A report submitted in completion of Summer

Internship with Torque Pharmaceuticals Pvt Ltd.

Project Duration: (May 8 – July 8, 2010)
JOB SATISFACTION

SUBMITTED TO : SUBMITTED BY

HR Head Sonika Sharma

Mr. Sanjeev Sharma MBA(Pharma Management)
Torque Pharmaceuticals Pvt Ltd. UIAMS(2009-2010)
Chandigarh Roll No. 17
Panjab University,Chandigarh
 ACKNOWLEDGEMENT

While developing this project, I have learnt a lot. This will be an un-forgetful experience. While
developing this project, a lot of difficulties were faced by me. But it was the help of some special people
that I have gained much confidence and developed the project quite well. I shall like to thank everyone
who in anyway helped me in this project. Our heartiest thanks to Managing Director, Mr. Sanjeev
Sharma (HR-Head) Mr.Raghubir Singh(General Manager) Mr. Sanjay Modgill (Production Manager ), Mr.
M.S Rana(Quality Control-Manager), Mr. Raj Kumar(HR-Department) .

They helped me in providing the required infrastructure, good work culture, make me learn a lot of new
things and giving me the required guidance, which helped me in gathering the requirements. And finally,
I shall also like to thank them for providing me such a golden opportunity to experience the work culture
before actually working for a company

SONIKA SHARMA
Company Profile
Basic Information

Company Name: Torque Pharmaceuticals P. Ltd. 

Business Type: Manufacturer  
Product/Service
Syrups & Suspensions, Capsules, Tablets, Eye Ear Drops, Peadiatric Drops  
(We Sell):
Address: 232-34 Sector 34 A  
Brands: TOREX cough syrup  
Number of Employees: 501 - 1000 People  
Company Website URL: http://www.torquepharma.com

Ownership & Capital

Year Established: 1985  
Registered Capital: US$2.5 Million - US$5 Million
Ownership Type: Partnership

Trade & Market

North America
Main Markets: Southeast Asia
Africa

Factory Information
QA/QC: In House  
Management Certification: ISO 9001:2000  
TORQUE Pharmaceuticals was launched in 1985 as a small unit with an investment of just Rs
240,000 (US Dollars 18,000).

Today, it is Schedule 'M' complying ISO 9001-2000 pharmaceuticals unit with nine sections
manufacturing 265 products. The total investment in the company is Rs 150 million.

Torque is the first pharma company in Punjab (India) to be sanctioned WHO-GMP Certification
(World Health Organization - Goods Manufacturing Practices Certification)

The company has been certified by NDA, Uganda for the period of 5 years for export of
medicines

The Company has been certified for ISO:9001:2000 for Quality Management System.

The present turnover of the company is over Rs 400 million.

The company was started with an inspiration 20 years ago to bring about a change to the lives
of people around us. We endeavored to do something better than what others were doing.
Backed only by courage, determination and faith to invest in our business, we put everything on
stake.

It was a humble beginning.

True to its name TORQUE, a penetrating force, we set a trend with focus on concept of
bioavailability of medicines and innovative packaging in the formulation industry.

Today, Torque Pharmaceuticals Pvt. Ltd. is one of the fastest growing pharmaceutical
companies in India . Its main manufacturing plant is near Derabassi (Punjab), 20 kilometres
from the modern city of Chandigarh .

Our plant has over 142,000-square-feet of covered area. The machinery and other equipment is
the latest and automated. It is amongst the best plants in India .

Committed to providing the best medicines, our company has ensured that the manufacturing
plant is free from pollution and environmental hazards.

TORQUE is the only zero pollution industry in the country- The FIRST and the only ONE of its
kind in India .

Our public commitment is to provide medicines at affordable prices.

DEFINITE QUALITY

Quality is our hallmark. In two decades of manufacturing, there has never been an instance that
any of our products have been found lacking in quality.

The company enjoys a good reputation in the market due to its innovative strategies. It comes
up with new and quality products that are effective due to their bioavailability, as well as
economical to the customers. New standards of packaging adopted by the company preserve
the potency of the medicines till the last drop or grain in order to deliver its full value to the
patient .

