INTRODUCTION TO THE STUDY

Human resources are one of the most important assets of the organization & assessing it current va ue is !oth important an" "ifficu t# !ut it must !e "one if this resources uti it$ is to !e optimize"# the performance of their resource %i "etermine the overa effectiveness of the organization& On metho" of eva uating their va ue is through the assessment of the c imate of the organization& The$ are %or'ing in the research "ata sho%s that the (o! satisfaction "oes have an e)uates on the overa organization effectiveness& Organization is ma"e up of peop e therefore if peop e "o not change then the organization can not change for o!taining the fu co* operation & enthusiastic support of the mem!ers in achieving the organizationa o!(ectives# the organization must satisf$ their nee"s an" ensure their fee ings& Ever$ organization is "ifferent an" has a ess uni)ue fee ings an" !e$on" its structures characters these each organization "ea s %ith its mem!ers in a "istinct %a$ through its po icies on a ocation of resources# communication pattern re%ar" an" pena t$ ea"er ship an" "ecision ma'ing st$ e etc& The organization po ic$ an" connection %ith regar" to a these an" a c uster of other re ate" activities inf uence the fee ings attitu"es an" !ehavior of its mem!ers an" resu ts in the creation of a uni)ue organizationa c imate& Hence (o! satisfaction is a pro"uct of ea"ership practices communication further# en"uring the s$stematic characteristics of the %or'ing re ationship among person an" "ivisions of the organization& +,eop e "on-t eave their (o!s# the$ eave their managers&. / though committe" an" o$a emp o$ees are the most inf uentia factor to !ecoming an emp o$er of choice# it-s no surprise that companies an" organization face significant cha enges in "eve oping energize" an"
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engage" %or'forces&Ho%ever1 there is p ent$ of research to sho% that increase" emp o$ee commitment an" trust in ea"ership can positive $ impact the compan$-s !ottom ine& In fact the true potentia of an organization can on $ !e rea ize" %hen the pro"uctivit$ eve of a in"ivi"ua s an" teams are fu $ a igne"# committe" an" energize" to successfu $ accomp ish the goa s of the organization& /s a resu t# the goa of ever$ compan$ shou " improve the "esire of emp o$ees to sta$ in the re ationship the$ have %ith the compan$& 2hen companies un"erstan" an" manage emp o$ee o$a t$ rather than retention specifica $ the$ can reap !enefits on !oth si"es of the !a ance sheet that is revenues an" costs&

The fo o%ing e ements of effective strategies "esigne" to !ui " satisfaction an" retain 'e$ emp o$ees3 0& Inc u"e opportunities for persona gro%th an" invest heavi $ in the professiona "eve opment of the !est peop e in the organization& 4& ,rovi"e emp o$ees %ith %e *"efine" career paths 5inc u"ing a succession p an6# mentors an" tuition reim!ursement for (o! re ate" e"ucation& 7& Train emp o$ees# even if it ma'es them more attractive to the competition& 2ithout seeing an opportunit$ on the horizon# fe% high potentia emp o$ees %i sta$ %ith a compan$ an" a o% themse ves to gro% stagnant& 8& /c'no% e"ge non*%or' priorities !$ recognizing an" respon"ing to emp o$ee-s nee"s for greater !a ance in their ives# since emp o$ees %i "eve op o$a t$ for organization that respects them as in"ivi"ua s# not (ust %or'ers&

9O: S/TIS;/CTION 9o! satisfaction is one of the important factors that have "ra%n attention of managers in the organization as %e as aca"emicians& <arious stu"ies have !een con"ucte" to fin" out the factors %hich "etermine (o! satisfaction an" the %a$ it inf uences pro"uctivit$ in the organization& Though there is no conc usive evi"ence that (o! satisfaction affects pro"uctivit$ "irect $ !ecause pro"uctivit$ "epen"s on so man$ varia! es# it is sti a prime concern for managers& =eaning of 9o! satisfaction3* 9o! satisfaction is the menta fee ing of favora! eness# %hich an in"ivi"ua has a!out his (o!& Du! in has "efine" 9o! Satisfaction in terms of p easure an" contentment %hen he sa$s that3 9o! Satisfaction is the amount of p easure of contentment associate" %ith a (o!& If $ou i'e $our (o! intense $# $ou %i e>perience high (o! satisfaction& If $ou "is i'e $our (o! intense $# $ou %i e>perience (o! "issatisfaction& Definition Of 9o! Satisfaction on Emp o$ees3 The term 9o! Satisfaction on Emp o$ee-s %as !rought to ime ight in 0?7@&The stu"ies con"ucte" prior to 0?77 !$ Hop poc' o!serve" that Emp o$ee Satisfaction is com!ination of ps$cho ogica # ph$sio ogica an" environment circumstances that causes a person to sa$ +I am satisfie" %ith m$ (o!&.

Some of the "efinitions Of 9o! Satisfaction on Emp o$ees3 06Emp o$ee satisfaction is "efine" as +/ p easura! e or positive emotiona state resu ting from the appraisa of the one-s (o! or (o! e>perience& 46 Emp o$ee satisfaction is +a set of favora! e or unfavora! e fee ings %ith %hich emp o$ees vie% their %or'&. 76 Emp o$ee satisfaction %i !e +as the amount of overa positive

affect or fee ing that in"ivi"ua s have to%ar"s their (o!s&.

CONCE,TU/A ;R/=E 2ORB O; 9O: S/TIS;/CTION Job satisfaction# a %or'erCs sense of achievement an" success# is genera $ perceive" to !e "irect $ in'e" to pro"uctivit$ as %e as to persona %e !eing& 9o! satisfaction imp ies "oing a (o! one en(o$s# "oing it %e # an" !eing suita! $ re%ar"e" for oneCs efforts& 9o! satisfaction further imp ies enthusiasm an" happiness %ith oneCs %or'& The Harvar" ,rofessiona Droup 50??E6 sees (o! satisfaction as the 'e$ing re"ient that ea"s to recognition# income# promotion# an" the achievement of other goa s that ea" to a genera fee ing of fu fi ment&

Importance to 2or'er an" Organization3 ;re)uent $# %or' un"er ies se f*esteem an" i"entit$ %hi e unemp o$ment o%ers se f*%orth an" pro"uces an>iet$& /t the same time# monotonous (o!s can ero"e a %or'erCs initiative an" enthusiasm an" can ea" to a!senteeism an" unnecessar$ turnover& 9o! satisfaction an" occupationa success are ma(or factors in persona satisfaction# se f*respect# se f*esteem# an" se f*"eve opment& To the %or'er# (o! satisfaction !rings a p easura! e emotiona state that often ea"s to a positive %or' attitu"e& / satisfie" %or'er is more i'e $ to !e creative# f e>i! e# innovative# an" o$a & ;or the organization# (o! satisfaction of its %or'ers means a %or' force that is motivate" an" committe" to high )ua it$ performance& Increase" pro"uctivit$Fthe )uantit$ an" )ua it$ of output per hour %or'e"Fseems to !e a !$pro"uct of improve" )ua it$ of %or'ing ife& It is important to note that the iterature on the re ationship !et%een (o! satisfaction an" pro"uctivit$ is neither conc usive nor consistent& Ho%ever# stu"ies "ating !ac' to Herz!ergCs 50?@G6 have sho%n at east o% corre ation !et%een high mora e an" high pro"uctivit$# an" it "oes seem ogica that more satisfie" %or'ers %i ten" to a"" more va ue to an organization& Unhapp$ emp o$ees# %ho are motivate" !$ fear of (o! oss# %i not give 0HH percent of their effort for ver$ ong& Though fear is a po%erfu motivator# it is a so a temporar$ one# an" as soon as the threat is ifte" performance %i "ec ine& Tangi! e %a$s in %hich (o! satisfaction !enefits the organization inc u"e re"uction in comp aints an" grievances# a!senteeism# turnover# an" termination1 as %e as improve" punctua it$ an" %or'er mora e& 9o! satisfaction is a so in'e" to a hea thier %or' force an" has !een foun" to !e
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a goo" in"icator of ongevit$& /n" a though on $ itt e corre ation has !een foun" !et%een (o! satisfaction an" pro"uctivit$# :ro%n 50??I6 notes that some emp o$ers have foun" that satisf$ing or "e ighting emp o$ees is a prere)uisite to satisf$ing or "e ighting customers# thus protecting the J!ottom ine&J No %on"er /n"re% Carnegie is )uote" as sa$ing3 JTa'e a%a$ m$ peop e# !ut eave m$ factories# an" soon grass %i gro% on the factor$ f oors& Ta'e a%a$ m$ factories# !ut eave m$ peop e# an" soon %e %i have a ne% an" !etter factor$J 5)uote" in :ro%n# 0??I6& Creating 9o! Satisfaction So# ho% is (o! satisfaction create"K 2hat are the e ements of a (o! that create (o! satisfactionK Organizations can he p to create (o! satisfaction !$ putting s$stems in p ace that %i ensure that %or'ers are cha enge" an" then re%ar"e" for !eing successfu & Organizations that aspire to creating a %or' environment that enhances (o! satisfaction nee" to incorporate the fo o%ing3

