job satisfaction

Job Satisfaction – A Case Study of the Late Mrs. S. B. Mote Sub District General Hospital, Shegaon

INTRODUCTION

Job satisfaction is a specific subject of attitudes. Attitudes reflect one’s

feelings towards individuals, organizations and objects. Job satisfaction refers to

one’s attitude towards a job. Attitudes refer to predisposition to respond but

satisfaction relates to the performance factors. Attitudes are long lasting, but

satisfaction is dynamic and it keeps on changing. It can decline even more quickly

than it developed. Thus, managers need to pay attention to job satisfaction constantly.

In simple words, job satisfaction can be defined as the extent of positive

feelings or attitudes that individuals have towards their jobs. When a person say that

he has high job satisfaction, it means he really likes his job, feels good about it and

values his job highly.

Job satisfaction is the end feeling of a person after performing a task. To the

extent that a person’s job fulfills his dominant needs and in consistent with his

expectations and values, the job will be satisfying. The feeling would be positive or

negative depending upon whether need is satisfied or not.

1.1 Definitions

“Job Satisfaction is a pleasurable or positive emotional state resulting from the

appraisal of one’s job or job experience”.

E. A. Locke

“Job satisfaction is the set of Favorable or unfavorable feelings with which

employees view their work”.

Keith Davis & Newstown

“Job satisfaction is defined as the amount of overall positive affect or (feeling)

that individuals have towards their jobs.’

Field Man Arnold

Job Satisfaction is the amount of pleasure or contentment associated with a

job. If you like your job intensely, You will experience high job satisfaction. If you

dislike your job intensely, you will experience job-dissatisfaction.

Andrew Brin

D.B.A.R., S.S.G.M.C.E., Shegaon Page # 1


Factors Contributing to Job Satisfaction

Evans and Laseau (1950) found the following factors affecting job satisfaction

in order of preference:

1. Income

2. Interesting and important job

3. Pride in company

4. Fellow workers

5. Immediate boss

6. Management

7. Working conditions

8. Security

9. Chance to get ahead

10. Benefit plants

11. Safety and medical facilities



ORGANIZATIONAL PROFILE

The Sai Bai Mote District Sub Hospital comes under Public Health

Department of Government of Maharashtra. It is situated in the heart of Shegaon city.

It was started long back in 1912 . Mote family had donated their land for this hospital.

In the memory of Mrs. Sai Bai Mote, the name given to the hospital is Sai Bai Mote

Sub District Hospital, Shegaon.

It comes under the 100 Beded Capacity Sub District Hospital. The total

strength of the hospital is 85 employees, working at various levels in the organization.

Sr.No. Category of The Employees Number

1Class I 1

2Class II

11

3 Class III 50

4 Class IV 23

There are 10 medical officers who are working under the supervision of the

Medical Superintendent. There is one Administrative Officer to look after the

administrative affairs. There are 50 class III employees and 23 class IV employees.

The various services and facilities which are provided at this hospital are

shown in following chart.



Services provided at Sub District Hospital, SHEGAON

Specialities available SDH - 100

Physician

Surgeon

Anesthetist

Paediatrician

Gyneocologist

Dental Surgeon

Optholmologist

Orthopeditian

Added Facility Blood bank

Physiotherphy

Dietician

Services Laboratory Investigations

X - Ray facility

ECG

Treatment of medical conditions

All major & minor surgeries

Administration of Anesthesia as required

Treatment of children upto the age of 14 including new

born intensive care unit

All diseases pertaining to women including major &

minor surgeries



Normal delivery & complecated labour

Treatment of all dental problems including dental

surgeries

Treatment of all optholmic diseases & surgeries

Treatment of diseases related to bones & joints

including surgeries & trauma care.

Availability of blood bank, determining blood groups,

testing the blood for 4 hazardous diseases, receiving

blood donations, storage of blood samples, issue of

blood units to needy patients

Availability of physiotherapy services

Availability of services of dieticians, consultaion of diet

& prescription on various diets



LITERATURE SURVEY

HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He

revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job

satisfaction is combination of psychological, physiological and environmental

circumstances. That causes a person to say. “I m satisfied with my job”. Such a

description indicate the variety of variables that influence the satisfaction of the

individual but tell us nothing about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job,

management, personal adjustment and social requirement. Morse (1953) considers

Job satisfaction as dependent upon job content, indentification with the co., financial

and job status and priding group cohesiveness.

One of the biggest preludes to the study of job satisfaction was the Hawthorne

study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard

Business school, sought to find the effects of various conditions (most notably

illumination) on worker’s productivity.

These studies ultimately showed that novel changes in work conditions

temporarily increase productitity (called the Hawthorne Effect). It was later found

that this increase resulted, not from the new conditions, but from the knowledge of

being observed. This finding provided strong evidence that people work for purposes

other than pay, which paved the way for researchers to investigate other factors in job

satisfaction.

Scientific management (akaTaylorism) also had a significant impact on the

study of job satisfaction. Fredrick Winslow Taylor’s 1911 book, Principles of

Scientific Management, argued that there was a single best way to perform any given

work task. This book contributed to a change in industrial production philosophies,

causing a shift from skilled labor and piecework towards the more modern approach

of assembly line and hourly wages.

The initial use of scientific management by industries greatly increased

productivity because workers were forced to work at a faster pace. However, workers



became exhausted and dissatisfied, thus leaving researchers with new questions to

answer regarding job satisfaction.

It should also be noted that the work of W. L. Bryan, Walter Dill Scott, and

Hugo Munsterberg set the tone for Taylor;s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory.

Laid the foundation for job satisfaction theory. This theory explains that people seek

to satisfy five specific needs in life- physiological needs, safety needs, social needs,

self-esteem needs, and self-actualization. This model served as a good basis from

which early researchers could develop job satisfaction theories.

