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SUBMITTED BY : SHALINI PRIYA

DIVISION : HUMAN RESOURCE

COMPANY GUIDE : Mr. AWADESH KUMAR

BATCH : 2018-2019.

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 A

PROJECT REPORT ON

“JOB SATISFACTION”

FOR

PVT. LTD.
Submitted to

NEWPACK PLASTICS PRIVATE LIMITED

Submitted by

SHALINI PRIYA
C.M.college,Darbhanga(BIHAR)

In Partial Fulfillment of the Requirements of

BBA Pogram (HUMAN RESOURCE)
Batch (2016-2019)

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 DECLARATION
I, the under signed SHALINI PRIYA hereby declare that

the Project Work entitled “ JOB SATISFACTION FOR

NEWPACK PLASTICS PRIVATE LIMITED ” undertaken

during the Period For 8 weeks is the result of my Own

efforts and the same has not been previously submitted to

any Examination of the C.M.College DARBHANG(BIHAR) or

any other College.I have tried to make this report as

aunthetic as possible.This report has been prepred for the

partial fulfillment of the Bachelor of business

program(2016-2019),Under LNMU.

Shalini priya
BBA

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 PREFACE
It is mandatory for every student of master of business
administration from C.M. COLLEGE DARBHANGA affiliated to
LALIT NARAYAN MITHILA UNIVERSTY to undergo project
training at organization location with a project on live
program.
My training has been a faithful experience for me.
Now I got a broad idea about the functioning of organization
and this will be helpful for me in the coming days.

In this report I describe the company profile and history of

the company.

Shalini priya
BBA

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 ACKNOWLEDGEMENT
I would like to express my sincere thanks to Mr. CHANDRA SHEKHAR
MISHRA Department Head of BBA (CM COLLEGE,DARBHANGA.)
giving me opportunity to work with NEWPACK PLASTICS PRIVATE
LIMITEDfor my Summer Internship Program. I would also like to thanks
Mr.Awadesh kumar, (Personal and Administration Manager),.) for giving
me an opportunity to work under his guidance .My extended thanks to Mrs.
GHAZALA PRAWEEN for his guidance during the course of my project for
his suggestions which has lead to a successful completion of my Summer
Internship Program. Last but not the least I would also like to acknowledge
contributions of various official websites and books named in the references for
helping me with the data collection and analysis which have provided me with
the relevant information for me to successfully complete my Project Report.

SHALINI PRIYA

BBA

Sr. No. Content Page No.

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 1 EXECUTIVE SUMMARY 7-8
2 INTRODUCTION OF HRM 9-14
3 JOB SATISFACTION 15-40
4 OBJECTIVES OF STUDY 41-42
5 RESEARCH METHODOLOGY 43-46
6 COMPANY PROFILE 47-60
7 SCOPE OF JOB SATISFACTION 61-62
8 DATA ANALYSIS AND 63-84

INTERPRETATION
9 SUGGESTION AND 86-87

RECOMMENDATION
10 LIMITATION OF STUDY 88-88
11 BIBLIOGRAPHY 89-89
12 ANNEXURES 90-97

EXECUTIVE SUMMARY
Job satisfaction in regards to one’s feeling or state of mind regarding nature of their work. Job
can be influenced by variety of factors like quality of one’s relationship with their supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc

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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
person’s 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 one’s 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 employee’s

feelings in four important areas. These are:

1. 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.
2. Management- supervisory treatment, participation, rewards and punishments, praises
and blames, leaves policy and favoritism.
3. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity socialibility and caste barrier.
4. Personal adjustment-health 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 satisfaction benefits 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.

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.

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Morale is the by-product of the group, while job satisfaction is more an individual state of
mind.

INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT

Definition –
Edwin Flippo defies HRM as “planning, organizing, directing, controlling of
procurement, development, compensation, integration , maintenance and separation of
human resources to the end that individual, organizational and social objectives are
achieved.”

Features of HRM or characteristics or nature

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 1. HRM involves management functions like planning, organizing, directing
and controlling

2. It involves procurement, development, maintenance of human resource

3. It helps to achieve individual, organizational and social objectives

4. HRM is a mighty disciplinary subject. It includes the study of

management psychology communication, economics and sociology.

5. It involves team spirit and team work.

Evolution of HRM
The evolution of HRM can be traced back to Kautilya Artha Shastra where he
recommends that government must take active interest in public and private
enterprise. He says that government must provide a proper procedure for
regulating employee and employee relation
In the medieval times there were examples of kings like Allaudin Khilji
who regulated the market and charged fixed prices and provided fixed salaries
to their people. This was done to fight inflation and provide a decent standard of
living

During the pre independence period of 1920 the trade union emerged. Many
authors who have given the history of HRM say that HRM started because of
trade union and the First World War.