Our in-house testing facilities for Quality Control and quality assurance are in line with
production.

The Quality Control department is equipped with modern instruments to check in-process
parameters as per standard pharmacopoeia specifications.

The company is a member of Basic Chemicals, Pharmaceuticals and Cosmetics Export

Promotion Council (CHEMEXCIL).

The Present and Future

The company has two manufacturing plants at Derabassi, Punjab and Baddi, Himachal
Pradesh.

The plant in Baddi caters to the domestic market in India and the Derabassi Plant is an export
oriented unit.

Our operations are spread across 90 per cent of India 's geographical area and exports are
being made to 15 countries overseas.

Our products are sold extensively in Indian states of Uttar Pradesh and Bihar – two of the most
populous states in India . Their combined population is more than that of the third most
populous country in the world – United States of America (USA).

With growing international demand for medicines and our commitment to quality, we intend to
expand our international operations.

All the members of the TORQUE family look forward to achieve perfection by accepting more
challenges in our field.

The company follows the policy of HEALTH FOR ALL HUMAN BEINGS our motto We Care
stands tall and we take the pledge to work towards making the company the best in its class.

INTERNATIONAL MARKET WHERE GOODS ARE EXPORTED

Canada London West Indies Singapore

Afghanistan Uganda Angola Mozambique
Guyana Tanzania Kenya Nigeria
Rwanda Gambia Myanmar  

 
The prestigious certifications earned by Torque.  

 WHO Certificate

 Certificate of Pharmaceutical Product (COPPs) -

1. Ofloxamac (Tablets)
2. Cipromac (Eye-Ear Drops)
3. CF-Tax (Dry Injection)
4. Glybiotic (Ear Drops)
5. Glygesic (Injection)
6. Doxymac (Capsule)
7. Omimac - 20 (Capsule)
8. Timox (Dry Syrup)
9. Diclomac (Ointment)
10. Fungnil (Cream)
11. Hemoplus (Liquid Oral Syrup)
12. Torex - AP (Liquid Oral Syrup)
13. Alcid (Liquid Oral Suspension)

 ISO 9001-2000 Certificate

 NDA Uganda Report

 SOME OF MEDICINES
PRODUCED BY TORQUE
Introduction

One way to define satisfaction may be to say that it is the end state of feeling. The word 'end' emphasises
the fact that the feeling is experienced after a task is accomplished or an activity has taken place whether
it is highly individualistic effort of writing a book or a collective endeavour of constructing a building.
These activities may be minute or large. But in all cases, they satisfy a certain need. The feeling could be
positive or negative depending upon whether need is satisfied or not & could be a function of the effort of
the individual on one hand & on the other the situational opportunities available to him.

This can be better understood by taking example of a foreman in an engineering industry. He has been
assigned the task to complete a special order by a certain, deadline. Person may experience positive job
satisfaction because he has been chosen to complete the task. It gives him a special status & feeling that
he has been trusted and given a special task, he likes such kind of rush job and it may get him extra
wages. The same could be the sources of his dissatisfaction if he does not like rush work, has no need for
extra wages. Each one of these variables lead to an end state of feeling, called satisfaction.

Sinha (1974) defines job satisfaction an 'a reintegration of affect produced by individual's perception of
fulfillment of his needs in relation to his work & the situations surrounding it'.

Theories of Job - Satisfaction :

There are 3 major theories of job satisfaction.

(i) Herzberg's Motivation - Hygiene theory.

(ii) Need fulfilment theory.

(iii) Social reference - group theory.

Herzberg's Motivation - Hygiene Theory :

This theory was proposed by Herzberg & his assistants in 1969. On the basis of his study of 200
engineers and accountants of the Pittsburgh area in the USA, he established that there are two separate
sets of conditions (and not one) which are responsible for the motivation & dissatisfaction of workers.
When one set of conditions (called 'motivator') is present in the organisation, workers feel motivated but
its absence does not dissatisfy them. Similarly, when another set of conditions (called hygiene factors) is
absent in the organisation, the workers feel dissatisfied but its presence does not motivate them. The two
sets are unidirectional, that is, their effect can be seen in one direction only.