FACTORS INFLUENCING JOB SATISFACTION

There are a number of factors that influence job satisfaction. A number of

research studies have been conducted in order to establish some of the causes that

result in job satisfaction. These studies have related consistent correlation of certain

variables with the job satisfaction. These factors can be explained with the help of

the following chart give below


Sources of job satisfaction

Organizational Factors

Work Environmental

Factors

Work Itself

Personal Factors

Salaries And wages

Promotion Changes

Company Policies

Supervision

Work Group

Working Conditions

Job Scope

Variety

Autonomy and

Freedom

Role Ambiguity

and Role conflict

Interesting Work

Age and Seniority

Tenure

Personality


These factors can be discussed In detail as follows:

A. ORGANISATIONAL FACTORS

Some of the organizational factors which affect job satisfaction are :

1. Salaries and Wages

Wages and salaries play a significant role in influencing job satisfaction. This

is basically because of a few basic reasons. Firstly, money is an important instrument

in fulfilling one’s needs. Money also satisfies the first level needs of Maslow’s model

of satisfaction. Secondly employees often see money as a reflection of the

management’s concern for them. Thirdly, it is considered a symbol of achievement

since higher pay reflects higher degree of contribution towards organizational

operations.

None monetary benefits are also important, but they are not as influential.

One reason for that that is that most of the employees do not even know how much

they are receiving in benefits. Moreover, a few tend to under values there benefits

because they do not realize their monetary value. The employees, generally, want a

pay system which is simple, fair and in line with their expectations.

2. Promotion Chances

Promotional chances considerably affect the job satisfaction because of the

following reasons:

Firstly, Promotion indicates an employee’s worth to the organization which is

highly morale boosting. This is particularly true in case of high level jobs.

Secondly, Employee takes promotion as the ultimate achievement in his career

and when it is realized, he feels extremely satisfied.

Thirdly, Promotion involves positive changes e.g. higher salary, less

supervision, more freedom, more challenging work assignments, increased

responsibilities, status and like.

3. Company Policies



Organisational structure and policies also play an important role in affecting

the job satisfaction of employees. An autocratic and highly authoritative structure

causes resentment among the employees as compared to a structure which is more

open and democratic in nature.

Organisational policies also govern the human behaviour in the organizations.

These policies can generate positive or negative feelings towards the organization.

Liberal and fair policies usually result in more job satisfactions. Strict policies will

create dissatisfaction among the employees because they feel that they are not being

treated fairly and may feel constrained.

Thus, a democratic organizational structure with fair and liberal policies is

associated with high job satisfaction.

B. WORK ENVIRONMENTAL FACTORS

The work environmental factors include the following important factors :

1. Supervision

Supervision is a moderately important source of job satisfaction. There are

two dimensions of supervisory styles which affect the job satisfaction.

First is Employee Centeredness. Whenever the supervisor is friendly and

supportive of the workers there is job satisfaction. In this style, the supervisor takes

personal interest in employee’s welfare.

Second is Participation. The superiors who allow their subordinates to

participate in decisions that affect their own job, help in creating an environment

which is highly conducive to job satisfaction.

Thus, the supervisors who establish a supportive personal relationship with

subordinates and take personal interest in them, contribute to the employees’

satisfaction.

2. Work Group

The nature of the work group or team will have effect on job satisfaction in the

following ways

i) A friendly, and co-operative group provides opportunities to the group

members to interact with each other. It serves as a source of support

comfort, advice and assistance to the individual group members. If on the



other hand, the people are difficult to get along with, the work group will

have a negative impact on job satisfaction.

ii) The work group will be even a stronger source of satisfaction when

members have similar attitudes and values. In such a group, there will less

friction on day to day basis.

iii) Smaller groups provide greater opportunity for building mutual trust and

understanding as compared to larger groups.

Thus, the group size and quality of interpersonal relations within the group

play a significant role in worker’s satisfaction.

3. Working conditions

Good working conditions are desirable by the employees, as they lead to more

physical comfort. People desire that there should be a clean and healthy working

environment. 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. While the desirable working conditions are taken for granted

and may not contribute heavily towards job satisfaction, poor working conditions do

become a source of job dissatisfaction. Simply because they lead to physical

discomfort and physical danger.



Moreover, all the employees are not satisfied or dissatisfied by favourablle or

unfavourable work environment as shown in the figure.

As shown in the figure, all the four employees are dissatisfied when the

working conditions are unfavorable. However, as the working conditions start

becoming favourable, the job satisfaction of employee A and B increases sharply

while employees C and D have only minor increase in satisfaction.

C. WORK ITSELF

The content of the work itself plays a major role in determining the level of

job satisfaction. Some of the aspects of the work which affect job satisfaction are :

1) Job Scope

It provides the amount of responsibility, work pace and feed back. The higher

the level of these factors, higher the job scope and higher the level of satisfaction.

2) Variety

A moderate amount of variety is very effective. Excessive variety produces

confusion and stress and a tool little variety causes monotony and fatigue which are

dissatisfiers.

3) Lact of Autonomy and Freedom


SATISFACTION

UNFAVOURABLE WORK

ENVIRONEMENT

FAVOURABLE WORK

ENVIRONMENT

SATISFACTION


Lack of autonomy and freedom over work methods and work pace can create

helplessness and dissatisfaction. Employees do not like it when their every step and

every action is determined by the supervisor.

4) Role ambiguity and Role Conflict

Role ambiguity and role conflict also lead to confusion and job dissatisfaction

because employees do not know exactly what their task is and what is expected of

them.

5) Interesting work

A work which is very interesting and challenging and gives status, provides

satisfaction to the employees as compared to work which is boring and monotonous.