The Royal commission in 1931 recommended the appointment of a labour

welfare officer to look into the grievances of workers. The factory act of 1942
made it compulsory to appoint a labour welfare officer if the factory had 500 or
more than 500 workers.
The international institute of personnel management and national institute
of labour management were set up to look into problems faced by workers to
provide solutions to them. The Second World War created awareness regarding

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workers rights and 1940’s to 1960’s saw the introduction of new technology to
help workers.
The 1960’s extended the scope of human resource beyond welfare. Now
it was a combination of welfare, industrial relation, administration together it
was called personnel management.
With the second 5 year plan, heavy industries started and professional
management became important. In the 70’s the focus was on efficiency of
labour wile in the 80’s the focus was on new technology, making it necessary
for new rules and regulations. In the 90’s the emphasis was on human values
and development of people and with liberalization and changing type of
working people became more and more important there by leading to HRM
which is an advancement of personnel management.

Scope of HRM/functions of HRM

The scope of HRM refers to all the activities that come under the banner of HRM. These
activities are as follows

1. Human resources planning :-

Human resource planning or HRP refers to a process by which the
company to identify the number of jobs vacant, whether the company has
excess staff or shortage of staff and to deal with this excess or shortage.

2. Job analysis design :-

Another important area of HRM is job analysis. Job analysis gives
a detailed explanation about each and every job in the company. Based on
this job analysis the company prepares advertisements.

3. Recruitment and selection :-

Based on information collected from job analysis the company
prepares advertisements and publishes them in the news papers. This
is recruitment. A number of applications are received after the
advertisement is published, interviews are conducted and the right
employee is selected thus recruitment and selection are yet another
important area of HRM.

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4. Orientation and induction :-
Once the employees have been selected an induction or orientation
program is conducted. This is another important area of HRM. The
employees are informed about the background of the company, explain
about the organizational culture and values and work ethics and introduce
to the other employees.

5. Training and development :-

Every employee goes under training program which helps him to
put up a better performance on the job. Training program is also
conducted for existing staff that have a lot of experience. This is called
refresher training. Training and development is one area were the
company spends a huge amount.

6. Performance appraisal :-
Once the employee has put in around 1 year of service,
performance appraisal is conducted that is the HR department checks the
performance of the employee. Based on these appraisal future
promotions, incentives, increments in salary are decided.

7. Compensation planning and remuneration :-

There are various rules regarding compensation and other benefits.
It is the job of the HR department to look into remuneration and
compensation planning.

8. Motivation, welfare, health and safety :-

Motivation becomes important to sustain the number of employees
in the company. It is the job of the HR department to look into the
different methods of motivation. Apart from this certain

health and safety regulations have to be followed for the benefits of

the employees. This is also handled by the HR department.

9. Industrial relations :-
Another important area of HRM is maintaining co-ordinal relations
with the union members. This will help the organization to prevent strikes
lockouts and ensure smooth working in the company.

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Challenges before the HR manager/before modern personnel
management
Personnel management which is know as human resource management has
adapted itself to the changing work environment, however these changes are
still taking place and will continue in the future therefore the challenges before
the HR manager are

1. Retention of the employees :-

One of the most important challenge the HR manager faces is
retention of labour force. Many companies have a very high rate of labour
turnover therefore HR manager are required to take some action to reduce
the turnover

2. Multicultural work force :-

With the number of multi cultural companies are increasing
operations in different nations. The work force consists of people from
different cultures. Dealing with each of the needs which are different the
challenge before the HR manager is integration of multicultural labour
work force.

3. Women in the work force :-

The number of women who have joined the work force has
drastically increased over a few years. Women employees face totally
different problems. They also have responsibility towards the family. The
organization needs to consider this aspect also. The challenge before the
HR manager lies in creating gender sensitivity and in providing a good
working environment to the women employees.

4. Handicapped employees :-
This section of the population normally faces a lot of problems on
the job, very few organization have jobs and facilities specially designed
for handicapped workers. Therefore the challenge before the.

HR manager lies in creating atmosphere suitable for such employees and

encouraging them to work better

5. Retrenchment for employees :-

In many places companies have reduced the work force due to
changing economic situations, labourers or workers who are displaced
face sever problems. It also leads to a negative atmosphere and attitude
among the employees. There is fear and increasing resentment against the

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 management. The challenge before the HR manager lies in implementing
the retrenchment policy without hurting the sentiments of the workers,
without antagonizing the labour union and by creating positive attitude in
the existing employees.

6. Change in demand of government :-

Most of the time government rules keep changing. While a lot of
freedom is given to companies some strict rules and regulations have also
been passed. The government has also undertaken the disinvestment in
certain companies due to which there is fear among the employees
regarding their job. The challenge before the HR manager lies in
convincing employees that their interest will not be sacrificed.

