PREFACE

The project work entitled A STUDY ON JOB SATISFACTION OF EMPLOYEES OF JCB INDIA PVT. LTD. I ______________ Job Satisfaction is the favorableness or unfavorableness with which the employee views his work. It expresses the amount of agreement between ones expectation of the job and the rewards that the job provides. Job Satisfactions a part of life satisfaction. The nature of ones environment of job is an important part of life as Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. Ina narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

Certificate
Declaration I, _______________ student of 3rd sem. ____________ college have completed the Project on Job Satisfaction for the academic year 2010-2011. The information given in this project is true to the best of my knowledge.

ACKNOWLEDGEMENT
A large number of individuals have contributed to project. This project is a humble attempt to sketch done the contribution of all those persons who have directly or indirectly given their precious time and help along with proper guidance for making this report in the following shape. First of all I would like to thank Mr. S.N. Tiwari, project co-ordinater(manager H.R), B.H.E.L., .P Jagdishpur without whose permission project of B.H.E.L., I.Pwould have been castle in the air. Who always helped me and provided me relevant books and data in the subject to enable to prepare the project. And also I would like to give thank to Mr.Janmejay sing, Asst. Engineer (H.R) whos supported to me, and my teacher Ms Shikha. Lastly but not the least, I pay my gratitude to my parents, family members, friends,faculty members of B.I.E.M and all executives of B.H.E.L., I.P Jagdishpur for their morelsupport and whole hearted co-operation in drafting this report. NAME_______________

Company Profile JCB, the magic initials. Many people think of JCBs as just a digger or backhoe loader. But JCB are much more that just another word for a digger, and have grown bigger and bigger over the years. It all started in October 1945 when Joseph Cyril Bamford (Mr JCB) set up his company called; JCB! The company started in Uttoxeter, Staffordshire, England in a garage that measured only 12 ft by 15ft. The first piece of equipment produced by JCB in 1945 was made from war leftover parts, it was a tipping trailer (the sides and bottom of this trailer used steel sheets that had been air raid shelters!). Modest beginnings for the worlds best known digger manufacturer. By 1948 Mr JCB employed 6 people, and to their credit they produced Europes first ever hydraulic tipping trailer. In 1950 Mr JCB moved to an old disused cheese factory in Rochester, his total workforce was still 6. In 1951 something happened that has stayed the same to this day, Joseph started painting his machines and trailers the magic yellow colour that still make little boys faces light up with joy to this day. 1953 was an exciting year for JCB.

The JCB logo appeared, and it was then proudly displayed on their first backhoe loader, this had not been tried much before so JCB became a well known leader in this field. In 1957 the company brought out the hydra digger (see left) a useful tool both on the building site and the farm it combined an excavator with a heavy loader. In the 1960s the famous dancing diggers started. It was a great success. By 1964 a grand total of 3,000 3C backhoe loaders had been made. In 1969 the great Joseph Cyril Bamford was awarded a CBE for services to export. In1975 having steered the company for 30 year Joe retired and Antony. launched one of the worlds fastest production tractors, the Fastrac. It was capable of a top speed of 75KM/H (or 40MPH). It was also one of the first tractors to have proper suspension. The Fastrac was at the cutting edge of technology and was even featured on a BBC TV programme. In 2001 sadness hit all who worked at JCB. The company founder Joseph Cyril Bamford died aged 84. In 2005 JCB bought German roller and compaction equipment company vibromax. This was the first time since 1968 that JCB had ever bought a company. In 2006 JCB had 4,000 employees double that of the workforce in 1975.

In every corner of the world you'll find a JCB machine. JCB is one of the world's top three manufacturers of construction equipment. We employ around 7000 people on 4 continents and sell our products in 150 countries through 1,500 dealer depot locations. Throughout our 64 year history, we have always invested heavily in research and development, keeping JCB at the cutting edge of innovation. Today, JCB has some of the finest engineering facilities across the globe, produces a range of over 300 machines and maintains a reputation for unrivalled customer service. JCB INDIA JCB India Limited, Indias largest manufacturer of Earthmoving and Construction equipment is a fully owned subsidiary of JC Bamford Excavators Limited (U.K). J.C. Bamford Excavators Limited UK, one of the leading manufacturers of earthmoving and construction equipment is considered one of Britains a most impressive success stories. It produces over 300 different models, which are sold in over 150 countries. JCB is also the world number one producer for backhoe loaders.