D. PERSONAL FACTORS

Personal attributes of individuals also play a very important role as to whether

they are satisfied at the job or not. Pessimists and people with negative attitudes will

complain about everything including the job. They will always find something wrong

in every job to complain about. Some of the important persona factors are;

1) Age of Seniority

With age, people become more mature and realistic and less idealistic so that

they are willing to accept available resources and rewards and be satisfied about the

situation. With the passage of time, people move into more challenging and

responsible positions. People who do not move upto at all with time are more likely

to be dissatisfied with their job.

2) Tenure

Employees with longer tenure are expected to be highly satisfied with their

jobs. Tenure assures job security, which is highly satisfactory to employees. They

can easily plan for their future without any fear of losing their jobs.

3) Personality



Some of the personality traits which are directly related to job satisfaction are

self assurance, self esteem, maturity, decivisiveness, sense of autonomy, challenge

and responsibility. Higher the person is on Maslow’s needs hierarchy, the higher is

the job satisfaction. This type of satisfaction comves from within the person and is a

function of his personality.

Accordingly, in addition to providing a healthy work environment

management must ensure that the employee is happy with himself and has a positive

outlook on like.

CONSEQUENCES OF JOB SATISFACTION

Research has concluded that there is a relationship between job satisfaction

and performance of the employees. Thus, job satisfaction or job dissatisfaction is an

important concern of the management. High job satisfaction may lead to improved

productivity, decreased turnover, improved attendance, reduced accident, less job

stress and less unionization. Job dissatisfaction produces low morable among workers

and low morale at work is highly undesirable. In examining the outcomes of job

satisfaction, it is important to break down the analysis into a series of specific

subtopics. The following subtopics explain the outcomes of job satisfaction.

1. Job Satisfaction and Productivity

Is there any positive relationship between satisfaction and productivity? This

controversy has been there over a number of years. Although, majority of people

believe that there is a positive relationship, but research evidence concludes that there

is not strong relationship between these two. According to the research findings of

VROOM conducted in 1964, the median correlation between satisfaction and

performance is only 0.14. LAWLER and PORTER found that there is more evidence

to suggest that job performance leads to job satisfaction and not the other way round

the following figure developed by these two explains this point.


Employees Perception of their rewards

Satisfaction

Extrinsic rewards

Intrinsic rewards

Rewards Performance

LAWLER-PROTER MODEL OF PERFORMANCE AND SATISFACTION


This figure explains that good job performance will lead to rewards, both

intrinsic and extrinsic which will lead to satisfaction. An employee who is a poor

performer will get less rewards and will be less satisfied with his job experience.

However, the saying that “A happy worker is a productive worker” is not

always wrong. It people receive rewards which have both intrinsic and extrinsic value

and they feel that these rewards are equitable, they will be satisfied and this will lead

to greater job performance.

Moreover, research also indicates that job satisfaction may not necessarily

lead to improvement of individual performance but it does lead to departmental and

organizational level improvement.

2. Job Satisfaction and Employee Turnover

Unlike the relationship between satisfaction and performance, research has

concluded a moderate relationship between job satisfaction and turnover. High

employee turnover is a matter of concern for the management as it disrupts the normal

operations and continuous replacement of employees who leave the organization is

costly and technically undesirable. Managerial concern is mostly for the turnover

which arises because of job dissatisfaction. The employees, thus, tries to keep the

employees satisfied on their jobs to minimize the turnover. Though, high job

satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction

will definitely increase the employee turnover.



The employee turnover is affected by certain other factors also, in addition to

job satisfaction. Commitment to the organization is one such factor. Some

employees, however dissatisfied they are with their jobs, cannot imagine themselves

working anywhere else. Another important factor is the better opportunities of

employment. Even if the people are highly satisfied with their jobs, they are willing

to leave if there are better opportunities available anywhere else. If no other

opportunities are available, the employees will stay where they are, irrespective of

dissatisfaction.

On the overall basis, we can say that there is an important role played by job

satisfaction in employee turnover.

3. Job Satisfaction and Absenteeism

It has been conclusively proved that there is an inverse relationship between

job satisfaction and absenteeism. When satisfaction is high, absenteeism is low and

when satisfaction is low, absenteeism is high. Less satisfied employees are more

likely to be absent from work due, to avoidable reasons. This is known as voluntary

absenteeism as against unavoidable absenteeism which is due to illness or other

emergency reasons. Management must be concerned with voluntary absenteeism,

because it is related to job satisfaction.

Absenteeism can be modified by certain factors. Research has found that

people who believe that their work is important have lower absenteeism as compared

to those who do not feel that way. Moreover, it is important to remember that while

high job satisfaction will not necessarily result in low absenteeism (because of

unavoidable absenteeism).

4. Job Satisfaction and Union Activities

It has been proved that satisfied employees are generally not interested in

unions and they do not perceive them as necessary. Job satisfaction has proved to be

the major cause of unionization. The employees join the unions because they feel that

individually they are unable to influence changes which would eliminate the causes of

job dissatisfaction. The level of union activities is related to the level of job

dissatisfaction. Low level of dissatisfaction results in only grievances while higher

levels of dissatisfaction will result in employee strikes.



5. Job Satisfaction and Safety

When people are dissatisfied with their jobs, company and supervisors, they

are more prone to experience accidents. An underlying reason for this is that

dissatisfactior takes one’s attention away from the task at hand and leads directly to

accidents. A satisfied worker will always be careful and attentive towards his job, and

the chances of accidents will be less. Here, we are discussing about the avoidable

accidents and not the unavoidable ones.

6. Other effects of Job Satisfaction

In addition, there are a number of other effects brought about by high job

satisfaction. Highly satisfied employees tend to have better physical and mental

health, learn the new job related tasks easily, have less job stress and unrest. Such

employees will become more co-operative such as helping coworkers, helping

customers etc. such behaviour will improve unit performance and organizational

effectiveness.

To conclude, we can say that job satisfaction results from the employee’s

perception that the job content and context actually provide what an employee values

in the work situation. Organizationally speaking, high level of job satisfaction reflects

a highly favourable organizational climate resulting in attracting and retaining better

workers.

