Job Satisfaction Research Project Report

-1

1. INTRODUCTION

Job Satisfaction

"Job satisfaction is defined as "the extent to which people like (satisfaction)

or dislike (dissatisfaction) their jobs"

This definition suggests job satisfaction is a general or global affective reaction that

individuals hold about their job. While researchers and practitioners most often measure

global job satisfaction, there is also interest in measuring different "facets" or

"dimensions" of satisfaction. Examination of these facet conditions is often useful for a

more careful examination of employee satisfaction with critical job factors. Traditional

job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the

work and benefits."

Job satisfaction, a worker's sense of achievement and success, is generally perceived to

be directly linked to productivity as well as to personal wellbeing. Job satisfaction

implies doing a job one enjoys, doing it well, and being suitably rewarded for one's

efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The

Harvard Professional Group (1998) sees job satisfaction as the keying redient that leads

to recognition, income, promotion, and the achievement of other goals that lead to a

general feeling of fulfillment.

-2

I m p ortance to W o r k er and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-

worth and produces anxiety. At the same time, monotonous jobs can erode a worker's

initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job

satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that often leads to a positive work attitude. A satisfied worker

is more likely to be creative, flexible, innovative, and loyal.

-3

For the organization, job satisfaction of its workers means a work force that is motivated

and committed to high quality performance. Increased productivity the quantity and

quality of output per hour worked seems to be a byproduct of improved quality of working

life. It is important to note that the literature on the relationship between job satisfaction

and productivity is neither conclusive nor consistent. However, studies dating back to

Herzberg's (1957) have shown at least low correlation between high morale and high

productivity, and it does seem logical that more satisfied workers will tend to add more

value to an organization. Unhappy employees, who are motivated by fear of job loss, will

not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is

also a temporary one, and as soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in

complaints and grievances, absenteeism, turnover, and termination; as well as improved

punctuality and worker morale. Job satisfaction is also linked to a more healthy work

force and has been found to be a good indicator of longevity. And although only little

correlation has been found between job satisfaction and productivity, Brown (1996) notes

that some employers have found that satisfying or delighting employees is a prerequisite

to satisfying or delighting customers, thus protecting the "bottom line." No wonder

Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and

soon grass will grow on the factory floors. Take away my factories, but leave my people,

and soon we will have a new and better factory"

-4

C r eating J o b Satisfaction

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

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

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

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

need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker

opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

-5

Up-to-date technology

Competitive salary and opportunities for promotion

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

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

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

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

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

nature of the work itself. Managers who want to maintain a high level of job satisfaction

in the work force must try to understand the needs of each member of the work force. For

example, when creating work teams, managers can enhance worker satisfaction by

Placing people with similar backgrounds, experiences, or needs in the same workgroup.

Also, managers can enhance job satisfaction by carefully matching workers with the type

of work. For example, a person who does not pay attention to detail would hardly make a

good inspector, and a shy worker is unlikely to be a good salesperson. As much as

possible, managers should match job tasks to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other

deliberate steps to create a stimulating work environment. One such step is job

enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and

challenge in the work itself. Job enrichment usually includes increased responsibility,

recognition, and opportunities for growth, learning, and achievement. Large companies

that have used job-enrichment programs to increase employee motivation and job

-6

satisfaction include AT&T, IBM, and General Motors (Daft, 1997).

Good management has the potential for creating high morale, high productivity, and a

sense of purpose and meaning for the organization and its employees. Empirical findings

show that job characteristics such as pay, promotional opportunity, task clarity and

significance, and skills utilization, as well as organizational characteristics such as

commitment and relationship with supervisors and co-workers, have significant effects on

job satisfaction. These job characteristics can be carefully managed to enhance job

satisfaction.

Of course, a worker who takes some responsibility for his or her job satisfaction will

probably find many more satisfying elements in the work environment. Everett (1995)

suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of the workplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present

situation?

-7

W o r k e r s' Roles in Job S atisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his

or her own satisfaction and well-being on the job. The following suggestions can help a

worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more

challenging work and greater responsibilities, with attendant increases in pay and

other recognition.

Develop excellent communication skills. Employers value and reward excellent

reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks

more efficiently and effectively.

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

organizations and often result in recognition as well as in increased

responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to

work well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their

Imperfections and learn how to give and receive criticism constructively.

-8

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

satisfaction with the work itself. This helps to give meaning to one's existence, thus

playing a vital role in job satisfaction.

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

management techniques.

-9

A s suring Job S a tisfaction

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

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

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

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

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

salaries

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

seniority.

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

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

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

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

with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh

the pains, there is some level of job satisfaction

-10

C OM P ANY P ROFILE

Kotak Mahindra old mutual life insurance ltd. Is a joint venture between kotak

Mahindra banks Ltd.? And old mutual plc.

At kotak life insurance, we aim to help customers to take financial Decisions at every

stage in life by offering them a wide range of innovative life insurance Products, to

make them financial independent.

Mr. Gorang shah is the managing director of kotak Mahindra old mutual life

insurance limited.

