A Study on Job Satisfaction as a Correlate of HRD Climate
Executive Summary Table of ContentsChapter NumberChapter
NamePage Number
Chapter 1Introduction8
1.1About the Organization9
1.2About the topic10
Chapter 2Research Methodology23
2.1Objectives of the study24
2.2Scope of the study24
2.3Rationale of the study24
2.4Hypothesis of the study24
2.5Research Methodology25
2.5.1Type of Research25
2.5.2Research Design25
2.5.3Sources of Data Collection25
2.5.4Sample Design and Sample Size26
2.5.5Tool of Primary Data Collection26
2.5.6Data Analysis26
Chapter 3Findings and Analysis27
Chapter 4Limitations of the study56
Chapter 5Suggestions and Recommendations58
Chapter 6Conclusion60
Bibliography62
Annexure
Executive SummaryThe consequent changes in the organizational
environment have forced organizations to look for better avenues of
performance improvement, resulting in a changed perspective for
Human Resource Development (HRD) activities in organizations. The
emphasis now is more on an overall development, which means a more
integrated approach towards HRD is needed. This has led to the
introduction of organized activities designed to foster increased
knowledge, skills, competencies and better behaviours. It is said
that the factors of satisfaction are real contributors in the
motivation of employees and, in turn, may contribute in reducing
employee turnover. In this context, HRD aims at developing the
motivation of the employees to the best extent possible, to make
them contribute to the organizational goals. Since job satisfaction
is a correlate of the organizational climate, a healthy climate is
required for utilising and enhancing the employees competencies and
skills. The present study is an attempt to explore the HRD climate
level HDFC Bank at Rohini Branches in New Delhi.
This report shows that Job Satisfaction is an important
correlate of HRD Climate. The employees exhibit high degree of job
satisfaction when the HRD Climate is favourable for them. It
discusses the view-points of employees regarding their job
satisfaction at work. It tries to identify the concerns of the
employees regarding their satisfaction level at work. It aims to
suggest the management about the possible positive changes that can
be introduced in the organization in order to take the job
satisfaction level to a greater extent with reference to the HRD
Climate.
The importance of Job Satisfaction cannot be denied by any
organization as it is essential for its effective and smooth
functioning. This study aims to understand the intensity of job
satisfaction as a correlate of HRD Climate in the organization.
Different levels and different departments have been taken under
consideration. The impact of various practices has been tried to
analyzed and thereafter, few recommendations have been provided in
this regard. Efforts have been made to closely observe the
practice, benefits, disadvantages and suggestions in terms of job
satisfaction.
In the present study, the survey was conducted on the employees
of two branches of HDFC Bank( Rohini, North-West Delhi). The sample
size was 50, which consisted of employees at different levels of
hierarchy. The sampling technique used was Convenience Sampling.
The statistical tool was Correlation Method. The data has been
represented in the form of percentages and pie-charts.
The study was conducted with an objective of understanding the
relationship between HRD Climate in an organization and the job
satisfaction that its employees derive from it.It has been tried to
study that job satisfaction is a correlate of HRD Climate in an
organization.
It has been found that Job Satisfaction is a correlate of HRD
Climate in the HDFC Bank, where most of the employees find the HRD
Climate of the organization favourable, as a result of which
majority of the employees exhibit a great amount of job
satisfaction. However, the employees at the bank were not very
satisfied with their compensation and risk- taking attitude of the
organization.
It has been suggested that the organization, in order to
increase the job satisfaction of its employees to the highest
level, should provide support and promote innovation facilities in
the organization. Training and Development programs should be
conducted in the organization at regular basis.
The organization has exhibited positive results in terms of
job-satisfaction as a whole, which in turn proves that since the
HRD Climate in the organization is favourable, the satisfaction of
employees at work shows positive outcomes.
Chapter I - Introduction
Introduction 1.1About the organizationHDFC Bank Limitedis an
Indianfinancial servicescompany based inMumbai, Maharashtra. It was
incorporated in 1994.HDFC Bank is the fifth largest bank in India
by assets. It is the largest bank in India bymarket
capitalizationas of 24 February 2014. As on Jan 2 2014, the market
cap value of HDFC was around USD 26.88B, as compared toCredit
Suisse Groupwith USD 47.63B.The bank was promoted by theHousing
Development Finance Corporation, a premier housing finance company
(set up in 1977) of India. As of 31 March 2013, the bank had assets
of INR 4.08trillion.For the fiscal year 2012-13, the bank has
reported net profit of INR 69billion, up 31% from the previous
fiscal year.[2]Its customer base stood at 28.7millioncustomers on
31 March 2013. HistoryHDFC Bank Limited was incorporated in August
1994. It was promoted byHousing Development Finance
CorporationLimited (HDFC), India's largest housing finance company.
It was among the first companies to receive an 'in principle'
approval from theReserve Bank of India (RBI)to set up a bank in the
private sector.The Bank started operations as ascheduledcommercial
bank in January 1995 under the RBI's liberalization policies. On 26
February 2000, Times Bank Limited owned byThe Times Group(Bennett,
Coleman & Co.) was merged with HDFC Bank Ltd. This was the
first merger of two private banks in India. Shareholders of Times
Bank received 1 share of HDFC Bank for every 5.75 shares of Times
BankOn 23 May 2008, HDFC Bank acquiredCenturion Bank of
Punjabtaking its total branches to more than 1,000. The amalgamated
bank emerged with a base of about Rs. 1,22,000 crore and net
advances of about Rs. 89,000 crore. The balance sheet size of the
combined entity is more than Rs. 163,000 crore.Services:Wholesale
banking services and Retail Banking servicesHDFC Bank provides a
range of commercial and transactional banking services, including
working capital finance, trade services, transactional services,
cash management, etc. to large, small and mid-sized corporates and
agriculture-based businesses in India. The bank is also a leading
provider of these services to its corporate customers, mutual
funds, stock exchange members and banks. Retail Banking Service:
HDFC Bank was the first bank in India to launch an
InternationalDebit Cardin association with VISA (Visa Electron).