THEORIES OF JOB SATISFACTION

The main theoretical approaches to job satisfaction are as follows:

1. Need fulfillment theory

2. Equity theory

3. Two factor theory

4. Discrepancy theory

5. Equity discrepancy theory

1. NEED FULFILLMENT THEORY

According to this theory a person is satisfied when he gets from his job what

he wants. The more he wants something or the more important it is to him, the more

satisfied he is when he received it. In other words, “job satisfaction will vary directly



with the extent to which those needs of an individual which can be satisfied are

actually satisfied. Vroom views satisfaction is positively related to the degree to

which one’s need are fulfilled. The fulfillment theory suffers from a major drawback.

Satisfaction is a function of not only what a person receives but what he feels he

should receive. What may satisfy one individual may not satisfy the other due to

difference in their expectations. The strength of an individual’s desire or his level of

inspiration is an important determinant of job satisfaction. Thus, job satisfaction is a

function of the degree to which the employee’s needs are fulfilled in the job situation.

Fig. A need fulfillment model of jobs, needs, attitudes and behaviours



2. EQUITY THEORY

Under this theory, it is believed that a person’s job satisfaction depends upon

his perceived equity as determined by his input-output balance in comparison with the

input-output balance of others. Every individual compares his rewards with those of a

‘reference group’. If he feels his rewards are equitable in comparison with others

doing similar work, he feels satisfied. Job satisfaction is thus a function of the degree

to which job characteristics meet the desires of the reference group. For example, one

study of the effects of community features on job satisfaction revealed that workers

living in a well to do neghbourhood felt less satisfied that those living in poor

neighbourhood.

Fig. Equity Theory of Job Satisfaction

Equity theory takes into account not only the needs of an individual but also

the opinion of the reference group to which the individual looks for guidance.

3. TWO FACTOR THEORY

Frederick Herzberg and his colleagues developed the two factor theory.

According to this theory satisfaction and dissatisfaction are interdependent of each

other and exist on a separate continuum. One set of factors known as hygiene factors

(company policy, administration, supervision, pay, working conditions and

interpersonal relations) act as dissatisfiers. Their absence causes dissatisfaction but

their presence does not result in positive satisfaction. The other set of factors known


Perceived Personal Inputs

Perceived Inputs of

comparison Others

Perceived A

Outcomes Actually Received

Perceived Outputs of comparison

Others

Perceived B

Personal Outcomes that should be

Received

A= BSatisfaction

A<BDissatisfaction

A>B Guilt Discomfort


as satisfiers (achievement, advancement, recognition, work itself and responsibility).

Lead to satisfaction.

Hygiene Factor Dissatisfiers Satisfiers

Company policy

Administration

Supervision

Pay

Working conditions

interpersonal relations

Achievement

Advancement

Recognition

Work itself and responsibility

4. DISCREPANCY THEORY

According to this theory job satisfaction depends upon what a person actually

receives from his job and what he expects to receive. When the rewards actually

received are less than the expected rewards it causes dissatisfaction. In the words of

Locke, “job satisfaction and dissatisfaction are functions of perceived relationship

between what one wants from one’s job and what one perceives it is actual offering.

In other words, satisfaction is the difference fails to reveal whether over-satisfaction is

or is not a dimension of dissatisfaction and if so, how does it differ from

dissatisfaction arising out of the situation when received outcomes are less that the

outcomes one feels he should receive.

Fig. Discrepancy Approach to Job Satisfaction


Perceived B

Outcomes Received

Outcomes one Feels B

He should Receives

A = BPerceived satisfaction

A>B Perceived Dissatisfaction

A<B Perceived over Satisfaction


5. EQUITY-DISCREPANCY THEORY

This is a combination of equity and discrepancy theories. Lawler has adopted

the difference approach of discrepancy theory rather than the ration approach of

equity theory. From equity theory the concept of comparison has been selected to

serve as an intervening variable. Under this theory satisfaction is divined as the

difference between the outcomes that one perceives he actually received and

outcomes that one feels he should receive in comparison with others. When the

individual feel that when he actually received is equal to what he perceives he should

receive there is satisfaction. Thus, an individual’s reception of his reward is

influenced by more than just the objective amount of that factor. Because of this

psychological influence the same amount of reward often can be seen quite differently

by two people, to one it can be a larger amount, while to another person it can be a

small amount.

This model reveals that a person’s perception of what he should receive is

influenced by the inputs and outputs of others. If his inputs are similar to those of

referent groups but his outcomes are less he is likely to be dissatisfied. Lawler

suggests that those individuals are likely to be more satisfied who perceive:

a) Their inputs are low;

b) Their jobs are less demanding;

c) Their refrence groups have less favourable input-output balance;

d) They are receiving a high outcome level; and

e) Their referent groups are receiving less outputs.



Fig. Determinants of Job Satisfaction

6. SOCIAL REFERENCE GROUP THEORY

Reference group defines the way an individual looks at the world. According

to this theory job satisfaction occurs when the job meets the interest, desires and

requirements of a person’s reference group. In other words, job satisfaction is a

function of the degree to which the job meets the approval of the group to which the

individual looks for guidance in evaluating the world and defining social reality.

The social reference group theory is similar to the need fulfillment theory

except that it takes into account not the desires, needs and interests of the given

individual but rather the point of view and opinions of the groups to whom the

individual looks for guidance. This theory is an incomplete explanation to the extent

some people are independent of group opinions and group pressure.


Perceived Personal Job Inputs

Perceived inputs and Outcomes of Different Groups

Perceived Outcomes of

Different Groups

Actual Outcomes Received

Perceived Amount that A should be Received

Perceived Amount Received B

A= B → Satisfaction A> B → Dissatisfaction A< B → Guilt inequity Discomfort


Modern Method of measuring job satisfaction

a) Rating scale :

It is one of the most common methods of measuring job satisfaction. The

popular rating scales used to measure job satisfaction is include:

Minnesota Satisfaction Questionnaire (MSQ): It helps to obtain a clear picture of

pertinent satisfactions and dissatisfactions of employees.

