RESEARCH REPORT ON HUMAN RESOURCES

Submitted for the partial fulfillment of the degree

Of
Master of business adminidtration
Of
Punjab technical university
By
Name
University roll no
A Study on Impact of Job Satisfaction on Performance
MBA III SEMESTER
UNDER THE SUPERVISION OF
Mrs . Ruby Sharma ( assistant professer)
CHANDHIGARH BUSINESS SCHOOL OF ADMINISTRATION
LANDRAN, MOHALI

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 A Study on Impact of Job Satisfaction on Performance
BY
NAME
ROLL NO
FOR THE AWARD OF MASTERS IN BUSINESS ADMINISTRATION
(MBA)
DEPARTMENT OF MANAGEMENT
“PUNJAB TECHNICAL UNIVERSITY “
CHANDHIGARH GROUP OF COLEGES- CAMPUS

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 CERTIFICATION
I, NAME OF Student of the “CHANDHIGARH BUSINESS SCHOOL OF
ADMINISTRATION “with registration number completed the
requirements of the course work and the research work for the award of Master
Degree in Business Administration.

The work embodied in the report is original and has not been submitted in part

------------------------------ --------------------------

NARESH KUMAR(1723609) DATE

------------------------------- --------------------------

SUPERVISOR DATE

------------------------------- -------------------------
HEAD OF DEPARTMENT DATE

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ACKNOWLEDGMENT

If words are considered as a symbol of approval and token of appreciation then let
the words play the heralding role expressing my gratitude. First of all I thank to
that Gracie God who blessed me with all kinds of facilities that had been provided
to me for completion of my report. I acknowledge my deepest sense of gratitude
and sincere feeling of indebted divine my advisor
Mr. “------------------ “ under whose guidance and through theirsustained efforts
and encouraging attitude I was able to complete my project. It would have been
difficult to achieve the results in such a short span of time. I want to express my
sincere gratitude to all the staff members of
Netmax Technologies limited for spending their precious time and sharing thevalu
able information with me and in helping my project to be a success. Specially
Thanks to “Mr. vishal soni” Principal of chandhigarh business school of
administration and faculty Miss” pallavi ahuja”for encouragement to me.Words are
not sufficient to register my sincere regards9 to my loving family

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 Table of content

Certificate
Declaration
Acknowledgement
Chapter 1 Introduction

1.1 Background of the Study

1.2 Statement of Problem
1.3 Objective of Study
1.4 Scope of Study
1.5 Limitation of Study
1.6 Definitions

Chapter 2 Literature Review

Chapter 3 Research Methodology

3.1 Introduction
3.2 Research Design
3.3 Source of Data
3.4 Instrument of Data Collection
3.5 Sample Size

Chapter 4 Data Analysis

Chapter 5 Summary of Findings

Conclusion and Recommendations

References

Bibliography

Annexure

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 CHAPTER – 1
INTRODUCTION

INTRODUCTION:

Job satisfaction is one of the major interests to the field of organizational behavior and the
practice of HRM. It reflects employee’s attitudes towards their job and commitment to an
organization. Job satisfaction refers to one’s feelings or state of mind regarding the nature of
their work. It describes how content an individual is with his or her job.
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation
to work. It is not self satisfaction, happiness or self contentment but satisfaction on the job.
Job satisfaction is defined as the pleasurable emotional state resulting from the appraisal of one’s
job as achieving or facilitating the achievement of one’s job values.
Job satisfaction is not the same as motivation. It is linked to productivity, motivation,
absenteeism, waste accidents, mental health, physical health and general life satisfaction.

There are three important dimensions to job satisfaction.

Job satisfaction is an emotional response to a job situation. It can’t be seen, only inferred.
Job satisfaction is often determined by how well outcomes meet or exceed expectations.
Job satisfaction represents several related attitudes.

VARIOUS DEFINITIONS OF JOB SATISFACTION

Bullock (1952) defined job satisfaction as an attitude, which results from balancing and
summation of many specific likes dislikes experienced in connection with the job.
Smith (1955) defined to job satisfaction as the employee’s judgment of how well his job on
whole is satisfying his various needs.
Locke (1969) defines job satisfaction as the pleasurable or positive emotional state revolving
from the appraisal of one’s job or job experie
According to Vroom, “job satisfaction is the reaction of the workers against the role they play in
their work.”

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“ job satisfaction as a general attitude of the workers constituted by their approach towards the
wages, working conditions, control, promotion related with job, social relations in the work,
recognition of talent and some similar variables personal characteristics, and group relations
apart from the work life”.
--Blum& Naylor.
“Job satisfaction is the total of the sentiments related with the job conducted.
If the worker perceives that his/her values are realized with in the job, she/he improvises a
positive attitude towards his/her job and acquires job satisfaction”.
--Mc comic & Tiffin.
From these definitions, we can define the job satisfaction as the sum of all negative and positive
aspects related to the individual’s salary his/her physical and emotional working conditions, the
authority she/he has the autonomous usage of this authority, the level of success she/he has
maintained and the rewards given due to this success, the social state maintained in relation with
his/her job.
THE IMPORTANCE OF JOB SATISFACTION:

The job satisfaction is the condition of establishing an healthy organizational environment in an

organization. Individuals want to maintain statute, high ranks and authority by giving their
capabilities such as knowledge, ability education, health etc. The individuals who can’t meet their
expectations, with regard to their jobs become dissatisfied. Thus this dissatisfaction affects the
organization for which she/ he works.

Job satisfaction is very important for a person’s motivation and contribution to production. Job
satisfaction may diminish irregular attendance at work, replacement workers with in a cycle or even the
rate of accidents
Job satisfaction is an employee’s thoughts and emotions towards their job and how they evaluate
their job. This can be a judgment of their job overall, or of specific judgment such as pay,
promotions, work tasks, coworkers and supervisors. It is important for organizations to care
about their employee’s job satisfaction. It will promote employees organizational commitment
when they feel that they are satisfied with their jobs

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DIMENSIONS OF JOB SATISFACTION:

There are six dimensions that represent the most important characteristics of a job about
which people have effective responses

The work itself:

The content of the work itself is a major source of satisfaction. This means the extent to
which the job provides the individual with interesting tasks, opportunities for learning,
and the chance to accept responsibility. Some of the most important ingredients of job
satisfaction include interesting and challenging work and a job that provides

Compensation:

Wages and salaries are significant, but a complex and multidimensional factor in job satisfaction.
Money not only helps people attain their basic needs, but also is instrumental in providing upper
level need satisfaction. Employees often consider salary as a reflection of how management
views their contribution to the organization. Fringe benefits are also important, but they are not
as influential.

Career Growth:

Promotional opportunities seem to have a varying effect on the job satisfaction. This is
because promotions take different forms and include a variety of rewards. For example
individuals who are promoted on the basis of seniority often experience job satisfaction
but not as much as those who are promoted based on their performance

Supervision:

Supervision is another moderately important source of job satisfaction. There are two dimensions
of supervisory style that effect on job satisfaction. One is employee centeredness, which is
measured by the degree of which a supervisor takes personal interest in the welfare of
employees. The other dimension is participation or influence, illustrated by managers who allow

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their people to participate in decisions that affect their own jobs. This approach leads to
higher job satisfaction. It is proved that a participative environment

Coworkers:

Friendly, cooperative coworkers are a modest source of job satisfaction the work group serves as
a source of support, comfort, advice, and assistance to the individual. A good work makes
the job more enjoyable.

If this factor is not considered with care, then if may have reverse effects, meaning there
by that the people are difficult to get along with. This will have a negative effect on job
satisfaction.

Work Environment:

Work environment and working conditions are factors that have a modest effect on job
satisfaction. If working conditions are good clean, attractive surroundings, employee, find it
easier to carry out their job.

THEORIES OF JOB SATIAFACTION:

There are some theories to describe the job satisfaction.