7. Initiating the process of change :-

Changing the method of working, changing the attitude of people
and changing the perception and values of organization have become
necessary today. Although the company may want to change it is actually
very difficult to make the workers accept the change. The challenge
before the HR manager is to make people accept change.

Significance/importance/need of HRM

HRM becomes significant for business organization due to the following

reasons.

1. Objective :-
HRM helps a company to achieve its objective from time to time
by creating a positive attitude among workers. Reducing wastage and
making maximum use of resources etc.

2. Facilitates professional growth :-

Due to proper HR policies employees are trained well and this
makes them ready for future promotions. Their talent can be utilized

. not only in the company in which they are currently working but also in future

3. Better relations between union and management :-

Healthy HRM practices can help the organization to maintain co-
ordinal relationship with the unions. Union members start realizing that
the company is also interested in the workers and will not go against them
therefore chances of going on strike are greatly reduced.

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4. Helps an individual to work in a team/group :-
Effective HR practices teach individuals team work and
adjustment. The individuals are now very comfortable while working in
team thus team work improves.

5. Identifies person for the future :-

Since employees are constantly trained, they are ready to meet the
job requirements. The company is also able to identify potential
employees who can be promoted in the future for the top level jobs. Thus
one of the advantages of HRM is preparing people for the future.

6. Allocating the jobs to the right person :-

If proper recruitment and selection methods are followed, the
company will be able to select the right people for the right job. When
this happens the number of people leaving the job will reduce as the will
be satisfied with their job leading to decrease in labour turnover.

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DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them

are taken from the book of D.M. Pestonjee “Motivation and Job Satisfaction”
which are given below:
Job satisfaction is defined as a pleasurable, emotional, state resulting from
appraisal of one’s job. An effective reaction to one’s job.
Weiss
Job satisfaction is general attitude, which is the result of many specific attitudes
in three areas namely:
 Specific job factors.
 Individual characteristics.
 Group relationship outside the job
Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold

towards the job, towards the related factors and towards the life in general.
Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am satisfied
with my job.”

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Job satisfaction is defined, as employee’s judgment of how well his job on a
whole is satisfying his various needs
Mr. Smith
Job satisfaction is defined as a pleasurable or positive state of mind resulting
from appraisal of one’s job or job experiences.
Locke

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He
revived 35 studies on job satisfaction conducted prior to 1933 and observes that
Job satisfaction is combination of psychological, physiological and
environmental circumstances. That causes a person to say. “I m satisfied with
my job”. Such a description indicate the variety of variables that influence the
satisfaction of the individual but tell us nothing about the nature of Job
satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job,
management, personal adjustment & social requirement. Morse (1953)
considers Job satisfaction as dependent upon job content, identification with the
co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne
study. These studies (1924-1933), primarily credited to Elton Mayo of the
Harvard Business School, sought to find the effects of various conditions (most
notably illumination) on workers’ productivity.

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 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 Taylor’s 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 approach 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 Taylor’s work.

Some argue that Maslow’s 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

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needs, social needs, self-esteem needs, and self-actualization. This model served
as a good basis from which early researchers could develop job satisfaction
theories.

IMPORTANCE OF JOB SATISFACTION

 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 satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

 Common research finding is that job satisfaction is correlated with

life style.
This correlation is reciprocal meaning the people who are satisfied with
the life tends to be satisfied with their jobs and the people who are
satisfied their jobs tends to satisfied with their life.

 This is vital piece of information that is job satisfaction and job

performance is directly related to one another. Thus it can be said
that, “A happy worker is a productive worker.”

 It gives clear evidence that dissatisfied employees skip work more

often and more like to resign and satisfied worker likely to work
longer with the organization.

IMPORTANCE TO WORKER AND

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ORGANIZATION
Job satisfaction and occupational success are major factors in personal
satisfaction, self-respect, self-esteem, and self-development. To the worker, job
satisfaction brings a pleasurable emotional state that can 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 between job 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 loss of job, will not
give 100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and also as soon as the threat is lifted
performance will decline.
Job satisfaction benefits 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.
Although only little correlation has been found between job satisfaction
and productivity, Brown (1996) notes that some employers have found that

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satisfying or delighting employees is a prerequisite to satisfying or delighting
customers, thus protecting the “bottom line”.

WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to

contribute to his or her own satisfaction and well being on the job. The
following suggestions can help a worker find personal job satisfaction: 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. Employer’s value and rewards
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 relive boredom and often gets one
noticed.
Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results 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 the job done.
Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

FACTORS OF JOB SATISFACTION

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Hoppock, the earliest investigator in this field, in 1935 suggested that there are
six major components of job satisfaction. These are as under:

 The way the individual reacts to unpleasant situations,

 The facility with which he adjusted himself with other person
 The relative status in the social and economic group with which he
identifies himself
 The nature of work in relation to abilities, interest and preparation of
worker
 Security
 Loyalty
Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150
studies and listed various job factors of job satisfaction. These are briefly
defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be
constant for the work regardless of where the work was performed.