Job Description Index (JDI): It measures job satisfaction on the dimension identified

by Smith, Kendall and Hulin.

Porter Need Identification Questionnaire (PNIQ) : It is used only for management

personnel and revolves around the problems and challenges faced by managers

b) Critical Incidents:

This method of measuring job satisfaction was popularized by Fredrick

Herzberg and his associates. It involves asking employees to describe incidents on

the job when they were particularly satisfied or dissatisfied. Then the incidents are

analysed in terms of their contents and identifying those closely related aspects

responsible for the positive and negative attitudes.

c) Personnel Interview :

This method facilitates an indepth exploration through interviewing of job

attitudes. The main advantage in this method is that additional information or

clarifications can be obtained promptly.

d) Action Tendencies:

By this method, job satisfaction can be measured by asking questions and

gathering information on how they feel like behaving with respect to certain aspects

of their jobs.

This method provides employees more opportunity to express their indepth

feeling.



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

contributed to job satisfaction among them. These are as follows

1. The way individual reacts to unpleasant situations

2. The facility with which he adjusts himself to other persons.

3. His relative status in the social and economic group with which he identifies

himself.

4. The nature of the work in relation to the abilities, interests and preparation of

the worker.

5. Security

6. Loyalty

Because human resource managers often serve as intermediaries between

employees and management in conflicts, they are concerned with job satisfaction or

general job attitudes of the employees. Philip Applewhite has listed the five major

components of job satisfaction as “(i) attitude towards work group; (ii) general

working conditions; (iii) attitude toward company; (iv) monetary benefits; and (v)

attitude toward supervision.” Other components that should be added to these five are

the individual’s state of mind about the work itself and about life in general. The

individual’s health, age, level of aspiration, social status, and political and social

activities can all contribute to the job satisfaction. A person’s attitude toward his or

her job may be positive or negative.



OBJECTIVES OF STUDY

To study the following:-

1. The concept of Job Satisfaction.

2. The need of Job Satisfaction for organizational as well as individual growth.

3. The factors contributing to Job Satisfaction.

4. The factors affecting Job Satisfaction.

5. The problems faced by the individual employee and organization.

The organization which was selected to carry out the research was The Late

Mrs. Sai Bai Mote District Sub Hospital, Shegaon.

RATIONALE BEHIND THE STUDY

Hospitals form a major and intense type of emotional work contexts.

Employees working in Hospitals are confronted daily with human suffering, and in

many cases intense pain and death. Such stressful environments under which these

employees work, largely contribute to a huge number of syndromes including role

stress, burnout, emotional exhaution, decreased levels of Job Satisfaction and overall

Life Satisfaction. This study focuses on various factors contributing to job

dissatsfaction (mainly the substandard working conditions)and finds the job

satisfaction level among these professionals.

A Statement of hypothesis

When a person says that he has high job satisfaction, it means that he really

likes his job, feels good about it and values his job highly. Generally, employees job

satisfaction is adversely affected by substandard working conditions.



RESEARCH METHODOLOGY

In simple words, research can defined as a systemized effort to gain new

knowledge. A research is Carried out by different methodologies which have their

own pros & cons. Research is a systematic study with specific objectives based on

relevant and controlled data, which is useful in understanding the nature of selected

system. We can also say that ‘Research Is a careful search systematic investigation,

towards increasing the sum of knowledge.’

Research Methodology is the systematic way for solving research problem.

Methodology is a way to study & solve problems along with logic behind them so that

the end results of the research are capable of being evaluated. In short ,research

consists of formulating a hypothesis, collecting the facts & regarding certain

generalization for some formulation. In Research Methodology, the various steps that

are generally adopted to study the research problem, are studied, with the logic behind

them so that research results are capable of being evaluated.

All research problems require their own special emphases and approaches

since every research problem is unique in some ways the research procedure is

usually custom tailored. There is a sequence of step called the marketing research

process the below chart shows the different stages in research process.



Figure: Research Process

Type of Research: This research is regarding Job Satisfaction i.e. it is dealing with

attitude or opinion of employees. It is a Conclusive research following the Causal

approach. In this research analysis of primary data is quantitative and the findings

may be used as input into decision making.


Formulate Problem

Determine Research Design

Determine Data Collection Method

Design Data Collection Form

Design Sample and Collect Data

Analysis and Interpretation of Data

Prepare the Research Report


Data source:

Information can be gathered through primary and secondary sources. Secondary

data are data were collected for another purpose and already exist somewhere.

Primary data are gathered for a specific research project.

Primary Data Sources

Primary sources are those which are collected afresh and for the first time. The

data collected is the original one

1) Questionnaire/schedule method

2) Interview method.

3) Observation method

According to the results obtained from Primary sources, research is carried out

Secondary Data Sources

These are already collected ones, by someone else for other purpose.

Secondary data is mere compilation of existing data.

Research approach

The most suitable approach for this study was the survey method. Survey

usually includes research instrument, sampling plans and contact methods.

Research instruments:

Questionnaire/ Data Collection Form: A questionnaire consists of a set of

questions presented to the respondent for getting their responses. The questionnaire

prepared was short and to the point. In this survey, questionnaire was prepared on the

basis of following parameters.



DATA ANALYSIS AND INTERPRETATION

The basic objective of this study was to find out the job satisfaction level of

employees with their work. It has been already mentioned that there were two major

sources of required data. Primary data was collected through survey and secondary

data was collected through various Text Books, Hospital Gazette and other related

documents.

For this study ,I have chosen The Sai Bai Mote Sub-District general Hospital in

Shegaon, as the Population. After collecting the data through survey questionnaires,

the next step is to analysis and interpreted the data to draw the conclusions.