; e>i! e %or' arrangements# possi! $ inc u"ing te ecommuting& Training an" other professiona gro%th opportunities& Interesting %or' that offers variet$ an" cha enge an" a o%s the %or'er opportunities to Jput his or her signatureJ on the finishe" pro"uct& Opportunities to use oneCs ta ents an" to !e creative& Opportunities to ta'e responsi!i it$ an" "irect oneCs o%n %or'& / sta! e# secure %or' environment that inc u"es (o! securit$Lcontinuit$&

/n environment in %hich %or'ers are supporte" !$ an accessi! e supervisor %ho provi"es time $ fee"!ac' as %e as congenia team mem!ers& ; e>i! e !enefits# such as chi "*care an" e>ercise faci ities Up*to*"ate techno og$& Competitive sa ar$ an" opportunities for promotion&

,ro!a! $ the most important point to !ear in min" %hen consi"ering (o! satisfaction is that there are man$ factors that affect (o! satisfaction an" that %hat ma'es %or'ers happ$ %ith their (o!s varies from one %or'er to another an" from "a$ to "a$& /part from the factors mentione" a!ove# (o! satisfaction is a so inf uence" !$ the emp o$eeCs persona characteristics# the managerCs persona characteristics an" management st$ e# an" the nature of the %or' itse f& =anagers %ho %ant to maintain a high eve of (o! satisfaction in the %or' force must tr$ to un"erstan" the nee"s of each mem!er of the %or' force& ;or e>amp e# %hen creating %or' teams# managers can enhance %or'er satisfaction !$ p acing peop e %ith simi ar !ac'groun"s# e>periences# or nee"s in the same %or'group& / so# managers can enhance (o! satisfaction !$ carefu $ matching %or'ers %ith the t$pe of %or'& ;or e>amp e# a person %ho "oes not pa$ attention to "etai %ou " har" $ ma'e a goo" inspector# an" a sh$ %or'er is un i'e $ to !e a goo" sa esperson& /s much as possi! e# managers shou " match (o! tas's to emp o$eesC persona ities& =anagers %ho are serious a!out the (o! satisfaction of %or'ers can a so ta'e other "e i!erate steps to create a stimu ating %or' environment& One such step is job enrichment& 9o! enrichmentis a "e i!erate upgra"ing of responsi!i it$# scope# an" cha enge in the %or' itse f& 9o! enrichment
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usua $ inc u"es increase" responsi!i it$# recognition# an" opportunities for gro%th# earning# an" achievement& Aarge companies that have use" (o!* enrichment programs to increase emp o$ee motivation an" (o! satisfaction inc u"e /T&T# I:=# an" Denera ;oo"s 5Daft# 0??G6& Doo" management has the potentia its emp o$ees& Empirica for creating high mora e# high

pro"uctivit$# an" a sense of purpose an" meaning for the organization an" fin"ings !$ Ting50??G6 sho% that (o! opportunit$# tas' c arit$ an" characteristics such as pa$# promotiona

significance# an" s'i s uti ization# as %e as organizationa characteristics such as commitment an" re ationship %ith supervisors an" co*%or'ers# have significant effects on (o! satisfaction& These (o! characteristics can !e carefu $ manage" to enhance (o! satisfaction& Of course# a %or'er %ho ta'es some responsi!i it$ for his or her (o! satisfaction %i pro!a! $ fin" man$ more satisf$ing e ements in the %or' environment& Everett 50??@6 suggests that emp o$ees as' themse ves the fo o%ing )uestions3

2hen have I come c osest to e>pressing m$ fu potentia in a %or' situationK 2hat "i" it oo' i'eK 2hat aspects of the %or'p ace %ere most supportiveK 2hat aspects of the %or' itse f %ere most satisf$ingK 2hat "i" I earn from that e>perience that cou " !e app ie" to the present situationK

2or'ersC Ro es in 9o! Satisfaction If (o! satisfaction is a %or'er !enefit# sure $ the %or'er must !e a! e to contri!ute to his or her o%n satisfaction an" %e *!eing on the (o!& The fo o%ing suggestions can he p a %or'er fin" persona (o! satisfaction3

See' opportunities to "emonstrate s'i s an" ta ents& This often ea"s to more cha enging %or' an" greater responsi!i ities# %ith atten"ant increases in pa$ an" other recognition& Deve op e>ce ent communication s'i s& Emp o$er-s va ue an" re%ar" e>ce ent rea"ing# istening# %riting# an" spea'ing s'i s& Bno% more& /c)uire ne% (o!*re ate" 'no% e"ge that he ps $ou to perform tas's more efficient $ an" effective $& This %i re ieve !ore"om an" often gets one notice"&

Demonstrate creativit$ an" initiative& Mua ities i'e these are va ue" !$ most organizations an" often resu t in recognition as %e as in increase" responsi!i ities an" re%ar"s& Deve op team%or' an" peop e s'i s& / arge part of (o! success is the a!i it$ to %or' %e %ith others to get the (o! "one& /ccept the "iversit$ in peop e& /ccept peop e %ith their "ifferences an" their imperfections an" earn ho% to give an" receive criticism constructive $& See the va ue in $our %or'& /ppreciating the significance of %hat one "oes can ea" to satisfaction %ith the %or' itse f& This he ps to give meaning to oneCs e>istence# thus p a$ing a vita ro e in (o! satisfaction& Aearn to "e*stress& , an to avoi" !urnout !$ "eve oping hea th$ stress* management techni)ues&