2. Supervision
aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job
satisfaction.
3. Working conditions
This includes those physical aspects of environment which are not necessary
a part of the work. Hours are included this factor because it is primarily a

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function of organization, affecting the individuals comfort and convenience
in much the same way as other physical working conditions.
4. Wage and salaries
This factor includes all aspect of job involving present monitory
remuneration for work done.
5. Opportunities for advancement
It includes all aspect of job which individual sees as potential sources of
betterment of economic position, organizational status or professional
experience.
6. Security
It is defined to include that feature of job situation, which leads to assurance
for continued employment, either within the same company or within same
type of work profession.
7. Company & management
It includes the aspect of worker’s immediate situation, which is a function of
organizational administration and policy. It also involves the.

relationship of employee with all company superiors above level of

immediate supervision.
8. Social aspect of job
It includes relationship of worker with the employees specially those
employees at same or nearly same level within the organization.
9. Communication
It includes job situation, which involves spreading the information in any
direction within the organization. Terms such as information of employee’s
status, information on new developments, information on company line of
authority, suggestion system, etc, are used in literature to represent this
factor.

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 10.Benefits
It includes those special phases of company policy, which attempts to
prepare the worker for emergencies, illness, old age, also. Company
allowances for holidays, leaves and vacations are included within this factor.

REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of
organization.

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 J
o High B
b

s
a
t
i
s
f
a
c
t low
i A
n
low High

Rate of turn over and absences

Perceived personal job inputs

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn over
and absenteeism.

In the above diagram line AB shows inverse relationship between job

satisfaction and rate of turn over and rate of absenteesm.
As th job satisfaction is high the rate of both turn over and absentiseesm is low
and vise a versa.

2.HIGH TURNOVER
In human resource refers to characteristics of a given company or industry
relative to the rate at which an employer gains and losses the staff.
If the employer is said to be have a high turnover of employees of that
company have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

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As employees leaves organization due to lack of job satisfaction. Then Human
resource manager has to recruit new employees. So that the training expenditure
will increases.

INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent
study even found that if college students majors coinsided with their job , this
relationship will predicted subsequent job satisfaction. However, the main
influences can be summerised along with the dimentions identified above.

The work itself

The concept of The work itself is a major source of satisfaction. For example,
research related to the job charactoristics approach to job design, shows that
feedback from job itself and autonomy are two of the major job related
motivational factors. Some of the most important ingridents of a satisfying job
uncovered by survey include intersting and challenging work, work that is not
boring, and the job that provides status.

Pay
Wages and salaries are recognised to be a significant, but complex,
multidimentional factor in job satisfaction. Money not only helps people attain
their basic needs butevel need satisfaction. Employees often see pay as a

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reflection of how managemnet view their conrtibution to the organization.
Fringe benefits are also important.
If the employees are allowed some flexibility in choosing the type of benefits
they prefer within a total package, called a flexible benefit plan, there is a
significant increase in both benefit satisfaction and overall job satisfaction.

Promotions
Promotional opportunities are seem to be have avarying effect on job
satisfaction. This is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily

good worker. In other words, if management could keep the entire worker’s
happy”, good performance would automatically fallow. There are two
propositions concerning the satisfaction performance relation ship. The first
proposition, which is based on traditional view, is that satisfaction is the
effect rather than the cause of performance. This proposition says that efforts
in a job leads to rewards, which results in a certain level of satisfaction .in
another proposition, both satisfaction and performance are considered to be
functions of rewards.
Various research studies indicate that to a certain extent job satisfaction
affects employee turn over, and consequently organization can gain from
lower turn over in terms of lower hiring and training costs. Also research has
shown an inverse relation between job satisfaction and absenteeism. When
job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism.

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 What job satisfaction people need?
Each employee wants:
1. Recognition as an individual
2. Meaningful task
3. An opportunity to do something worthwhile.
4. Job security for himself and his family
5. Good wages
6. Adequate benefits
7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions
10.Competence leadership- bosses whom he can admire and respect as
persons and as bosses.

However, the two concepts are interrelated in that job satisfaction can contribute
to morale and morale can contribute to job satisfaction.
It must be remembered that satisfaction and motivation are not synonyms.
Motivation is a drive to perform, where as satisfaction reflects the individual’s
attitude towards the situation. The factors that determine whether individual is
adequately satisfied with the job differs from those that determine whether he or
she is motivated. the level of job satisfaction is largely determined by the
comfits offered by the environment and the situation . Motivation, on the other
hand is largely determine by value of reward and their dependence on
performance. The result of high job satisfaction is increased commitment to the
organization, which may or may not result in better performance.