Fulfillment theory:
This theory measures satisfaction in terms of rewarded. A person receives or the extent to
which his needs are satisfied. Further they thought that there is a direct relationship between
job satisfaction and the actual satisfaction of the expected needs. The main difficult what
he feels he should receive at there would be considerable difference in this approach is that job
satisfaction as observed by willing is not only a function of what a person receives but also
what he feels he should receive at there would considerable difference in the accruals and
expectations of persons. Thus job satisfaction can’t be regard as merely a function of hw
much a person receives from his job.
Discrepancy theory:

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The proponents of this theory argues that satisfaction is the function of what a person actually
receives from his job situation and he thinks he should receive or what expect to receive. When the
actual satisfaction is derived less than expected satisfaction, it results dissatisfaction. Job
satisfaction and dissatisfaction are functions of the perceived relationship between what one wants
from ones job & what one perceives it is offering.

Equity theory:
The proponents of this theory are of the viewed that persons satisfaction is determined by this perceived
equity which in turn is determined by his input output balance compared to his comparison of others
input output balance. Input output balance is the perceived rate of what a person receives from his job
relative to what he contributes to the job. This theory is of the view that both under the over rewards
lead to dissatisfaction, while the under reward causes feeling of unfair treatment over reward leads to
feelings guilt and discomfort

Two factor theory:

This theory was developed by Herzberg, Mnusener, Peterson and corpwell who identified certain factors
as satisfies and dissatisfies. Factors such as achievement, recognition, responsibility etc., are satisfies, the
presence of which causes satisfaction by their absence however does not result in job satisfaction.

FACTORS INFLUENCING ON JOB SATISFACTION:

Job satisfaction as a bydimensional concept consisting of motivational factors, personal factors, intrinsic
&extrinsic dimensions. Intrinsic sources of satisfaction depend on the individual characteristics of the person
such as the ability to use initiative relations with superiors or the work that the person actually performs.
Extrinsic sources of satisfaction are situational & depend on the environment such as pay, promotion or
job security. Both extrinsic & intrinsic job facts should be represented as equally as possible in a composite
measure of overall job satisfaction.

PERSONAL FACTORS

These sources are include worker’s age, sex, education, marital status and their personal

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characteristics, family background, socio economic background etc.

AGE:

The relationship between age and job satisfaction could be complex. Generally one would
expect that as the person would grow order he would get greater satisfaction with his job
particularly because of the experience and therefore the case with which he would be able
to perform it.
SEX:

There is as yet no consistence evidence as to whether women more satisfied with their
jobs than men, holding such factors as job and occupational level constant, one might
predict this to be case, considering the generally lower occupational aspiration of women.
EDUCATIONAL LEVEL:

There is a negative relationship between educational level & job satisfaction. The higher
the education the higher reference group which the individual looks to for guidance to
evaluate his job rewards.
MARITAL STATUS:
There is a relationship between marital status & job satisfaction. Generally one would assume that
that with increasing responsibilities placed on an individual because of marriage he would value his
job little more than an unmarried employe

MOTIVATIONAL FACTORS:
Motivation of employees is the most important aspect of managing an enterprise. The success or
failure of an enterprise depends mostly on how best the employees working are the involved and
motivated. Among the four essential & factors of production namely men, machine, material &
money. The most important is men. Motivation of the employee can be sub divide into two groups
1. Extrinsic factors & 2. Intrinsic factors

 Extrinsic factors:

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Extrinsic factors are monetary related factors an employee will have positive feeling. Extrinsic source of
satisfaction are situational & depends on environment such as pay, promotion or job security.
Salary:

Wages and salaries are the multidimensional and complex factors in job satisfaction. Higher salary
should lead to higher job satisfaction and lower salary should lead to lower job satisfaction. So many
studies have found that job satisfaction increased with increase in wages & salaries.
Job expectation

When an employee joins in an organization he expects something from job. Job satisfaction of an
employee can be based on the fact to what effect his job meets his expectations. Employee
expectations may include about working conditions, work, colleagues, supervision etc.

Comparison of outputs:
Persons tend to compare his out comes with the other persons out comes. The outcomes consists of
primarily of rewards such as pay, status, promotion and intrinsic interest in the job. Comparison is
mainly with ratio of the inputs or he puts in and ratio is equal he will be satisfied otherwise the person in
an effort to restore equity may after the inputs or outcomes, cognitively distort the inputs or out comes,
leave the field, act on the other, or change the other.

Job security:

Security is a lower order need which an employee have job security has its effect on the employee
morale. An insecure person’s morale wil be low and wil have its effect on the employee morale. Secure
person’s will work effectively and have job satisfaction

Performance appraisal:

As the performance appraisal is linked to promotions, rewards, feedback it has its effect on the employee
satisfaction. If the appraisal is not proper employee will be dissatisfied

INTRINSIC FACTORS:

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Intrinsic factors keeps the employees motivated and make them satisfied from work. The intrinsic factors
are:
Recognition and praise:
Human beings are self-centered and long for praise. They want to be recognized and praised for their
work. They expect their superiors to recognize their efforts and praised rewarded. This will increase their
satisfaction and make them more active.
Autonomy or freedom:

Employees desire certain amount of freedom to work. The autonomy to tale decisions and influences
others. If this freedom is absent and it will have its effect on the job satisfaction. The person, who has
maximum of autonomy, will have high satisfaction. Otherwise it will be low.

Participative management:
Participative management has a positive impact on the employee. Openness of the higher ups
towards the employee ideas will keep the employee morale high and keep him satisfied
from the job.
Belongingness:
It is the complete identification of employee with the company. He should regard goals of the
company as his own goals. If he has high belongingness it shows that an employee satisfied with
his job.
Career advancement:

Employee desire to in higher position if they perceive that they have opportunity to grow in their
career they will be motivated and show this in their performance. If the employees feel that they
reached to a level of saturation in their career they will be de motivated and will be dissatisfied.
Achievement:
Employees have a need to achieve something worthy and have influence. If this need is not
fulfilled, they will be dissatisfied.
Job signification:
It refers to the impact created on the others by one’s contribution. A feeling of importance is
perceived by the employee is the ultimate goal of doing his work in an excellent manner.

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NATURE OF WORK AND JOB DESIGN:

Job variety:
It allows the employees to perform different operations requiring different skills.
This will arrest monotony in performing repetitive activity.

Job monotony:
It refers to the identity that an employee has his contribution after performing a complete piece
of work.
Challenging:
Employees perceive to have a challenging work in an organization and this will his develop a
active state and will be satisfied with his job.
Contribution to groups:
Employees derive satisfaction by knowing how his work affects the groups and how far he can
influence his group.
Feedback:
Feedback refers to information that tells employees how well they are performing. It satisfies the
inner urge of people wanting to know they are performing on the assigned work.
Contribution to society:
Employees derive satisfaction by knowing how worth full and meaningful is his work and how
his work able to contribution to society.
Consequences of satisfactions:
High job satisfaction may lead to improve productivity, increased turnover, improved attendance,
reduced accidents, less job stress and lower unionization.
Job satisfaction and productivity:
Job Satisfaction And Employee Turn Over:
High employee turnover is of concern for employers because it disrupts normal operations,
causes morale problems for those who stick on, and increases the cost involved in selecting and
training replacement. The employer does whatever possible to minimize turnover, making the
employees feel satisfied on their jobs, being one such.