The bank also issues theMasterCardMaestro debit card. The Bank
launched itscredit cardbusiness in late 2001. By the end of June
2013, it had a credit card base of 5.94 million.By March 2012, the
bank had a total card base (debit and credit cards) of over 19.7
million.The Bank is also one of the leading players in the
"merchant acquiring" business with over 240,000 point-of-sale (POS)
terminals for debit / credit cards acceptance at merchant
establishments.The Bank is positioned in various net based B2C
opportunities including a wide range of Internet banking services
for Fixed Deposits, Loans, Bill Payments, etc. TreasuryThe bank has
three main product areas - Foreign Exchange and Derivatives, Local
Currency Money Market & Debt Securities, and Equities. These
services are provided through the bank's Treasury team. To comply
with statutory reserve requirements, the bank is required to hold
25% of its deposits in government securities. The Treasury business
is responsible for managing the returns and market risk on this
investment portfolio. OperationsAs of 30 September 2013, HDFC Bank
has 3,251 branches and 11,177 ATMs, in 2,022 cities in India, and
all branches of the bank are linked on an online real-time
basis.The Bank has overseas branch operations inBahrainandHong
Kong. HDFC Bank has two subsidiaries:HDB Financial Services
Limited(HDBFS): HDBFS is engaged in retail asset financing. It is a
non-deposit taking non-bank finance company (NBFC). Apart from
lending to individuals, the company grants loans to micro, small
and medium business enterprises. It also runs call centers for
collection services to the HDFC Banks retail loan products. HDFC
Bank holds 97.4% shares in HDBFS. As of March 31, 2013, HDBFS has
230 branches in 184 cities. During the FY 2012-13, HDBFS had
turnover of INR 9.6 billion and profit after tax of INR 1
billion.It has 6,404 employees as of 31 March 2013. HDFC Securities
Limited(HSL): HSL is engaged in stock broking. As of March 31,
2013, HDBFS has 194 branches across 150 cities. HDFC Bank has 62.1%
shareholding in HSL. During the FY 2012-13, HSL had turnover of INR
2.3 billion and profit after tax of INR 668 million.During the
year, the Company received the Best e-Brokerage Award - 2012 in the
Outlook Money Awards in the runner up category. 1.2 About the
topicHuman Resource is undoubtedly the most challenging and dynamic
capital in an organization. Human Resource is the contributor to
the intellectual capital, social capital and emotional capital of
an organization; there by being the most important instrument
behind every success or failure. In an age of bottleneck
competition, where the customer has many choices to make from
available products and services, it is imperative to develop a
competent and retainable manpower base. It becomes further
indisputable, in an era where knowledge, information and
competencies change fast and becomes obsolete at a faster rate.
Therefore, human resource development is an indispensable
responsibility of the management. Human Resource development in an
organizational context, is a process by which the employees of an
organization are helped in a continuous planned way to : a)acquire
or sharpen capabilities required to perform various functions
associated with their present or future roles;(b) develop their
general capabilities as individuals and discover and exploit their
own inner potentials for their own and/or organizational
development processes; and (c) develop an organizational culture in
which supervisor-subordinate relationships, team work and
collaboration among sub units are strong and contribute towards
professional well-being ,motivation and pride of
employees(T.V.Rao,1985).It is logical to assume that the
relationship between the HRD, social capital and emotional capital
and organizational productivity is highly integrated (K.Brooks and
F.M.Nafukho,2006). Organizational Climate refers to the
"perceptions that organizations members share regarding the
fundamental elements of their organizations" (West et al., 1998).A
developmental climate is necessary for effective HRD initiatives
and implementation of HRD strategies. An organization that has a
better HRD climate and processes is likely to be more effective
that an organization which does not have.(T.V.Rao, 1992).HRD
Climate constitutes of General Climate, HRD Mechanisms and OCTAPAC
Culture. General climate highlights the extent to which the
management of an organization has sincere intention, determined
will and takes supportive actions for developing its manpower. HRD
Mechanism constitutes subsystems like performance management,
training and development, potential appraisal, career planning and
development, reward management, quality of work life, self renewal
mechanisms etc. The OCTAPAC culture underlines an organizational
culture having elements like open and frank communication system,
an environment of trust, opportunities to take decision and be
innovative, a proactive attitude towards development by the
employees and line mangers, an authentic approach towards
developmental issues, and positive attitude for settling matters of
dispute and grievances forthrightly with positive interaction.
Research studies have shown that a conducive HRD Climate effects
performance of the organization positively and enhances
organizational commitment as well as job involvement and
performance.HRD Climate affects individual performance in three
ways a) by defining the stimuli that confronts the individual, b)by
placing constraints on the individuals freedom of choice and c) by
providing source of reward and punishment (B.Pattnayak, 1998).A
congenial HRD Climate helps to boost employee morale and creates
motivated and competent employees who are propelled by
Organizational commitment and sensitivity towards organizational
needs. The role of the HR department becomes pivotal in designing,
developing and implementing effective policies, strategies and
procedures of HRD mechanisms which help in creating positive
perceptions in employees, thereby enhancing organizational
commitment. Studies have positively linked ten dimensions of HRD
climate, such as participation, succession planning, counselling ,
appraisal, training, organizational development, human resource
information system, career planning, reward and welfare, job
enrichment towards enhancing organizational commitment
(Purang,2008).The various elements of a HRD Climate if exist to a
good extent in an organization would definitely help in augmenting
job satisfaction of employees(Solkhe and Choudhary,2011).It assists
in creating a cordial and healthy relationship between various
dyads, teams and inter-teams, supported by transparent
communication. Research studies have proved that there exists a
statistical co- relationship between specific elements in the
organizational climate and four performance measures such as
profitability, productivity, customer loyalty and employee
retention (B.Pattnayak,2003).Organizational climate has been found
to be a determiner of an organizations ability to sustain high
performance. It provides levers to form an integrated people's
strategy that shifts performance and the necessary tools that
enable employees to do their jobs properly (Gonzalez, 1999).