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A wide range of factors affects an individual’s level of satisfaction. While
organizational rewards can and do have an impact, job satisfaction is primarily
determine by factors that are usually not directly controlled by the organization.
a high level of job satisfaction lead to organizational commitment, while a low
level, or dissatisfaction, result in a behavior detrimental to the organization. For
example, employee who like their jobs, supervisors, and the factors related to
the job will probably be loyal and devoted. People will work harder and derive
satisfaction if they are given the freedom to make their own decisions.

MODELS OF JOB SATISFACTION

There are various methods and theories of measuring job satisfaction level of
employees in the orgnization given by different authers.
List of all the theorise and methods measuring job satisfaction level is given
below:

A MODEL OF FACET SATISFACTION

 Affect theory(Edwin A. Locke 1976)

 Dispositional Theory( Timothy A. Judge 1988)
 Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzberg’s)
 Job Characteristics Model (Hackman & Oldham)
 Rating scale
 Personal interviews
 action tendencies
 Job enlargement
 Job rotation
 Change of pace
 Scheduled rest periods

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MODEL OF FACET OF JOB SATISFACTION

Skill
Experience
Training Perceived personal
Efforts job inputs
Age Fig.no. 1 Curve
Seniority showing Perceived
Education amount that
Co loyalty should be
Past received (a)
performance

Level
Difficulty a=b
Time span satisfaction
Amount of Perceived job
characteristics a>b
responsibility dissatisfaction
a<b guilt
Inequity
Discomfort
Perceived
outcome of
referent others Perceived
amount
received
Actual (b)
outcome
received

Fig.no.2 Model of determinant of facet of job satisfaction

Edward E.lawler in 1973 propoed a model of facet satisfaction. This model is
applicable to understand what determines a person’s satisfaction with any facet
of job.
According to this model actual outcome level plays a key role in a person’s
perception of what rewards he recieves. His perception influenced by his
perception of what his referent others recieves.

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AFFECT THEORY
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous
job satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has
in a job. Further, the theory states that how much one values a given facet of
work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/aren’t met. When a
person values a particular facet of a job, his satisfaction is more greatly
impacted both positively (when expectations are met) and negatively (when
expectations are not met), compared to one who doesn’t value that facet. To
illustrate, if Employee A values autonomy in the workplace and Employee B is
indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position
with little or no autonomy compared to Employee B. This theory also states that
too much of a particular facet will produce stronger feelings of dissatisfaction
the more a worker values that facet.

DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a

very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of
one’s job. This approach became a notable explanation of job satisfaction in
light of evidence that job satisfaction tends to be stable over time and across
careers and jobs. Research also indicates that identical twins have similar levels
of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge

31
argued that there are four Core Self-evaluations that determine one’s disposition
towards job satisfaction: self-esteem, general self-efficacy, locus of control, and
neuroticism. This model states that higher levels of self-esteem (the value one
places on his self) and general self-efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of
control (believing one has control over her\his own life, as opposed to outside
forces having control) leads to higher job satisfaction. Finally, lower levels of
neuroticism lead to higher job satisfaction

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzberg’s Two-factor theory (also known as Motivator Hygiene

Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. Motivating factors are those
aspects of the job that make people want to perform, and provide people with
satisfaction. These motivating factors are considered to be intrinsic to the job, or
the work carried out.Motivating factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other
working conditions.
While Hertzberg's model has stimulated much research, researchers have been
unable to reliably empirically prove the model, with Hackman & Oldham
suggesting that Hertzberg's original formulation of the model may have been a
methodological artifactFurthermore, the theory does not
consider individual differences, conversely predicting all employees will react
in an identical manner to changes in motivating/hygiene factors.. Finally, the
model has been criticised in that it does not specify how motivating/hygiene
factors are to be measured]

32
JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely
used as a framework to study how particular job characteristics impact on job
outcomes, including job satisfaction.
The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical
psychological states (experienced meaningfulness, experienced responsibility
for outcomes, and knowledge of the actual results), in turn influencing work
outcomes (job satisfaction, absenteeism, work motivation, etc.).
The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a
job is to affect an employee's attitudes and behaviors.
A meta-analysis of studies that assess the framework of the model provides
some support for the validity of the JCM.

MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various
orgnizational terms and conditions at managerial level and also the orgnization
at a large.
SATISFACTION WITH HUMAN RESOURCES MANAGEMENT
POLICIES OF THE ORGANIZATION:
1. Management has a clear path for employee’s advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies
4. Physical working conditions are supportive in attaining targets
5. I nnovativeness is encouraged to meet business problems.