/ssuring 9o! Satisfaction /ssuring (o! satisfaction# over the ongterm# re)uires carefu p anning an" effort !oth !$ management an" !$ %or'ers& =anagers are encourage" to consi"er such theories as Herz!erg-s 50?@G6 an" =as o%Cs 50?876 Creating a goo" ! en" of factors that contri!ute to a stimu ating# cha enging# supportive# an" re%ar"ing %or' environment is vita & :ecause of the re ative prominence of pa$ in the re%ar" s$stem# it is ver$ important that sa aries !e tie" to (o! responsi!i ities an" that pa$ increases !e tie" to performance rather than seniorit$& So# in essence# (o! satisfaction is a pro"uct of the events an" con"itions that peop e e>perience on their (o!s& :rief 50??E6 %rote3 JIf a personCs %or' is interesting# her pa$ is fair# her promotiona opportunities are goo"# her supervisor is supportive# an" her co%or'ers are frien" $# then a situationa approach ea"s one to pre"ict she is satisfie" %ith her (o!J 5p& ?06& <er$ simp $ put# if the p easures associate" %ith oneCs (o! out%eigh the pains# there is some eve of (o! 9o! satisfaction "escri!es ho% content an in"ivi"ua is %ith his or her (o!& The happier peop e are %ithin their (o!# the more satisfie" the$ are sai" to !e& 9o! satisfaction is not the same as motivation# a though it is c ear $ in'e"& 9o! "esign aims to enhance (o! satisfaction an" performance1 metho"s inc u"e (o! rotation# (o! en argement an" (o! enrichment& Other inf uences on satisfaction inc u"e the management st$ e an" cu ture# emp o$ee invo vement# empo%erment an" autonomous %or' groups& 9o! satisfaction is a ver$ important attri!ute %hich is fre)uent $ measure" !$ organizations& The most common %a$ of measurement is the use of rating
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sca es %here emp o$ees report their reactions to their (o!s& Muestions re ate to rate of pa$# %or' responsi!i ities# variet$ of tas's# promotiona opportunities the %or' itse f an" co*%or'ers& Some )uestioners as' $es or no )uestions %hi e others as' to rate satisfaction on 0*@ sca e 5%here 0 represents Jnot at a satisfie"J an" @ represents Je>treme $ satisfie"J6 Histor$ One of the !iggest pre u"es to the stu"$ of (o! satisfaction %as the Ha%thorne stu"ies& These stu"ies 50?48*0?776# primari $ cre"ite" to E ton =a$o of the Harvar" :usiness Schoo # sought to fin" the effects of various con"itions 5most nota! $ i umination6 on %or'ers- pro"uctivit$& These stu"ies u timate $ sho%e" that nove changes in %or' con"itions temporari $ increase pro"uctivit$ 5ca e" the Ha%thorne Effect6& It %as ater foun" that this increase resu te"# not from the ne% con"itions# !ut from the 'no% e"ge of !eing o!serve"& This fin"ing provi"e" strong evi"ence that peop e %or' for purposes other than pa$# %hich pave" the %a$ for researchers to investigate other factors in (o! satisfaction& Scientific management 5a'a Ta$ orism6 a so ha" a significant impact on the stu"$ of (o! satisfaction& ;re"eric' 2ins o% Ta$ or-s 0?00 !oo'# ,rincip es of Scientific =anagement# argue" that there %as a sing e !est %a$ to perform an$ given %or' tas'& This !oo' contri!ute" to a change in in"ustria pro"uction phi osophies# the causing more a shift from approach s'i e" a!or an" piece%or'to%ar"s mo"ern of assem! $

ines an" hour $ %ages& The initia

use of scientific management !$

in"ustries great $ increase" pro"uctivit$ !ecause %or'ers %ere force" to %or' at a faster pace& Ho%ever# %or'ers !ecame e>hauste" an" "issatisfie"#

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thus eaving researchers %ith ne% )uestions to ans%er regar"ing (o! satisfaction& It shou " a so !e note" that the %or' of 2&A& :r$an# 2a ter Di Scott# an" Hugo =unster!erg set the tone for Ta$ or-s %or'& Some argue that =as o%-s hierarch$ of nee"s theor$# a motivation theor$# ai" the foun"ation for (o! satisfaction theor$& This theor$ e>p ains that peop e see' to satisf$ five specific nee"s in ife N ph$sio ogica nee"s# safet$ nee"s# socia nee"s# se f*esteem nee"s# an" se f*actua ization& This mo"e serve" as a goo" !asis from %hich ear $ researchers cou " "eve op (o! satisfaction theories& 9o! satisfaction can a so !e seen %ithin the !roa"er conte>t of the range of issues %hich affect an in"ivi"ua Cs e>perience of %or'# or their )ua it$ of %or'ing ife& 9o! satisfaction can !e un"erstoo" in terms of its re ationships %ith other 'e$ factors# such as genera %e *!eing# stress at %or'# contro at %or'# home*%or' interface# an" %or'ing con"itions&

Communication Over oa" an" Communication Un"er oa" One of the most important aspects of an in"ivi"ua -s %or' in a mo"ern organization concerns the management of communication "eman"s that he or she encounters on the (o! 5Bra$er# B& 9&# & 2est!roo'# A&# p& E@6& Deman"s can !e characterize" as a communication oa"# %hich refers to +the rate an" comp e>it$ of communication inputs an in"ivi"ua must process in a particu ar time frame 5;araca# =onge# & Russe # 0?GG6&. In"ivi"ua s in an organization can e>perience communication over* oa" an" communication un"er* oa" %hich can affect their eve of (o! satisfaction& Communication over oa" can occur %hen +an in"ivi"ua receives too man$ messages in a
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short perio" of time %hich can resu t in unprocesse" information or %hen an in"ivi"ua faces more comp e> messages that are more "ifficu t to process 5;arace# =onge# & Russe # 0??G6&. Due to this process# +given an in"ivi"ua -s st$ e of %or' an" motivation to comp ete a tas'# %hen more inputs e>ist than outputs# the in"ivi"ua perceives a con"ition of over oa" 5Bra$er# B& 9&# & 2est!roo'# A&6 %hich can !e positive $ or negative $ re ate" to (o! satisfaction& In comparison# communication un"er oa" can occur %hen messages or inputs are sent !e o% the in"ivi"ua -s a!i it$ to process them 5;arace# =onge# & Russe # 0??G6&. /ccor"ing to the i"eas of communication over* oa" an" un"er* oa"# if an in"ivi"ua "oes not receive enough input on the (o! or is unsuccessfu in processing these inputs# the in"ivi"ua is more i'e $ to !ecome "issatisfie"# aggravate"# an" unhapp$ %ith their %or' %hich ea"s to a o% eve of (o! satisfaction& =easuring (o! satisfaction3 There are man$ metho"s for measuring (o! satisfaction& :$ far# the most common metho" for co ecting "ata regar"ing (o! satisfaction is the Ai'ert sca e 5name" after Rensis Ai'ert6& Other ess common metho"s of for gauging (o! satisfaction inc u"e3 YesLNo )uestions# TrueL;a se )uestions# point s$stems# chec' ists# an" force" choice ans%ers& This "ata is t$pica $ co ecte" using an Enterprise ;ee"!ac' =anagement 5E;=6 s$stem& The 9o! Descriptive In"e> 59DI6# create" !$ Smith# Ben"a # & Hu in 50?I?6# is a specific )uestionnaire of (o! satisfaction that has !een %i"e $ use"& It measures one-s satisfaction in five facets3 pa$# promotions an" promotion opportunities# co%or'ers# supervision# an" the %or' itse f& The sca e is