The analysis is performed question wise. The answers are tabulated and the

meaningful result is the outcome.



Facilities

a) Infrastructure

Sr. No. Response No of Respondents % of Respondents

1 Strongly Dissatisfied 0 0

2 Dissatisfied 2 4

3 Partially Satisfied 6 12

4 Satisfied 26 52

5 Strongly Satisfied 16 32

Above table and graph shows that 52% employees are satisfied, 32% are

strongly satisfied and 12% are partially satisfied with infrastructural facility and only

4% employees are dissatisfied.


Graph showing satisfaction of employees regardinginfrastructure

0

2

6

26

16

0

5

10

15

20

25

30

Strongly Dissatisfied Dissatisfied Partially Satisfied Satisfied Strongly Satisfied

Response

No of Employees


b) Work place (regarding Cleanliness and Hygiene)



2 Dissatisfied 22 44


4 Satisfied 3 6


Interpretation: Above graph shows that 44% employees are dissatisfied with

the work place regarding cleanliness and hygiene and 40% are strongly dissatisfied,

strongly satisfied employees are 8%, Satisfied employees are 6% and Partially

satisfied employees are 2%. .


Graph showing satisfaction of employees regarding workplace (cleanliness and Hygiene)

Strongly Dissatisfied40%

Dissatisfied44%

Partially Satisfied2%

Satisfied6%

Strongly Satisfied8%

Strongly DissatisfiedDissatisfiedPartially SatisfiedSatisfiedStrongly Satisfied


c) Basic Amenities





4 Satisfied 1 2


Interpretation: Above table and graph shows that 62% employees are

dissatisfied with the work place regarding cleanliness & hygiene,26% are strongly

dissatisfied & overall 12 % employees are satisfied.


Graph showing satisfaction of employees regarding basic amenities

13

31

21

3

0

5

10

15

20

25

30

35


Satisfaction Level

No of Respondents


Working conditions

a) Working Hours





4 Satisfied 2 4


Interpretation: The above graph shows that 46 % employees are strongly

dissatisfied,44% employees are dissatisfied with the working hours. Overall 10%

employees are satisfied only.


Graph Showing Satisfaction of Employees Regarding Working Hours

2322

32

00

5

10

15

20

25

StronglyDissatisfied

Dissatisfied PartiallySatisfied

Satisfied StronglySatisfied

Satisfaction Level

No of Respondents


b) Work load





4 Satisfied 0 0


Interpretation: As per above graph,56% employees are dissatisfied,40%employees

are strongly dissatisfied regarding the workload. Only 4%employees were partially

satisfied.


Graph Showing Satisfaction Of Employees Regarding Work Load

20

28

2

0 00

5

10

15

20

25

30


Satisfaction Level

No of Respondents


c) Resources Availability





4 Satisfied 3 6


Interpretation: As per above graph, 44% employees are strongly

dissatisfied,34%employees are dissatisfied & Overall 22% employees are satisfied

regarding the workload.


Graph Showing Satisfaction of Employees RegardingAvailability of Resources

0

5

10

15

20

25


No of Respondents

Satisfaction Level


Supervision

a) Nature of SupervisionSr. No. Response No of Respondents % of Respondents




4 Satisfied 12 24


Interpretation: As per above graph,40% employees are partially

satisfied,24%employees satisfied regarding the workload while 36%employees were

dissatisfied.


Graph Showing Satisfaction of Employees RegardingNature of Supervision

0

18

20

12

00

5

10

15

20

25

Strongly DissatisfiedDissatisfied Partially Satisfied Satisfied Strongly Satisfied

Satisfaction Level

No of Respondents


Work Group

a) Interpersonal Relations



2 Dissatisfied 2 4


4 Satisfied 20 40


Interpretation: As per above graph,48% employees are strongly

satisfied,40%employees are satisfied ,8%employees are partially satisfied & Only

4%employees are dissatisfied regarding the interpersonal relations.


0

2

4

20

24

0

5

10

15

20

25

30

Strongly Dissatisfied

Dissatisfied Partially Satisfied Satisfied Strongly Satisfied

Satisfaction Level

No of Respondents

Graph Showing Satisfaction of Employees Regarding Interpersonal Relation


b) Communication



2 Dissatisfied 4 8


4 Satisfied 30 60


Interpretation: As per above graph,60% employees are satisfied,24 % employees are

strongly satisfied ,8% employees are partially satisfied regarding the workload.Only

8%employees are dissatisfied.


Graph Showing Satisfaction of Employees Regarding Communication

0

4 4

30

12

0

5

10

15

20

25

30

35


Satisfaction Level

No of Respondents


c) Team Spirit





4 Satisfied 14 28


Interpretation: As per above graph,36% employees are partially

satisfied,28%employees are satisfied,8% are strongly satisfied while 28% employees

are dissatisfied regarding team spirit.


Graph Showing Satisfaction of Employees Regarding Team Spirit

0

14

18

14

4

0

2

4

6

8

10

12

14

16

18

20



Satisfaction Level

No of Respondents


Work Itself

a) Job Scope





4 Satisfied 12 24


Interpretation: As per above graph,32% employees are dissatisfied,20%employees

are strongly dissatisfied while 24%,20%and 4%employees are satisfied, partially

satisfied & strongly satisfied respectively.


Graph Showing Satisfaction of Employees Regarding its Scope

10

16

10

12

2

0

2

4

6

8

10

12

14

16

18



Satisfaction Level

No of Respondents


b) Variety





4 Satisfied 2 4


Interpretation: As per above graph,52% employees are dissatisfied,36% employees

are strongly dissatisfied regarding the variety of work and overall 12 % employees are

satisfied.