Studies linking climate and performance (Denison 1990; West et al.,
1998; Burke and Litwin, 1992 and Kangis and Williams, 2000) claim
that when employees perceive greater involvement in
decision-making, information sharing and management support as
favourable, it results in greater corporate effectiveness. Well
motivated and committed work force, possessing high level of
competency and experiencing optimum level of job satisfaction,
having a fulfilling relationship with supervisors and subordinates,
driven by organizational commitment could possibly perform their
jobs better and deliver proper standardized service to the internal
and external customers effectively and efficiently with
minimization of errors and enhanced productivity.Job satisfaction
is how content an individual is with his or her job, in other words
whether or not they like the job or individual aspects or facets of
jobs, such as nature of work or supervision. Scholars have noted
that job satisfaction measures vary in the extent to which they
measure feelings about the job affective job satisfaction or
cognitions about the job cognitive job satisfaction. DefinitionJob
satisfaction is an attitude that is simply how content an
individual is with his or her job; whether he or she likes the job
or not.It is assessed at both the global level (whether or not the
individual is satisfied with the job overall), or at the facet
level (whether or not the individual is satisfied with different
aspects of the job).Spector lists 14 common facets: Appreciation,
Communication, Co-workers, Fringe benefits, Job conditions, Nature
of the work, Organization, Personal growth, Policies and
procedures, Promotion opportunities, Recognition, Security, and
Supervision). Job satisfaction scales vary in the extent to which
they assess the affective feelings about the job or the cognitive
assessment of the job. Affective job satisfaction is a subjective
construct representing an emotional feeling individuals have about
their job. Hence, affective job satisfaction for individuals
reflects the degree of pleasure or happiness their job in general
induces. Cognitive job satisfaction is a more objective and logical
evaluation of various facets of a job. Cognitive job satisfaction
can be uni-dimensional if it comprises evaluation of just one facet
of a job, such as pay or maternity leave, or multidimensional if
two or more facets of a job are simultaneously evaluated. Cognitive
job satisfaction does not assess the degree of pleasure or
happiness that arises from specific job facets, but rather gauges
the extent to which those job facets are judged by the job holder
to be satisfactory in comparison with objectives they themselves
set or with other jobs. While cognitive job satisfaction might help
to bring about affective job satisfaction, the two constructs are
distinct, not necessarily directly related, and have different
antecedents and consequences.Job satisfaction can also be seen
within the broader context of the range of issues which affect an
individual's experience of work, or theirquality 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.HistoryThe assessment of job satisfaction through
employee anonymous surveys became commonplace in the 1930s.
Although prior to that time there was the beginning of interest in
employee attitudes, there were only a handful of studies
published.Latham and Budworth note that Uhrbrock in 1934 was one of
the first psychologists to use the newly developed attitude
measurement techniques to assess factory worker attitudes. They
also note that in 1935 Hoppock conducted a study that focused
explicitly on job satisfaction that is affected by both the nature
of the job and relationships with coworkers and supervisors.Models
Affect theoryEdwin A. LockesRange of Affect Theory (1976) is
arguably the most famous job satisfaction model. The main premise
of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further,
the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/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 approachThe dispositional approach
suggests that individuals vary in their tendency to be satisfied
with their jobs, in other words, job satisfaction is to some extent
an individual trait. 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 raised apart have similar levels of
job satisfaction.A significant model that narrowed the scope of the
dispositional approach was theCore Self-evaluations Model, proposed
by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in
1997.Judge et al. argued that there are fourCore
Self-evaluationsthat determine ones disposition towards job
satisfaction:self-esteem, generalself-efficacy,locus of control,
andneuroticism. 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. Possessing 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.Equity
TheoryEquity Theory shows how a person views fairness in regard to
social relationships such as with an employer. A person identifies
the amount of input (things gained) from a relationship compared to
the output (things given) to produce an input/output ratio. They
then compare this ratio to the ratio of other people in deciding
whether or not they have an equitable relationship.Equity Theory
suggests that if an individual thinks there is an inequality
between two social groups or individuals, the person is likely to
be distressed because the ratio between the input and the output
are not equal. For example, consider two employees who work the
same job and receive the same pay and benefits. If one individual
gets a pay raise for doing the same work than the other, then the
less benefited individual will become distressed in his workplace.
If, on the other hand, one individual gets a pay raise and new
responsibilities, then the feeling of equity will be maintained.
Other psychologists have extended the equity theory, suggesting
three behavioral response patterns to situations of perceived
equity or inequity (Huseman, Hatfield, & Mile, 1987; O'Neil
& Mone 1998). These three types are benevolent, equity
sensitive, and entitled. The level by each type affectsmotivation,
job satisfaction, and job performance.Benevolent-Satisfied when
they are under-rewarded compared with co-worker.Equity
sensitive-Believe everyone should be fairly rewardedEntitled-People
believe that everything they receive is their just dueDiscrepancy
TheoryThe concept of discrepancy theory explains the ultimate
source of anxiety and dejection. An individual, who has not
fulfilled his responsibility feels the sense of anxiety and regret
for not performing well, they will also feel dejection due to not
being able to achieve their hopes and aspirations. According to
this theory, all individuals will learn what their obligations and
responsibilities for a particular function, over a time period, and
if they fail to fulfil those obligations then they are punished.