According to Herzberg following factors acts as motivators:

• Achievement,

• Recognition,

• Advancement,

• Work itself,

• Possibility of growth, &

• Responsibility.

Hygiene factors are :

• Company policy & administration,

• Technical supervision,

• Inter-personal relations with supervisors, peers & Subordinates,

• Salary.

• Job security,

• Personal life,

• Working Conditions, & Status.

Herzberg used semi-structured interviews (the method is called critical incident method). In this
technique subjects were asked to describe those events on the job which had made them extremely
satisfied or dissatisfied. Herzberg found that events which led people to extreme satisfaction were
generally characterised by 'motivators' & those which led people to extreme dissatisfaction were generally
characterized by a totally different set of factors which were called 'hygiene factors'.
Hygiene factors are those factors which remove pain from the environment. Hence, they are also known
as job - environment or job - context factors. Motivators are factors which result in psychological growth.
They are mostly job - centered. Hence they are also known as job - content factors.

The theory postulated that motivators and hygiene factors are independent & absence of one does not
mean presence of the other. In pleasant situations motivators appear more frequently than hygiene factors
while their predominance is reversed in unpleasant situations.

Need Fulfillment Theory :

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants & the
more he wants something or the more important it is to him, the more satisfied he is when he gets it & the
more dissatisfied he is when he does not get it. Needs may be need for personal achievement, social
achievement & for influence.

a) Need for personal achievement :

Desires for personal career development, improvement in one's own life standards, better education &
prospects for children & desire for improving one's own work performance.

b) Need for social achievement :

A drive for some kind of collective success is relation to some standards of excellence. It is indexed in
terms of desires to increase overall productivity, increased national prosperity, better life community &
safety for everyone.

c) Need for influence :

A desire to influence other people & surroundings environment. In the works situation, it means to have
power status & being important as reflected in initiative taking and participation in decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related to the degree to
which one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory :

It takes into account the point of view & opinions of the group to whom the individual looks for the
guidance. Such groups are defined as the 'reference-group' for the individual in that they define the way in
which he should look at the world and evaluate various phenomena in the environment (including
himself). It would be predicted, according to this theory that if a job meets the interest, desires and
requirements of a person's reference group, he will like it & if it does not, he will not like it.

A good example of this theory has been given by C.L. Hulin. He measures the effects of community
characteristics on job satisfaction of female clerical workers employed in 300 different catalogue order
offices. He found that with job conditions held constant job satisfaction was less among persons living in
a well-to-do neighborhood than among those whose neighborhood was poor. Hulin, thus provides strong
evidence that such frames of reference for evaluation may be provided by one's social groups and general
social environment.

To sum up, we can say, Job satisfaction is a function of or is positively related to the degree to which the
characteristics of the job meet with approved & the desires of the group to which the individual looks for
guidance in evaluating the world & defining social reality.

OBJECTIVES OF THE STUDY

•
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

Research methodology is a way to systematically solve the problem. It may be understood has

a science of studying how research is done scientifically. In it we study the various steps that all

generally adopted by a researcher in studying his research problem along with the logic behind

them.
The scope of research methodology is wider than that of research method.
Meaning of Research

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.

Research Design can be 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.

DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means

of study. Data collection plays an important role in any study. It can be collected from various

sources. I have collected the data from two sources which are given below:

1. Primary Data
•
Personal Investigation
•
Observation Method
•
Information from correspondents
•
Information from superiors of the organization

2. Secondary Data

Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.
•
Unpublished Sources such as Company Internal reports prepare by them given to
their analyst & trainees for investigation.
•
Websites like Torques official site, some other sites are also searched to find
data.

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,that 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.

Sample Size :-

Questionare is filled by few employees of company.

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.