JCB India Limited started operations in 1979 as a joint venture company. In 2003 JCB UK acquired 100% shares in the joint venture and today JCB is the fastest growing company in the Indian earthmoving and construction equipment industry. The company is a pioneer in the industry and has been recording excellent growth rates. The company has developed and expanded through launching revolutionary products and adherence to world class JCB corporate identity norms. Today in India, JCB has sold over 100,000 machines and out of every two Construction equipment sold in India, one is a JCB. JCB India has the Worlds largest Backhoe Loader manufacturing facility at Ballabgarh in Haryana which was expanded and in April 2009 inaugurated by Sir Anthony Bamford. It has two manufacturing facilities at Pune comprising of:

Fabrications India Business Unit, is a component manufacturing plant and is export-oriented. It caters to the needs of JCB factories both in India and abroad. Heavyline India Business Unit, is a Heavy Line manufacturing plant that produces Excavators, Wheel Loading Shovels and Vibratory Compactors. It has Indias largest Parts & Technical Training Centre for construction equipment in India.

One of India's largest design centre for construction equipment JCB India therefore offers a diverse range of unmatched Backhoe Loaders. Wheeled Loaders, Excavators, Skid Steer loaders, Telehandlers, Compactors and Pick and Carry Crane: Backhoes

Our choice of superlative Backhoe Loaders includes 3DX (76 HP). 3DX Xtra (84hp), 3DX Super (96 HP) and 4DX (96 HP) depending on the customers requirements and applications Wheel Loaders

The options in the exceptional two wheeled loaders are 430Z (127 HP. 1.7 cu.m), 432ZX (150 HP, 2.3 cu.m) and 456ZX (216 HP, 3.3 cu.m). Excavators

Our best and India's finest Excavator range includes JS 80 (8 ton), JS 140 (14 ton), JS 200 (20 ton). JS 210 LC (21 ton) and JS 330 (33 ton) and recently launched JS200HD (Quarry Machine) suited to diverse weight requirements Skid Steers

We also have 3 different Robotic Skid Steer Loaders, viz. 160/170/190 all of which come with a wide range of attachments to suit specific customer needs Tele handlers

We have two models in tele handlers namely 506C and 528S which are widely used in construction of multi-storyed buildings, material handling at ports, industrial purpose, etc. Compactors

We have two models of compactor called Vibromax VM115 and VMT 850, which are widely used in construction of roads and highways. Mobile Cranes

JCB India has recently launched mobile crane Liftall. Currently there are two models Liftall 1253 and Liftall 1202 in the 12T category. Cranes are extensively used as Material Handling as well as construction equipment. JCB India designs and develops the products on the basis of needs and requirements of the customers as well as on the growing infrastructure needs of the country. All machines are high quality products, at par with the world's best and built to withstand

extreme vagaries of climate, while delivering their optimum performance. JCB India believes in extraordinary customer satisfaction, as they are the principal force guiding all JCB initiatives and endeavors. We implement this mission through our comprehensive Network of 51 dealers and over 362 outlets, which provide expert servicing for our world-class machines. Our Product Support makes a diligent and persistent effort to ensure that every JCB machine is in best operational conditions at all times. We have a dedicated parts center in Faridabad and parts depots in Chennai, Pune and Kolkata. Engineering excellence and innovation are the hallmarks of JCB and we are streamlining our facilities in India as per world standards. With the valued inputs from our customers, JCB India will continue to innovate and produce equipment and services to best suit the needs of our markets. This indomitable spirit and our unwavering commitment to serve while keeping pace with the changing tastes of our customers, has helped in winning over our customers over, time. "Our growth has allowed us to help those around the globe who are less fortunate than ourselves." Sir Anthony Bamford explains: "We

want a better future for our Children, where hard work and dedication are given their just reward." Success through responsibility As a responsible company, JCB has the greatest respect for the environment and its employees, as these were the foundations of our success over the past 65 years. The world is changing and we have to realign our responsibilities accordingly we need to respond to the threat of climate change, we must improve workplace health and safety to an even higher level and we must rise to the challenge of rebuilding global prosperity in the wake of the financial crisis. As we emerge from recession, we must increase our focus on improving carbon performance, health and safety and on how we help to generate wealth from the products we provide to customers. Recent successes include a reduction of 23% in our direct carbon emissions since 2007, a 50% drop in our accident potential rate and a 16% improvement in fuel consumption from our new Backhoe Loader model. Under the banner of JCB Sustainable Innovation, we are committed to sharing our progress with our stakeholders. We will collaborate with the worlds leading companies, governments and individuals to help achieve our goals, as it is only

through co-operation that we will help to deliver collective prosperity and a sustainable society for future generations. Machine range of JCB INDIA Compaction