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simp e# participants ans%er either $es# no# or can-t "eci"e 5in"icate" !$ OK-6 in response to %hether given statements accurate $ "escri!e one-s (o!& The 9o! in Denera In"e> is an overa measurement of (o! satisfaction& It is an improvement to the 9o! Descriptive In"e> !ecause the 9DI focuses too much on in"ivi"ua facets an" not enough on %or' satisfaction in genera & Other (o! satisfaction )uestionnaires inc u"e3 the =innesota Satisfaction Muestionnaire 5=SM6# the 9o! Satisfaction Surve$ 59SS6# an" the ;aces Sca e& The =SM measures (o! satisfaction in 4H facets an" has a ong form %ith 0HH )uestions 5five items from each facet6 an" a short form %ith 4H )uestions 5one item from each facet6& The 9SS is a 7I item )uestionnaire that measures nine facets of (o! satisfaction& ;ina $# the ;aces Sca e of (o! satisfaction# one of the first sca es use" %i"e $# measure" overa face& Superior*Su!or"inate Communication Superior*su!or"inate communication is an important inf uence on (o! satisfaction in the %or'p ace& The %a$ in %hich su!or"inate-s perceive a supervisor-s !ehavior can positive $ or negative $ inf uence (o! satisfaction& Communication !ehavior such as facia e>pression# e$e contact# voca e>pression# an" !o"$ movement is crucia to the superior*su!or"inate re ationship& Nonver!a messages p a$ a centra ro e in interpersona interactions %ith respect to impression formation# "eception# attraction# socia inf uence# an" emotiona e>pression 5:urgoon# :u er# & 2oo"a # 0??I6& Nonver!a imme"iac$ from the supervisor he ps to increase interpersona invo vement %ith their su!or"inates impacting (o! satisfaction& (o! satisfaction %ith (ust one item %hich participants respon" to !$ choosing a

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The manner in %hich supervisors communicate to their su!or"inates ma$ !e more important than the ver!a content & In"ivi"ua s %ho "is i'e an" thin' negative $ a!out their supervisor are ess %i ing to communicate or have motivation to %or' %here as in"ivi"ua s %ho i'e an" thin' positive $ of their supervisor are more i'e $ to communicate an" are satisfie" %ith their (o! an" %or' environment& The re ationship of a su!or"inate %ith their supervisor is a ver$ important aspect in the %or'p ace& Therefore# a supervisor %ho uses nonver!a imme"iac$# frien" iness# an" open communication ines is more %i ing to receive positive fee"!ac' an" high (o! satisfaction from a su!or"inate %here as a supervisor %ho is antisocia # unfrien" $# an" un%i ing to communicate %i natura $ receive negative fee"!ac' an" ver$ o% (o! satisfaction from their su!or"inate-s in the %or'p ace&& Emotions P =oo" an" emotions %hi e %or'ing are the ra% materia s %hich cumu ate to form the affective e ement of (o! satisfaction& =oo"s ten" to !e onger asting !ut often %ea'er states of uncertain origin# %hi e emotions are often more intense# short* ive" an" have a c ear o!(ect or cause& There is some evi"ence in the iterature that state moo"s that are re ate" to overa (o! satisfaction& ,ositive an" negative emotions %ere a so foun" to !e significant $ re ate" to overa (o! satisfaction& ;re)uenc$ of e>periencing net positive emotion %i !e a !etter pre"ictor of overa (o! satisfaction than %i intensit$ of positive emotion %hen it is e>perience"& Emotion regu ation an" emotion a!or are a so re ate" to (o! satisfaction& Emotion %or' 5or emotion management6 refers to various efforts to manage emotiona states an" "isp a$s& Emotion regu ation inc u"es a of the conscious an" unconscious efforts to increase# maintain# or "ecrease one or more components of an emotion& / though ear $ stu"ies of
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the conse)uences of emotiona a!or emphasize" its harmfu effects on %or'ers# stu"ies of %or'ers in a variet$ of occupations suggest that the conse)uences of emotiona a!or are not uniform $ negative& It %as foun" that suppression of unp easant emotions "ecreases (o! satisfaction an" the amp ification of p easant emotions increases (o! satisfaction& The un"erstan"ing of ho% emotion regu ation re ates to (o! satisfaction concerns t%o mo"e s3
0& Emotiona "issonance& Emotiona "issonance is a state of "iscrepanc$

!et%een pu! ic "isp a$s of emotions an" an interna e>perience of emotions that often fo o%s the process of emotion regu ation&Emotiona "issonance is associate" %ith high emotiona e>haustion# o% organizationa commitment# an" o% (o! satisfaction& 4& Socia interaction mo"e & Ta'ing the socia interaction perspective# %or'ers- emotion regu ation might !eget responses from others "uring interpersona encounters that su!se)uent $ impact their o%n (o! satisfaction& ;or e>amp e3 The accumu ation of favora! e responses to "isp a$s of p easant emotions might positive $ affect (o! satisfaction# performance of emotiona outcomes cou " increase (o! satisfaction& Re ationships an" practica imp ications 9o! Satisfaction can !e an important in"icator of ho% emp o$ees fee a!out their (o!s an" a pre"ictor of %or' !ehaviours such as organizationa citizenship# a!senteeism# an" turnover& ;urther# (o! satisfaction can partia $ me"iate the re ationship of persona it$ varia! es an" "eviant %or' !ehaviors& a!or that pro"uces "esire"

0I

One common research fin"ing is that (o! satisfaction is corre ate" %ith ife satisfaction& This corre ation is reciproca # meaning peop e %ho are satisfie" %ith ife ten" to !e satisfie" %ith their (o! an" peop e %ho are satisfie" %ith their (o! ten" to !e satisfie" %ith ife& Ho%ever# some research has foun" that (o! satisfaction is not significant $ re ate" to ife satisfaction %hen other varia! es such as non%or' satisfaction an" core se f*eva uations are ta'en into account& /n important fin"ing for organizations to note is that (o! satisfaction has a rather tenuouscorre ation to pro"uctivit$ on the (o!& This is a vita piece of information to researchers an" !usinesses# as the i"ea that satisfaction an" (o! performance are "irect $ re ate" to one another is often cite" in the me"ia an" in some non*aca"emic management iterature& / recent meta* ana $sis foun" an average uncorrecte" corre ation !et%een (o! satisfaction an" pro"uctivit$ to !e rP&0E1 the average true corre ation# correcte" for research artifacts an" unre ia!i it$# %as rP&7H& ;urther# the meta*ana $sis foun" that the re ationship !et%een satisfaction an" performance can !e mo"erate" !$ (o! comp e>it$# such that for high*comp e>it$ (o!s the corre ation !et%een satisfaction an" performance is higher 5QP&@46 than for (o!s of o% to mo"erate comp e>it$ 5QP&4?6& In short# the re ationship of satisfaction to pro"uctivit$ is not necessari $ straightfor%ar" an" can !e inf uence" !$ a num!er of other %or'*re ate" constructs# an" the notion that Ja happ$ %or'er is a pro"uctive %or'erJ shou " not !e the foun"ation of organizationa "ecision*ma'ing& 2ith regar" to (o! performance# emp o$ee persona it$ ma$ !e more important than (o! satisfaction& The in' !et%een (o! satisfaction an"

0G

performance is thought to !e a spurious re ationship1 instea"# !oth satisfaction an" performance are the resu t of persona it$&

E=,AOYEE /TTITUDES /ND 9O: S/TIS;/CTION +Happ$ emp o$ees are pro"uctive emp o$ees&.+Happ$ emp o$ees are not pro"uctive emp o$ees&. 2e hear these conf icting statements ma"e !$ HR professiona s an" managers in organizations& There is confusion an" "e!ate among practitioners on the topic of emp o$ee attitu"es an" (o! satisfactionF even at a time %hen emp o$ees are increasing $ important for organizationa success an" competitiveness& Therefore# the purpose of this artic e is to provi"e greater un"erstan"ing of the research on this topic an" give recommen"ations re ate" to the ma(or practitioner 'no% e"ge gaps& /s in"icate" in"irect $ in a stu"$ of HR professiona s 5R$nes# Co !ert# & :ro%n# 4HH46# as %e as !ase" on our e>perience# the ma(or practitioner 'no% e"ge gaps in this area are3 506 the causes of emp o$ee attitu"es# 546 the resu ts of positive or negative (o! satisfaction# an" 576 ho% to measure an" inf uence emp o$ee attitu"es& 2ithin each gap area# %e provi"e a revie% of the scientific research an" recommen"ations for practitioners re ate" to the research fin"ings& In the fina section# a""itiona recommen"ations for enhancing organizationa practice in the area of emp o$ee attitu"es an" (o! satisfaction are "escri!e"# a ong %ith suggestions for eva uating the imp emente" practices& :efore !eginning# %e shou " "escri!e %hat %e mean !$ emp o$ee attitu"es an" (o! satisfaction& Emp o$ees have attitu"es or vie%points a!out man$ aspects of their (o!s# their careers# an" their organizations& Ho% ever# from the perspective of research an" practice# the most foca emp o$ee attitu"e is