Mr. Shah has been previously associated with Kotak Mahindra Primus since its inception

and has contributed towards its growth to become a Rs.2000 Cr plus business. Before

comfing to Kotak Life Insurance, Gaurang Shah was Groii.Jp Head of Retail Assets for

Kotak Mahindra Bank. The Retail Assets include commercial vehicles, personal loans,

structured products, car loans and loans against shares.

Mr. Murlidhar is a Chief Financial Officer and Company Secretary of Kotak Life

Insurance. Murliidhar is. an associate member of the Institute of Chartered

Accountants of India, an associate member of the Institute Of Company Secretaries of

India, and graduate member of the Institute of Cost & Works Accountants of India. Mr.

Murlidhar possesses over 20-year work experience and has earlier worked with National

Dairy Development Board (NDDB), MIDS Switchgear Limited and Nicholas Piramal India

Limited and Ion Exchange Ltd. Prior to Kotak Life Insurance; he held the position of

-11

VP Finance at Gujarat Glass Ltd.

As Chief Financial Officer at Kotak Life Insurance, he oversees all aspects of Finance

including Operations, Regulatory, Internal Control, Finance, Accounts and Treasury.

-12

KOTAK MAHINDRA GROUP

Established in 1984, the Kotak Mahindra Group has long been one of India’s most

reputed organizations in the financial services domain. Kotak Mahindra Group is

committed for providing high quality financial products, services and support to its

customers; and is structured in different businesses like Banking, Life Insurance, Mutual

Funds, Car Finance, Securities and Institutional equities. As on 31st December 2006, the

group stands at a net worth of around Rs. 3100 crore, employees around 9600 people in

its various branches providing services at across 300 cities. The Group services around

2.2 million customer accounts.

OLD MUTUAL Plc.

Old Mutual, a company with 160 years experience in life insurance, is an international

financial services group listed on the London Stock Exchange and included in the FTSE

100 list of companies, with assets under management worth $ 400 Billion as on 30th

June, 2006. For customers, this joint venture translates into a company that combines

international expertise with the understanding of the local market.

The group has a substantial presence in the UK, US and South African markets. The

company is also working in the field of asset management, banking and general insurance

services in over 40countries. As on 31 December 2005, Old Mutual had more than 7

million life insurance policies, 3.6 million banking customers and over 5, 50,000 general

insurance policies.

-13

OTHER GROUP COMPANIES OF KOTAK LIFE INSURANCE

KO T AK MAHINDRA B A NK L TD

KO T AK MAHINDRA C A P I T AL C OM P ANY

L TD INTERN A T I ONAL S UBSIDIARIES

KO T AK MAHINDRA PR I ME

L TD KO T AK SECURITIE S L TD

KO T AK MAHINDRA ASSE T M A N A GEMEN T COM P ANY

-14

HIS T O R Y OF K O T AK LIFE

KOTAK MAHINDRA Old Mutual Life Insurance is a joint venture between KOTAK

MAHINDRA Bank Ltd., along with its affiliates; and Old Mutual plc.

Established in 1984, the KOTAK MAHINDRA Group has long been one of India’s most

reputed organizations in the financial services domain. KOTAK MAHINDRA Group is

committed for providing high quality financial products, services & support to its

customers; and is structured in different business like Banking, Life Insurance, Mutual

Funds, Car Finance, Securities, Institutional Equities and Investment banking. KOTAK

MAHINDRA Finance Ltd. the flagship company of KOTAK MAHINDRA Group was

converted into KOTAK MAHINDRA Bank Ltd. in March 2003, making it the first

NBFC to be offered a banking license. As on 31st December 2006, the group stands at a

net worth of around Rs. 3100 crore, employing around 9600 people in its various

business and has distribution network of branches, franchisees, representative offices in

New York, London, Dubai and Mauritius. The group service around 2.2 million-customer

accounts..

-15

HIS T O R Y OF I NSU R ANCE

Almost 4,500 years ago, in the ancient land of Babylonia, traders used to bear risk of the

caravan trade by giving loans that had to be later repaid with interest when the goods

arrived safely. In 2100 BC, the Code of Hammurabi granted legal status to the practice.

That, perhaps, was how insurance made its beginning.

Life insurance had its origins in ancient Rome, where citizens formed burial clubs that

would meet the funeral expenses of its members as well as help survivors by making

some payments.

As European civilization progressed, its social institutions and welfare practices also got

more and more refined. With the discovery of new lands, sea routes and the consequent

growth in trade, medieval guilds took it upon themselves to protect their member traders

from loss on account of fire, shipwrecks and the like.

Since most of the trade took place by sea, there was also the fear of pirates. So these

guilds even offered ransom for members held captive by pirates. Burial expenses and

support in times of sickness and poverty were other services offered. Essentially, all these

revolved around the concept of insurance or risk coverage. That's how old these concepts

are, really.

-16

In 1347, in Genoa, European maritime nations entered into the earliest known insurance

contract and decided to accept marine insurance as a practice.

The first step...