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In four major reviews of the relationship between satisfaction and turnover had been
demonstrated that workers who have relatively low levels of job. Employee perceive that
intrinsic and extrinsic rewards (example: play) distributed equally. Inequitable distribution fails
to convince the employees close correlation between hard work and rewards.
Job satisfaction and performance:
The most accurate statement is that the high performance contributes to high job satisfaction. A
better performance typically lead to higher economic, sociology and psychological rewards in
proportion to their performance. On the other hand, if rewards are seen as inadequate for the
level of satisfaction leads to either greater or leser commitment, which then affect effort and
eventually affects performance again. The result is a continuously operating performance
satisfaction-effort loop. Alternatively, a different scenario emerges if performance is low.
Employees might not receive the rewards they are hoping for the dissatisfaction are the most
likely to quit their jobs and that organizational units with the lowest average satisfaction levels
tend to have the highest rates.
Job satisfaction and Absenteeism:
Job satisfaction will Correlation of satisfaction to absenteeism is also proved conclusively.
Workers who are dissatisfied are more likely to take “mental health” days i.e. days off not due to
illness or personal business. Simply stated, absenteeism is high when satisfaction is low. As in
turnover, absenteeism is subject to modification by certain factors. The degree to which people
feel their jobs are important has a moderating influence on their absence. Employee who feel that
this work is important tend to clock in regular attendance. Besides, it is important to remember
that while not necessarily result in low absenteeism, low satisfaction is likely to bring high
absenteeism.
Job satisfaction and Safety:Poor safety practices are a negative consequence of low
satisfaction level. When people are discouraged about their jobs, company and supervisors, they
are more liable to experience accidents. An underlying reason for such accidents is that
discouragement may take one’s attention away from the task at hand. In attention leads directly
to accidents.
Job satisfaction and job Stress:

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Job stress is the body’s response to any job-oriented factor that threatens to disturb the person’s
equilibrium. In the process of experiencing stress, the employee’s inner stage changes.
Prolonged stress can cause the employee serious ailment such as heart diseases, ulcer, blurred
vision, lower back pain, dermitis and muscle aches.
Chronic job satisfaction is a powerful source of job stress. The employee may see no satisfactory
short-term solution to escape this type of stress. An employee may trap in a dissatisfyingjob may
withdraw by such means as high absenteeism and tardiness or employee may quit.
Job Satisfaction and Unionization:It is proved that job satisfaction is a major cause for
unionization. Dissatisfaction with wages, job security, fringe benefits, chances for promotion and
treatment by supervisors are reasons make employees join unions. Another dimension is that
dissatisfaction can have not impact on the tendency to take action with in the union, such filing
grievances or striking.
Other Effects of Satisfaction:
In addition to the above it has been claimed that satisfied employees tend to have better mental
and physical health and learn new job related tasks more quickly.

Sources Of job Satisfaction:

Several job elements contribute to job satisfaction. The most important amongst them are wage-
structure, nature work, promotion chances, and quality of supervision, workgroup and work
condition.
Wages:
Wages play an important role on influencing the job satisfaction. This is because of mainly two
reasons :
I. Money is an important instrument in fulfilling one’s needs.
II. Employees often see pay a reflection on management’s concern for the
Nature of work:Most of the employees have intellectual challenges on job. But too many
challenges create frustration and a feeling of failure under condition of moderate challenge,
employee’s experience, pleasure and satisfaction.

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 Promotions: Promotional opportunities affect job satisfaction considerably. The desire for
promotion is generally strong among employees, as it involves change in job content pays,
responsibility, independence, status and the like.
Supervision: There is positive relation between the quality of supervision and job satisfaction.
Supervision acts maintaining satisfaction :
Maintain open lines of communication.
Crate a good physical environment.
Remedy standard conditions.
Transfer discontented employees.
Change the perception of dissatisfied employees.
Display concerned employees.
Give ample recognition.
Conduct morale building management.
Practice good management.
Measuring Job Satisfaction:

Also called survey of morale, opinion, attitude, climate, or quality of work life.
Management conducts job satisfaction survey in order to get information for making sound
decisions. A job satisfaction survey is a procedure by which employees report their feelings
towards their job and work environment. The responses are then combined and analyzed.
Various ways of measuring job satisfaction are available

Rating scales:
The most common approach for measuring job satisfaction is the use of rating scales.
These scales fall in two categories. One is called tailor-made standardized scales, which before
their use, have been developed to establish group norms on scales to ensure the reliablility and
validity of the measuring instruments. Mostly, using method is ‘Tailor – made scales’.
Critical incidents:
It was developed by HERTBERG and his associates in their research on the two-factor theory of
motivation. The employees were asked to describe incidents on their job particularly satisfied.

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These incidents were then content analyzed in determining which aspects closely related to
positive and negative attitudes.
Interviews:
Personal interviews are yet another method for measuring job satisfaction. Employees are
individually and the responses reveal their satisfaction or dissatisfaction.
Action tendencies:
The represents the inclinations. People have to avoid or approach certain things by gathering
information about how they feel like action with respect to their jobs. The job satisfaction can be
measured.
Benefits Of Job Satisfactions:These indicate the general level of satisfaction
 Improved communication.
 Improved attitudes.
 It helps to discover the cause of indirect productivity problems, such as absenteeism,
turnover and poor quality of work.
 They help management to assess training needs.
 It is used as an indicator of the effectiveness of organizational reward systems.
 It is used in the evaluation of the impact of organizational changes on employee attitudes.
 Spirit of co-operation and mutual respect, etc.

Satisfaction And Management Implications:

 Job satisfaction has behavioral implications. Particularly manager must be clear that :
 Employee dissatisfaction is most frequently caused by what is perceived to be low pay
and boring work.
 Employee’s dissatisfaction is largely influenced by their feelings of inequity.
 Individual satisfaction or dissatisfaction is more important than overall satisfaction or
dissatisfaction of the employees.
 It has impact on employee turnover, absenteeism and unionization.

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1.1 NEED FOR THE STUDY:
Obviously job satisfaction plays a key role in organizations success. Without employee
satisfaction towards their jobs none of the employee will perform well and it is very difficult to
reach the organizational goals and objectives. Hence, job satisfaction helps to yield maximum
output (performance) from the employees. So that this study is undertaken to measure
satisfaction level of employees towards their jobs in Education industry.

1.2 SCOPE OF THE STUDY:

The scope of this study is clear as we analyze the needs of the employees to enrich their morale
and creating a friendly atmosphere which also enriches their work life, can also be a possible
scope.
As we identify, analyze and satisfy their expectations, a good and a healthy environment can be
create vis-à-vis, can loyal and dedicated workforce to develop the organization.

1.3 OBJECTIVES OF THE STUDY:

 To measure the level of employee satisfaction towards their jobs.
 To study the various factors determining job satisfaction of the employee.
 To study the impact of job satisfaction on the overall growth of employees as well as the
organization.
 To make necessary recommendation for increasing the satisfaction levels of employee, if
any

1.4 LIMITATIONS OF THE STUDY:-

 The study here is limited only to the HR and TECHNICSAL education industry.
 The suggestions given in the study may not be applicable to entire organization

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 1.5 INDUSTRY PROFILE

India’s education sector offers a great opportunity with approximately 29 per cent of India’s
population being between the age group of 0-14 years. India’s higher education segment is is
expected to increase to US$ 35.03 billion by 2025. The education sector in India is estimated at
US$ 91.7 billion in FY18 and is expected to reach US$ 101.1 billion in FY19.
India has over 250 million school going students, more than any other country. It also has one of
the largest networks of higher education institutions in the world. Number of colleges and
universities in India reached 39,050 and 903, respectively in 2017-18. India had 36.64 million
students enrolled in higher education in 2017-18. Gross Enrolment Ratio in higher education
reached 25.8 per cent in 2017- 18. In December 2018, the Gvernment of India published that
3.43 million candidates had enrolled in the Pradhan Mantri Kaushal Vikas Yojana (PMKVY)
2016-20 scheme.
The Central Government plans to disburse US$ 1 billion to states for introducing skill
development initiatives. In November 2016, Ministry of Skill Development and