Vibratory

Single

Vibratory Tandem Rollers

Generators

Drum Compactors Attachment

Bucket

Compactors

Earthdrill

Forks & Frames Grabs Grapples

&

Hammer

Kerbmaster

Loader

Patch Planer Muck Fork & Grab

Agriculture

Agricultural Telescopic Handlers

Agricultural Wheeled Loaders

Attachments

Compact Excavators ( Mini / Midi )

Fastrac tractors

Lighting Tower

Skid Loaders

Steer Telescopic Handlers

Teletruks

Utility Vehicles

Construction

Agricultural

Articulated Dump Attachments

Backhoe Loaders Compact Excavators ( Mini / Midi )

Wheeled Loaders Trucks

Dumpsters

Lighting Tower

Micro Excavators

Global Support Network

To deliver our promise of world class customer support, JCB has continued to invest in a comprehensive global network of dealers who really deliver the support you need. JCB boasts over 1,000 dealer depots worldwide, and 92 dealer depots in the UK. Operating out of those UK depots are 357 service technicians, all JCB-trained, and 265 service vans. JCB dealers understand that this is a business about relationships, as well as machines. We aim for customer satisfaction every time, and understand that this means supporting the machine throughout its life.

1500 JCB dealer depots worldwide 92 JCB dealer depots in the UK 821 service technicians 660 service vans in the UK

Parts Support At the heart of our support network is the purpose-built JCB World Parts Centre: a state-of-the-art facility employing more than 200 people and dispatching around 4,000 orders every day. JCB has the widest range of parts of any manufacturer - genuine JCB parts can help your machine remain truly JCB. The Centre uses some of the

most advanced technology around, improving productivity to such an extent that we now achieve 24-hour dispatch in 96% of cases. All JCB parts are fitted by JCB-trained technicians and carry a 12month warranty for real peace of mind.

35m World Parts Centre 89 parts delivery vans in the UK Parts availability: JCB dealers have over 80% in stock Genuine JCB parts

Technical Assistance Whether you need machine servicing or emergency breakdown solutions, with JCB technical assistance you're guaranteed the highest possible service levels. In an emergency, it's all about speed of response. Our dealers operate their own customer support vehicles so that emergency parts can be delivered straight to your door and expertly fitted on the spot. In addition, dealers can tap into the expertise of our experienced Product Technical Specialists and Field Service Managers. They all know their machines inside out and can quickly offer the best solutions to ensure minimum downtime for maximum earning potential.

821 service technicians All service technicians JCB-trained The World Parts Centre operates 24/7

660 service vans in the UK

Asset Care JCB Asset care is a range of flexible service options designed to ensure that all our customers receive the highest standards of machine servicing. It guarantees you the optimum level of after sales support, with highly skilled, JCB-trained technicians using genuine JCB parts and lubricants to maintain maximum machine performance. Depending on the Asset care package, JCB Finance may be able to arrange payment over a period of time, for example alongside monthly finance payments for the machine (UK only).

JCB Sure Price Service JCB Maintenance Agreement JCB Machinery Protection Plan

Business Solution JCB total business solutions are designed to give you, your machine and your business the support you need to achieve your true earning potential. JCB Finance helps you to preserve your working capital whilst

spreading the cost in the most effective and tax-efficient manner. Finance provided by JCB Finance Ltd is only available within the United Kingdom (UK). JCB Insurance, regulated by the FSA, specialises in construction and industrial insurance, as well as offering Insurance Premium Finance facilities.

Finance options are available for new and used machinery, cars, commercial vehicles, static plant and access equipment. JCB Insurance offers the full insurance package, including liability, motor and property cover Service Exchange Waste Batteries and Accumulators (UK) Regulations 2009 JCB, in the UK, will take back waste automotive batteries via its dealer network and JCB Service, Uttoxeter. Once JCB has received waste automotive batteries, disposal will be handled by a licensed third party. The major components of all JCB machines, including the engine, are intelligently designed so that they can be remanufactured, providing multiple lifecycles. To take advantage of the superb value for money offered by JCB Service Exchange components, in most cases all you need to do is make a few simple visual checks to ensure we can take your old

unit for remanufacturing. You'll also need to make sure it is cleaned and assembled, not externally damaged and is drained of all fluids.