0E

(o! satisfaction& Thus# %e often refer to emp o$ee attitu"es !roa" $ in this artic e# a though much of our specific focus %i concern (o! satisfaction& The most*use" research "efinition of (o! satisfaction is !$ Aoc'e 50?GI6# %ho "efine" it as# + / p easura! e or positive emotiona state resu ting from the appraisa of one-s (o! or (o! e>periences. & Imp icit in Aoc'e-s "efinition is the importance of !oth affect# or fee ing# an" cognition# or thin'ing& 2hen %e thin'# %e have fee ings a!out %hat %e thin'& Converse $# %hen %e have fee ings# %e thin' a!out %hat %e fee & Cognition an" affect are thus ine>trica! $ in'e"# in our ps$cho og$ an" even in our !io og$& Thus# %hen eva uating our (o!s# as %hen %e assess most an$thing important to us# !oth thin'ing an" fee ing are invo ve"&

The Causes of Emp o$ee /ttitu"es The first ma(or practitioner 'no% e"ge gap %e %i a""ress is the causes of emp o$ee attitu"es an" (o! satisfaction& In genera # HR practitioners un"erstan" the importance of the %or' situation as a cause of emp o$ee attitu"es# an" it is an area HR can he p inf uence through organizationa programs an" management practices& Ho%ever# in the past t%o "eca"es# there have !een significant research gains in un"erstan"ing "ispositiona an" cu tura inf uences on (o! satisfaction as %e # %hich is not $et %e un"erstoo" !$ practitioners& In a""ition# one of the most important areas of the %or' situation to inf uence (o! satisfactionFthe %or' itse fFis often over oo'e" !$ practitioners %hen a""ressing (o! satisfaction&

0?

Dispositional Influences: Severa

innovative stu"ies have sho%n the

inf uences of a person-s "isposition on (o! satisfaction& One of the first stu"ies in this area 5Sta% & Ross# 0?E@6 "emonstrate" that a person-s (o! satisfaction scores have sta!i it$ over time# even %hen he or she changes (o!s or companies& In a re ate" stu"$# chi "hoo" temperament %as foun" to !e statistica $ re ate" to a"u t (o! satisfaction up to 8H $ears ater& Evi"ence even in"icates that the (o! satisfaction of i"entica t%ins reare" apart is statistica $ simi ar a though this iterature has ha" its critics1 an accumu ating !o"$ of evi"ence in"icates that "ifferences in (o! satisfaction across emp o$ees can !e trace"# in part# to "ifferences in their "isposition or temperament& Despite its contri!utions to our un"erstan"ing of the causes of (o! satisfaction# one of the imitations in this iterature is that it is not $et informative as to ho% e>act $ "ispositions affect (o! satisfaction& Therefore# researchers have !egun to e>p ore the ps$cho ogica processes that un"er ie its positiona causes of (o! satisfaction& ;or e>amp e# 50??I6 suggest that "isposition ma$ inf uence the e>perience of emotiona $ significant events at %or'# %hich in turn inf uences (o! satisfaction& Simi ar $# have "eve ope" theoretica mo"e s in an attempt to !etter un"erstan" the re ationship !et%een "ispositions an" (o! satisfaction& Continuing this theoretica "eve opment# 9u"ge an" his co eagues foun" that a 'e$ persona it$ trait# core se f*eva uation# corre ates %ith 5is statistica $ re ate" to6 emp o$ee (o! satisfaction& The$ a so foun" that one of the primar$ causes of the re ationship %as through the perception of the (o! itse f& Thus# it appears that the most important situationa effect on (o! satisfactionFthe (o! itse fFis in'e" to %hat ma$ !e the most important
4H

persona it$ trait to pre"ict (o! satisfactionFcore se feva uation Evi"ence a so in"icates that some other persona it$ traits# such as e>traversion an" on scientiousness# can a so inf uence (o! satisfaction& These various research fin"ings in"icate that there is in fact a re ationship !et%een "isposition or persona it$ an" (o! satisfac* tion& Even though organizations cannot "irect $ impact emp o$ee persona it$# the use of soun" se ection metho"s an" a goo" match !et%een emp o$ees an" (o!s %i their (o! satisfaction& Cultural Influences In terms of other inf uences on emp o$ee attitu"es# there is a so a sma # !ut gro%ing !o"$ of research on the inf uences of cu ture or countr$ on emp o$ee attitu"es an" (o! satisfaction& The continue" g o!a ization of organizations poses ne% cha enges for HR ,ractitioners an" the avai a! e research on cross*cu tura organizationa an" human resources Issues can he p them !etter un"erstan" an" gui"e practice& The most cite" cross*cu tura %or' on emp o$ee attitu"es is that of Hofste"e 50?EH# 0?E@6& He con"ucte" research on emp o$ee attitu"e "ata in IG countries an" foun" that the "ata groupe" into four ma(or "imensions an" that countries s$stematica $ varie" a ong these "imensions& The four cross* cu tura "imensions are3 506 in"ivi"ua ism*co ectivism1 uncertaint$ avoi"ance versus ris' ta'ing1 576 po%er "istance# or the e>tent to %hich po%er is une)ua $ "istri!ute"1 an" 586 =ascu init$Lfemininit$# more recent $ ca e" achievement orientation. ;or e>amp e# the Unite" States %as foun" to !e high on in"ivi"ua ism# o% on po%er "istance# an" o% on uncertaint$ avoi"ance 5thus high on ris' ta'ing6# %hereas =e>ico %as high on co ectivism# high on po%er "istance# an" high on uncertaint$ avoi"ance&
40

ensure peop e are se ecte" an"

p ace" into (o!s most appropriate for them# %hich# in turn# %i he p enhance

The four "imensions have !een a usefu frame%or' for un"erstan"ing cross* cu tura "ifferences in emp o$ee attitu"es# as %e as recognizing the importance of cu tura causes of emp o$ee attitu"es& =ore recent ana $ses have sho%n that countr$Lcu ture is as strong a pre"ictor of emp o$ee attitu"es as the t$pe of (o! a person has There have !een numerous rep ications of Hofste"e-s research 5revie%e" !$ Son"ergaar"# 0??86& The importance of cu ture has a so !een foun" in ho% emp o$ees are vie%e" an" va ue" across countriesLcu tures 59ac'son# 4HH46Fcountries s$stematica $ var$ on the e>tent to %hich the$ vie% emp o$ees in instrumenta versus humanistic %a$s& In terms of practica recommen"ations# an a%areness of# an"# %henever possi! e# a"(ustments to# cu tura factors that inf uence emp o$ee attitu"es an" measurement are important for HR practitioners as emp o$ee attitu"e surve$s increasing $ cross nationa !oun"aries& Work Situation Influences: /s "iscusse" ear ier# the %or' situation a so matters in terms of (o! satisfaction an" organization impact& Contrar$ to some common $ he " practitioner !e iefs# the most nota! e situationa inf uence on (o! satisfaction is the nature of the %or' itse fFoften ca e" +intrinsic (o! characteristics&. Research stu"ies across man$ $ears# organizations# an" t$pes of (o!s sho% that %hen emp o$ees are as'e" to eva uate "ifferent facets of their (o! such as supervision# pa$# promotion opportunities# co%or'ers# an" so forth# the nature of the %or' itse f genera $ emerges as the most important (o! facet 59u"ge & Church# 4HHH1 9urgensen# 0?GE6& This is not to sa$ that %e *"esigne" compensation programs or effective supervision are unimportant1 rather#it is that much can !e "one to inf uence (o! satisfaction !$ ensuring %or' is as interesting an" cha enging as possi! e& Unfortunate $# some managers thin' emp o$ees are most
44