Graph Showing Satisfaction of Employees Regarding Job Variety

18

26

4

2

00

5

10

15

20

25

30


Satisfaction Level

No of Respondents


c) Autonomy and freedom





4 Satisfied 0 0


Interpretation: As per above graph,48% employees are dissatisfied,36% employees

are strongly dissatisfied regarding the autonomy and freedom while 16% are partially

satisfied.


Graph Showing Satisfaction of Employees Regarding Autonomy and Freedom

18

24

8

0 00

5

10

15

20

25

30


Satisfaction Level

No of Respondents



a) Salaries and Wages



2 Dissatisfied 4 8


4 Satisfied 28 56


Interpretation: As per above graph, 56% employees are satisfied,32 % employees

are partially satisfied regarding the opportunities of promotion,2% are strongly

satisfied & 8% are dissatisfied.


Graph Showing Satisfaction of Employees Regarding Salary and Wages

0

4

16

28

2

0

5

10

15

20

25

30



Satisfaction Level

No of Respondents


b) Opportunities of promotion





4 Satisfied 12 24


Interpretation: As per above graph,64% employees are dissatisfied and overall 36%

employees are satisfied regarding the opportunities of promotion.


Graph Showing Satisfaction of Employees Regarding Opportunities of Promotion

0

32

4

12

2

0

5

10

15

20

25

30

35



No of Respondents

Satisfaction Level


c) Policies of government



2 Dissatisfied 8 16


4 Satisfied 20 40


Interpretation: As per above graph,40% employees were satisfied & 40% employees

were partially satisfied & 4% are strongly satisfied with the policies of the

Government while only 16% employees are dissatisfied.


Graph Showing Satisfaction of Employees Regarding Policies of Government

0

8

20 20

2

0

5

10

15

20

25



Satisfaction Level

No of Respondents


Othersa) Organizational Discipline





4 Satisfied 12 24


Interpretation: The graph shows that 52% employees are dissatisfied & 12% are

strongly dissatisfied regarding discipline while 24%employees are satisfied & 12%

employees are partially satisfied.


Graph Showing Satisfaction of Employees Regarding Organizational Discipline

6

26

6

12

00

5

10

15

20

25

30



Satisfaction Level

No of Respondents


b) Code of conduct





4 Satisfied 4 8


Interpretation: The graph shows that 60% employees are dissatisfied regarding code

of conduct, while 8% are strongly dissatisfied. Overall 32% employees are satisfied

only.


Graph Showing Satisfaction of Employees Regarding Code of Conduct

4

30

12

4

00

5

10

15

20

25

30

35



Satisfaction Level

No of Respondents


LIMITATIONS OF STUDY

1. This research comes under Attitudinal research. Job Satisfaction one of the

two work attitudes. In Organizational Behavior, perhaps the attitude of

greatest interest is the general attitude of employees towards their job, often

called job satisfaction. It does not often happen that individual’s behaviors are

consistent with their attitudes at the workplace. So it is very difficult to

measure attitudes and attempt to predict the subsequent behaviors accordingly.

2. This research is related to Human Beings and human beings are bound to

change in course of time. Hence the validity of the data collected,

observations, conclusions are bound to undergo changes..

3. There are many variables, which are important from the point of view of

theoretical treatment. But these variables need not be of much practical usage

in managerial decision making.

4. .Resources and circumstances limit the utility of research to certain extent.



CONCLUSIONS AND SUGGESTIONS

All the conclusions are drawn based on the analysis and interpretation of the

primary data regarding the Job Satisfaction of the employees of THE LATE SMT.SAI

BAI MOTE SUB DISTRICT GENERAL HOSPITAL,SHEGAON.

Facilities

From table No. of the analysis and interpretation, it is concluded that most

of the employees are satisfied with the Infrastructure and only few employees

are dissatisfied, which are negligible in number. It means the infrastructure of

this organization is good or satisfactory.

From table No. ,it is concluded that most of the employees are dissatisfied

with the workplace regarding cleanliness and hygiene. This is because of the

unhygienic conditions i.e. improper lighting, humidity, ventilation, lavetories

and poor maintenance of the facilities in the hospital. A very few employees

are satisfied. Good working conditions are desirable by the employees as they

lead to more physical comfort.


with basic amenities provided by the hospital. This is because, there are very

few staff quarters for employees, canteen facility is not available, there is no

provision of Creche for the children of Women employees. This contributes to

dissatisfaction.

Working Conditions

From table No. of the analysis and interpretation, it is concluded that most of

the employees are dissatisfied with the working hours and only few employees

are satisfied, which are negligible in number. It means most of them were

dissatisfied due to un convenient working hours, night shifts. Nursing staff

members are always because they have to manage their home affaires as well.


with the workload. This is because of the work overload. There are various



posts which are vacant since last years and the Government is running the

hospital with inefficient number of employees.


with availability of resources provided by the hospital. This is because, most

of the resources are not available on time. Due to this Doctors are not able to

provide proper treatment to the patients. Ex.: lack of medicines, stock out of

blood in Blood Bank, most of the equipments are under maintenance, always.

Supervision

From table No. ,it is concluded that near about 2/3 of the employees are

satisfied with the nature supervision of the medical superintendent. Rest other

employees are dissatisfied as most of them are working since many years and

they need some kind of autonomy.

Work Group


of the employees are satisfied with the interpersonal relationship and very few

employees are dissatisfied, which are negligible in number. It means most of

them were satisfied. There is healthy relationship among the employees which

provides the opportunities to the group members to interact with each other. It

serves as a source of support, comfort, advice and assistance to the individual

group members. There is less friction on day to day basis.

From table No. ,it is concluded that most of the employees are satisfied with

the way of communication. This is because there is proper information flow

in the organization. There is effective and efficient upward, downward and

horizontal communication across the organization.

From table No. ,it is concluded that most of the employees are satisfied.

They have the team spirit, co-operation while working. Team spirit is the

important factor to have good effect on job satisfaction. Very few employees

are dissatisfied who may be dissatisfied due to personal factors.