Over time, these duties and obligations consolidate to form an
abstracted set of principles, designated as a self-guide. Agitation
and anxiety are the main responses when an individual fails to
achieve the obligation or responsibility.This theory also explains
that if achievement of the obligations is obtained then the reward
can be praise, approval, or love. These achievements and
aspirations also form an abstracted set of principles, referred to
as the ideal self guide. When the individual fails to obtain these
rewards, they begin to have feelings of dejection, disappointment,
or even depression.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
Herzberg's model has stimulated much research, researchers have
been unable to reliably empirically prove the model, with Hackman
& Oldham suggesting that Herzberg's original formulation of the
model may have been a methodological artefact.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
criticised in that it does not specify how motivating/hygiene
factors are to be measured. Job characteristics modelJob
characteristic theoryHackman & 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, and performance). 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. Not
everyone is equally affected by the MPS of a job. People who are
high in growth need strength (the desire for autonomy, challenge
and development of new sills on the job) are particularly affected
by job characteristics. Ameta-analysisof studies that assess the
framework of the model provides some support for the validity of
the JCM.Influencing factorsEnvironmental factorsCommunication
overload and 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.Superior-subordinate communicationSuperior-subordinate
communication is an important influence on job satisfaction in the
workplace. The way in which subordinates perceive a supervisor's
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 (Teven, p.156). Nonverbal
messages play a central role in interpersonal interactions with
respect to impression formation, deception, attraction, social
influence, and emotional.Nonverbal immediacy from the supervisor
helps to increase interpersonal involvement with their subordinates
impacting job satisfaction. The manner in which supervisors
communicate with their subordinates non-verbally may be more
important than the verbal content (Teven, p.156). Individuals who
dislike and think negatively about their supervisor are less
willing to communicate or have motivation to work whereas
individuals who like and think positively of their supervisor are
more likely to communicate and are satisfied with their job and
work environment. A supervisor who uses nonverbal immediacy,
friendliness, and open communication lines is more likely to
receive positive feedback and high job satisfaction from a
subordinate. Conversely, a supervisor who is antisocial,
unfriendly, and unwilling to communicate will naturally receive
negative feedback and create low job satisfaction in their
subordinates in the workplace.Strategic employee recognitionA
Watson Wyatt Worldwide study identified a positive outcome between
a collegial and flexible work environment and an increase in
shareholder value which suggests that employee satisfaction is
directly related to financial gain. Over 40 percent of the
companies listed in the top 100 of Fortune magazines , Americas
Best Companies to Work For also appear on the Fortune 500. It is
possible that successful workers enjoy working at successful
companies, however, the Watson Wyatt Worldwide Human Capital Index
study claims that effective human resources practices, such as
employee recognition programs, lead to positive financial outcomes
more often than positive financial outcomes lead to good
practices.Employee recognition is not only about gifts and points.
It's about changing thecorporate culturein order to meet goals and
initiatives and most importantly to connect employees to the
company's core values and beliefs. Strategic employee recognition
is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the
financial situation. The difference between the traditional
approach (gifts and points) and strategic recognition is the
ability to serve as a serious business influencer that can advance
a companys strategic objectives in a measurable way. "The vast
majority of companies want to be innovative, coming up with new
products, business models and better ways of doing things. However,
innovation is not so easy to achieve. A CEO cannot just order it,
and so it will be. You have to carefully manage an organization so
that, over time, innovations will emerge.Individual factorsEmotions
: Moodandemotionsat work are related to job satisfaction. 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. Some research suggests 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 types of 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 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.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 favourable responses to displays of pleasant
emotions might positively affect job satisfaction.Genetics:It has
been well documented that genetics influence a variety of
individual differences.Some research suggests genetics also play a
role in the intrinsic, direct experiences of job satisfaction like
challenge or achievement (as opposed to extrinsic, environmental
factors like working conditions). One experiment used sets of
monozygotic twins, reared apart, to test for the existence of
genetic influence on job satisfaction. While the results indicate
the majority of the variance in job satisfaction was due to
environmental factors (70%), genetic influence is still a minor
factor. Genetic heritability was also suggested for several of the
job characteristics measured in the experiment, such as complexity
level, motor skill requirements, and physical demands.Personality:
Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role
ofnegative affectivityandpositive affectivity. Negative affectivity
is related strongly to the personality trait ofneuroticism.
Individuals high in negative affectivity are more prone to
experience less job satisfaction. Positive affectivity is related
strongly to the personality trait ofextraversion. Those high in
positive affectivity are more prone to be satisfied in most
dimensions of their life, including their job. Differences in
affectivity likely impact how individuals will perceive objective
job circumstances like pay and working conditions, thus affecting
their satisfaction in that job. There are two personality factors
related to job satisfaction,alienationandlocus of control.
Employees who have an internal locus of control and feel less
alienated are more likely to experience job satisfaction, job
involvement and organizational commitment. A meta-analysis of 187
studies of job satisfaction concluded that high satisfaction was
positively associated with internal locus of control. The study
also showed characteristics like
highmachiavellianism,narcissism,trait anger,Type Adimensions of
achievement striving and impatience/irritability, are also related
to job satisfaction.Psychological well-beingPsychological
well-being(PWB) is defined as the overall effectiveness of an
individuals psychological functioning as related to primary facets
of ones life: work, family, community, etc.There are three defining
characteristics of PWB. First, it is aphenomenologicalevent,
meaning that people are happy when they subjectively believe
themselves to be so. Second, well-being involves some emotional
conditions. Particularly, psychologically well people are more
prone to experience positive emotions and less prone to experience
negative emotions. Third, well-being refers to one's life as a
whole. It is a global evaluation.PWB is primarily measured using
the eight-item Index of Psychological Well-Being developed by
Berkman (IPWB). IPWB asks respondents to reply to a series a
questions on how often they felt pleased about accomplishing
something, bored, depressed or unhappy, etc.PWB in the workplace
plays an important role in determining job satisfaction and has
attracted much research attention in recent years.These studies
have focused on the effects of PWB on job satisfaction as well
asjob performance.One study noted that because job satisfaction is
specific to ones job, the research that examined job satisfaction
had not taken into account aspects of ones life external to the
job. Prior studies had focused only on the work environment as the
main determinant of job satisfaction. Ultimately, to better
understand job satisfaction (and its close relative, job
performance), it is important to take into account an individuals
PWB. Research published in 2000 showed a significant correlation
between PWB and job satisfaction (r = .35, p < .01). A follow-up
study by the same authors in 2007 revealed similar results (r =
.30, p < .01) In addition, these studies show that PWB is a
better predictor of job performance than job satisfaction
alone.MeasurementThe majority of job satisfaction measures are
self-reports and based on multi-item scales. Several measures have
been developed over the years, although they vary in terms of how
carefully and distinctively they are conceptualized with respect to
affective or cognitive job satisfaction. They also vary in terms of
the extent and rigour of their psychometric validation.TheBrief
Index of Affective Job Satisfaction(BIAJS) is a 4-item, overtly
affective as opposed to cognitive, measure of overall affective job
satisfaction. The BIAJS differs from other job satisfaction
measures in being comprehensively validated not just for internal
consistency reliability, temporal stability, convergent and
criterion-related validities, but also for cross-population
invariance by nationality, job level, and job type. The reported
internal consistency reliabilities range between .81 and .87.