"esirous of pa$ to the e>c usion of other (o! attri!utes such as interesting %or'& ;or e>amp e# in a stu"$ e>amining the importance of (o! attri!utes# emp o$ees ran'e" interesting %or' as the most important (o! attri!ute an" goo" %ages ran'e" fifth# %hereas %hen it came to %hat managers thought emp o$ees %ante"# goo" %ages ran'e" first %hi e interesting %or' ran'e" fifth 5Bovach# 0??@6& Of a the ma(or (o! satisfaction areas# satisfaction %ith the nature of the %or' itse fF %hich inc u"es (o! cha enge# autonom$# variet$# an" scopeF!est pre"icts overa (o! satisfaction# as %e as other important outcomes i'e emp o$ee retention Thus# to un"erstan" %hat causes peop e to !e satisfie" %ith their (o!s# the nature of the %or' itse f is one of the first p aces for practitioners to focus on& The Resu ts of ,ositive or Negative 9o! Satisfaction / secon" ma(or practitioner 'no% e"ge gap is in the area of un"erstan"ing the conse)uences of (o! satisfaction& 2e hear "e!ates an" confusion a!out %hether satisfie" emp o$ees are pro"uctive emp o$ees# an" HR practitioners rightfu $ strugg e as the$ must re"uce costs an" are concerne" a!out the effects on (o! satisfaction an"# in turn# the impact on performance an" other outcomes& The focus of our "iscussion in this section is on (o! satisfaction# !ecause this is the emp o$ee attitu"e that is most often re ate" to organizationa outcomes& Other emp o$ee attitu"es# such as organizationa commitment# have !een stu"ie" as %e # a though the$ have simi ar re ationships to outcom es as (o! satisfaction&

47

Job Satisfaction on Employees and their Job erformance: The stu"$ of the re ationship !et%een (o! satisfaction an" (o! performance has a controversia histor$& The Ha%thorne stu"ies# con"ucte" in the 0?7Hs# are often cre"ite" %ith ma'ing researchers a%are of the effects of emp o$ee attitu"es on performance& Short $ after the Ha%thorne stu"ies# researchers !egan ta'ing a critica oo' at the notion that a +happ$ %or'er is a pro"uctive %or'er&. =ost of the ear ier revie%s of the iterature suggeste" a %ea' an" some%hat inconsistent re ationship !et%een (o! satisfaction an" performance& / revie% of the iterature in 0?E@ suggeste" that the statistica corre ation !et%een (o! satisfaction an" performance %as a!out 0G& Thus# these authors conc u"e" that the presume" re ationship !et%een (o! satisfaction an" performance %as a +management fa". an" +i usor$&. This stu"$ ha" an important impact on researchers# an" in some cases on organizations# %ith some managers an" HR practitioners conc u"ing that the re ationship !et%een (o! satisfaction an" performance %as trivia & Ho%ever# further research "oes not agree %ith this conc usion& Organ 50?EE6 suggests that the fai ure to fin" a strong re ationship !et%een (o! satisfaction an" performance is "ue to the narro% means often use" to "efine (o! performance& Organ argue" that %hen performance is "efine" to inc u"e important !ehaviors not genera $ ref ecte" in performance appraisa s# such as organizationa citizenship !ehaviors# its re ationship %ith (o! satisfaction improves& Research ten"s to support Organization-s proposition in that (o! satisfaction corre ates %ith organizationa citizenship !ehaviors 5Organ & R$an# 0??@6& In a""ition# in a more recent an" comprehensive revie% of 7H0 stu"ies# 9u"ge# Thoresen# :ono# an" ,atton 54HH06 foun" that %hen the corre ations are appropriate $ correcte" 5for samp ing an" measurement errors6# the average corre ation !et%een (o! satisfaction an" (o! performance
48

is a higher 7H& In a""ition# the re ationship !et%een (o! satisfaction an" performance %as foun" to !e even higher for comp e> 5e&g&# professiona 6 (o!s than for ess comp e> (o!s& Thus# contrar$ to ear ier revie%s# it "oes appear that (o! satisfaction is# in fact# pre"ictive of performance# an" the re ationship is even stronger for professiona (o!s& Job Satisfaction and !ife Satisfaction: /n emerging area of stu"$ is the interp a$ !et%een (o! an" ife satisfaction& Researchers have specu ate" that there are three possi! e forms of the re ationship !et%een (o! satisfaction an" ife satisfaction3 506 spi over# %here (o! e>periences spi over into non%or' ife an" vice versa1 546 segmentation# %here (o! an" ife e>periences are separate" an" have itt e to "o %ith one another1 an" 576 compensation# %here an in"ivi"ua see's to compensate for a "issatisf$ing (o! !$ see'ing fu fi ment an" happiness in his or her non%or' ife an" vice versa& 9u"ge an" 2atana!e 50??86 argue" that these "ifferent mo"e s ma$ e>ist for "ifferent in"ivi"ua s an" %ere a! e to c assif$ in"ivi"ua s into the three groups& On the !asis of a nationa samp e of U&S& %or'ers# the$ foun" IER %ere the spi over group# 4HR in the segmentation group# an" 04R in the compensation group& Thus# the spi over mo"e # %here!$ (o! satisfaction spi s into ife satisfaction an" vice versa# appears to characterize most U&S& emp o$ees& Consistent %ith the spi over mo"e # a revie% of the research iterature in"icate" that (o! an" ife satisfaction are corre ate" 5averagetrue score corre ation3 & Since a (o! is a significant part of one-s ife# the re ationship !et%een (o! satisfaction an" ife satisfaction ma'es senseFone-s (o! e>periences spi over into one-s ife& Ho%ever# it a so seems possi! e the causa it$ cou " go the other %a$Fa happ$ or
4@

unhapp$ ife spi s over into one-s (o! e>periences an" eva uations& In fact# the research suggests that the re ationship !et%een (o! an" ife satisfaction is reciproca F(o! satisfaction "oes affect ife satisfaction# !ut ife satisfaction a so affects (o! satisfaction& / so in support of a spi over mo"e for (o! an" ife satisfaction# the research iterature sho%s a consistent re ationship !et%een (o! satisfaction an" "epression& One might specu ate on the possi!i it$ that the re ationship is simp $ "ue to persona it$ traits that cause !oth o% (o! satisfaction an" "epression& Ho%ever# to counter this# there is evi"ence that (o! oss an" other %or' events are in fact associate" %ith "epression 52heaton# 0??H6& Thus# this research suggests that "issatisfaction resu ting from one-s (o! can spi over into one-s ps$cho ogica %e *!eing& :ase" on this research# one conc usion is that organizations on $ have so much contro over a person-s (o! satisfaction# !ecause for man$ peop e# their (o! satisfaction is a resu t# in part# of spi over of their ife satisfaction& Ho%ever# continuing to ta'e actions to a""ress o% (o! satisfaction is not on $ important for organizationa effectiveness# !ut !$ not "oing so# organizations can cause spi over of emp o$ees- o% (o! satisfaction into their ife satisfaction an" %e *!eing& Job Satisfaction and Withdra"al #ehaviors Numerous stu"ies have sho%n that "issatisfie" emp o$ees are more i'e $ to )uit their (o!s or !e a!sent than satisfie" emp o$ees 5e&g&# Hac'ett & Duion# 0?E@1 Hu in# Rozno%s'i# & Hachi$a# 0?E@1 Boh er & =athieu# 0??76& 9o! satisfaction sho%s corre ations %ith turnover an" a!senteeism in the N&4@ range& 9o! "issatisfaction a so appears to !e re ate" to other %ith"ra%a !ehaviors# inc u"ing ateness1 unionization# grievances# an" "rug a!use# an"
4I