Insurance as we know it today owes its existence to 17th century England. In fact, it

began taking shape in 1688 at a rather interesting place called Lloyd's Coffee House in

London, where merchants, ship-owners and underwriters met to discuss and transact

business. By the end of the 18th century, Lloyd's had brewed enough business to become

one of the first modern insurance companies.

Insurance and Myth...

Back to the 17th century. In 1693, astronomer Edmond Halley constructed the first

mortality table to provide a link between the life insurance premium and the average life

spans based on statistical laws of mortality and compound interest. In 1756, Joseph

Dodson reworked the table, linking premium rate to age

-17

Enter companies...

The first stock companies to get into the business of insurance were chartered in England

in 1720. The year 1735 saw the birth of the first insurance company in the American

colonies in Charleston, SC.

In 1759, the Presbyterian Synod of Philadelphia sponsored the first life insurance

corporation in America for the benefit of ministers and their dependents.

However, it was after 1840 that life insurance really took off in a big way. The trigger:

Reducing opposition from religious groups.

The growing years...

The 19th century saw huge developments in the field of insurance, with newer products

being devised to meet the growing needs of urbanization and industrialization.

In 1835, the infamous New York fire drew people's attention to the need to provide for

sudden and large losses. Two years later, Massachusetts became the first state to require

companies by law to maintain such reserves. The great Chicago fire of 1871 further

emphasized how fires can cause huge losses in densely populated modern cities. The

practice of reinsurance, wherein the risks are spread among several companies, was

devised specifically for such situations.

-18

In the 19th century, many societies were founded to insure the life and health of their

members, while fraternal orders provided low-cost, members-only insurance.

Even today, such fraternal orders continue to provide insurance coverage to members as

do most labor organizations. Many employers sponsor group insurance policies for their

employees, providing not just life insurance, but sickness and accident benefits and old-

age pensions. Employees contribute a certain percentage of the premium for these

policies.

In India...

Insurance in India can be traced back to the Vedas. For instance, yogakshema, the name

of Life Insurance Corporation of India's corporate headquarters, is derived from the Rig

Veda. The term suggests that a form of "community insurance" was prevalent around

1000 BC and practiced by the Aryans.

Burial societies of the kind found in ancient Rome were formed in the Buddhist period to

help families build houses, protect widows and children.

Bombay Mutual Assurance Society, the first Indian life assurance society, was formed in

1870. Other companies like Oriental, Bharat and Empire of India were also set up in the

1870-90s.

-19

It was during the swadeshi movement in the early 20th century that insurance witnessed

a big boom in India with several more companies being set up.

As these companies grew, the government began to exercise control on them. The

Insurance Act was passed in 1912, followed by a detailed and amended Insurance Act of

1938 that looked into investments, expenditure and management of these companies'

funds.

By the mid-1950s, there were around 170 insurance companies and 80 provident fund

societies in the country's life insurance scene. However, in the absence of regulatory

systems, scams and irregularities were almost a way of life at most of these companies.

As a result, the government decided nationalizes the life assurance business in India. The

Life Insurance Corporation of India was set up in 1956 to take over around 250 life

companies.

For years thereafter, insurance remained a monopoly of the public sector. It was only

after seven years of deliberation and debate - after the RN Malhotra Committee report of

1994 became the first serious document calling for the re-opening up of the insurance

sector to private players -- that the sector was finally opened up to private players in

2001.

The Insurance Regulatory & Development Authority, an autonomous insurance regulator

set up in 2000, has extensive powers to oversee the insurance business and regulate in a

manner that will safeguard the interests of the insured.

-20

FUTURE O F INSURANCE IN IN D IA

As per a recent report “Indian Insurance Industry Forecast (2007-2009)” published by

RNCOS, it has been found that “Life insurance market in India will likely reach around

Rs 1683 Billion by the year 2009. Changing consumer behavior, GDP growth rate,

changing socio economic demography, and natural calamities occurring from time to time

will remain the key contributors in this growth.”

April 2007, current FY’s first month, saw new businesses expand by 49%, whereas

general insurance players witnessed 16% increase during the same month.

Outstanding performance of SBI Life, ICICI Prudential, and LIC helped the Indian life

insurance industry in mopping up almost Rs 2,892 crore in April this year, whereas it was

Rs 1,996 crore in the same month last year. On the other hand, Reliance Life, ING Vysya,

and Bajaj Allianz were amongst those insurers that came across a decline in their

premium collection over the review period, as per the data compiled by Insurance

Regulatory & Development Authority.

Selling almost 15, 89,684 policies during this April, LIC - the largest life insurer in India-

witnessed 57% growth in its new premiums that reached to Rs 2,134 crore. LIC grabbed a

market share of almost 71.56% during this April. Non-life or general insurance industry

saw a growth of 16% during this month, and ICICI Lombard was the second largest

player in this segment. Business Standard published this in news on 14 June 2007.

-21

Looking at the current scenario, it can be made out that the four established public-sector

players namely, National Insurance, United India, Oriental Insurance, and New India

Assurance, may have to face stiff competition from private players like Bajaj Allianz,

Reliance General, and ICICI Lombard, as per Business Standard.