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Entrepreneurship launched Pradhan Mantri YUVA Yojana, at a cost of US$ 74.68 million for
providing entrepreneurship education and training to students in the country. Skill India Mission
2015 aims at skilling 400 million Indian youths by 2022. As of December 2018, there were
15,044 Industrial Training Institutes in the India. In October 2017, in order to boost the Skill
India mission, two new schemes, SANKALP and STRIVE were launched with an outlay of Rs
6,655 crore (US$ 1.02 billion). Revitalising Infrastructure and Systems in Education (RISE) by
2022 was announced in union budget 2018-19 with an outlay of Rs 1 lakh crore (US$ 15.44
billion) for four years. Skill India programme has benefitted more than one crore (10 million)
youth annually.
Education sector in India remains to be a strategic priority of the government. The Government
of India has allowed 100 per cent Foreign Direct Investment (FDI) in the education sector
through the automatic route since 2002.The sector has received cumulative FDI worth US$ 1.75
billion up to June 2018. Indian education sector witnessed 18 merger and acquisition deals worth
US$ 49 million in 2017. In May 2018, the Ministry of Human Resource Development,
Government of India launched Samagra Siksha scheme with the aim of achieving holistic
development of school education in the country. The Government of India is working on the
draft of the New Education Policy to address the changing dynamics in the education industry of
the country as per the requirement of the population. As of November 2018, National Education
Policy Framework has been launched. New National Education Policy draft is ready and would
be given to the Central Government.
Market Size
India has the world’s largest population of about 500 million in the age bracket of 5-24 years and
this provides a great opportunity for the education sector. The education sector in India is
estimated at US$ 91.7 billion in FY18 and is expected to reach US$ 101.1 billion in FY19.
Number of colleges and universities in India reached 39,050 and 903, respectively in 2017-18.
India had 36.64 million students enrolled in higher education in 2017-18. Gross Enrolment Ratio
in higher education reached 25.8 per cent in 2017-18.
The country has become the second largest market for e-learning after the US. The sector is
expected to reach US$ 1.96 billion by 2021 with around 9.5 million users.
Investments/ Recent developments.
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The total amount of Foreign Direct Investments (FDI) inflow into the education sector in India
stood at US$ 1.75 billion from April 2000 to June 2018, according to data released by
Department of Industrial Policy and Promotion (DIPP).
The education and training sector in India has witnessed some major investments and
developments in the recent past. Some of them are:

 Indian education sector witnessed 18 merger and acquisition deals worth US$ 49 million
in 2017.
 The Ministry of Human Resource Development, Government of India is also planning to
raise around Rs 1 lakh crore (US$ 15.52 billion) from private companies and high net
worth individuals to finance improvement of education infrastructure in the country.
 India has signed a loan agreement with World Bank under 'Skills Acquisition and
Knowledge Awareness for Livelihood Promotion' (SANKALP) Project to enhance
institutional mechanisms for skills development.
 Singapore is going to open its first skill development centre in Assam, which will provide
vocational training to youth in the region.

Government Initiatives
Some of the other major initiatives taken by the Government of India are:

 In August 2018, Innovation Cell and Atal Ranking of Institutions on Innovation

Achievements (ARIIA) were launched to assess innovation efforts and encourage a
healthy competition among higher educational institutions in the country.
 In August 2018, Government of India launched the second phase of ‘Unnat Bharat
Abhiyan’ which aims to link higher educational institutions in the country with at least
five villages. The scheme covers 750 such institutions.
 The allocation for school education under the Union Budget 2018-19 is expected to
increase by 14 per cent, to focus on accelerating existing schemes and quality
improvement.
 In order to boost the Skill India Mission, two new schemes, Skills Acquisition and
Knowledge Awareness for Livelihood Promotion (SANKALP) and Skill Strengthening
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 for Industrial Value Enhancement (STRIVE), have been approved by the Cabinet
Committee on Economic Affairs (CCEA), Government of India, with an outlay of Rs
6,655 crore (US$ 1.02 billion) and will be supported by the World Bank.
 The Ek Bharat Shreshtha Bharat (EBSB) campaign is undertaken by Ministry of Human
Resource Development to increase engagement between states, union territories, central
ministries, educational institutions and general public.
 Prime Minister Mr Narendra Modi launched the Skill India initiative – ‘Kaushal Bharat,
Kushal Bharat’. Under this initiative, the government has set itself a target of training 400
million citizens by 2022 that would enable them to find jobs. The initiatives launched
include various programmes like: Pradhan Mantri Kaushal Vikas Yojana (PMKVY),
National Policy for Skill Development and Entrepreneurship 2015, Skill Loan scheme,
and the National Skill Development Mission.

Government Achievements
Following are the achievements of the government in the past four years:

 Under the mid-day meal scheme initiated by the Government of India, about 95 million
students of around 1.14 million schools enjoy fresh meal every day.
 The Government has laid foundation of 141 universities and 7 IITs in the past four years.
 With an aim of promoting innovation and entreprenuership among secondary school
students in the country NITI Aayog, Government of India has launched the Atal
Innovation Mission (AIM)In June 2018, 3,000 additional Atal Tinkering Labs were
approved, taking the total number of labs to 5,441

Road Ahead
In 2030, it is estimated that India’s higher education will:

 Adopt transformative and innovative approaches in Higher education.

 Have an augmented Gross Enrolment Ratio (GER) of 50 per cent
 Reduce state-wise, gender based and social disparity in GER to 5 per cent.

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  Emerge as a single largest provider of global talent, with one in four graduates in the
world being a product of the Indian higher education system.
 Be among the top five countries in the world in terms of research output with an annual
R&D spent of US$ 140 billion.
 Have more than 20 universities among the global top 200.

Various government initiatives are being adopted to boost the growth of distance education
market, besides focusing on new education techniques, such as E-learning and M-learning.
Education sector has seen a host of reforms and improved financial outlays in recent years that
could possibly transform the country into a knowledge haven. With human resource increasingly
gaining significance in the overall development of the country, development of education
infrastructure is expected to remain the key focus in the current decade. In this scenario,
infrastructure investment in the education sector is likely to see a considerable increase in the
current decade
Moreover, availability of English speaking tech-educated talent, democratic governance and a
strong legal and intellectual property protection framework are enablers for world class product
development, as per Mr Amit Phadnis, President-Engineering and Site Leader for Cisco (India).
The Government of India has taken several steps including opening of IIT’s and IIM’s in new
locations as well as allocating educational grants for research scholars in most government
institutions. Furthermore, with online modes of education being used by several educational
organisations, the higher education sector in India is set for some major changes and
developments in the years to come.
Exchange Rate Used: INR 1 = US$ 0.015 as of March 30, 2018.

24 | P a g e
 CHAPTER – 2
LITERATURE REVIEW

The Job Satisfaction is an important and widely discussed research topic in almost all the fields.
Since the rise of the human relations movement in industry in the thirties and forties, Job
Satisfaction has become a major focus of research. Many researchers have focussed on Job
Satisfaction ever since the revelations made by the Hawthorne high-lightings, and its importance
in effective human relations leading to Organizational effectiveness.

REVIEWS ON JOB SATISFACTION IN GENERAL

Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is influenced by the
levels of Occupation, Job involvement and Participation. The sample for the study consisted of
250 officers and 250 clerical cadres belonging to a Nationalised bank in Western India. The
study confirmed the hypothesis and it was found that Job Satisfaction of the Bank employees
was positively affected by the Occupational level, Job involvement and participation.

Marwin t Al.Aoubi 2012 examined in the shape of the relationship between salary and job
satisfaction, the study shows that, job satisfaction is required for long term management which
enrich all job aspects as weel as the psycho social variables that enhance work life balance and
salary is not the single and prime factor that increases the job satisfaction level in the
organization.

Tilak Raaj 2013 conduct a research on job satisfaction among teachers of private and
government school,the study revealed that government school teachers are more satisfied then
the private school teachers ,this is due to the flexibility of jobs ,job security, wages and
independence enjoyed by government school teachers. government school teachers shows low
satisfaction level regarding the factor opportunity for career and development.