Excellent value for money, costing up to 50% less than new parts

Remanufactured to the latest specifications 12-month warranty on parts fitted by JCB dealer

Office Addresses of JCB INDIA JCB India Headquarters JCB India Limited, 23/7 Mathura Road, Ballabgarh-121004, Haryana Telephone: 0129-4299000(Board) Fax: 0129-2309050 Fabrications India Business Unit Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507 Telephone: 2114-304000(Board) Fax: 2114-304021 & 304022 Heavyline India Business Unit Talegaon Floriculture & Industrial Park, Village Ambi, Navlakh Umbhre, Tal. Maval, Talegaon Dabhade, Distt. Pune-410507 Telephone: 2114 305000(Board) Fax: 2114-304024 & 304025

India Design Centre telegaon Floriculture & Industrial Park, Village Ambi, Navlakh Umbhre, Tal. Maval, Tallegaon Dabhade, Distt. Pune-410507 Telephone: 2114 304000(Board) & 2114-305000 (Board) REGIONAL OFFICES New Delhi JCB Office, B-I/I-I, 2nd Floor, Mohan Co-op. Industrial Estate, Mathura Road, New Delhi-110044 Telephone: 011-40539745, 46 Kolkata JCB Office, 'UDAYACHAL' Building, Suite #6, 2nd Floor, No. 9, Sarojini Naidu Sarani, (Rawdon Street), Kolkata-700017 Telephone: 033-22802188, 22873693 Mumbai JCB Office, 201,2nd Floor, Chintamani Plaza, Andheri Kurla Road, Andheri (East), Mumbai-400099, Maharashtra Telephone: 022-28255503, 66791738 Nagpur JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South

Ambazari

Road,

Nagpur-440010

Telephone: 0712-2221450,

2220773, 2243066 Hyderabad JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan Bagh, No. 6-3-1192/1/1, Begumpeth, Hyderabad-500016 Telephone: 040-66361112 Chennai JCB Regional Office, 8th Floor, Door No. 8A & B, Century Plaza, 560-562, Anna Salai, Teynampet, Chennai-600008 Telephone: 044-24312571

AREA OFFICES Ahmedabad JCB Office, 505, Time Square, C.G. Road, Ahmedabad-380009, Gujarat Telephone 079-26462946 Fax: 079-26462947 Bangalore JCB Office, 1102, Barton Centre, M.G. Road, Bangalore-560001, Karnataka Telephone 080-25325983 Fax: 080-25325984

Bhopal JCB Office, FF-5, Block-A, Mansarovar Complex, Near Habibganj Railway Station, Bhopal-462016, Madhya Pradesh Telephone 0755-2574936 Bhubaneshwar JCB Office, F. No. 206, Block-A, Nirmala Plaza Complex, Forest Park, Bhubaneshwar-751009, Orissa Tel/Fax: 0674-2595597 Chandigarh JCB Office, 301, 3rd Flooar, S.C.O. 120-122, Sector-17 C, Chandigarh Telephone: 0172-4640120 Fax: 0172-2725482 Guwahati JCB Office, B.K. Kakati Road, By-Lane Opp. DGP Office, Ulubari Woodland Hall Compound, H/O Mr. P. Barman, 2nd Floor, Guwahati-781007, Assam Telephone: 03612464610 Fax: 0361-2464986 Hyderabad JCB Office, 604/2, 6th Floor, Block-1, White House, Kundan

Bagh,

No.

6-3-1192/1/1,

Begumpeth,

Hyderabad-500016

Telephone: 040-66361112, 66361113, 23413973 Jaipur JCB Office, 228, 2nd Floor, Laxmi Complex, M.I. Road, Jaipur302001, Rajasthan Telephone: 0141-4002770 Jamshedpur JCB Office, 101, 111, Yash Kamal Complex, Main Road, Bistupur, Jamshedpur-831001, Jharkhand Tel: 06572431557 Mobile : 9470195110

Kochi JCB Office, P.B. No. 2401, 39/4006 Kelmers Complex, Sreekandath Road, Ravipuram, Kochi-682016 448305 Nagpur JCB Office, Amrit Vilas, Plot No. 148, Shardhanand Peth, South Telephone 09946