According to RNCOS report “Indian Insurance Industry Forecast (2007-2009)”,

“Performance of life insurance industry remained better in comparison to non life

segment over the five year period spanning 2001-2005. Some qualitative factors, like the

deregulation rate of insurance market, and implementation rate of technologies prevailing

in the market, need to perform up to the industry expectations in order to improve the

growth rate of Indian life insurance market.”

This report provides an objective analysis of all aspects of Indian insurance industry. The

issues addressed in this report include: prospective investment areas in Indian life

insurance i n d u s t r y , market strategies adopted by key players in this

segment, opportunities and challenges present in this industry, and so on.

-22

-23

LIFE INSURANCE ADVANTAGES

Some of the life insurance advantages offered by different types of Life Insurance

Policies are:

Life Insurance policies can help secure the future of children for

college/educational purposes as the amount of life Insurance Policy increases on a

minor’s or parent’s life.

Life Insurance provides the option to pass equal assets to the children who are not

active in the Family business at the time the family business is passed on.

The growth of a cash-value policy is tax-deferred - you do not pay taxes on the

cash value accumulation until you withdraw funds from the policy.

Life Insurance helps retain your Business from the loss of a key employee.

Untimely death of a key employee can pose severe financial loss to the business

A lot of Insurance products presently provide good returns, which could be a

beneficial way for saving necessary funds for retirement years.

Benefits are available immediately and may be used to help pay expenses such as

final illness and funeral costs, eliminating the need to sell estate assets to cover

these costs.

A carefully signed Life Insurance Policy with desired ownership and beneficiary

arrangements helps secure you and your family in the long term.

-24

CORPORATE STRUCTURE

Managing Director

(Mr.Gaurang Shah)

CFO &COO VPSales &(Mr. G Murlidharan) Mgmt.Dev.

t<1r. Arun Patil

Sales Head Marketing Head HR&Admin Appointed CIOMr. Pankaj Desai) {Mr. Rahul Sinha) (Mr. Sugatta Dutta Actuary (Mr. Krishna

(1r.Bryce Johns) Sanghvi)

-25

LITERATURE REVIEW

The literature survey conducted here includes the academic books and website. the study

being conducted was “to evaluate the effectiveness of recruitment and selection policy in

relation with increasing attrition problem.”

Gui L , Barriba l l KL , Wh i le AE .

2nd Military Medical University, School of Nursing, Shanghai, PR China.

Job satisfaction among nurses is of concern throughout the world but the

satisfaction of nurse teachers has received less attention and no review of global

research on the topic has been published. A comprehensive literature review

(1976-2007) was undertaken from an international perspective (n=26 papers and

4 doctoral abstracts) to examine the state of knowledge about nurse teachers' job

satisfaction over time. Coverage over the last 30 years was selected to examine if

the level and contributing factors to nurse teachers' job satisfaction have changed

during a time which has seen considerable developments and reorganization of

nurse education as well as the role of nurse teachers.

The purpose of this Part I paper is to:

(i) review the different measurements of job satisfaction,

(ii) report the job satisfaction levels of nurse teachers and,

(iii) Identify the components of job satisfaction of nurse teach

-26

This paper provides the foundation for the Part II paper which reviews

the literature regarding the effects and related factors of nurse teachers'

job satisfaction.

1. Prasad L.M. “Human resource management” pp219-purpose and importance of

Recruitment & selection cannot be ignored as by this org.

2. Bhattacharyya Kumar Deepak, “Human resource management” Excel

Books pp166.-what is basically recruitment, its introduction, how to carry out

recruitment..

3. Dwivedi R.S. “Managing Human Resource, Personnel Management”

(Indian enterprises, Galgotia publishing company, New delhi,1st edition,

pp96-97 -what is a recruitment policy .what factors should be include while

formulating.

4. Rao V.S.P, Human Resource Management”, Excel books,1st

edition,pp151. Importance of tests while selecting the candidates for the job,

as these tests help the interviewer to better judge the candidate his

competency for the particular jobs.

5. Bernardin John H, “Human Resource Management”, Tata Mc Graw Hill

publishing company ltd., New Delhi, pp 160-163.the effectiveness of selection

method depends upon the reliability of the data, validity of the purpose &

utility of the methods.

6. Gulati Ambika, “Training and Management”, vol3, aug07, pp18-19, Importance of recruitment function in an organization.

-27

1.2. NEED OF THE STUDY

We need to understand what our employees’ value, and find ways to match that need with

an appropriate work environment (this can be done through selection, placement, and job

design). Is Murray an extravert with a high need for interpersonal stimulation and warm,

personal interaction? If so, the discrepancy between the social environment he expects at

work and the one he perceives will be very important in driving his sense of satisfaction. If

this need or value is matched with a work environment allowing lots of interaction, Murray

is likely to be satisfied.

1. We need to assess the accuracy of perceptions. The perceptual biases noted in

Chapter four or even incomplete information may lead to inaccurate perceptions

that could undermine satisfaction.