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A.Adeniji 2014 conduct a research on relationship between work satisfaction and faculty
performance in the Nigerian private universities, the study reveled that job dissatisfaction has the
primary resons for the high turnover of academic and other sector ,the salary packages,
organizational policies, clear lines of communication have a positive effect on faculty
commitment in the academic activities.

Shri. Harold Monis and T.N Shreedhan conduct a research on employee satisfaction with
career development practices and the study reveled that employee development increased the
employee productivity and decreased absenteeism turnover.

Kristen Gregory tells the importance of employee satisfaction employye satisfaction is essential
to the success of any business,a high rate of employee satisfaction leads to the lower turnover
rate of the organization.

Brikend aziri 2011 studies job satisfaction and found that job satisfaction is under influence of a
series of factors such a work, salary, advancement oppurtunities, management and workgroups,it
is one of the major challenges for present organization

Hunter and tietyen said that employees are more loyal and satisfied when they are satisfied and
these satisfied employees affect the customer satisfaction as well as organizational productivity.

Perez in 2008 research revealed that job satisfaction is the pleasurable emotional state resulting
from the appraisal of one job achieving of one’s job values.

Kumar & Bhatia (2011) mentioned that the level of job satisfaction and attitude of the teachers
towards teaching is least affected by the gender, the marital status, minimum qualification and
income group of physical Education teachers to compare the job satisfaction among Physical
Education teachers and their attitude towards teaching.

Dash et al. (2008) report that the factors perceived as motivating by the ITES-BPO employees,
Among others, include the factors like the chances of promotion and the opportunities for
professional growth.

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Ekta sinha (2013) conduct a research on employee satisfaction with special reference to
KRIBCHO,Surat, the study revealed that with respect to experience the satisfaction level of
employees differ significantly regarding salary, job rotation policy plays a important role in
employee satisfaction.

All these studies makes one things certain that the employee satisfaction leads to the high
productivity, lower employer turnover rate and makes customer /student satisfied in which the
business organization leads to the success and achieve profit in shorter duration time. Keeping
these views in mind, the present study titled “Employee Satisfaction level among teaching and
non teaching staff of the private and government organization in Jhunjhunu District: A
comparative Study

Mehta (2012) investigated on job satisfaction among teachers to know whether the perception of
job satisfaction among teachers was affected by the type of organization (private vs. Govt.) and
the gender (male vs. female).Result showed that there would be significant difference in the level of
job satisfaction of Govt. and private school teachers.

Balgir2 (1991) attempted to understand hygiene-motivational factors as postulated by Hergeberg

based on their need priorities that dominate the minds of Indian Managers while continuing
service in their respective Organisations. The results revealed that Job Satisfaction, Salary, Job
Security, better chances of promotion, happy Personal life, high Position and friendly social
circle are some of the motivating factors in that order which strongly influence Indian Mangers.

Mathew3 (1991) tested the relationship between Satisfaction and Organisational commitment
with a Non-recursive model that permitted the simultaneous examination of the influence of
satisfaction on commitment and the influence of commitment on satisfaction. The study
highlighted that the two variables were reciprocally related but that the influence of satisfaction
on commitment was stronger.

Mehra and Mishra4 (1991) in their study explored the potential moderator effect of mental
health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study was
conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of the study

27 | P a g e
showed that mental health has a moderating effect on the Intrinsic Job Satisfaction-Occupational
stress relationship.

Dhar and Jain5 (1992) carried out an investigation amongst academicians. The investigation
explored the nature of relationship between Job Satisfaction, Job Involvement, Age and Length
of service. An important finding of the study was that Job Involvement and Job Satisfaction are
positive correlates which imply that involvement in Job increases Job Satisfaction and vice-
versa.

Syeed(1992), made an endeavour to determine the relationship between employee Job

Satisfaction and Organisational effectiveness. The sample for the study consisted of 44
supervisors of a public sector undertaking which was randomly drawn from a single unit of the
Company. The main objective of the study was to relate satisfaction with Organisational
effectiveness along with personal attributes such as age, education, pay, length of service etc. the
study revealed that Job satisfaction facets had more explanatory power than the personal
attributes of respondents. It was clear from the study that the Organisation through its human
resource development policies and practices created better environment for employees, resulting
in greater satisfaction which in turn enhanced Organisational effectiveness.

Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views on management
of the two universities in Andhra Pradesh. The sample consisting of 200 teaching faculty and 100
members were selected randomly from each university and the attempt was made to measure Job
Satisfaction of the faculty in universities of Andhra Pradesh. The study found that the factors
such as freedom in job, scope for self-improvement, income and job security were causing
satisfaction while bureaucratic rules, no recognition for work and routine work were causing
dissatisfaction to them.

Sarri and Judges’8 (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between Human
resource practice and the scientific research in the area of employee attitudes in general and the
most focal employee attitude in particular –Job satisfaction: the causes of employee attitudes, the
result of positive or negative job satisfaction and how to measure and influence employee
28 | P a g e
attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and
for evaluating implemented practices.

Worrell9 (2004) examined and described the levels of Job Satisfaction and relationship between
the variables in a national sample of school psychologists belonging to the National Association
of School Psychologists (NASP). Data were collected through mailed survey packets including a
data form including Minnesota Satisfaction Questionnaire. 234 full time practitioners responded.
Result indicated that 90% of school psychologists were satisfied or very satisfied with their jobs.
The findings showed a gradual increase in overall satisfaction when compared to 1982 and 1992
that reported being satisfied or very satisfied with their jobs. Participants in the current sample
were more satisfied with their job security, independence and creativity.

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 CHAPTER – 3
RESEARCH METHODOLOGY

Research is thus, an original contribution to the existing stock of knowledge making for its
advancement. It Is the pursuit of truth with the help of study, observations. Comparison and
experiment. In short, the search for knowledge through objective and systematic method of
generalization and the formulation of a theory is also theory is also research.

A team ‘research’ refers to the systematic method of consisting for enunciating the problem,
formulating a hypothesis, collecting the facts or data. Analyzing the facts or data, analyzing the
facts and reaching certain conclusions either in the form of solutions toward the concerned
problems or in certain generalization for some theoretical formulation

Research Design:

A research design is mainly the frame work plan for a analysis that guides the collection and
analysis of a data. In this study the researcher has used descriptive research design.

Descriptive Research Design:

It includes surveys and fact finding enquires of different kinds. It simply describes something
such as a demographic of employees. It deals with description of the state of offers as it is and the
researchers have no influence on the respondents.

Data Collection:

Data collection is one of the most important aspects of research. For the success of any
project accurate data is very important and necessary. The information collected through
research methodology must be accurate and relevant.

Methods of Data Collection:

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  Primary Data
 Secondary Data

Primary Data:

Data collected by a researcher is known as primary data. It is collected by a person for

his own use obtained from findings. This is considered as firsthand information. This is that data
which is collected by us to meet our own specific purpose. The data is collected by the means of
questionnaire filled in by the employees at different posts of Delhi office. This method of data
collection is quite popular particularly in big firms.

Secondary Data:

Secondary data is the data that are already available i.e., they refer to data which has already
been collected and analyzed by someone else. This type of data information can also be used by
the researcher for his use as second hand information sources through which secondary data can
be collected. Secondary data may either be published data or unpublished data.

The Research Approach:

Survey Method

The Research Instrument:

The instrument used in this study is a structured questionnaire. A questionnaire is a sheet or

sheets of paper containing questions relating to certain specific, regarding which the researcher
collects the data. The questionnaire is given to the information or respondents to be filled in up.

The Respondents:

The employees of the organization

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Sampling:

It is the method of choosing representative subset of a total population for obtaining data
for the study of the whole population the subset is known as sample. The sample size is selected
for the study 100 employees. The techniques of sampling unit in this study are convenience
sampling.

Convenience Sampling:

In this method the sample units are chosen primarily on the basis of the convenience to the
researcher.