33
SATISFACTION WITH SUPERVISION
1. I feel I can trust what my supervisor tells me
2. My supervisor treats me fairly and with respect
3. My supervisor handles my work-related issues satisfactorily
4. I get frequent appreciation of work done from supervisors
5. I get enough support from the supervisor
6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company’s compensation package
2. I am satisfied with the medical benefits
3. I am satisfied with the conveyance allowance
4. I am satisfied with the retirement benefits
5. I am satisfied with the reimbursement of the expenses as per the eligibility
6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)
2. Rules and procedures are followed uncompromisingly
3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow
2. I get opportunities to handle greater responsibilities
3. My skills and abilities are adequately used at work
From all above we can conclude level of job satisfaction of our employees.

RATING SCALE

34
 It is one of the most common methods of measuring job satisfaction. The
popular rating scale used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of
pertinent satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension
identified by Smith, Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management
personnel and revolves around the problems and challenges faced by
managers.
CRITICAL INCIDENTS
Fredrick Hertz berg and his Associates popularized this method of measuring
Job satisfaction. It involves asking employees to described incidents on job
when they were particularly satisfied or dissatisfied. Then
the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.
PERSONAL INTERVIEWS
This method facilitates an in-depth exploration through interviewing of job
attitudes. The main advantage in this method is that additional information or
clarifications can be obtained promptly.
ACTION TENDENCIES
By this method, Job satisfaction can be measured by asking questions and
gathering information on how they feel like behaving with respect to certain
aspects of their jobs. This method provides employees more opportunity to
express their in-depth feeling.

In his study on American employees, hoppock identified six factors that

contributed to job satisfaction among them. These are as follows:
1. The way individual reacts to unpleasant situations.
2. The facilities with which he adjust himself to other persons.

35
 3. His relative’s status in the social & economic group with which he
identifies himself.
4. The nature of work in relation to the abilities, interest & preparation of
the workers.
5. Security.
6. Loyalty.
Because human resource manager often serve as intermediaries between
employees & management in conflct.they are concern with Job satisfaction or
general job attitudes with the employees.

Philip apple white has listed the five major components of Job satisfaction .as
1. Attitude towards work group.
2. General working conditions.
3. Attitude towards company.
4. Monitory benefits &
5. Attitude towards supervision
Other components that should be added to this five are individual’s state of
mind about the work itself and about the life in general .the individual’s health,
age, level of aspiration. Social status and political & social activities can all
contribute to the Job satisfaction. A person’s attitude toward his or her job may
be positive or negative.

JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the
organizing of the work so as to relate the contents of the job to the capacity,
actual and potential, of workers. Job enlargement is oblivious forerunner of the
concept and philosophy of job design. Stephan offers three basic assumptions
behind the concept of job enlargement.
Output will increase if

36
 1. Workers abilities are fully utilized
2. Worker has more control over the work
3. Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different
tasks to a specialized job. It may widen the number of task the employee must
do that is, add variety. When additional simple task are added to a job, the
process is called horizontal job enlargement. This also presumably adds interest
to the work and reduces monotony and boredom.

To check harmful effects of specialization, the engineering factors involved in

each individual job must be carefully analyzed. Perhaps, the assembly lines can
be shortened so that there will be more lines and fewer workers on each line.
Moreover, instead of assigning one man to each job and then.

allowed to decide for himself how to organize the work. Such changes permit
more social contacts and greater control over the work process.
JOB ROTATION
Job rotation involves periodic assignments of an employee to completely
different sets of job activities. One way to tackle work routine is to use the job
rotation. When an activity is no longer challenging, the employee is rotated to
another job, at the same level that has similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice provides
more varieties and gives employees a chance to learn additional skills. The
company also benefits since the workers are qualified to perform a number of
different jobs in the event of an emergency.

CHANGE OF PACE

37
Anything that will give the worker a chance to change his pace when he wishes
will lend variety to his work. Further if workers are permitted to change their
pace that would give them a sense of accomplishment.

SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may
increase both morale and productivity. Scheduled rest periods bring many
advantages:
They counteract physical fatigue
They provide variety and relieve monotony
They are something to look forward to- getting a break gives a sense of
achievement.
They provide opportunities for social contacts.

38


 .

OBJECTIVES OF

STUDY
39
  To find that whether the employees are satisfied or not.

 To analyse the company’s working environment.

 To check the Degree of satisfaction of employees.

 To find that they are satisfied with their job profile or not.

 To find that employees are working with their full capabilities or not

RESEARCH METHODOLOGY

40
4.1 INTRODUCTION

Research refers to a search for knowledge. It is a systematic method of

collecting and recording the facts in the form of numerical data relevant to the
formulated problem and arriving at certain conclusions over the problem based
on collected data.

