1.

1 Introduction

Job satisfaction is one of the important factors which have drawn the attention of
managers in the organization as well as academicians. Various studies have been
conducted to find out the factors which determine job satisfaction and the way it
influences productivity in the organization. Though there is no conclusive evidence
that job satisfaction affects productivity directly because productivity depends on
many variables, it is still a prime concern for managers. Job satisfaction is the mental
feeling of favourableness which an individual has about his job.

In literature on Industrial Psychology, the term Job Satisfaction is quite frequently

used for an individual's attitude towards the specific aspects of the total work
situation. The word job refers to a specific task whereas the term job satisfaction is of
higher orders where it is essentially related to human needs and their fulfillment
through work. It is generated by the individual’s perception of how well his job
satisfies his various needs. It is often said that “A happy employee is a productive
employee.” Job Satisfaction is very important because most of the people spend a
major portion of their life at their working place. Moreover, job satisfaction has its
impact on the general life of the employees also, because a satisfied employee is a
contented and happy human being. A highly satisfied worker has better physical and
mental well-being. Though it is debatable as to which one is the cause and which is
the effect, they are correlated to each other.

Definition:

The term “job satisfaction” refers to an employee general attitude towards his job. Job
satisfaction is how content an individual is with his or her job. The employees can be
think that the organisation can be fulfil their requirements such as pay, pension
arrangement, working hours.

It is useful to highlight its important aspects. There are three important dimensions

to employee job satisfaction.

1. Employee job satisfaction refers to ones feeling towards ones job. It can only
be inferred but not seen.

2. Employee job satisfaction is often determined by how well Outcomes meet or

exceed expectations satisfaction in one’s job Means increased commitment in the
fulfilment of formal Requirements. There is greater willingness to invest
personal Energy and time in job performance

3. The terms of employee job satisfaction and job attitudes are typically
used interchangeably. Both refer to effective orientations On the part of individuals
towards their work roles, which they are presently occupying. Positive attitude
towards the job are conceptually equivalent to employee job satisfaction and negative
attitudes towards the job indicate employee dissatisfaction.
Though the terms employee job satisfaction and attitudes are used interchangeably,
there are difference between the two. Attitudes, as was mentioned earlier, refer to
predisposition to respond. Employee job satisfaction, on the other hand, relates to
performance factors.
Attitudes reflect ones feeling towards individuals, organizations and objects. But
satisfaction refers to ones attitudes to a job. Employee job satisfaction is, therefore, a
specific subset of attitudes. Attitudes endure generally, but employee job satisfaction
is dynamic, it can decline even more quickly that it developed. Managers, therefore,
cannot establish the conditions leading to high satisfaction now and then neglect it, for
employee satisfaction constantly.

Sources of job-satisfaction
Benefits of Employee job satisfaction:
A) One benefit of Employee job satisfaction survey is that they Give management
an indication general levels of satisfaction in a company. Surveys also indicate
specific areas of satisfaction or dissatisfaction (as with employee services) and
particular groups of employee. In other words, a survey tells how employees feel
about their jobs, what parts of their jobs these feeling are focused on, with department
are particularly affected, and whose feelings are involved ( for example,
supervision, employee or staff specialists). The survey is powerful diagnostic
instrument for assessing employee problems.

B) Improved communication is another benefits of the surveys.

Communication flows in all directions as people plan the survey, talk and discuss its
result. Particularly beneficial to the company is, the upward communication
when employees are encouraged to comment about what they really have in
their minds.

1.An unexpected benefit from an employee job satisfaction survey is

improved attitudes. For some employees, the survey is a safety valve, an emotional
release, and a chance to get things off their chest. For others, the survey is a tangible
expression of management’s interest in employee welfare, which gives employees a
reason to feel better towards management.

2.The employee job satisfaction survey can help discover the causes of
indirect productivity problems, such as absenteeism, turnover and poor quality of
work. If an organization is disturbed by a high rate of absenteeism or turnover, it
might opportunities, unchallenging jobs, unjust treatment and the like. Without
proper survey, there could be random guessing on the part of management employee
job satisfaction survey help management both to get a better handle on why
employees are lagging and to plan better handle solutions to problems.