Statistical Tools Used:

Simple percentage analysis

A. Simple Percentage Analysis:

Simple percentage can also be used to compare the relationship distribution of two or
more items. For calculations the simple percentage the following formula used.

Percentage of the respondents= Number of respondents/Total respondents*100

Questionnaire:

The questionnaire is prepared in such a way that is correct the comprehensive objectives of the
study. Open end, multiple choice of questionnaire adopted in this research.

32 | P a g e
 CHAPTER – 4
DATA ANALYSIS

Analysis:

Analysis is classifying and rearranging the raw data to arrive at meaningful interpretation.

Interpretation:

Interpretation is essential because it brings the outcome of the analysis into forefront.

 It is through interpretation that the researcher can understand the abstract principles that
work beneath his founds. Through this he can linkup the same abstract with those of other
studies having the same abstract principle.
 Interpretation leads the establishment of explanatory concepts that can serve as a guide for
tutor research studies.
 Research can appreciate only through interpretation which can make other to understand
of researcher finding a per project study. The data collect are analyzed sing simple
percentage tool as against the total number of the respondents.
 The content analysis presented in the form of tables and charts.
AGE OF THE RESPONDENTS

S. No Age No of Respondent Percentage

1 20 Years to 25 years 25 25

2 26 Years to 30 years 38 38

3 31 Years to 35 years 32 32

4 Above 36 Years 5 5

Total 100 100


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 INTERPRETATION:

The above table shows that 25 percent of the respondents are between 20 years to 25 years of
age, 38 percent of the respondents are between 26 years to 30 years, 32 percent of the
respondents are between 31 years to 36 years and 5 percent of the respondents are between
above 36 years.

AGE

40
35
No of respondent

30
25
20
15
10
5
0
20 Years to 25 26 Years to 30 31 Years to 35 Above 36 Years
years years years
Age

AGE AND EMPLOYEE RETENTION

CHI-SQUARE:

S. No Particular Value Degree of Chi-Square Inference

Freedom Value

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 1 Age and Employee 36.944 3 7.815 Rejected
retention

H0 - there is no significant relationship between age and retention problem

H1 – there is a significant relationship between age and retention problem

CHI SQUARE:

Calculated value = 36.944

Degree of freedom =3

Table value = 7.815

Significant level = significant level of 5%

INTERPRETATION:

The above table shows that the calculated value of chi square is greater than the table value.
Hence the null hypothesis is rejected so there is a significant relationship between age and retention
problem.

GENDER OF THE RESPONDENTS

S. No Gender No of Respondent Percentage

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 1 Male 64 64

2 Female 36 36

Total 100 100

INTERPRETATION:

The above table shows that 64 percent of the respondents are male and 36 percent of the
respondents are female.

CHART NO: 4.2

GENDER

36%

Male
64%
Female

MARITAL STATUS OF THE RESPONDENTS

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 S. No Marital status No of Respondent Percentage

1 Married 73 73

2 Unmarried 24 24

3 Widow 3 3

Total 100 100

INTERPRETATION:

The above table shows that 73 percent of the respondents are married, 24 percent of the
respondents are unmarried, and 3 percent of the respondents are widow.

MARITAL STATUS

80

70
No of the respondent

60

50

40

30

20

10

0
Married Unmarried Widow
Marital status

MARITAL STATUS AND EMPLOYEE RETENTION

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CHI-SQUARE:

S. No Particular Value Degree of Chi-Square Inference

Freedom Value

1 Marital Status and 4.268 2 5.991 Accepted

Employee Retention

H0 - there is no significant relationship between marital status and retention problem.

H1 – there is a significant relationship between marital status and retention problem.

CHI SQUARE:

Calculated value = 4.268

Degree of freedom =2

Table value = 5.991

Significant level = significant level of 5%

INTERPRETATION:

The above table shows that the calculated value of chi square is less than the table value.
Hence the null hypothesis is accepted so there is no significant relationship between marital status
and retention problem.

FAMILY SIZE OF THE RESPONDENTS

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 S. No Family size No of Respondent Percentage

1 Nuclear 69 69

2 join family 31 31

Total 100 100

INTERPRETATION:

The above table shows that 55 percent of the respondents are from nuclear family, and 45
percent of the respondents are joint family.

FAMILY SIZE

31%

Nuclear
join family

69%

MONTHLY SALARY OF THE RESPONDENTS

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 S. No Monthly salary No of Respondent Percentage

1 Below 10000rs 8 8

2 10001rs to 12000rs 61 61

3 12001rs to 18000rs 27 27

4 Above 18001rs 4 4

Total 100 100

INTERPRETATION:

The above table shows that 8 percent of the respondents are having below 10,000 Rs as
monthly income, 61 percent of the respondents are as monthly income between 10001 to 12000,
27 percent of the respondents are between 12001 to 18000 as monthly income and 4 percent of the
respondents are between above 18001 as monthly income.

Percentage
70

60

50

40

30 Percentage

20

10

0
Below 10000rs 10001rs to 12001rs to Above 18001rs
12000rs 18000rs

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 EDUCATION QUALIFICATION OF THE RESPONDENTS

S. No Education No of Respondent Percentage

1 Illiterate 2 2

2 Up to +2 61 61

3 Up to UG degree 18 18

4 Up to PG degree 7 7

5 Up to diploma 12 12

Total 100 100

INTERPRETATION:

The above table shows that 2 percent of the respondents are illiterate, 61 percent of the
respondents are up to +2, 18 percent of the respondents are up to UG degree, 7 percent of the
respondents are up to PG degree and 12 percent of the respondents are up to diploma.

INFERENCE:

Majority 61 percent of the respondents are the Education up to +2.

EDUCATION QUALIFICATION OF THE RESPONDENTS

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 EDUCATION

70

60
No of the respondent

50

40

30

20

10

0
Illiterate Up to +2 Up to ug Up to pg Up to diploma
degree degree
Education

EXPERIENCE

S. No Experience No of Respondent Percentage

1 Below 2years 53 53

2 2 years to 4years 38 38

3 4years to 6years 8 8

4 Above 6years 1 1

Total 100 100

INTERPRETATION:

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 The above table shows that 53 percent of the respondents are between below 2years
experience, 38 percent of the respondents are between below 2years to 4years experience, 8 percent
of the respondents are between below 4years to 6yearsvexperience,and 1 percent of the
respondents are between above 6years experience.

EXPERIENCE

60
No of the respondent

50

40

30

20

10

0
Below 2years 2 years to 4years to Above 6years
4years 6years
Experience

MOTIVATION OF THE JOB

S. No Motivation of the job No of Respondent Percentage

1 Salary 31 31

2 Native of job 50 50

3 Reputation 19 19

Total 100 100

INTERPRETATION:

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 The above table shows that 31 percent of the respondents are motivated by salary, 50
percent of the respondents are motivated by native of job, and 19 percent of the respondents are
motivated by reputation.

MOTIVATION OF THE JOB

60

50
No of the respondent

40

30

20

10

0
Salary Native of job Reputation
Motivation of the job

RETENTION PROBLEMS

S. No Retention problem No of Respondent Percentage

1 Yes 90 90

2 No 10 10

Total 100 100

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INTERPRETATION:

The above table shows that 90 percent of the respondents are have retention problem, and
10 percent of the respondents are have no retention problem.

RETENTION PROBLEMS

10%

Yes
No

90%

RELATIONSHIP WITH MANAGEMENT

S. No Relationship with management No of Respondent Percentage

1 Strongly disagree 26 26

2 Disagree 36 36

3 Natural 30 30

4 Agree 7 7

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 5 Strongly agree 1 1

Total 100 100

INTERPRETATION:

The above table shows that 26 percent of the respondents are strongly disagree in good
relationship with management, 36 percent of the respondents are disagree in good relationship with
management, 30 percent of the respondents are natural in good relationship with management, 7
percent of the respondents are agree in good relationship with management, and 1 percent of the
respondent are strongly agree in good relationship with management.