2. We need to work to ensure that employee expectations are realistic. One of the

reasons that realistic job previews (RJPs) can be effective is that they help guard

against unrealistic job expectations. If an employee accepts a position with unrealis-

tic expectations about the conditions in which he or she will be working, subsequent

dissatisfaction is imminent.

Here is a listing of ways to promote job satisfaction:

Recruit & select employees whose values fit those of the organization

Match people to jobs that fit their interests

Enhance employee involvement

-28

Enrich jobs, make jobs fun

Treat people fairly (pay, benefits, promotion)

Align interests of the company with those of employees

Provide an adequate flow of information to employees

Build trust (your chapter on team development and the reading on investing in

social capital elaborate on ways to build trust).

-29

1.3. Scope of the Stu d y

The scope of the study is very vital. Not only the Human Resource department can use

the facts and figures of the study but also the marketing and sales department can take

benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees, that they are

satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting their efforts

to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the

personnel department can use the information to make efforts to avoid such complaints.

-30

-31

1.4. OBJ E CTIVES OF THE STUDY

To find that whether the employees are satisfied or not.

To analyze the company’s working environment.

To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To find that employees are working with their full capabilities or not.

-32

2. RESEARCH M ETHODO L OGY

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

understood has a science of studying how research is done scientifically. In it we study

the various steps that all generally adopted by a researcher in studying his research problem

along with the logic behind them.

The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as “a scientific & systematic search for pertinent information on a

specific topic”. Research is an art of scientific investigation. Research is a systemized

effort to gain new knowledge. It is a careful inquiry especially through search for new facts

in any branch of knowledge. The search for knowledge through objective and systematic

method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in

a manner that aims to combine relevance to the research purpose with economy in

procedure. In fact, the research is design is the conceptual structure within which research is

conducted; it constitutes the blue print of the collection, measurement and analysis of the

data. As search the design includes an outline of what the researcher will do from

writing the hypothesis and its operational implication to the final analysis of data.

-33

The design is such studies must be rigid and not flexible and most focus attention on the

following.

Research Design can be categorized as:

TYPES OF RESEARCH DESIGN

EXPLORATORY RESEARCH DESIGN

DESCRIPTIVE&

DIAGNOSTIC RESEARCH DESIGN

EXPERIMENTAL RESEARCH DESIGN

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig

out new relationship. Research design is flexible enough to provide opportunity for

considering different aspects of problem under study. It helps in bringing into focus some

inherent weakness in enterprise regarding which in depth study can be conducted by

management.

-34

DATA COLLECTION

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

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

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

1. Primary Data

Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2. Secondary Data

Published Sources such as Journals, Government Reports, Newspapers and

Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to

their analyst & trainees for investigation.

Websites like KOTAK’S official site, some other sites are also searched to find

data.

-35

Sample Size:-

Questionnaire is filled by 20 employees of Kotak life Insurance, Kaithal.

The questionnaire was filled in the office and vital information was collected which was

then subjects to:-

A pilot survey was conducted before finalizing the questionnaire.

Data collection was also done with the help of personal observation.

After completion of survey the data was analysed and conclusion was drawn.

At the end all information was compiled to complete the project report.

-36

2.1. LIMITATIONS OF S T UDY

However I shall try my best in collecting the relevant information for my research report,

yet there are always some problems faced by the researcher. The prime difficulties which

I face in collection of information are discussed below:-

1. Short time period: The time period for carrying out the research was short as a

result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.

3. Small no. of respondents: Only 20 employees have been chosen which

is a small number, to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents were

having a feeling of wastage of time for them.

5. Small area for research: The area for study was Kaithal, which is quite a

small area to judge job satisfaction level.

-37

3. Descriptive work on subtopics of study

Definition

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job.

Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers

should clearly distinguish the objects of cognitive evaluation which are affect (emotion),

beliefs and behaviours. This definition suggests that we form attitudes towards our jobs by

taking into account our feelings, our beliefs, and our behaviors.

History

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

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

workers’ productivity. These studies ultimately showed that novel changes in work

conditions temporarily increase productivity (called the Hawthorne Effect). It was later

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

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

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

satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,

argued that there was a single best way to perform any given work task. This book

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Taylorism

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Hawthorne_Effect

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Harvard_Business_School

http://en.wikipedia.org/wiki/Elton_Mayo

-38

contributed to a change in industrial production philosophies, causing a shift from skilled

labor and piecework towards the more modern of assembly lines 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.