Work Itself

From table No. of the analysis and interpretation, it is concluded more

employees are dissatisfied with the scope of the job and lesser employees are

satisfied. There is lesser scope in Government organizations.


because their jobs are monotonus. There is no variety in their roles and job.


because of lesser autonomy and freedom. They have no freedom to take the

decisions.



of the employees are satisfied with the salaries and wages and only few

employees are dissatisfied, which are negligible in number. It means most of

them were satisfied regarding the compensation policies of the Government.


with the promotional opportunities. Some employees are satisfied. This is

because of the promotional policies. These are not based on efficiency but on

seniority basis.

From table No. ,it is concluded that most of the employees are satisfied with

the policies of the Governmental. Very few employees are dissatisfied. This is

basically because there is always Job Security and reasonable salaries.

Other Factors


of the employees are dissatisfied with organizational discipline and some

employees are satisfied. Mostly in Government organizations there are not

proper disciplinary measures and due to this these organizations do not work

efficiently and effectively.


with the code of conduct. This is because, these are unwritten norms of



behavior. Some women employees are dissatisfied because their colleagues

and the patients also.

In this way the hypothesis is proved because most of the employees are

dissatisfied due to sub standard working conditions.

SUGGESTIONS

As per conclusions, most of the employees are dissatisfied due to substandard

working conditions in this organizations. Here are some of the measures to enhance

their Job Satisfaction.

1. Greater Autonomy: Possibly the single most effective way of increasing job

satisfaction is to give more freedom to the employees to do their work in their

own way. People will work harder and derive satisfaction if they are given the

freedom to make their own decisions.

2. Variety and Scope: A moderate amount of variety is very effective.

Excessive variety produces confusion and stress and a too little variety causes

monotony and fatigue which are dissatisfier. The higher amount of

responsibility, work pace and feed back contributes to the scope.

3. Working Conditions: Good working conditions are desirable by the

employees as they lead to more physical comfort. There should be a clean and

healthy working environment. Proper ventilation, lighting, clean and hygienic

workplace etc. should be maintained. There should be provision of crèche for

the children of women employees and canteen facility providing subsidized

foods for the employees. Good working conditions are desirable by the

employees as they lead to more physical comfort.

4. Supervision: There are two dimensions of supervisory styles. First is

Employee Centeredness where the supervisor is friendly and supportive of the

workers. Second is Participation. There should be employee participation in

decision making so that it will help in creating an environment which is highly

conductive to job satisfaction.



BIBLIOGRAPHY

[1] Subba Rao P., “Personnel & Human Resource Management-Text and Cases”,

Himalaya Publishing House,ISBN-81-8054-640-3.

[2] Gupta C. B., “Human Resource Management”, Sultan Chand and Sons,

Edition 2007. ISBN – 81-8054-640-3

[3] Debra L. Nelson, James Cambell Quick, “Organizational Behaviour –

Foundations Realities and Challenges”,

[4] K. Koteshwara Rao, “Motivation and Job Satisfaction”, Discovery Publishing

house New Delhi First print 1991.

[5] P. Jyoti and D. N. Venkatesh, “Human Resource Management”, Oxford

University press, Edition 2006.

[6] Pestonjee D. M. “Motivation and Job Satisfaction”, Mcmillan India Limited 1st

published 1991. SBN - 0333929225

[7] IGNOU Notes, "Quantitative Analysis for Managerial Applications” MS –

8 (Book no 1234)

[8] Dr. Majumdar P. K. , “Research Methods in Social Science”, Viva Books

Private Limited ISBN – 81-309-0122-6

[9] Journals – Human Capital

[10] Journal – Business World

[11] www.humancapitalonline.com

[12] www.businessstandard.com



APPENDIX

QUESTIONNAIRE

Dear Respondent,

I, the undersigned, is a bonafide student of MBA 2nd year (Human Resource

Management Specialisation) of Dept. of Business Administration & Research,

SSGMCE, Shegaon. I am doing my project work to study the ‘Job Satisfaction of

employees’ in your organization. So, I kindly request you to co-operate in giving

valuable inputs through the Questionnaire given below for fulfilment of my research

work.

Thanking You.

Yogesh G. NagpureMBA 2nd year (H.R.M.)

D.B.A.R.,S.S.G.M.C.E., Shegaon.

1. Name of The Organization :The Late Mrs.Sai Bai Mote Sub District General

Hospital,Shegaon.

2. Name Of The Employee : ______________________________________

3. Designation : ______________________________________

Given Below are some statements related to ‘Job Satisfaction’. Please tick ()

mark to best indicate the extent to which you are satisfied or dissatisfied with given

statements. Please use the following scale.

1 2 3 4 5

Strongly Dissatisfied : ______ : ______ : ______ : Strongly satisfied

1 Strongly Dissatisfied

2 Dissatisfied

3 Partially Satisfied

4 Satisfied

5 Strongly Satisfied



Tick in any one box SATISFACTION LEVEL

Strongly Dissatisfied

Dissatisfied Partially Satisfied

Satisfied Strongly Satisfied

FACILITIES

1.Infrastructure

2.workplace(regarding cleanliness and hygiene)

3.Basic Amenities

WORKING CONDITIONS

1.Working Hours

2.Workload

3.Resources Availability

SUPERVISION

1.Nature of Supervision

WORK GROUP

1.Interpersonal Relations

2.Communiction

3.Team Spirit

WORK ITSELF

1.Job Scope

2.Variety

3.Autonomy and Freedom

ORGANIZATIONAL FACTORS

1.Salaries and Wages

2.Opportunities of Promotion

3.Policies of Government

OTHERS

1.Organizational Discipline

2.Code Of Conduct

Date :

Place :

Thank you....


job satisfaction

Documents

high job satisfaction

term job satisfaction

job satisfaction evans

locke job satisfaction

definitions job satisfaction

job experience

persons job

appraisal of ones job