Thus formulation of the problem is the first and foremost step in the research
process followed by the collection, recording, tabulation and analysis and
drawing the conclusions. The problem formulation starts with defining the
problem or number of problems in the functional area. To detect the functional
area and locate the exact problem is most important part of any research as the
whole research is based on the problem.

According to Clifford Woody research comprises defining and redefining

problems, formulating hypothesis or suggested solutions: collecting, organizing
and evaluating data: making deductions and reaching conclusions: and at last
carefully testing the conclusions to determine whether they fit the formulating
hypothesis.
Research can be defined as “the manipulation of things, concepts or
symbols for the purpose of generalizing to extend, correct or verify knowledge,
whether that knowledge aids in construction of theory or in the practice of an
art”
In short, the search for knowledge through objective and systematic
method of finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

41
The questionnaire is considered as the most important thing in a survey
operation. Hence it should be carefully constructed. Structured questionnaire
consist of only fixed alternative questions. Such type of questionnaire is
inexpensive to analysis and easy to administer. All questions are closed ended.

4.3SAMPLING
It was divided into following parts:

 Sampling universe
All the employees are the sampling universe for the research.

 Sampling technique
Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is
much less costly, quicker and analysis will become easier. Sample size taken
was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

 To study the level of job satisfaction among the employees of SEVA
Automotive Pvt. Ltd. if any.
 To study the methods of measuring job satisfaction of SEVA Automotive
Pvt. Ltd.

42
4.5 DATA COLLECTION

The task of data collection begins after the research problem has been
defined and research design chalked out. While deciding the method of data
collection to be used for the study, the researcher should keep in mind two types
of data viz. Primary and secondary data.
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.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level
of the employees NPPL (u.p.). Limitation for the study, the study was restricted
toNPPL., only.

4.7 CHAPTERISATION
1. Introduction
2. Research methodology
3. Organizational profile
4. Data presentation, analysis and interpretation

43
5. Conclusions and suggestions

COMPANY PROFILE
NEWPACK PLASTICS PRIVATE LIMITED

44
Newpack Plastics Private limited(NPPL), an IS/ISO 9001:2000 Certifies
company is a leading manufacturer of high quality”SELF-ADHESIVE
TAPES”in India since 1989.

It is classifies as Non-Government Company and is registered at

Registrar of companies,Delhi.Its authorized capital share capital is
Rs.15,000,000 and its paid up capital is Rs.9,486,300.It is involved in
other business activities.

NPPL has fully computerized system for process monitoring and quality
control to ensure consistency and reliability of its entire product range.
All production activities are carried out as per approved quality
assurance plan. BEOL, therefore, provides the best possible solutions
with latest state of the art technology.

Newpack Plastics Private Limited’s Annual General Meeting(AGM) was

last held on 30th September 2018 and as per records from Ministery of
Corporate Affairs(MCA).its balance sheet was last filled on 31 st march
2018

45
 ENVIRONMENTAL POLICY

Newpack Plastics private Ltd. is committed to :

 Comply with Environmental legislations and prevention of pollution

Make all efforts for continual improvement in the Environmental

performance
We shall conserve the resources and minimize the Environmental
impact of our operations on Air, Water, and Land By :

 Implementing Environmental Management System to meet the

objectives and targets
 Bringing awareness amongst all employees

46
 PERSONNEL DEPARTMENT

ANIL RAIZADA (President)

DEEPAK RAIZADA (DGM)

Mr. AWADESH KUMAR(PERSONNEL AND ADM.

MANAGER)

Mr.Vikash Singh (PERSONNEL OFFICER)

MANAGER)

47
 Chairman
Mr.Shivendra Raizada

Mr. Rakesh kumar

Raizada

Sanjay Raizada

Mr. A.P. Dadoo

Dr. Aravind Srinivasan

Mr. B.R. Nahar

Managing Director
Mr. D.R. Bansal

PRODUCT PROFILE
48
PRODUCT OF NPPL.-

The main product of company is: -

Printed BOPP packaging Tapes

Doubled sided Tissue Tapes
Shoe Reinforcement Tapes

Special purpose Tape


BOPP Tapes
Filament Tapes
Plain BOPP Packaging Tapes

49
50
 PLANT TOUR OF
NPPL

QUALITY FEATURES-
Quality Features are assured through systematically structured quality
planning and its execution covering every stage of operation starting
from Purchase and up to Packing and Dispatch. People at work are
adequately trained and given elbow space to implement quality infusion
and quality check at every stage

All the latest equipments and gadgets, required to observe, test,

evaluate and check every feature of Tapes are imported from world's
best manufacturer and installed at our Test Centers.