Relationship among motivation, attitude and job satisfaction :

Motivation implies the willingness to work or produce. A person may be talented and equipped with all
kinds of abilities & skills but may have no will to work. Satisfaction, on the other hand, implies a positive
emotional state which may be totally unrelated to productivity. Similarly in the literature the terms job
attitude and job satisfaction are used interchangeably. However a closer analysis may reveal that perhaps,
they measure two different anchor points. Attitudes are predispositions that make the individual behave in
a characteristic way across the situations.

They are precursors to behaviour & determine its intensity and direction. Job satisfaction, on the other
hand is an end state of feeling which may influence subsequent behaviour. In this respect, job attitude and
job satisfaction may have something in common. But if we freeze behaviour, attitude would initiate it
which job satisfaction would result from it.

Relationship Between Morale & Job Satisfaction :

According to Seashore (1959), morale is a condition which exists in a context where people are :

a) motivated towards high productivity.

b) want to remain with organization.

c) act effectively in crisis.

d) accept necessary changes without resentment or resistance.

e) actually promote the interest of the organization and

f) are satisfied with their job.

According to this description of morale, job satisfaction is an important dimension of morale itself.

Morale is a general attitude of the worker and relates to group while job satisfaction is an individual
feeling which could be caused by a variety of factors including group. This point has been summarized by
Sinha (1974) when he suggests that industrial morale is a collective phenomenon and job satisfaction is a
distributed one. In other words, job satisfaction refers to a general attitude towards work by an individual
works. On the other hand, morale is group phenomenon which emerges as a result of adherence to group
goals and confidence in the desirability of these goals.

Relationship Between job satisfaction and work behaviour :

Generally, the level of job satisfaction seems to have some relation with various aspects of work
behaviour like absenteeism, adjustments, accidents, productivity and union recognition. Although several
studies have shown varying degrees of relationship between them and job satisfaction, it is not quite clear
whether these relationships are correlative or casual. In other words, whether work behaviour make him
more positively inclined to his job and there would be a lesser probability of getting to an unexpected,
incorrect or uncontrolled event in which either his action or the reaction of an object or person may result
in personal injury.

Job satisfaction and productivity :

Experiments have shown that there is very little positive relationship between the job satisfaction & job
performance of an individual. This is because the two are caused by quite different factors. Job
satisfaction is closely affected by the amount of rewards that an individual derives from his job, while his
level of performance is closely affected by the basis for attainment of rewards. An individual is satisfied
with his job to the extent that his job provides him with what he desires, and he performs effectively in his
job to the extent that effective performance leads to the attainment of what he desires. This means that
instead of maximizing satisfaction generally an organisation should be more concerned about maximizing
the positive relationship between performance and reward. It should be ensured that the poor performers
do not get more rewards than the good performers. Thus, when a better performer gets more rewards he
will naturally feel more satisfied.

Job Satisfaction and absenteeism :

One can find a consistent negative relationship between satisfaction and absenteeism, but the correlation
is moderate-usually less than 0.40. While it certainly makes sense that dissatisfied Sales Persons are more
likely to miss work, other factors have an impact on the relationship and reduce the correlation
coefficient. e.g. Organizations that provide liberal sick leave benefits are encouraging all their Sales
Persons, including those who are highly satisfied, to take days off. So, outside factors can act to reduce
the correlation.

Job Satisfaction and Turnover :

Satisfaction is also negatively related to turnover, but the correlation is stronger than what we found for
absenteeism. Yet, again, other factors such as labour market conditions, expectations about alternative job
opportunities, and length of tenure with the organization are important constraints on the actual decision
to leave one's current job.

Evidence indicates that an important moderator of the satisfaction-turnover relationship is the Sales
Person's level of performance. Specifically, level of satisfaction is less important in predicting turnover
for superior performers because the organization typically makes considerable efforts to keep these
people. Just the opposite tends to apply to poor performers. Few attempts are made by the organization to
retain them. So one could expect, therefore, that job satisfaction is more important in influencing poor
performers to stay than superior performers.

Job Satisfaction and Adjustment :

It the Sales Person is facing problems in general adjustment, it is likely to affect his work life. Although it
is difficult to define adjustment, most psychologists and organisational behaviourists have been able to
narrow it down to what they call neuroticism and anxiety.