Job satisfaction can also be seen within the broader context of the range of issues which

affect an individual's experience of work, or their quality of working life. Job satisfaction

can be understood in terms of its relationships with other key factors, such as general well-

being, stress at work, control at work, home-work interface, and working conditions

Models of job satisfaction

Affect TheoryEdwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by a

http://en.wikipedia.org/wiki/Quality_of_working_life

http://en.wikipedia.org/wiki/Maslow%E2%80%99s_hierarchy_of_needs

http://en.wikipedia.org/wiki/Hugo_M%C3%BCnsterberg

http://en.wikipedia.org/wiki/Walter_Dill_Scott

http://en.wikipedia.org/wiki/Hourly_wage

http://en.wikipedia.org/wiki/Assembly_lines

http://en.wikipedia.org/wiki/Piecework

-39

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/aren’t

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 doesn’t 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 TheoryAnother well-known job satisfaction theory is the Dispositional Theory

Template:JacksonApril 2007. It is a very general theory that suggests that people have

innate dispositions that cause them to have tendencies toward a certain level of satisfaction,

regardless of one’s job. This approach became a notable explanation of job satisfaction in

light of evidence that job satisfaction tends to be stable over time and across careers and

jobs. Research also indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham

in 1997. Judge et al. argued that there are four Core Self-evaluations that determine one’s

disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and

neuroticism. This model states that higher levels of self-esteem (the value one places on

his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher

work satisfaction. Having an internal locus of control (believing one has control over her\

-40

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

Opponent Process TheoryAccording to opponent process theory, emotional events, such as criticisms or rewards,

elicits two sets of processes. Primary processes give way to emotions that are steady with

the event in question. Events that seem negative in manner will give rise to the feelings of

stress or anxiety. Events that are positive give rise to the feeling of content or relaxation.

The other process is the opponent process, which induces feelings that contradict the

feelings in the primary processes. Events that are negative give rise to feelings of relaxation

while events that are positive give rise to feelings of anxiety.

A variety of explanations have been suggested to explain the uniformity of mood or

satisfaction. This theory shows that if you try to enhance the mood of individual it will

more likely fail in doing so. The opponent process theory was formulated to explain these

patterns of observations.

Equity TheoryEquity Theory shows how a person views fairness in regard to social relationships. During

a social exchange, a person identifies the amount of input gained from a relationship

compared to the output, as well as how much effort another persons puts forth. 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

benefits. If one individual gets a pay raise for doing the same or less work than the other,

-41

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

inequality is reduced.

Discrepancy theory

The concept of self-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 fulfill 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 Herzberg’s 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 employee’s motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives

http://en.wikipedia.org/wiki/Two_factor_theory

http://en.wikipedia.org/wiki/Frederick_Herzberg

-42

individuals to attain personal and organizational goals (Hoskinson, Porter, & Wrench, p.

133). Motivating factors are those aspects of the job that make people want to perform, and

provide people with satisfaction, for example achievement in work, recognition, promotion

opportunities. These motivating factors are considered to be intrinsic to the job, or the work

carried out. Hygiene factors include aspects of the working environment such as pay,

company policies, supervisory practices, and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's

original formulation of the model may have been a methodological artifact. Furthermore,

the theory does not consider individual differences, conversely predicting all employees

will react in an identical manner to changes in motivating/hygiene factors. Finally, the

model has been criticised in that it does not specify how motivating/hygiene factors are to

be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

job satisfaction. The model states that there are five core job characteristics (skill variety,

task identity, task significance, autonomy, and feedback) which impact three critical

psychological states (experienced meaningfulness, experienced responsibility for outcomes,

and knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.). The five core job characteristics can be combined to

form a motivating potential score (MPS) for a job, which can be used as an index of how

likely a job is to affect an employee's attitudes and behaviors----. A meta-analysis of studies

that assess the framework of the model provides some support for the validity of the JCM.

http://en.wikipedia.org/wiki/Meta-analysis

http://en.wikipedia.org/w/index.php?title=Job_Characteristics_Model&action=edit&redlink=1

-43

Factors that influence job satisfaction

Environmental factors

Communication Overload and Communication Under load

One of the most important aspects of an individual’s work in a modern organization

concerns the management of communication demands that he or she encounters on the job

(Krayer, K. J., & Westbrook, L., p. 85). 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 (Faraca, Monge, & Russel, 1977).” 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 (Farace, Monge, & Russel, 1997).” Due to this process, “given an

individual’s style of work and motivation to complete a task, when more inputs exist than

outputs, the individual perceives a condition of overload (Krayer, K. J., & Westbrook, L.,

p. 86) 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

individual’s ability to process them (Farace, Monge, & Russel, 1997).” According to the

ideas of communication over-load and under-load, if an individual does not receive enough

-44

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 Communication

Superior-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 expression (Burgoon, Buller, & Woodall, 1996). 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.

Emotions

-45

Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano,

1996). Moods tend to be longer lasting but often weaker states of uncertain origin, while

emotions are often more intense, short-lived and have a clear object or cause.

There is some evidence in the literature that moods are related to overall job satisfaction.

Positive and negative emotions were also found to be significantly related to overall job

satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job

satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various 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:

1. 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.

2. Social interaction model. Taking the social interaction perspective, workers’

emotion regulation might beget responses from others during interpersonal

encounters that subsequently impact their own job satisfaction. For example: The

http://en.wikipedia.org/wiki/Emotion_work

http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Mood_(psychology)

-46

accumulation of favorable responses to displays of pleasant emotions might

positively affect job satisfaction. performance of emotional labor that produces

desired outcomes could increase job satisfaction.