51
 CERTIFICATE OF APPROVALS

QUALITY MANAGEMENT SYSTEM

to IS/ISO:9001-2000

ENVIRONMENT MANAGEMENT
SYSTEM to IS/ISO:14001-2004

Registration/Approval with
BSNL Engineers India Ltd.

Director General of Quality

Indian Railways (RDSO) Assurance (Ministry of
Defence)

DGS & D Dun & Bradstreet

2

52
 Scope Of The Study

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 marketing and sales
department can take benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat they
are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting
their efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job.
So the personnel department can use the information to make efforts to avoid
such complaints.

53
Sample Size :-
Questionare is filled by 20 employees of Kotak life Insurance, Kaithal.

The questionnaire was filled in the office and vital information was collected
which was then subjects to:-

 A pilot survey was conducted before finalizing the questionnaire.

 Data collection was also done with the help of personal observation.
 After completion of survey the data was analysed and conclusion was
drawn.
 At the end all information was compiled to complete the project report.

54
 DATA ANALYSIS
AND
INTERPRETATION

55
This graph shows that 0% of employees are strongly agree about the point ,
20% of employees are agree on the point, 30% are neither agree nor
disagree,50% are disagree and rest 0% of employees are strongly disagree.

56
57
This graph shows that 60% of employees are strongly agree about the point ,
15% of employees are agree on the point, 15% are neither agree nor
disagree,10% are disagree and rest 0% of employees are strongly disagree.

58
This graph shows that 75% of employees are strongly agree about the point , 10% of
employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and
rest 0% of employees are strongly disagree.

59
This graph shows that 85% of employees are strongly agree about the point , 10% of
employees are agree on the point, 5% are neither agree nor disagree,0% are disagree and rest
0% of employees are strongly disagree.

60
This graph shows that 50% of employees are strongly agree about the point ,
30% of employees are agree on the point, 20% are neither agree nor
disagree,0% are disagree and rest 0% of employees are strongly disagree.

61
This graph shows that 0% of employees are strongly agree about the point , 0%
of employees are agree on the point, 20% are neither agree nor disagree,60%
are disagree and rest 20% of employees are strongly disagree.

62
63
This graph shows that 10% of employees are strongly agree about the point , 30% of
employees are agree on the point, 60% are neither agree nor disagree,0% are disagree
and rest 0% of employees are strongly disagree.

64
This graph shows that 0% of employees are strongly agree about the point ,
40% of employees are agree on the point, 20% are neither agree nor
disagree,40% are disagree and rest 0% of employees are strongly disagree.

65
66
67
68
69
70
71
 Findings

o Employees are not completely satisfied with their job although

their salary is good enough.

o Employes are not getting value to their work.

o Most of employees think that they are nt on their actual path.

o Most of the employees think that the organization haven’t fulfill

their promises,what they do in beginning especially regarding
Promotion.

o There is negatively comparison between peers especially regarding

targets.

o They often feel overworked.

72
73
 SUGGESTION
AND
RECOMMENDATION
To increase the job satisfaction level of the employees the company should
concentrate mainly on the incentive and reward structure rather than the
motivational session.

 Ideal employees should concentrate on their job.

 Educational qualification can be the factor of not an effective job.

 Company should give promotion to those employees who deserves it.

74
 LIMITATIONS OF STUDY

However I shall 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 20 employees have been chosen which

is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were
having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is quite a
small area to judge job satisfaction level.

75
 BIBLIOGRAPHY
Books: -

 Hitt, Miller, Colella “Organizational Behavior A Strategic Approach”,

Wiley Student’s Edition.
 Luthans Fred “Organizational Behavior”, McGraw Hill 7th Edition.
 Newstrom John W., Davis Keith, “Organizational Behavior Human
Resource At Work”, 9th Edition, Tata McGraw Hill Edition.
 Pestonjee D. M. “Motivation and Job Satisfaction”, 1st Edition.
Macmillan India Limited.
 Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.

Websites: -
www.hrcouncil.com
www.workforce.com
www.google.com

76
ANNEXURE
77
 QuestionnaireS for JOB
SATISFACTION
NAME: ………………………………………….
DESIGNATION: ……………………………….
COMPANY: …………………………………….
1. I have been passed up at least once for a promotion in the past few years.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

2. I spend parts of my day daydreaming about a better job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

3. I find much of my job repetitive and boring.

 Strongly Agree
 Agree
 Neither Agree nor Disagree

78
  Disagree
 Strongly Disagree

4. I am mentally and/or physically exhausted at the end of a day at work.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

5. I feel that my job has little impact on the success of the company.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer .

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

7. I am no longer given the resources I need to successfully do my job.

 Strongly Agree
 Agree
 Neither Agree nor Disagree
 Disagree
 Strongly Disagree

79
80
f

81