"ecision to retire& Hu in et a & 50?E@6 have argue" that these in"ivi"ua %ith"ra%a !ehaviors are a manifestations of +(o! a"aptation. an" have propose" that these in"ivi"ua !ehaviors !e groupe" together& :ecause the occurrence of most sing e %ith"ra%a !ehaviors is )uite o%# oo'ing at a variet$ of these !ehaviors improves the a!i it$ for sho%ing the re ationship !et%een (o! attitu"es an" %ith"ra%a !ehaviors 5Hu in# 0??06& Rather than pre"icting iso ate" !ehaviors# %ith"ra%a research an" app ie" practice %ou " "o !etter# as this mo"e suggests# to stu"$ patterns in %ith"ra%a !ehaviorsFsuch as turnover# a!senteeism# ateness# "ecision to retire# etc together& Severa stu"ies have supporte" this# sho%ing that %hen various %ith"ra%a !ehaviors are groupe" together# (o! satisfaction !etter pre"icts these !ehaviora groupings than the in"ivi"ua !ehaviors& :ase" on the research that sho%s (o! satisfaction pre"icts %ith"ra%a !ehaviors i'e turnover an" a!senteeism# researchers have !een a! e to statistica $ measure the financia impact of emp o$ee attitu"es on organizations 5e&g&# Cascio# 0?EI1 =irvis & Aa% er# 0?GG6& Using these metho"s can !e a po%erfu %a$ for practitioners to revea the costs of o% (o! satisfaction an" the va ue of improve" emp o$ee attitu"es on such outcomes as a!senteeism an" retention& Ho% to =easure an" Inf uence Emp o$ee /ttitu"es3 The thir" ma(or practitioner 'no% e"ge gap is in the area of ho% to measure an" inf uence emp o$ee attitu"es& There are a num!er of possi! e metho"s for measuring emp o$ee attitu"es# such as con"ucting focus groups# intervie%ing emp o$ees# or carr$ing out emp o$ee surve$s& Of these metho"s# the most accurate measure is a %e *constructe" em p o$ee attitu"e surve$& Thus# %e first provi"e an overvie% of the ma(or research on
4G

emp o$ee attitu"e surve$s& To positive $ inf uence emp o$ee attitu"es# un"erstan"ing of some of the research a rea"$ "iscusse" is important& In a""ition# 'no% e"ge of important consi"erations for ana $zing emp o$ee surve$ resu ts is essentia for ta'ing appropriate steps to improve attitu"es& ;ina $# practitioners often use surve$ fee"!ac' "iscussion meetings as a means for acting on emp o$ee attitu"e surve$sFthe fina part of this section a""resses research re ate" to this topic an" the most important %a$s to support action& Employee $ttitude Surveys T%o ma(or research areas on emp o$ee attitu"e surve$s are "iscusse" !e o%3 emp o$ee attitu"e measures use" in research an" facet versus g o!a measures& The areas "iscusse" are not meant to provi"e 'no% e"ge of a re evant consi"erations for "esigning emp o$ee surve$s# !ut rather provi"e !ac'groun" on the research an" an overvie% of some ma(or areas of stu"$& In the research iterature# the t%o most e>tensive $ va i"ate" emp o$ee attitu"e surve$ measures are the 9o! Descriptive In"e> 59DI1 Smith# Ben"a # & Hu in# 0?I?6 an" the =innesota Satisfaction Muestionnaire 5=SM1 2eiss# Da%is# Eng an"# & Aof)uist# 0?IG6& The 9DI assesses satisfaction %ith five "ifferent (o! areas3 pa$# promotion# co%or'ers# supervision# an" the %or' itse f& The 9DI is re ia! e an" has an impressive arra$ of va i"ation evi"ence& The =SM has the a"vantage of versati it$F ong an" short forms are avai a! e# as %e as facete" an" overa measures& /nother measure use" in (o! satisfaction research 5e&g&# 9u"ge# Erez# :ono# & Thoresen# in press6 is an up"ate" an" re ia! e five*item version of an ear ier sca e !$ :ra$fie " an" Rothe 50?@06& / of these measures have e" to greater scientific un"erstan"ing of emp o$ee attitu"es# an" their greatest va ue ma$ !e for
4E

research purposes# $et these measures ma$ !e usefu for practitioners as %e & In practice# organizations often %ish to o!tain a more "etai e" assessment of emp o$ee attitu"es an"Lor customize their surve$s to assess issues uni)ue to their firm& There are t%o a""itiona issues %ith measuring emp o$ee attitu"es that have !een researche" an" provi"e potentia $ usefu 'no% e"ge for practitioners& ;irst# measures of (o! satisfaction can !e facete" 5such as the 9DI6F%here!$ the$ measure various "imensions of the (o!F%hi e others are g o!a For measure a sing e# overa fee ing to%ar" the (o!& /n e>amp e of a g o!a measure is +Overa # ho% satisfie" are $ou %ith $our (o!K. If a measure is facet*!ase"# overa (o! satisfaction is t$pica $ "efine" as a sum of the facets& Scarpe o an" Camp!e 50?E76 foun" that in"ivi"ua )uestions a!out various aspects of the (o! "i" not corre ate %e g o!a measure of overa %ith a (o! satisfaction& Ho%ever# if one uses (o!

satisfaction facet scoresF!ase" on groups of )uestions on the same facet or "imension rather than in"ivi"ua )uestionsFto pre"ict an in"epen"ent measure of overa (o! satisfaction# the re ationship is consi"era! $ higher& /s has !een note" e se%here 5e&g&# 9u"ge & Hu in# 0??76# (o! satisfaction facets are sufficient $ re ate" to suggest that the$ are measuring a common constructFovera (o! satisfaction& Secon"# %hi e most (o! satisfaction researchers have assume" that overa # sing eitem measures are unre ia! e an" therefore shou " not !e use"1 this vie% has not gone uncha enge"& 2anous# Reichers# an" Hu"$ 50??G6 foun" that the re ia!i it$ of sing eitem measures of (o! satisfaction is &IG& ;or the D& =& ;aces sca e# another sing e* item measure of (o! satisfaction that as's in"ivi"ua s to chec' one of five faces that !est "escri!es their overa satisfaction# the re ia!i it$ %as estimate" to !e II& Therefore# respecta! e eve s of re ia!i it$ can !e
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o!taine" %ith an overa measure of (o! satisfaction# a though these eve s are some%hat o%er than most mu tip e*item measures of (o! satisfaction& :ase" on the research revie%e"# there is support for measuring (o! satisfaction %ith either a g o!a satisfaction )uestion or !$ summing scores on various aspects of the (o!& Therefore# in terms of practice# !$ measuring facets of (o! satisfaction# organizations can o!tain a comp ete picture of their specific strengths an" %ea'nesses re ate" to emp o$ee (o! satisfaction an" use those facet scores for an overa satisfaction measure# or the$ can re ia! $ use overa satisfaction )uestions for that purpose& $naly%in& and Interpretin& Survey 'esults for $ction Effective ana $sis an" interpretation of emp o$ee attitu"e surve$ "ata is necessar$ in or"er to un"erstan" the resu ts an"# in turn# ta'e appropriate actions to improve emp o$ee attitu"es an" (o! satisfaction& Research on emp o$ee attitu"e measurement an" statistica ana $ses is a 'e$ contri!ution of the fie " of ps$cho og$ 5e&g&# E"%ar"s# 4HH01 =ace$# 0??I6& High ights of the research on surve$ ana $ses an" the most important issues for HR practitioners to consi"er are revie%e" !e o%&

