of people are appropriately recognized
Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted
Participation Do you feel you are well informed about whats going on in the company Do you feel your views and participation are valued in the company
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Training & Developmet Are you encouraged for learning and development Do you find the T & D activities in the company adequate Are you able to apply to your job what you learn at training
Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted Formatted
Value System Kindly indicate how satisfied you are with the following components of the company value system Openness Trust Recognition Innovation and creativity Keenness to excel
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Concern for people
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Overall how do you rate your satisfaction today
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CHAPTER 1 INTRODUCTION

1.2. HUMAN RESOURCE MANAGEMENT

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CHAPTER 2 Insurance Sector

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Figure.2 EMERGENCE OF INSURANCE BUSINESS IN INDIA

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Table 1: milestones in the life insurance business in India

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Milestones in the life insurance business in India

Table 2: milestones in the general insurance business in India

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Milestones in the general insurance business in India

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Company Profile: Edelweiss

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3.3. Business Overview:

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EDELWEISS TOKIO LIFE INSURANCE

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JunHemmi Executive Director

YashMohanPrasad Chief Agency Officer

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SarjuSimaria Chief Finance Officer

AbhayTewari Appointed Actuary

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INTRODUCTION TO JOB SATISFACTION

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4.2. FACTORS OF JOB SATISFACTION:

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Motivatiors Achievement Recognition Work itself Responsibility Advancement Growth

Somewhat satisfied, Satisfied, Very satisfied and

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4.4. EFFECTS OF JOB SATISFACTION:

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