Ambazari

Road,

Nagpur-440010

Telephone: 0712-2221450,

2220773, 2243066 Pune JCB Office, Office No. 11, Business Avenure, Opp. Sony World, Sanghvi Nagar, Aundh, Pune-411110 Telephone 020-32509533, 25893214 Raipur JCB Office, Plot No. 01, Dongaji Colony, Besides Mahavir Park, G.E. Road, Raipur-492009, Chhattisgarh Telephone/Fax 0771-4267435 / 4267131

JOB SATISFACTION Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by a variety of factors, eg, the quality of one's relationship with their supervisor, the quality of the physical environment in which they work, degree of fulfillment in their work, etc. (To my knowledge, there is no strong acceptance among researchers, consultants, etc., that increased job satisfaction produces improve job performance -- in fact, improved job satisfaction can sometimes decrease job performance. For

example, you could let sometime sit around all day and do nothing. That may make them more satisfied with their "work" in the short run, but their performance certainly didn't improve.)

Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between ones expectation of the job and the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of ones environment of job is an important part of lifes Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrow sense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that any factors are to be included before a complete understanding of job satisfaction can be obtained. Such factors as employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreational outlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

Definitions
Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates. Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers receive and the amount they believe they should receive. Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals have toward their jobs.

Job satisfaction is the amount of pleasure or contentment associated with a job. If youlike your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction.

Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life, job satisfaction influences ones general life satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life.

Human life has become very complex and completed in now-adays. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour turnover require a social skill of understanding human problems and dealing with them scientific investigation serves the purpose to solve the human problems in the industry.

PAY

Wages do play a significant role in determining of satisfaction. Pay is instrumental unfulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. More over, pay conserve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages.

THE WORK ITSELF

Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By and large, workers want jobs that are challenging; they do want to be doing mindless jobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place. In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to feel psychologically stressed and burnout.

PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary.

SUPERVISION
Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them. 2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to individual employees. The working groups also serve as a social support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.

WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require to work long hours and / or overtime, they will have very little felt for their families, friends and recreation outside work. SUPERVISION To a worker, Supervision is equally a strong contributor to the job satisfaction as well as to the job dissatisfaction. The feelings of workers towards his supervisors are usually similar to his feeling towards the company. The role of supervisor is a focal point for attitude formation. Bad supervision results in absenteeism and

labor turnover. Good supervision results in higher production and good industrial relations. CO-WORKERS Various studies had traced this factor as a factor of intermediate importance. Ones associates with others had frequently been motivated as a factor in job satisfaction. Certainly, this seems reasonable because people like to be near their friends. The workers derive satisfaction when the co-workers are helpful, friendly and co-operative.

AGE Age has also been found to have a direct relationship to level job of satisfaction of employees. In some groups job satisfaction is higher with increasing age, in other groups job satisfaction is lower and in other there is no difference at all. MARITAL STATUS

Marital status has an important role in deciding the job satisfaction. Most of the studies have revealed that the married person finds dissatisfaction in his job than his unmarried counterpart. The reasons stated to be are that wages were insufficient due to increased cost of living, educations to children etc. EDUCATION Studies conducted among various workers revealed that most of workers who had not completed their school education showed higher satisfaction level. However, educated workers felt less satisfied in their job.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are. Individuals have

certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors.

Level of education:
Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly.

Other factors:
Besides the above two factors, there are other individual factors which affect job satisfaction. If an individual does not have favorable social and family life, he may not feel happy at the workplace. Similarly, other personal problems associated with him

may affect his level of job satisfaction. Personal problems associated with him may affect his level of job satisfaction.

Nature of job:
Nature of job determines job satisfaction which is in the form of occupation level and job content.

Occupation level:
Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people:

Factory workers are least satisfied.

Job content: Job content refers to the intrinsic value of the job which depends on the requirement of

Skills for performing it, and the degree of responsibility and growth it offers. A higher Content of these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables:
Situational variables related to job satisfaction lie in organizational context formal and informal. Formal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job important factors which affect job satisfaction are given below:

Working conditions:
Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. These work in two ways. First, these provide means job performance. Second, provision of these conditions affects the individuals perception about the

organization. If these factors are favorable, individuals experience higher level of job satisfaction.

Supervision:
The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there isomer concern for people which is perceived favorably by them and provides them more satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction .

Equitable rewards:
The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely.

Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature handwork environment by they also attach importance to opportunities for promotion that these job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction. Work group : Individuals work in group either created formally of they develop on their own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction

Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.