TheJob Descriptive Index(JDI),is a specifically cognitive job
satisfaction measure. It measures ones satisfaction in five facets:
pay, promotions and promotion opportunities, co-workers,
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.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.Relationships and practical implications:Job satisfaction can
be indicative of work behaviors such as organizational citizenship,
and withdrawal behaviors such asabsenteeism,andturnover.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 non-work satisfaction and core self-evaluations are taken
into account.An important finding for organizations to note is that
job satisfaction has a rather tenuouscorrelationto 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 recentmeta-analysisfound
surprisingly low correlations between job satisfaction and
performance. 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. Additionally, one longitudinal study
indicated that among work attitudes, job satisfaction is a strong
predictor of absenteeism, suggesting that increasing job
satisfaction and organizational commitment are potentially good
strategies for reducing absenteeism and turnover intentions.Recent
research has also shown that intention to quit alone can have
negative effects on performance, organizational deviance, and
organizational citizenship behaviours. In short, the relationship
of satisfaction to productivity is not as straightforward as often
assumed and can be influenced by a number of different work-related
constructs, and the notion that "a happy worker is a productive
worker" should not be the foundation of organizational
decision-making. For example, employeepersonalitymay even be more
important than job satisfaction in regards to
performance.AbsenteeismAbsenteeism :Numerous studies have been done
to show the correlation of job satisfaction and absenteeism. For
example, Goldberg and Waldman looked at absenteeism in two
dimensions as total time lost (number of missed days) and the
frequency of time lost. Self-reported data and records-based data
were collected and compared. Following absenteeism measures were
evaluated according to absenteeism predictors.Self-report time
lostSelf- reported frequencyRecords- based time lostOnly three
categories of predictors had a significant relationship ratio and
were taken in account further .HealthWagesPosition levelThis
research results revealed that absenteeism cannot be predicted by
job satisfaction, although other studies have found significant
relationship.Human Resource Development is a continuous process
that helps an organization to develop competent, dynamic and growth
oriented people. But the competence and dynamism can be created
when the organization has a developmental climate. HRD is developed
through HRD mechanism which enables HRD Climate development. A good
developmental climate results organizational effectiveness and
ultimate growth of the organization.
HRD Mechanisms/ Sub-systems
HRD Climate Variables
HRD Outcome & Effectiveness Variables
Figure: Linkages in HRD Mechanisms, HRD Climate and HRD
outcomes
HRD Mechanisms/ Sub-Systems
In order to develop the capabilities of each employee in the
organization and collaboration among the different units of the
organization, HRD sub-systems or mechanisms are applied in every
organization.
Figure : HRD Mechanisms/ Sub-systems
Some of the HRD mechanisms including performance appraisal,
potential development, feedback and counseling, training and
communication, O.D., Human Resource Information System etc. are
practiced in organizations.
HRD Climate Development Variables
The HRD mechanisms facilitate in the development of HRD climate
in the organization.
Figure :HRD Climate Variables
Rao has highlighted the development of OCTAPAC culture in the
organization through the practice of HRD mechanisms. OCTAPAC
culture means a culture being developed in the organization where
there is an atmosphere of openness, confrontation, trust, autonomy,
pro-activity, authenticity and collaboration.
The figure shows that HRD facilitates free expression of ideas,
team building, freedom to act independently, initiative taking and
problem-solving. They help in achieving the goals of the
organization.
HRD Outcomes Variables
The existence of good HRD climate in an organization surely
results in the growth of the organization in terms of Higher
Productivity, Lesser Cost, more profit and better image. Besides it
helps in developing more competent people, increasing job
satisfaction, team work and respect for each other. It also helps
in better utilization of Human Resources and better organizational
health. Various HRD outcome variables in the organization have been
shown in Figure-4. The framework indicates that organizational
effectiveness to a great extent are affected by competent,
committed, satisfied and dynamic people as they are likely to do
better as compared to other organizations which do not have such
people. Similarly an organization that has better HRD climate and
processes is likely to be more effective than any other
organization which doesnt have them. These HRD climate variables
are generated largely by the use of HRD mechanisms or sub-systems
by the organization.