Measuring job satisfaction

There are many methods for measuring job satisfaction. By far, the most common method

for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert).

Other less common methods of for gauging job satisfaction include: Yes/No questions,

True/False questions, point systems, checklists, and forced choice answers. This data are

sometimes collected using an Enterprise Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific

questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in

five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the

work itself. The scale is simple, participants answer either yes, no, or can’t decide

(indicated by ‘?’) in response to whether given statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an

improvement to the Job Descriptive Index because the JDI focuses too much on individual

facets and not enough on work satisfaction in general.

Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire

(MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job

satisfaction in 20 facets and has a long form with 100 questions (five items from each

facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item

questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job

http://en.wikipedia.org/w/index.php?title=Faces_Scale&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Minnesota_Satisfaction_Questionnaire&action=edit&redlink=1

http://en.wikipedia.org/wiki/Enterprise_Feedback_Management

http://en.wikipedia.org/wiki/Rensis_Likert

http://en.wikipedia.org/wiki/Likert_scale

-47

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 an important indicator of how employees feel about their jobs and a

predictor of work behaviours such as organizational citizenship, absenteeism, and turnover.

Further, job satisfaction can partially mediate the relationship of personality variables and

deviant work behaviors. One common research finding is that job satisfaction is correlated

with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with

life tend to be satisfied with their job and people who are satisfied with their job tend to be

satisfied with life. However, some research has found that job satisfaction is not

significantly related to life satisfaction when other variables such as nonwork satisfaction

and core self-evaluations are taken into account. An important finding for organizations to

note is that job satisfaction has a rather tenuous correlation to productivity on the job. This

is a vital piece of information to researchers and businesses, as the idea that satisfaction and

job performance are directly related to one another is often cited in the media and in some

non-academic management literature. A recent meta-analysis found an average uncorrected

correlation between job satisfaction and productivity to be r = 0.18; the average true

correlation, corrected for research artifacts and unreliability, was r = 0.30. Further, the

meta-analysis found that the relationship between satisfaction and performance can be

moderated by job complexity, such that for high-complexity jobs the correlation between

satisfaction and performance is higher (ρ = 0.52) than for jobs of low to moderate

complexity (ρ = 0.29). Job Satisfaction also have high relationship with intention to quit. It

is found in many research that Job Satisfaction can lead to Intention to Stay / Quit in an

organization (Kim et al., 1996). Recent research has also shown that Intention to Quit can

http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definition

http://en.wikipedia.org/wiki/Pearson_product-moment_correlation_coefficient#Definition

http://en.wikipedia.org/wiki/Meta-analysis

http://en.wikipedia.org/wiki/Correlation

http://en.wikipedia.org/wiki/Turnover_(employment)

http://en.wikipedia.org/wiki/Absenteeism

-48

have effect like poor performance orientation, organizational deviance, and poor

organizational citizenship behaviours. In short, the relationship of satisfaction to

productivity is not necessarily straightforward and can be influenced by a number of other

work-related constructs, and the notion that "a happy worker is a productive worker"

should not be the foundation of organizational decision-making.

With regard to job performance, employee personality may be more important than job

satisfaction. The link between job satisfaction and performance is thought to be a spurious

relationship; instead, both satisfaction and performance are the result of personality

http://en.wikipedia.org/wiki/Spurious_relationship

http://en.wikipedia.org/wiki/Spurious_relationship

http://en.wiktionary.org/wiki/personality

-49

4. Data Analysis & Interpretation

I have been passed up at least once for

a promotion in the past few years.

0% 20%

50%

30%

Strongly Agree Agree

Neither Agree nor Disagree Disagree

Strongly Disagree

This graph shows that 0% of employees are strongly agree about the point , 20% of

employees are agree on the point, 30% are neither agree nor disagree,50% are disagree

and rest 0% of employees are strongly disagree.

-50

I spend parts of my day daydreaming

about a better job.

15%

10% 0%

15%60%



Strongly Disagree




%

-51

I find much of my job repetitive and

boring.

10%

10% 5 0%

75%



Strongly Disagree


employees are agree on the point, 10% are neither agree nor disagree,5% are disagree and

rest 0% of employees are strongly disagree.

%

-52

I am mentally and/or physically

exhausted at the end of a day at work.

10% 5 0%

85%



Strongly Disagree




-53

I feel that my job has little impact on the

success of the company.

20% 0%

30%

50%



Strongly Disagree




-54

I have an increasingly bad attitude

toward my job, boss, and employer

20% 0% 20%

60%



Strongly Disagree




-55

I am no longer given the resources I

need to successfully do my job.

0% 10%

60%30%



Strongly Disagree




-56

I am not being used to my full

capabilities.

40%

0%

40%

20%



Strongly Disagree




-57

I have received no better than "fair"

evaluations recently.

25% 0%

40%

35%



Strongly Disagree




-58

I feel as though my boss and employer

have let me down.

35%

0% 10%

55%



Strongly Disagree




-59

I often feel overworked and

overwhelmed.