Productivity:
There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. The another view: That is a satisfied worker is not necessarily a productive this view. worker explains the relationship between job satisfaction and productivity. Various research studies also support

This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction and organizational expectations from individuals for job performance.

Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, etc. Any increase in these factors does not help to increase productivity though these factors increase job satisfaction. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity.

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION Absenteeism:

Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfactions related to absenteeism.

Employee turnover:
Turnover of employees is the rate at which employees leave the organization within given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to dose, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad.

DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job satisfaction is affected by a wide range of variables relating to individual, social, cultural, organizational factors as stated below:DIMENSIONS INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL FACTORS Individual:- Personality, education, intelligence and abilities, age, marital status, orientation to work.

Social factors :-Relationship with co-workers, group working and norms, opportunities for interaction, informal relations etc. Organizational factors :- Nature and size, formal structure, personnel policies and procedures, industrial relation, nature of work, technology and work organization, supervision and styles of leadership, management systems, working conditions. Environmental factors :-Economic, social, technical and governmental influences. Cultural factors:-Attitudes, beliefs and values.

These factors affect job satisfaction of certain individuals in a given set of circumstances but not necessarily in others. Some workers may be satisfied with certain aspects of their work and dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to person. IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job satisfaction study importance can be understood by the answer of the following question 1)Is there room for improvement? 2)Who is relatively more dissatisfied? 3)What contributes to the employee satisfaction? 4) What are the effects of negative employee attitudes? Benefits of job satisfaction study Job satisfaction surveys can produce positive, neutral or negative results. If planned properly and administered, they will usually produce a number of important benefits, such asIt gives management an indication of general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or dissatisfaction as compared to employee services and particular group of employee.2. It leads to valuable communication brought by a job satisfaction survey. Communication flow in all direction as people plan the survey, take it and discuss the result. Upward communication is especially fruitful when employee are encouraged to comment about what is on their minds instead of

merely

answering

questions

about

topics

important

to

management. As a survey is safety value, an emotional release. A chance to things gets off. The survey is an intangible expression of managements interest in employee welfare, which gives employees a reason to feel better towards management. 4. Job satisfaction surveys are a useful way to determine certain training needs. Job satisfaction surveys are useful for identifying problem that may arise, comparing the response to several alternatives and encouraging manager to modify their original plans. Follow up surveys allows management to evaluate the actual response to a change and study its success or failure. Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-

development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job

satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory" want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction. Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction. These job characteristics can be carefully managed to enhance job satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions: When have I come closest to expressing my full potential in a work situation? What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?

REVIEW OF LITERATURE:
JOB SATISFACTION This study attempts to evaluate job satisfaction of JCB India Ltd. It focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also investigates the impacts such as, work experience, age, and sex differences on the attitudes toward Job Satisfaction. The result shows that salary, efficiency in work, fringe supervision, and co- worker relation are the most important factors contributing to job satisfaction. Private sectors have higher levels of job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. Sex and age differences have relatively lower level of impact on it. The overall job satisfaction of the employees is at the positive level. This study attempts to evaluate job satisfaction of bank officers in Bangladesh. It focuses on the relative importance of job satisfaction factors and their impacts on the overall job satisfaction of officers. It also investigates the impacts of bank type, work experience, age, and sex differences on the attitudes toward job Satisfaction.

The result shows that salary, efficiency in work, fringe supervision, and co-worker relation are the most important factors contributing to job satisfaction. Private bank officers have higher levels of job satisfaction than those from public sectors as they enjoy better facilities and supportive work environment. Sex and age differences have relatively lower level of impact on it. The overall job satisfaction of the bank officers is at the positive level. History One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a the shift more from modern skilled labor and piecework towards lines andhourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. of assembly

Job satisfaction can also be seen within the broader context of the range of issues which affect an individual's experience of work, or their quality of working life. Job satisfaction can be understood in terms of its relationships with other key factors, such as general well-being, stress at work, control at work, home-work interface, and working conditions.

Models of job satisfaction Affect Theory Edwin A. Lockes 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 moderates how satisfied/dissatisfied one becomes when expectations are/arent 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 doesnt 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 Template: Jackson April 2007. 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 ones 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 argued that there are four Core Self-evaluations that determine ones 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/her self) and general self-efficacy (the belief in ones 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 Herzbergs 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. An employees motivation to work is continually related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are considered to be intrinsic to the job, or the work carried out. Hygiene 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 artifact. Furthermore, 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 criticized in that it does not specify how motivating/hygiene factors are to be measured. 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.