Figure : HRD Outcome Variables
Chapter-II. Research Methodology
Research Methodology 2.1 Objectives of the study The study seeks
the following objectives: To identify the degree of relationship
between Job Satisfaction and HRD climate in the organization. To
study the level of Job satisfaction among employees of the
organization.. To suggest possible ways to increase employees job
satisfaction. 2.2 Scope of the studyThe feedback survey on the Job
Satisfaction as a correlate of HRD Climate has been conducted in
the various branches of HDFC Bank in the Nort-West Delhi region(
Sector 11 and Sector 9 of Rohini) The different levels of the
organization have been attempted to cover in the study. 2.3
Rationale of the studyJob Satisfaction is an imperative part of
every organization. Every organization aims to derive maximum
job-satisfaction and benefits for its employees. This study has
been designed in a way that it helps to understand the view-points
of employees regarding the satisfaction that they achieve from
their jobs and in what areas the management can incorporate
positive changes. The study can be of great use to the management
as it would help in the understanding of the views of employees
towards the various practices in the organization. 2.4 Hypotheses
of the study H0 = HRD Climate has no effect on Job Satisfaction H1=
HRD Climate is positively related to Job Satisfaction
2.5 Methodology 2.5.1 Type of ResearchAs the name suggests,
Quantitative Research is based on the measurement of quantity or
amount. It is applicable to a phenomenon that can be expressed in
terms of quantity. Quantitative research refers to the systematic
empirical investigation of social phenomena via statistical,
mathematical or numerical data or computational techniques. The
objective of quantitative research is to develop and
employmathematical models,theories and/orhypothesespertaining to
phenomena. The process ofmeasurementis central to quantitative
research because it provides the fundamental connection
betweenempiricalobservationand mathematical expression of
quantitative relationships. Qualitative research on the other hand,
is concerned with qualitative phenomenon, i.e., phenomenon relating
to or involving quality or kind. Qualitative researchis a method of
inquiry employed in many different academic disciplines,
traditionally in thesocial sciences, but also inmarket researchand
further contexts.Qualitative researchers aim to gather an in-depth
understanding ofhuman behaviorand the reasons that govern such
behavior. The qualitative method investigates
thewhyandhowofdecision making, not justwhat,where,when. Hence,
smaller but focusedsamplesare more often used than large
samples.The nature of research in this case is Quantitative
Research.2.5.2 Research DesignThe Research Design is Analytical. as
it is undertaken to primarily study the degree of job satisfaction
within the organization amongst the employees and their view-points
regarding the same. The data was quantified and analyzed in the
form of percentage and pie charts . The quantitative technique used
is Correlation.2.5.3 Sources of Data CollectionFor any statistical
inquiry the collection of data is done through two sources :-
Primary Sources and Secondary Sources Primary Sources: Primary data
are those which are collected for the first time. Primary sources
consist of questionnaires, interviews, schedules, observation etc.
Primary data for the study has been collected through
questionnaire.
Secondary Sources: Secondary data are those which are obtained
from external and third party sources. These consist of
organizations documents and reports or the internet. The secondary
source used in the study is the internet and the various journals
and books pertaining to the subject.
2.5.4 Sample Design and Sample SizeThe sample size taken was 50
and the technique used was Convenience Sampling, a Non Probability
Sampling technique. The questionnaires were distributed personally
to the employees at different levels in various departments of the
organization.2.5.5 Tool of Primary Data CollectionThe primary tool
of data collection is questionnaire. There are 15 questions in the
questionnaire covering different aspects of the Job Satisfaction
and 12 questions relating to the HRD Climate in the organization.
They include multiple choice questions where the answers have been
designed in the Likert Scale using a 5 point scale. The respondents
are required to select one option for every question.
2.5.6 Data Analysis
Correlation Method has been used to study the results.
Correlation is a statistical measure that indicates the extent to
which two or more variables fluctuate together. A positive
correlation indicates the extent to which those variables increase
or decrease in parallel; a negative correlation indicates the
extent to which one variable increases as the other decreases.A
simple statistical data tool, the percentage analysis method is
used in the interpretation of data results. The data results are
illustrated with the help of pie charts. Further analysis is done
on the basis of theoretical interpretations and deductions of the
results exhibited by the survey.
Chapter III. Findings and Analysis
Pie Chart Illustrations Interpretation of the Questionnaire
regarding Job Satisfaction
Question 1) The goals and objectives of the organization are
well known to me.
Likert Scale No.of respondentsPercentage
Strongly Agree714
Agree2346
Neutral1530
Disagree36
Strongly Disagree24
Analysis: The majority of the respondents agree that the goals
and objectives of the organization are clear to them while some are
unsure about the same. Only a few employees think that the goals
are not clear to them.
Question 2) The expectations from my job are well- communicated
to me.
Likert Scale No.of respondentsPercentage
Strongly Agree612
Agree2550
Neutral1020
Disagree48
Strongly Disagree510
Analysis: More than majority of the employees believe that they
are well aware of their expectations in the organization. Very few
are neutral about it and the rest disagree to it.
Question 3) My job is important for the organization and it
makes a positive contribution to the organization.
Likert Scale No.of respondentsPercentage
Strongly Agree36
Agree2550
Neutral816
Disagree816
Strongly Disagree612
Analysis: Majority of the employees understand the importance of
their job to the organization. Some of them are neutral towards the
issue while the rest disagree to it.
Question 4) There is a strong sense of teamwork and cooperation
amongst the employees.
Likert Scale No.of respondentsPercentage
Strongly Agree76
Agree2850
Neutral516
Disagree516
Strongly Disagree512
Analysis: Majority of the employees believe that the employees
have a sense of team spirit and cooperation in the organization
.Some of them are neutral towards the issue while the rest disagree
to it.
Question 5 ) There is transparency and sense of mutual faith
within the organization .
Likert Scale No.of respondentsPercentage
Strongly Agree918
Agree3060
Neutral36
Disagree510
Strongly Disagree36
Analysis: Majority of the employees believe that there is a
sense of mutual faith in the organization. Some of them are neutral
towards the issue while the rest disagree to it.
Question 6 ) I have a considerable amount of say in the
decision-making process of the organization.
Likert Scale No.of respondentsPercentage
Strongly Agree24
Agree1530
Neutral1530
Disagree816
Strongly Disagree1020
Analysis: Majority of the employees agree to the above statement
as they enjoy the decision making right in the organziation. Some
of them are neutral towards the issue while the rest disagree to
it.