Generally deviation from socially expected behaviour has come to be identified as neurotic behaviour.
Though it may be easy to identify symptoms of neuroticism, it is very difficult to know what causes.
Family tensions, job tensions, social isolation, emotional stress, fear, anxiety or any such sources could be
a source of neuroticism.

Anxiety, on the other hand, has a little more clearer base. It is generally seen as a mental state of vague
fear and apprehension which influences the mode of thinking. Anxiety usually shows itself in such mental
state as depression, impulsiveness, excessive worry and nervousness. While everyone aspires for a perfect
state of peace and tranquility, the fact is that some anxiety is almost necessary for an individual to be
effective because it provides the necessary push for efforts to achieve excellence.

Adjustment problems usually show themselves in the level of job satisfaction. For long, both theorists and
practitioners have been concerned with Sales Persons' adjustment and have provided vocational guidance
and training to them to minimise it's impact on work behaviour. Most literature, in this area, generally
suggests a positive relationship between adjustment and job satisfaction. People with lower level of
anxiety and low neuroticism have been found to be more satisfied with their jobs.

Determinants of Job Satisfaction :

According to Abrahan A. Korman, there are two types of variables which determine the job satisfaction
of an individual. These are :

1) Organisational variables ; and

2) Personal Variables.

Organisational Variable :

1) Occupational Level :

The higher the level of the job, the greater is the satisfaction of the individual. This is because higher level
jobs carry greater prestige and self control.

2) Job Content :

Greater the variation in job content and the less repetitiveness with which the tasks must be performed,
the greater is the satisfaction of the individual involved.

3) Considerate Leadership :

People like to be treated with consideration. Hence considerate leadership results in higher job
satisfaction than inconsiderate leadership.

4) Pay and Promotional Opportunities :

All other things being equal these two variables are positively related to job satisfaction.

5) Interaction in the work group :

Here the question is : When is interaction in the work group a source of job satisfaction and when it is not
? Interaction is most satisfying when -

(a) It results in the cognition that other person's attitudes are similar to one's own. Since this permits the
ready calculability of the others behaviour and constitutes a validation of one's self ;

(b) It results in being accepted by others ; and

(c) It facilitates the achievements of goals.

Personal Variables :

For some people, it appears most jobs will be dissatisfying irrespective of the organisational condition
involved, whereas for others, most jobs will be satisfying. Personal variables like age, educational level,
sex, etc. are responsible for this difference.

(1) Age :

Most of the evidence on the relation between age and job satisfaction, holding such factors as
occupational level constant, seems to indicate that there is generally a positive relationship between the
two variales up to the pre-retirement years and then there is a sharp decrease in satisfaction. An individual
aspires for better and more prestigious jobs in later years of his life. Finding his channels for advancement
blocked, his satisfaction declines.

(2) Educational Level :

With occupational level held constant there is a negative relationship between the educational level and
job satisfaction. The higher the education, the higher the reference group which the individual looks to for
guidance to evaluate his job rewards.

(3) Role Perception :

Different individuals hold different perceptions about their role, i.e. the kind of activities and behaviours
they should engage in to perform there job successfully. Job satisfaction is determined by this factor also.
The more accurate the role perception of an individual, the greater his satisfaction.

(4) Sex :

There is as yet no consistent evidence as to whether women are more satisfied with their jobs than men,
holding such factors as job and occupational level constant. One might predict this to be the case,
considering the generally low occupational aspiration of women.

Some other determines of job satisfaction are as follows:

(i) General Working Conditions.

(ii) Grievance handling procedure.

(iii) Fair evaluation of work done.

(iv) Job security.

(v) Company prestige.

(vi) Working hours etc.

How Sales Persons Can Express Dissatisfaction

Sales Person dissatisfaction can be expressed in a number of ways. For example, rather than quit, Sales
Persons can complain, be insubordinate, steal organisational property, or shirk a part of their work
responsibilities. In the following figure, four responses are given along to dimensions : Constructiveness /
Destructiveness and Activity / Passivity. These are defined as follow :

Exit : Behaviour directed towards leaving the organization as well as looking for new position.
 Active

                                        Exit                          Voice

                Destructive                                                         Constructive

                                        neglect                     loyalty

Passive

Voice : Actively and constructively attempting to improve conditions includes suggesting improvements,
discussing problems with superiors, and some forms of union activity.