RELATIONSHIP WITH MANAGEMENT

40
35
No of the respondent

30
25
20
15
10
5
0
Strongly Disagree Natural Agree Strongly agree
disagree
Good relationship with management

TABLE NO: 4.14

REWARDS & RECOGNITION

S. No Rewards And Recognition No of Respondent Percentage

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 1 Strongly disagree 32 32

2 Disagree 49 49

3 Natural 18 18

4 Agree 1 1

Total 100 100

INTERPRETATION:

The above table shows that 32 percent of the respondents are strongly disagree in rewards
&recognition, 49 percent of the respondents are disagree in rewards &recognition, 18 percent of
the respondents are natural in rewards & recognition, 1 percent of the respondent are agree rewards
& recognition.

REWARDS & RECOGNITION

50
45
No of the respondent

40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Natural Agree
Rewards & Recognition

INFRASTRUCTURE
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 S. No Infrastructure No of Respondent Percentage

1 Strongly disagree 9 9

2 Disagree 49 49

3 Neutral 38 38

4 Agree 4 5

Total 100 100

INFEASTRUCTURE

50
45
40
No of the respondent

35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral Agree
Infrastructure

INTERPRETATION:

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 The above table shows that 9 percent of the respondents are strongly disagree in
infrastructure, 49 percent of the respondents are disagree in infrastructure, 38 percent of the
respondents are between in infrastructure, and 4 percent of the respondents are agree in
infrastructure.

WORK SCHEDULE

S. No Work Schedule No of Respondent Percentage

1 Strongly disagree 11 11

2 Disagree 42 42

3 Neutral 46 46

4 Agree 1 1

Total 100 100

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 WORK SCHEDULE

50
45
40
No of the respondent

35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral Agree
Work schedule

INTERPRETATION:

The above table shows that 11 percent of the respondents are strongly disagree in work
schedule, 42 percent of the respondents are disagree in work schedule, 46 percent of the
respondents are natural in work schedule, and 1 percent of the respondent are agree in work
schedule.

AVAILABILITY OF PROMOTION OPPORTUNITY

S. No Promotion Opportunity No of Respondent Percentage

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 1 Strongly disagree 62 62

2 Disagree 29 29

3 Neutral 9 9

Total 100 100

PROMOTION OPPORTUNITY

9%

29%
Strongly disagree
62% Disagree
Neutral

JOB SECURITY

S. No Job security No of Respondent Percentage

1 Strongly disagree 78 78

2 Disagree 19 19

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 3 Neutral 3 3

Total 100 100

INTERPRETATION:

The above table shows that 78 percent of the respondents are strongly disagree in job
security, 19 percent of the respondents are disagree in job security, and 3 percent of the
respondents are natural in job security.

JOB SECURITY

80
70
No of the respondent

60
50
40
30
20
10
0
Strongly disagree Disagree Neutral
Job security

STATUTORY BENEFIT

S. No Statutory benefit No of Respondent Percentage

1 Strongly disagree 12 12

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 2 Disagree 52 52

3 Neutral 29 29

4 Agree 7 7

Total 100 100

STATUTORY BENEFIT

60

50

40
No of the respondent

30

20

10

0
Strongly disagree Disagree Neutral Agree
Statutory benefit

INTERPRETATION:

The above table shows that 12 percent of the respondents are strongly disagree in statutory
benefit, 52 percent of the respondents are disagree in statutory benefit, 29 percent of the
respondents are natural in statutory benefit, and 7 percent of the respondents are agree in statutory
benefit.

MOTIVATION OF EMPLOYEES

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 S. No Motivation of employee No of Respondent Percentage

1 Strongly disagree 18 18

2 Disagree 40 40

3 Neutral 39 39

4 Agree 3 3

Total 100 100

MOTIVATION OF EMPLOYEE

40
35
No of the respondent

30
25
20
15
10
5
0
Strongly disagree Disagree Neutral Agree
Motivation of employees

INTERPRETATION:

The above table shows that 18 percent of the respondents are strongly disagree in
motivation of employees, 40 percent of the respondents are disagree in motivation of employees,
39 percent of the respondents are natural in motivation of employee, and 3 percent of the
respondents are agree in motivation of employees.

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 RATE OF THE APPRAISAL SYSTEM

APPRAISAL SYSTEM

50
45
No of the respondent

40
35
30
25
20
15
10
5
0
Strongly disagree Disagree Neutral
Rate of the appraisal system

S. No Appraisal system No of Respondent Percentage

1 Strongly disagree 23 23

2 Disagree 47 47

3 Neutral 30 30

Total 100 100

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INTERPRETATION:

The above table shows that 23 percent of the respondents are strongly disagree in appraisal
system, 47 percent of the respondents are disagree in appraisal system and 30 percent of the
respondents are natural in appraisal system.

OPPORTUNITY TO SHARE YOUR IDEAS AT WORK

Opportunity to share your ideas No of Respondent Percentage

S. No

1 Yes 20 20

2 No 80 80

Total 100 100

INTERPRETATION:

The above table shows that 20 percent of the respondents are had to share their ideas, 80
percent of the respondents are does not have to share their ideas.

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 OPPORTUNITY TO SHARE YOUR IDEAS

20%

Yes
No

80%

ATTENDED ANY TRAINING PROGRAMS

S. No Training programs No of Respondent Percentage

1 Yes 34 34

2 No 66 66

3 Total 100 100

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 TRAINING PROGRAMS

34%

Yes
66% No

INTERPRETATION:

The above table shows that 34 percent of the respondents are percent attended training
program, 66 percent of the respondents are does not attended training program.

SATISFIED WITH THE WORKING HOURS

S. No Working hours No of Respondent Percentage

1 Yes 19 19

2 No 81 81

Total 100 100

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 WORKING HOURS

19%

Yes
No

81%

INTERPRETATION:

The above table shows that 19 percent of the respondents are satisfied working hours, and
81 percent of the respondents are does not satisfied working hours.

SATISFIED WITH THE BENEFIT OFFERED BY THE ORGANIZATION

S. No Benefit offered by the No of Respondent Percentage

organization

1 Yes 20 20

2 No 80 80

Total 100 100

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 BENEFIT OFFERED BY THE ORGANIZATION

20%

Yes
No

80%

INTERPRETATION:

The above table shows that 20 percent of the respondents are satisfied benefit offered by
the organization, and 80 percent of the respondents are does not satisfied benefit offered by the
organization.

SATISFICATION WITH PAYROLL

S. No Relationship with management No of Respondent Percentage

1 Strongly disagree 26 26

2 Disagree 36 36

3 Natural 30 30

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 4 Agree 7 7

5 Strongly agree 1 1

Total 100 100

85%
90%

80%

70%

60%

50%

40%

30%

20% 10%
5%
10%

0%
high low neutral

INTERPRETATION:

The above table shows that 26 percent of the respondents are strongly disagree with their
payroll, 36 percent of the respondents are disagree with their payroll, 30 percent of the respondents

61 | P a g e
are natural with their payroll, 7 percent of the respondents are agree in good with their payroll, and
1 percent of the respondent are strongly agree with their payroll.

EMPLOYEE NOT BE SATISFIED

S. No No of Percentage
Respondent

1 Harassment 32 32

2 Low Benefits 49 49

3 Heavy workloads 10 10

4 Unsatisfactory conditions 1 1

5 No Rewards and Recognition 8 8

Total 100 100

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 49%
50%
45%
40%
32%
35%
30%
25%
20%
15% 10%
8%
10%
5% 1%

0%
harassment low benefits heavy workloads unsatisfactory no rewards and
conditions recognition

INTERPRETATION:

The above table shows that 32 percent of the respondents will not be loyal because of
harassment,49 percent of the respondents will not be loyal because of low benefits, 10 percent of
the respondents are will not be loyal because of Heavy workloads, 1 percent of the respondents
are will not be loyal because of unsatisfactory conditions and 8 percent of the respondent are will
not be loyal because of no rewards and recognition.