Communication Overload and Communication Underload One of the most important aspects of an individuals work in a modern organization concerns the management of communication demands that he or she encounters on the job. Demands can be characterized as a communication load, which refers to the rate and complexity of communication inputs an individual must process in a particular time frame. Individuals in an organization can experience communication over-load and communication under- load which can affect their level of job satisfaction. Communication overload can occur when an individual receives too many messages in a short period of time which can result in unprocessed information or when an individual faces more complex messages that are more difficult to process. Due to this process, given an individuals style of work and motivation to complete a task, when more inputs exist than outputs, the individual perceives a condition of overload which can be

positively or negatively related to job satisfaction. In comparison, communication under load can occur when messages or inputs are sent below the individuals ability to process them. According to the ideas of communication over-load and under-load, if an individual does not receive enough input on the job or is unsuccessful in processing these inputs, the individual is more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a low level of job satisfaction. Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale. Other less common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point systems, checklists, and forced choice answers. This data are sometimes collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either

yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. The Job in General Index is an overall measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face. Superior-Subordinate Communication Superior-subordinate communication is an important influence on job satisfaction in the workplace. The way in which subordinates perceive a supervisors behavior can positively or negatively influence job satisfaction. Communication behavior such as facial

expression, eye contact, vocal expression, and body movement is crucial to the superior-subordinate relationship. Nonverbal messages play a central role in interpersonal interactions with respect to impression formation, deception, attraction, social influence, and emotional expression. Nonverbal immediacy from the supervisor helps to increase interpersonal involvement with their subordinates impacting job satisfaction. The manner in which supervisors communicate their subordinates may be more important than the verbal content. Individuals who dislike and think negatively about their supervisor are less willing to communicate or have motivation to work where as individuals who like and think positively of their supervisor are more likely to communicate and are satisfied with their job and work environment. The relationship of a subordinate with their supervisor is a very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy, friendliness, and open communication lines is more willing to receive positive feedback and high job satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally

receive negative feedback and very low job satisfaction from their subordinates in the workplace. Emotions Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work (or emotion management) refers to various efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a

variety of occupations suggest that the consequences of emotional work are not uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models: Emotional dissonance. Emotional dissonance is a state

1.

of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation. Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2. Social interaction model. Taking the social interaction

perspective, workers emotion regulation might beget responses from others during interpersonal encounters that subsequently impact their own job satisfaction. For example: The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction performance of emotional labor that produces desired outcomes could increase job satisfaction.

Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviors such as organizational citizenship, absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as no work satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent metaanalysis found an average uncorrected correlation between job

satisfaction and productivity to be r = 0.18; the average true correlation, corrected for research artifacts and unreliability, was r = 0.30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Job Satisfaction also have high relationship with intention to quit. It is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an organization. Recent research has also shown that Intention to Quit can have effect like poor performance orientation, organizational deviance, and poor organizational citizenship behaviors. In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship instead, both satisfaction and performance are the result of personality.

Distractions At Work

Sounds familiar? Here are some tips on how to tackle workplace distractions and use your time at work more effectively:

e-mail Access your e-mail only at certain times of the day. Doing it as your day begins will give you a head start. If at all possible, never touch the same e-mail twice. Avoid the tendency to go through the same mail again and again. Do not open your mail unless you have time to read it and take some action on it, ie reply to it, delegate it, save it or delete it.

Create separate folders Avoid a flooded inbox by creating separate folders for your boss, special projects, clients, colleagues, etc. Learn the Traffic Light principle: Red folder: For mails from the boss, clients, projects that are on the verge of completion and deadlines that you need to meet. Yellow folder: Meeting highlights or minutes can be placed in a yellow folder for your perusal at a later date. These are the types of things that can be read during free time, lunch, while backing up files, printing, etc. Green folder: This can be your 'On the move' folder. Store all the mails, articles and presentations you will need to carry in the next meeting or a client review. e-mail management tips As far as possible, attach the old message when replying to an email. Try using the 'Reply with history' option in your mail if available. This feature is offered by some e-mail providers like 'Lotus Notes' and enables you to automatically attach all the original e-mails that may have been exchanged so far.