Question 7 ) Organization is fair and just at the occasion of
job promotions and advancement. .
Likert Scale No.of respondentsPercentage
Strongly Agree1530
Agree1530
Neutral510
Disagree1020
Strongly Disagree510
Analysis: Majority of the employees agree to the above mentioned
statement. Some of them are neutral towards the issue while the
rest disagree to it.
Question 8 ) I receive due recognition and appreciation in my
organization.
Likert Scale No.of respondentsPercentage
Strongly Agree1224
Agree1836
Neutral510
Disagree24
Strongly Disagree1326
Analysis: Majority of the employees believe the above statement
to be acceptable. Some of them are neutral towards the issue while
the rest disagree to it.
Question 9 ) My compensation is justified as per my work.
Likert Scale No.of respondentsPercentage
Strongly Agree1020
Agree1224
Neutral1836
Disagree510
Strongly Disagree510
Analysis: Majority of the employees believe that their
compensation is justified. Some of them are neutral towards the
issue while the rest disagree to it.
Question 10 ) I receive a constant support from the management
in all my endeavors.
Likert Scale No.of respondentsPercentage
Strongly Agree1530
Agree2448
Neutral48
Disagree48
Strongly Disagree36
Analysis: A large number of employees in the organization
believe that they receive a great amount of support from their
management. Very few of them are neutral towards the issue and a
small portion disagree to it.
Question 11) My capabilities and talents are optimally utilized
in my organization.
Likert Scale No.of respondentsPercentage
Strongly Agree1326
Agree1938
Neutral1020
Disagree510
Strongly Disagree36
Analysis: Majority of the employees agree to the given statement
while some are neutral while the rest of them disagree to it.
Question 12) The working conditions are favorable in the
organization.
Likert Scale No.of respondentsPercentage
Strongly Agree1428
Agree1530
Neutral510
Disagree612
Strongly Disagree1020
Analysis: Majority of the employees believe that the employees
agree to the statement .Very few of them are neutral towards the
issue while the rest disagree to it.
Question 13 ) I receive a sense of accomplishment from my
job..
Likert Scale No.of respondentsPercentage
Strongly Agree1020
Agree1428
Neutral2040
Disagree36
Strongly Disagree36
Analysis: Majority of the employees believe are neutral towards
the issue and the most of them agree to it while the remaining
disagree to the statement.
Question 14 ) I look forward to coming to my work place every
day.
Likert Scale No.of respondentsPercentage
Strongly Agree1020
Agree1734
Neutral36
Disagree1122
Strongly Disagree918
Analysis: Most of the employees are satisfied with their work as
they look forward to coming to their work place every day. Very few
are neutral towards it and the rest disagree to it.
Question 15 ) I do not seek another job opportunity.
Likert Scale No.of respondentsPercentage
Strongly Agree918
Agree1122
Neutral1530
Disagree714
Strongly Disagree816
Analysis: Majority of the employees are satisfied with their
jobs as they do not look for alternative job opportunities. Some of
them are however, neutral about the issue.
Interpretation of the Questionnaire regarding HRD Climate
Question 1) The employees of the organization are oriented towards
following established rules and procedures and in the process help
one another in achieving the goals.
Likert Scale No.of respondentsPercentage
Strongly Agree510
Agree816
Neutral2652
Disagree510
Strongly Disagree612
Analysis: More than majority of the employees are neutral about
the statement. Some of the employees agree to the view while the
rest disagree to it.
Question 2) The employees in the organization exhibit friendly
and pleasant behavior with colleagues as well as with their
subordinates/ seniors.
Likert Scale No.of respondentsPercentage
Strongly Agree1326
Agree2550
Neutral510
Disagree510
Strongly Disagree24
Analysis: More than majority of the employees believe that the
working atmosphere in the organization is friendly and warm. Very
few are neutral about it and the rest disagree to it.
Question 3) The supervision in the organization is effective as
the supervisors check for mistakes and help the subordinates to
improve their skills.
Likert Scale No.of respondentsPercentage
Strongly Agree510
Agree1734
Neutral612
Disagree1024
Strongly Disagree1220
Analysis: More than majority of the employees agree to it . Very
few are neutral about it and the rest disagree to it.
Question 4) Problems are well managed in the organization with
the help of seniors, colleagues , experts , subordiantes and also
through self-help.
Likert Scale No.of respondentsPercentage
Strongly Agree1224
Agree1632
Neutral816
Disagree36
Strongly Disagree1122
Analysis: More than majority of the employees agree to the given
statement while half of them disagree to it. Very few are neutral
about it.
Question 5) Mistakes made by the employees are tactfully
prevented and corrected.
Likert Scale No.of respondentsPercentage
Strongly Agree510
Agree1122
Neutral1632
Disagree816
Strongly Disagree1020
Analysis: : More than majority of the employees are neutral
towards the issue. While the majority portion after that agrees to
it. The remaining employees disagree to it.
Question 6) The atmosphere of management is highly conducive for
effective conflict management.
Likert Scale No.of respondentsPercentage
Strongly Agree510
Agree36
Neutral2346
Disagree1224
Strongly Disagree714
Analysis: More than majority of the employees are neutral
towards the issue. While the majority after that disagree to it..
Very few employees agree to it.
Question 7) The communication system is effective in the
organization by means of informal and formal communication.
Likert Scale No.of respondentsPercentage
Strongly Agree1122
Agree2152
Neutral510
Disagree816
Strongly Disagree510
Analysis: More than majority of the employees have a positive
view-point in this regard. Very few are neutral towards it and the
rest disagree to it.
Question 8) The decision making process is fair in the
organization with balanced amount of powers given to the top
management and other employees.
Likert Scale No.of respondentsPercentage
Strongly Agree510
Agree1224
Neutral1938
Disagree1224
Strongly Disagree24
Analysis: More than majority of the employees are neutral about
the issue Almost equal number of employees agree and disagree to
it.