Loyalty : Passively but optimistically waiting for conditions to improve. Includes speaking up for the
organisation in the face of external criticism and trusting the organisation and its management to 'do the
right thing'.

Neglect : Passively allowing the conditions to worsen. Includes chronic absenteeism or lateness, reduced
effort, and increased error rate.

Exit and neglect behaviours encompass our performances variables-productivity, absenteeism and
turnover. But this model expands Sales Person response to include voice and loyalty, constructive
behaviours that allow individuals to tolerate unpleasant situations or to revive satisfactory working
conditions.

The importance of high job satisfaction :

The importance of job satisfaction is obvious. Managers should be concerned with the level of job
satisfaction in their organisations for at least three reasons:
(1) There is clear evidence that dissatisfied Sales Persons skip work more often and are more likely to
resign ;

(2) It has been demonstrated that satisfied Sales Persons have better health and live longer ; and

(3) Satisfaction on the job carries over to the Sales Person's life outside the job.

Satisfied Sales Persons have lower rate of both turnover and absenteeism. Specifically, satisfaction is
strongly and consistently negatively related to an Sales Person's decision to leave the organisation.
Although satisfaction and absence are also negatively related, conclusions regarding the relationship
should be more guarded.

An often overlooked dimension of job satisfaction is its relationship to Sales Person health. Several
studies have shown that Sales Persons who are dissatisfied with their jobs are prone to health setbacks
ranging from headaches to heart disease. For managers, this means that even if satisfaction did not lead to
less voluntary turn over and absence, the goal of a satisfied work force might be jutificable because it
would reduced medical costs and the premature loss of valued Sales Persons by way of heart disease or
strokes.

Job satisfaction's importance is its spin off effect that job satisfaction has for society as a whole. When
Sales Persons are happy with their jobs, it improves their lives off the job. In contrast, the dissatisfied
Sales Person carries that negative attitude home.

Some benefits of job satisfaction accure to every citizen in society. Satisfied Sales Persons are more likely
to be satisfied citizens. These people will hold a more positive attitude towards life in general and make
for a society of more psychologically healthy people.

So job satisfaction is very important. For management, a satisfied work force translates into higher
productivity due to fewer disruptions caused by absenteeism or good Sales Persons quitting, as well as
into lower medical and life insurance costs. Additionally, there are benefits for society in general.
Satisfaction on the job carries over to the Sales Person's off the job hours. So the goal of high job
satisfaction for Sales Persons can be defended in terms of both money and social responsibility.

Importance to Worker and Organization

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 work 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 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"

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job

satisfaction? Organizations can help to create job satisfaction by putting systems in place

that will ensure that workers are challenged and then rewarded for being successful.

Organizations that aspire to creating a work environment that enhances job satisfaction

need to incorporate the following:

•
Flexible work arrangements, possibly including telecommuting
•
Training and other professional growth opportunities
•
Interesting work that offers variety and challenge and allows the worker
opportunities to "put his or her signature" on the finished product
•
Opportunities to use one's talents and to be creative
•
Opportunities to take responsibility and direct one's own work
•
A stable, secure work environment that includes job security/continuity
•
An environment in which workers are supported by an accessible supervisor who
provides timely feedback as well as congenial team members
•
Flexible benefits, such as child-care and exercise facilities
•
Up-to-date technology
•
Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is

that there are many factors that affect job satisfaction and that what makes workers happy

with their jobs varies from one worker to another and from day to day. Apart from the

factors mentioned above, job satisfaction is also influenced by the employee's personal

characteristics, the manager's personal characteristics and management style, and the

nature of the work itself. Managers who 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 include AT&T, IBM, and General Motors

(Daft, 1997).