Select the reply option and you will see a 'drop down menu' with several options. Choose 'reply to all with history' or just 'reply with history'. This will help the recipient remember its original content. Use e-mail tools such as auto-responders and the 'Out of office option' in case you are away for a long time. This will make sure that people who mail know of your status and can possibly stop mailing you during that period. For long or complicated e-mails, type your message in MS word and copy it to your e-mail. This allows you easy access for editing and retrieval and also saves you time. Quick tip: Don't provide your official e-mail ID to friends and do not send forwards to others on their official IDs as far as possible. Online chat There are several service providers who provide online chat services (also known chat clients). Rediffbol, Yahoo Messenger, MSN, AOL, etc, are some of the popular ones. Remember that coworkers, customers or supervisors may be nearby, so be tactful in your conversations. Should you chat at all when in office? What is the company's policy? Some organizations monitor the online

activities of their employees. The last thing you want is to be caught flirting with the cutie in the next cubicle. Use chat only for business communication. When you don't want to be interrupted, you can use the following options:

Select the 'Away' option Select the 'Busy' option Appear offline ie you can only see who all are online but cannot chat with anyone.

"I prefer to appear 'busy' on MSN while talking to my clients over the phone so that I am not interrupted by friends/ colleagues who may try to initiate a chat session," says Noida-based Amita Pandey, a 23-year-old technical support associate with a leading BPO. Phone calls If friends or spouse often call you 'just to say Hi', then start by informing them of your work timings. Give them a convenient time to call you like, say, later in the evening unless it is very urgent. Don't give your cell number to everyone You must aim at keeping your number as private as possible.

Limit the number of incoming calls by distributing your number to fewer people. Avoid printing your cell phone number on your business card. If possible, try to print a landline number on your business card unless you are self-employed and need to get in touch with customers directly. Provide your cell phone number only to select work-related people: business contacts, clients, the boss and fellow employees. Get a caller ID A caller ID service will provide you with the luxury of screening your messages; consequently, you'll be able to limit the time you spend answering unimportant calls. "I never pick up phone calls from unidentified numbers when I am at work," says Shelly Jain, a Delhi-based consultant with NIIT. Switch to voice mail Let calls go into voice mail. Return calls when you have a set time to talk. Chalk out a 30-45 minutes slot to return all phone calls. Keep a notepad handy while calling back to jot down important parts of the conversation. Checking voice messages can also give you time to prepare for what the caller wanted and avoid having to call back and forth.

Letting your voice mail pick up your calls gives you an uninterrupted hour or two which can be extremely productive. Most phones have voice mail as an inbuilt feature. Some service providers will charge between Rs 1-2 per voice mail left for you. Sometimes, it is a part of the basic offering or part of the plan you subscribe to, so you don't have to pay any extra. You may have to pay a small subscription fee to activate this service every month. Do check with your service provider for details. The 'Do not call' option Calls from your mobile service provider/ bank? Most banks and cell phone companies offer a 'Do not call' service. Just visit their Web site and, under customer preferences, type your phone number and choose the 'Do not disturb' option. This will reduce those pesky sales calls to a large extent. SMS This is a necessary evil that comes with the convenience of having a cell phone. There are jokes, tit-bits, pictures and everything else that one can think of that gets exchanged over an SMS.

Don't reply to jokes or forwarded messages and, soon, you will stop getting them from your friends. Your attempt to be polite may be costing you an extra hour at work everyday. Not worth it! If it's not a forward, do you need to reply immediately? Not really. If it's an emergency, you would have received a phone call for sure. What if it is your boss or colleagues? The clich 'What goes around, comes around' stands true. If you keep texting them, then you are sending a strong message that it is your preferred mode of communication. This is for the benefit of those around you: Deactivate the SMS ring tone and just put it on silent. You may like it but it can be quite irritating for others to listen to the same Himesh Reshammiya track or a baby gurgling every time you receive an SMS.

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the problem. It may be understood has science of studying how research is done scientifically. In it we study the various steps that all generally adopted by a researcher in studying his research problem along with the logic behind them. The scope of research methodology is wider than that of research method.

Meaning of Research
Research is defined as a scientific & systematic search for pertinent information on a specific topic. Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new facts in any branch of knowledge. The search for knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data. The design is such studies must be rigid and not flexible and most focus attention on the following categorized as: The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new relationship. Research design is flexible enough to provide opportunity for considering different aspects of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding which in depth study can be conducted by management. Research Design can be