0%

35%45%

20%



Strongly Disagree

This graph shows that 45% of employees are strongly agree about the point, 20% of



-60

I am frequently stressed out at work.

0% 20%

50%15%

15%



Strongly Disagree




-61

I live for weekends and days away

from the job.

0% 10%

60%30%



Strongly Disagree




-62

I find myself negatively comparing my

situation to my peers.

20%0% 15%

40%

25%



Strongly Disagree




-63

I feel my bad days at work outweigh the good

ones.

45%

0% 25%

30%



Strongly Disagree




-64

I often experience a sensation of time standing

still when I am at work.

20% 0% 15%

30%35%



Strongly Disagree




-65

I have been told that I am becoming a more

cynical person.

Strongly Agree

35%

0%

30%

10%

25%

Agree

Neither Agree norDisagree

Disagree

Strongly Disagree




-66

I feel as though my employer has broken

promises about my future with the organization.

40%

0% 10%

25%

25%



Strongly Disagree




-67

I have lost sight of my career goals and

aspirations.

15% 0% 15%

45%

25%



Strongly Disagree




-68

I no longer feel valued for my work.

20%

10%25%

20% 25%



Strongly Disagree




-69

5. CONCLUSION&SUGGESTIONS

To increase the job satisfaction level of the employees the company should concentrate

mainly on the incentive and reward structure rather than the motivational session.

Ideal employees should concentrate on their job.

Educational qualification can be the factor of not an effective job.

Company should give promotion to those employees who deserve it.

-70

Findings

Employees are not completely satisfied with their job although their salary

is good enough.

Employees are not getting value to their work.

Most of employees think that they are not on their actual path.

Most of the employees think that the organizations haven’t fulfilled

their promises, what they do in beginning especially regarding

Promotion.

There is negatively comparison between peers especially regarding targets.

They often feel overworked.

-71

-72

6. BIBLIOGRAPHY

BOOKS

1. Kothari C.R., Research Methodology, New Delhi; New Age International

Publication, second edition.

2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill

Publication Company Ltd. Page no. 81-136,171,179,267,284.

3. Chhabra. , T. N. Human Resource Management ,Dhanpat Rai $Co(P)Ltd. India,ninth

edition.

4. Monnapa Arun., Human Resource Management ,Tata Mc Graw Hill Publication

Company Ltd.

WEBSITES:-

a. www.kot aklifeinsurance.co m/ho me/produc ts

b. www.kot ak.co m/co ms2/product-co mpint-0000950756-page.h t ml

c. www.ird a.org/insurance /benef its-kotak,- ind

d. www.ask.com-/meaning-insurance/history//-

e. www.ibef.org/industry/insurance-trend/in

-73

7. ANNEXURE

QUESTIONNAIRE

NAME: …………………………………………. DESIGNATION: ………………………………. COMPANY: …………………………………….

1. I have been passed up at least once for a promotion in the past few years.

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly Disagree

2. I spend parts of my day daydreaming about a better job.

Strongly Agree

Agree


Disagree

Strongly Disagree

3. I find much of my job repetitive and boring.

Strongly Agree

Agree


Disagree

Strongly Disagree

-74

4. I am mentally and/or physically exhausted at the end of a day at work.

Strongly Agree

Agree


Disagree

Strongly Disagree

5. I feel that my job has little impact on the success of the company.

Strongly Agree

Agree


Disagree

Strongly Disagree

6. I have an increasingly bad attitude toward my job, boss, and employer .

Strongly Agree

Agree


Disagree

Strongly Disagree

7. I am no longer given the resources I need to successfully do my job.

Strongly Agree

Agree


-75

Disagree

Strongly Disagree

8. I am not being used to my full capabilities.

Strongly Agree

Agree


Disagree

Strongly Disagree

9. I have received no better than "fair" evaluations recently.

Strongly Agree

Agree


Disagree

Strongly Disagree

10. I feel as though my boss and employer have let me down.

Strongly Agree

Agree


Disagree

Strongly Disagree

11. I often feel overworked and overwhelmed.

Strongly Agree

Agree

-76


Disagree

Strongly Disagree

12. I am frequently stressed out at work.

Strongly Agree

Agree


Disagree

Strongly Disagree

13. I live for weekends and days away from the job.

Strongly Agree

Agree


Disagree

Strongly Disagree

14. I find myself negatively comparing my situation to my peers.

Strongly Agree

Agree


Disagree

Strongly Disagree

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

-77

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

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

Strongly Agree

Agree


Disagree

Strongly Disagree

18. I feel as though my employer has broken promises about my future with the

organization.

Strongly Agree

Agree


Disagree

-78

Strongly Disagree

19. I have lost sight of my career goals and aspirations.

Strongly Agree

Agree


Disagree

Strongly Disagree

20. I no longer feel valued for my work.

Strongly Agree

Agree


Disagree

Strongly Disagree

Job Satisfaction Research Project Report

Documents

chief financial

kotak mahindra

kotak mahindra

financial

life insurance

kotak life

enhance job

mutual life