Question 9) The degree of trust is very high amongst the members
of the organization
Likert Scale No.of respondentsPercentage
Strongly Agree816
Agree1224
Neutral1530
Disagree6 12
Strongly Disagree918
Analysis: More than majority of the employees believe that the
trust factor is high in the organization. Very few are neutral
about it and the rest disagree to it.
Question 10) Reward management is fairly done on the basis of a
person's ability , performance, knowledge, loyalty and
attitude.
Likert Scale No.of respondentsPercentage
Strongly Agree1122
Agree1734
Neutral1530
Disagree36
Strongly Disagree48
Analysis: More than majority of the employees believe that the
reward management policy of the organization is fair. Very few are
neutral about it and the rest disagree to it.
Question 11) The risk taking ability of the supervisors and
subordinates in the organization is commendable .
Likert Scale No.of respondentsPercentage
Strongly Agree24
Agree48
Neutral2142
Disagree1530
Strongly Disagree816
Analysis: More than majority of the employees are neutral in
this regard .Many of the employees are not in support of this view.
Very few employees agree to it
Question 12) The organization is highly innovative in its
approach and encourages its employees to facilitate it.
Likert Scale No.of respondentsPercentage
Strongly Agree48
Agree1020
Neutral1938
Disagree714
Strongly Disagree1020
Analysis: More than majority of the employees are neutral
towards the issue. Very few agree to it and the rest disagree to
it.
Major FindingsThe following were the major findings of the
study: The majority of the employees find the environment of the
organization conducive for growth, job satisfaction and
advancement. A major portion of the organization believes that the
environment is friendly and healthy. The employees strongly believe
that there is a strong amount of trust and transparency in the
organization in terms of its policies and practices. Many employees
believe that they have a constant support from the management and
they have a considerable amount of say in the affairs of the
organization. However, employees also have a view that the risk
taking capabilities of the organization is weak and the management
does not support innovation. Relationship of HRD climate with Job
SatisfactionVariablesCorrelation coefficient
HRD Climate & Job Satisfaction0.764731
Analysis: Correlation between HRD climate and Job
SatisfactionCorrelation coefficient for HRD Climate and Job
Satisfaction was found to be 0.764731 which implies that there is a
positive correlation between the two variables. The value is
significant at 0.0002 level . The high positive correlation between
the two variables shows that job satisfaction increases with better
HRD Climate in an organization.Hypotheses Interpretation : Since
correlation coefficient for HRD Climate and Job Satisfaction is
highly significant, we accept the alternate hypothesis about the
relationship between these two variables.
Chapter-IV Limitations of the Study
Limitations The statistical study covered only 50 respondents
from few departments of the organization. Large size of the
organization and non-availability of some employees led to
difficulty in data collection. Reluctance of employees in
disclosing information is another limitation that was faced during
the study. Time constraint has been another major issue due to
which a large number of employees could not be covered in the
study.
Chapter V -Suggestions and Recommendations
Suggestions and RecommendationsThe following suggestions can be
given to strengthen the development of human resources in the
organizations
HRD System should be introduced in the organizations as an
integrated system as the various HRD sub-systems are interlinked
and it has a strong relation with job satisfaction .
The organizations should pay more attention on the competency
development of the employees and their working conditions.
Periodic reviews should be made to analyze the changes taking
place in the organization and to take corrective measures.
Efforts should be undertaken to investigate the effectiveness of
various HRD practices so that job satisfaction can be increased to
the maximum level.
HRIS should be strengthened to keep up to date information of
each employee and to enable the management to use them for employee
development and growth.
The other suggestions may include:Support from the management
for innovation and creativity : The management should provide
employees with the required facilities to allow innovation in the
organization in terms of customers and products. The management
should be supportive in its approach. The management should follow
the practice of support and promote .At the time of recruitment
also, the management should prefer people with high creativity and
innovative ideas.Training and Development Programs: The management
of the organization should conduct training and development
programs for development, promotion and sustainability of
creativity and innovation.Reconsideration of compensation:
Management should try to look deeper into issues relating to
employees compensation.
Chapter.VI Conclusion
Conclusion
The importance of Job Satisfaction cannot be ignored by any
organization. It is clear that job satisfaction is an important
correlate of HRD climate in an organization so both are closely
related to each other. Satisfied employees not only increase the
productivity of the organization but also are huge assets for the
organization. Job satisfaction of employees benefits the
organization in maximizing its output and at the same time helps
its employees in optimizing their skills and knowledge which
eventually benefit their career development. Job satisfaction as a
correlate of HRD Climate helps in enhancing the operational
productivity and enables a proper and smooth functioning of the
organization. A due importance is given to its employees as far as
their job satisfaction is concerned keeping in mind that the career
development and individuals aspirations are integrated with the
organizational needs. The employees of the organization have a
positive attitude towards their job and believe that the HRD
Climate of the organization is favourable for them. The HR
practices have been able to satisfy the employees to a great extent
but positive changes are always welcomed.
A positive correlation has been found in the organization
between job satisfaction and its HRD Climate. Various suggestions
have been given in the form of training programs, recruitment,
motivation, support and promotion of innovation activities. These
steps may help the organization enhance its job satisfaction within
the employees and would take it to a greater height.
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ANNEXURES
AnnexuresNo. OF RESPONDENTSSCORE ON JOB SATISFACTIONSCORE ON HRD
CLIMATE
16459
25747
35855
45845
56344
65355
76842
85449
96345
106143
115742
125949
135744
146040
156044
165341
175941
185942
195539
205142
215345
225939
235537
245540
255837
265437
275331
285437
295435
305432
314337
325433
334335
345434
355237
365131
374230
384829
394232
404825
413724
423728
433723
444028
453325
463427
473326
482928
493226
504526
1