FINDING, SUGGESTION AND CONCLUSION

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Findings:
38 % of the respondents are between the age group of 26 – 30 years.
64 % of the respondents are male.
61 % of the respondents are between the 10001 to 12000 as monthly income
61 % of the respondents are the Education up to +2.
53 % of the respondents are having the experiences below 2years.
50 % of the respondents are motivated by native of job.
90 % of the respondents are the have retention problem.
36 % of the respondents are disagreeing in relationship with management
85 percent of the respondents are willing to continue in the organization, and 10 percent of
the respondents has given low response in willing to continue and 5 percent respondent
have neutral reaction either to continue or nor to continue.
11 percent of the respondents are strongly disagree in work schedule, 42 percent of the
respondents are disagree in work schedule, 46 percent of the respondents are natural in
work schedule, and 1 percent of the respondent are agree in work schedule.
32 percent of the respondents will not be loyal because of harassment,49 percent of the
respondents will not be loyal to because of low benefits, 10 percent of the respondents are
will not be loyal to because of Heavy workloads, 1 percent of the respondents are will not
be loyal because of unsatisfactory conditions and 8 percent of the respondent are will not
be loyal because of no rewards and recognition.
26 percent of the respondents are strongly disagree with their payroll, 36 percent of the
respondents are disagree with their payroll, 30 percent of the respondents are natural with
their payroll, 7 percent of the respondents are agree in good with their payroll, and 1 percent
of the respondent are strongly agree with their payroll.

SUGGESTIONS

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  Superiors have to guide their subordinates with advices and assistance which motivate the
employees.
 The company needs to put the policies into practice so that the employees should not
feel any inconvenience.
 Organization has to provide provisions for the growth & development of employees.

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 CONCLUSION

Job satisfaction is a key aspect for success of every Organiztion, when employee’s are satisfied
work of performance will increase. The role expectations of teachers is another important factor
connected to academic achievement, job satisfaction and organization - climate of the school. It
was found that both the students, headmasters and parents expect more role.

So, the management has simply to concretize people and live them alone with an environment in
which they find it possible it behave appropriately, identify the problem, appreciate the need to
resolve it, identify the factors and contributing to the problem and behave in ways that would either
eliminate the casual variables or reduce their influence on the problems. Though slow, the process
of concretization is sure to produce the desired results conducted in proper ways.

Employees comprise the most vital assets of the company. In a work place where employees are
not able to use their full potential and not heard and valued, they are likely to leave because of
stress and frustration. They need transparent environment to work in. In a transparent environment
where employees get a sense of achievement and belongingness, where they can best utilize their
potential and realize their skills. They love to be the major part of such organization and the
company is benefited with a stronger, reliable work-force harboring bright new ideas for its
growth.

Job satisfaction is another important variable which affects on the academic achievement of the
students in the schools where there are more satisfied teachers. It was noted that the academic
achievement is excellent, both in rural and urban areas. It was also found that job satisfaction is
independent of sex of teachers. Another important factor emerged is that of experience teachers
have high job satisfaction than newly joined teachers and urban teachers have high job
satisfaction than rural school teachers. Similarly the aided and Government teachers have high
job satisfaction than unaided

Job satisfaction mainly depends upon economic status of teachers, the teachers who gets full
salary as per the government rules are having more job satisfaction. Hence, there is no security
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and recognition for good work, iii) Organisation climate of academics is also important aspect
for academic achievement of students.

Most studies have found that job security ranks above pay, type of work etc. An average
employee will think of job security first rather than other factors to get settle in life. It has been
seen that employees secured in job are more satisfied in their job. The study proves that SBI
employees are more satisfied with the job itself, pride and career and this might be due to the
security of their job. The study finds that the difference is significant between security and pay
and benefits. Whereas the relationship is insignificant between security and pride, career and job
itself.

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 BIBLIOGRAPHY

• Kothari.C.R, Research Methodology methods and Techniques, Wishwa prakashan.

• Prof.Memoriya, Personnel management, Narayan Publications.
• RAO VSP, Human Resource Management, Anurag Jain.
• Tripathi.P.C, Human Resource Development, Sultan Chand and Sons.
• Taylor Stephen, The Employee Retention Handbook, The Cromwell Press.
• Abelson, M., B. Baysinger (1984), “Optimal and dysfunctional turnover: Toward an
organizational level model,” Academy of Management Review, Vol. 9 No.2.
• Arnold, H.J. and Feldman, D.C., (1982), “A multivariate analysis of the determinants of
job turnover,” Journal of Applied Psychology, Vol. 67, No.3, pp. 350-360.
• Arthur, W., Bell, S., Donerspike, D., & Villado, A.,(2006), “ The use of Person-
Organization fit in employment decision making; An assessment of its criterion related
validity,” Journal of Applied Psychology, Vol.91, pp. 786-801.
• Barrick, M.R., & Zimmerman, R.D.,(2005), “Reducing voluntary turnover, avoidable
turnover through selection,” Journal of Applied Psychology, Vol. 90, pp.159-166
• Berg, T.R., (1991), The importance of equity perception and job satisfaction in predicting
employee intent to stay at television stations. Group and Organization Studies, Vol.16,
No.3, pp. 268-284.
• Boswell, W.R., Boudreau, J.W., &Tichy, J., (2005), “The relationship between employee
job change and job satisfaction: The honey moon-hangover effect,” Journal of Applied
Psychology, Vol.47, pp.275-301.
• Cotton, J.L. and Tuttle, J.F., (1986), “Employee turnover: A meta-analysis and review with
implications for research,” Academy of Management Review, Vol.11, No.1.
• Dickter, D.N., Roznowski, M. and Harrison, D.A., (1996), “Temporal tempering: An event
history analysis of the process of voluntary turnover,” Journal of Applied Psychology,
Vol.81, pp.707–716.
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Applied Psychology, Vol.75, No.5, pp. 467-476.
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 • Glebbeek, A.C., & Bax, E.H.,(2004), “ Is high employee turnover really harmful? An
empirical test using company records,” Academy of Management Journal, Vol.47, pp. 277-
286

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 ANNEXURE
1. Name :

2. Age :
a. 20 years To 25 years [ ]
b. 26 years To 30 years [ ]
c. 31 years To 35 years [ ]
d. Above 36 years [ ]

3. Gender:
a. Male [ ]
b. Female [ ]

4. Monthly Salary:
a. Below 10000rs [ ]
b. 10001rs To 12000rs [ ]
c. 12001rs To 18000rs [ ]
d. Above 1800rs [ ]
5. How Long You Work In This Organization:
a. Below Two Years [ ]
b. Two Years To Four Years [ ]
c. Four Year To Six Years [ ]
d. Above Six Years [ ]
6. What Motivated You To Take Up Job:
a. Salary [ ]
b. Native Of Job [ ]
c. Reputation [ ]
7. Your willingness to continue in the organization.
a. High

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 b. Low
c. Neutral
8. Are you satisfied with your payroll along with the organization?
a. Strongly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Strongly dissatisfied
9. What are the reasons you thing that workers will not be loyal to Job?
Rank them from 1 to 5, where 1 is least and 5 is most.

1 2 3 4 5

Harassment

Low Benefits

Heavy Workload

Unsatisfactory Conditions

No rewards and Recognition

10. Are You Satisfied With The Benefit Offered By The Organization:
a. Yes [ ] If Specify :
b. No [ ]
11. Have You Attended Any Training Programs:
a. Yes [ ] If Specify:
b. No [ ]
12. Do You Have An Opportunity To Share Your Ideas At Work:
a. Yes [ ]

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 b. No [ ]
13. Do You Feel That The Company Provides Career Enhancement Opportunities For Your
Growth And Development:
a. Yes [ ]
b. No [ ]
14. Are You Satisfied With The Working Hours:
a. Yes [ ]
b. No [ ]

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