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?
Workers' Roles 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.Employers value and reward excellent

reading,listening,writing,and speaking skills. Acquire new job-related knowledge that helps you

to perform tasks more efficiently and effectively. This will relieve boredom and often gets one

noticed.
•

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often result in recognition as well as in increased

responsibilities and rewards.

•
Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get 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.
•

See the value in your work. Appreciating the significance of what one does can

lead to satisfaction with the work itself. This helps to give meaning to one's

existence, thus playing a vital role in job satisfaction.

•
Learn to de-stress. Plan to avoid burnout by developing healthy stress-
management techniques.

Assuring Job Satisfaction

Assuring job satisfaction, over the longterm, requires careful planning and effort both by

management and by workers. Managers are encouraged to consider such theories as

Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to

a stimulating, challenging, supportive, and rewarding work environment is vital. Because

of the relative prominence of pay in the reward system, it is very important that salaries

be tied to job responsibilities and that pay increases be tied to performance rather than

seniority.

So, in essence, job satisfaction is a product of the events and conditions that people

experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is

fair, her promotional opportunities are good, her supervisor is supportive, and her

coworkers are friendly, then a situational approach leads one to predict she is satisfied with her

job"
 ANALYSIS
&
INTERPRETATION

QUESTIONNAIRE-:

I am frequently stressed out at work.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I find myself negatively comparing my situation to my peers.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I feel my bad days at work outweigh the good ones.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I often experience a sensation of time standing still when I am at work.

Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I have been told that I am becoming a more cynical person.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I feel as though my employer has broken promises about my future with the
organization.
•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I have lost sight of my career goals and aspirations.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

I no longer feel valued for my work.

•
Strongly Agree
•
Agree
•
Neither Agree nor Disagree
•
Disagree
•
Strongly Disagree

Findings
o
Employees are not completely satisfied with their job although their salary
is not good enough.
o
Employes are not getting value to their work.
o
Most of employees think that they are not 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.

SUGGESTIONS AND RECOMMENDATIONS

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.

Results-
Strongly agree-40%
Agree- 35&
Neither Agree nor Disagree-5%
Disagree-20%
Strongly Disagree-0%

So In all I concluded job satisfaction as a major issue and people working in company are not much
satisfied ..Its merely not the problem with one company only but with other company’s also .We can see
in above results only 20%people are satisfied with their job as they are at labour level or people who are
working as workmen. Because they are working on daily wages.Here are some general graphs of job
satisfaction which are being collected by secondary resources. Following graphs would show level of
satisfaction of job in india till now.

Graph showing the priority placed on different reasons for satisfaction at work:

Thank you to the hundreds of people who took the time to fill in the survey as you see the
results prove to be very interesting.

As you can see there is very little seperating the top reasons for job satisfaction. 21% of you
consider salary to be most important, it was the no.1 reason. When we are paid adequately
for our work we feel valued and appreciated. Money troubles are a common cause of stress and
can cause pressure in our private lives, these can both be reduced if we can balance our often
ambitious expenditure with our incoming wage.

The small margin between the top results shows that salary alone is NOT the only reason for
work satisfaction. Working environment is also very important with 20% of votes. This can
include the physical surroundings at work such as decor, temperature, smell (who wants to be
located near a sewage treatment works!) and social atmosphere. We spend a large proportion
of our lives at work and so we want to be in comfortable, pleasant surroundings.

18% of you consider challenge at work to be most important. We all aspire to be the master
of our art, however when we are no longer challenged it may be time to move on. We need to
be stimulated either creatively, intellectually or psychologically in our work, doing the same
tasks day in day out without a spark of dynamism or variation could become mundane.
15% of you think that career progression is important to your satisfaction at work. Like a
relationship that isn't going anywhere, having a job with no prospects can be frustrating
especially if you are ambitious. It can be fun for a while but ultimately not wholly satisfactory.

At the lower end of the scale 12% of you consider interaction with colleagues to be a major part
of your happiness at work, 8% of you consider training and 6% consider fun to be important

Survey conducted by Tata

General view of job satisfaction in companies-

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 few 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 company, which is quite a small
area to judge job satisfaction level.