3.Another benefit of satisfaction survey is that help management assess training

needs. Usually, employees are given on opportunity how they feel this supervisor
performs certain parts of the jobs, such as delegating work and giving adequate job
instruction. Since employees experience these supervisory acts, their perception may
provide useful data about the training of their supervisors.
1. One of the best uses of employee job satisfaction survey is in the evaluation of
the impact of organizational changes on employees attitudes. For example,
the management wants to whether the job redesign program recently
implemented in the organization has resulted in increased satisfaction to the
employees. By comparing pre-change data and post- change data, it is easy to
determine what impact the redesigned work has on employee attitudes.

But the benefit discussed above would be realized subject to certain prerequisites.
Following are the conditions:

 Top management actively supports the survey

 Employees are fully involved in planning the survey.

 A clear objective exists for conducting the survey.

 The study is designed and administered consistent with standards of

sound research.

 Management is capable and willing to take follow up action.

 Both the results and action plans are communicated to employees.

Ways of Measuring Employee Job Satisfaction:

There are a number of ways of measuring Employee Job Satisfaction. This is

not surprising since hundreds of studies have been conducted over the past three and
half decades, employing varied techniques. The most common ways of measuring
Employee Job Satisfaction. This is not surprising since hundreds of studies have been
conducted over the past three and half decades, employing varied techniques. The
most common ways of measurement include rating scales, critical incidents,
interviews, and action tendencies. Measurement of employee job satisfaction has
come to acquire the same fate as the measurement of intelligence. We can measure
employee job satisfaction by questionnaire. Perhaps the earliest of all the known
scales of measuring employee job satisfaction is that by Hop pock(1935).

NATURE AND CAUSE OF JOB SATISFACTION

The Nature and Scope of Job Satisfaction Job Satisfaction is often thought to be
synonymous with job attitudes,but is important to recognise that those with different
theorettical orienttations may use the term somewhat differently. Some measure job
satisfaction in terms of the gratification of strong needs in the work place.Itg may be
that some people continue to seek situations where they will be satisfied,while others
drawn towards situations where they will not.Or people’s attitudes about facets of
their environmwnt unrelated to their work situation may be manifested in ways that
affect job satisfaction.Closely Linked toi the psychological to motivation is the job
satisfaction.

THE NEED AND IMPORTANCE

When employees are allowed to operate freely, job satisfaction can contribute
substantially to the organisational effectiveness. It can contribute to productive output
in the form of high quantity and quality of products or services, as well as to
organisational maintenance as represented by low absenteeism and turnover. Yet in a
great many instances, aspects of the individual, the organisation, or the environment
constrain the satisfaction-productivity relationship to the point where its practical
importance is minimal. Ultimately stress may catch up with such a person and signs of
poor corporate citizenship may appear, but such denials of natural satisfaction output
patterns can maintain themselves for long periods.
Hence, job satisfaction is often much more important to the individual than to the
employing organisation. Individuals can change jobs, thereby obtaining more
saustying work.

Organisation can shift people from job to job within the firm, but their capacity to
move people from organisation to organisation is very limited.
Job Satisfaction Organisational Factors Group Factors Individual Factors
Organisational
Factors: There are six major organisational factors which contribute to an emplovee's
attitude towards his or her job: pay, opportunities for promotion, the nature of work,
policies of the organisation and working conditions. Wages play a significant role in
influencing job satisfaction. This is because of two reasons. First, money is an
important instrument in fulfilling one's needs. Secondly, employees often see pay as a
reflection of management's concern for them. Employees want a pay system which is
simple, fair, and in line with their expectations. When pay is seen as fair, based on job
demands, individual skill level, and community pay standards, satisfaction is likely to
result.
What needs emphasis is that it is not the absolute amount paid that matters, rather it is
one's perception of fairness. Promotional opportunities affect job satisfaction
considerably. The desire for promotion is generally strong among employees as it
involves change in job content, pay, responsibility, independence, status and the like.
An average employee in a typical goverment organisation can hope to get two or three
promotions in his entire service though chances of promotion are better in the private
Size Supervision Personality Status and Seniority Congruent with Interests General
Life Satisfaction Wages Promotions Nature of work Organisational Policies and
Procedures Working Conditions Reward System Causes of Job Satisfaction. It is no
surprise that the employee takes promotion as the ultimate achievement in his career
and when it is realised, he feels extremely satisfied. Nature of work: Most employees
crave intellectual challenges on jobs. They tend to prefer being given opportunities to
use their skills and abilities and being offered a variety of tasks, freedom, and
feedback on how well they are doing. These characteristics make jobs mentally
challenging.
Jobs that have too little challenge create boredom. But too much challenge creates
frustration and a feeling of failure. Under condition of moderate challenge, employees
experience pleasure and satisfaction. Organisational policies and procedures.
Organisational policies include the basis for effecting promotions (seniority versus
merit), transfer of people, foreign assignments, lay-off and retrenchment, appraisal
and reward systems, motivational methods, skill based versus job based pay, and the
like. Working conditions that are compatible with an employee's physical comfort
facilitates doing a good job which contributes in turn to job satisfaction. Temperature,
humidity, ventilation, lighting

and noise, hours of work, cleanliness of the work place, and adequate tools and
equipment are the features which affect job satisfaction. Individual can be motivated
for good performance by proper design of the rewards for good performance, which
itself depends on design of their work environment and praise for their performance.
Punishment for poor performance can also reduce the negative performance. Only
thing, which is required, is the analysis of work situation to determine what causes
workers to act the way they do and then initiate changes required eliminating
troublesome areas and obstructions to performance.
Specific goals are to set with workers participation and assistance. Prompt and regular
feedback of results should be made available and performance improvements should
be rewarded with recognition and prise. Even when performance does not equal goals,
ways should be founded to help people and prise them for the good things they do.
The psychologist B.F Skinner of Harvard developed theory called reinforcement
Theory having positive and negative reinforcement. Perhaps the strength of the
Skinner approach is that it is closely akin to requirements of good managing. It
emphasizes removal of obstructions to performance, careful planning and organizing,
control through feedback and the expansion of communication. Clear contingencies
between performance and rewards are describable in the resent scenario. Group
factors wielding influence on job satisfaction include group size and supervision. The
size of the group, larger the size of the group, lower the level of satisfaction.
As size increases, opportunities for participation and social interaction decrease, so the
ability of members to identify with the group's performance. More members mean
dissension, conflict, and groups and within groups. All these don not augur well for
satisfaction of members. Perceived quality of supervision is another determinant of
job satisfaction.
Satisfaction tends to be high when people believe that their supervisors are more
competent, have their best interests in mind, and treat them with dignity and respect.
Communication is another aspect of supervision.
Satisfaction of members tends to be high when they are able to communicate easily
with their supervisor. When it's lacking the respect level varies widely throughout the
organisation.
Rules and policies have a patronizing tone. Employees are often told what to do
instead of being free to figure things out for themselves. When it's thriving Employees
show respect for one another regardless of rank and title.
1.2 NEED FOR THE STUDY
 The purpose of doing this project is mainly to make a thorough study of
employee's job satisfaction at digitaltrack Solution Pvt. Ltd. With reference to
human resource management.
 The study will help to make the work atmosphere more conductive.
 The study is intended to analyse the work timing which appears to very high of
employees.

1.3 SCOPE OF THE STUDY

 The research is done on satisfaction level of employees of digitaltrack Solution
Pvt. Ltd.
 To identify the employees level of satisfaction upon that job.
 This study may enable the higher authorities in giving more support to increase
the employee productivity.
 In addition to this, it is intended to study the employees attitude towards the
factors like work timing, work atmosphere, training, job security.

1.4 STATEMENT OF THE PROBLEM

Job satisfaction is considered as a key issue by the entrepreneur where efforts are
taken and programs are initiated.So every organisation is giving higher priority to
keep their employees with satisfaction by providing several facilities which improves
satisfaction and whih reduces dissatisfaction.It is said that satisfied employees is a
productive employee, any kind of grievances relating to organisational or personal to a
greater extent influence on the job.If the employee is not satisfied with the job there
are chances for absenteeism,job turnover,lower productivity.Commotting of
mistakes,diverting energy for different types of conflicts keeping this things in view
all organisation are typing to identify the areas where satisfaction to be improved to
get out of the above danger.

1.5 OBJECTIVES OF THE STUDY

Primary objective
  To study tho job satisfaction procedures with reference to digitaltrack Solution
Pvt Ltd.
Secondary objectives
 To assess the satisfaction level of employees in digitaltrack Solution Pvt. Ltd.
 To find the current motivation policy and how much it is effective to employec.
 To know the satisfaction level of existing reward system.

1.6 LIMITATION OF THE STUDY

 survey is subjected t the bias and prejudices of the respondents.Hence 100%
accuracy can't be assured
 The researcher carried out in a short span of time, where in the researcher was
not able to widen the study.
 Due to limiting of the me the research could not be made more detailed.
 Some of the replies of the respondents may be biased.
 Due to confidentiality of some information accurate response was not revealed
by some of the respondents