(he )se of *orms: Ratings ma"e !$ emp o$ees on surve$ )uestions can s$stematica $ var$F an" var$ %i"e $Fno matter %hat compan$ the$ %or' for& ;or e>amp e# ratings of pa$ are t$pica $ o% an" ratings of %or'group cooperation are t$pica $ rate" ver$ high& Simi ar s$stematic variations are foun" %hen comparing surve$ "ata for man$ companies across countries& ;or e>amp e# S%itzer an" ten"s to have some of the highest ratings# Ita $ some of the
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o%est& Therefore# it is he pfu %hen interpreting surve$ "ata to 'no% ho% the surve$ resu ts compare to in"ustr$ norms or countr$ norms& Surve$ norms are "escriptive statistics that are compi e" from "ata on the same surve$ )uestions from a num!er of companies an" are o!taine" !$ (oining a consortium& Compara!i it$ of the companies# compan$ size# an" num!er of companies are important factors in the va ue of the norms 5=orris & Ao<er"e# 0??76& In a""ition# the professiona ism in the norms process an" the age of the norms %i affect their re evance an" accurac$ 5:rac'en# 0??41 R& H& 9ohnson# 0??I6& If surve$ norms are not an option# overa compan$ or unit resu ts can serve as interna norms# a though the$ encourage an in%ar" focus an" potentia $ interna competition& /ctions "etermine" through norme"*!ase" comparisons can !e strong "rivers of change an" he p focus a compan$ e>terna $ to other companies an" the competition& Comparisons and *umerical $ccuracy: Comparing "ata is one of the most usefu surve$ ana $sis techni)ues# such as "escri!e" a!ove for using norms to compare a compan$-s surve$ resu ts to other companies& Comparisons for the same organization or unit over time %ith a tren"e" surve$ are a so va ua! e to measure progress& /t the same time# comparisons must !e "one %ith professiona care# ta'ing into account measurement issues 5Cascio# 0?EI6& This is one of the ma(or areas of practitioner misinterpretation in our e>perience& Of particu ar concern are organizations using unre ia! e surve$ "ata# !ase" on o% num!ers of surve$ respon"ents an"Lor "epartment size# to compare "epartmentsLmanagers or to inappropriate $ measure change over time& In genera # the o%er the num!er# the greater the effects of ran"om error on "ata# i'e the "ifferences !et%een f ipping a coin 0H times versus 0#HHH times& Thus# comparisons of groups or
70

"epartments %ith sma num!ers genera $ shou " not !e "one# especia $ %hen the surve$ is a samp e surve$ an" "esigne" to provi"e "ata on $ at higher eve s& Even for surve$s of a emp o$ees that provi"e surve$ resu ts to each managerL"epartment# numerica accurac$ is sti of concern an" comparisons across time or !et%een managers shou " !e avoi"e"F"ata at the %or'group eve is !est provi"e" to each manager for "epartment fee"!ac' an" oca actions& To avoi" these measurement issues# it is he pfu to have a o%er imit on the organization size an"Lor num!er of respon"ents nee"e" to create reports for comparisons 5most organizations %e have %or'e" %ith set this at a ma>imum margin of error of p usLminus ? percentage points# %hich is genera $ aroun" 0HH respon"ents6& Numerica accurac$ an" appropriate comparisons are especia $ important %hen using surve$ "ata for performance targets an" emp o$ment* re ate" "ecisions& +lobal Considerations. ;or organizations operating in more than one countr$# un"erstan"ing surve$ "ata !$ countr$ is a so va ua! e for improving emp o$ee attitu"es& Ho%ever# ma'ing comparisons across countries is another t$pe of ana $sis that shou " !e con"ucte" %ith caution& /s state" ear ier# there are countr$Lcu tura inf uences on emp o$ee attitu"es# an" the use of countr$ norms is prefera! e& In other %or"s# comparisons are !est ma"e against an appropriate countr$ norm rather than comparing one countr$-s surve$ resu ts to another countr$-s resu ts& In a""ition to cu tura factors# inguistic factors across countries can affect surve$ resu ts& Concepts Fsuch as +emp o$ee recognition can have "ifferent meanings "ue to "ifferent cu tura meanings 5Hui# 0??H1 Hui & Trian"is# 0?E@6# an" this can affect the e)uiva ence of the measurements of emp o$ee attitu"es across countries& To he p minimize inguistic an" other issues# professiona
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trans ations# !ac' trans ations 5trans ations !ac' into Eng ish then chec'e" against the origina Eng ish6# an" countr$ revie%s are recommen"e"& Other gui"ance on a"ministrative an" practica issues %hen con"ucting a mu tinationa emp o$ee attitu"e surve$ is a so avai a! e&

!inkin& Employee $ttitudes to #usiness ,easures. One of the ne%est areas of research that assists %ith i"entif$ing important areas for surve$ action is to statistica $ in' emp o$ee attitu"es to !usiness outcomes& This research is an e>tension of the research "iscusse" ear ier that corre ate" (o! satisfaction %ith (o! performance& Schnei"er an" his co eagues carrie" out the groun" !rea'ing stu"ies in this area# sho%ing ho% emp o$ee attitu"es a!out various human resources practices corre ate" %ith customer satisfaction measures# thus in"icating 'e$ evers to improve customer satisfaction& ;or e>amp e# the$ foun" that %hen emp o$ees reporte" higher satisfaction %ith %or' faci itation an" career "eve opment# customers reporte" higher service )ua it$& Other researchers have "eve ope" in'age mo"e s that i"entif$ the organizationa practicesFas rate" !$ emp o$ee attitu"e surve$ that re ate to high eve s of organizationa performance& In a""ition# a variet$ of stu"ies have sho%n ho% emp o$ee attitu"es are pre"ictive of important financia performance measures# such as mar'et share& Ain'age research can !e "one in an$ organization %here there is some %a$ to group enough surve$ "ataFsuch as in stores# !ranches# "istricts# an" even countriesFan" then corre ate it %ith financia an"Lor customer "ata for the same groups& This t$pe of surve$ measurement an"

77

ana $sis he ps practitioners "emonstrate the impact of emp o$ee attitu"es on the !usiness# as %e as i"entif$ 'e$ evers for action& Survey -eedback and $ction: Emp o$ee surve$s# use" effective $# can !e cata $sts for improving emp o$ee attittu"es an" pro"ucing organizationa change& This statement is !ase" on t%o important assumptions# !oth supporte" !$ research a rea"$ revie%e" in this artic e3 ;irst that emp o$ee attitu"e affects !ehavior an" secon"# that emp o$ee attitu"es are important evers of organizationa performance& Surve$ fee"!ac' an" action he p support an" "rive organizationa change# an" the +a!i it$ to manage change. is eva uate" !$ ine managers as the most important competenc$ for HR professiona s& There are man$ variations of surve$ fee"!ac' an" action# though an important research fin"ing is that participation in fee"!ac' sessions a one %i not resu t in changeFan" this is often %here organizations fa short& In fact# R$nes et a & 54HH46 foun" that one of the highest percentages of HR professiona s respon"ing contrar$ to the research facts %as to the statement +Ensuring emp o$ees participate in "ecision ma'ing is more important for improving organizationa performance than setting performance goa s&. E>tensive research "oes not support this statement# $et E4R of HR professiona s mar'e" it as true& In fact#actua action# not (ust invo vement in surve$ fee"!ac' "iscussions an" the "eve opment of p ans# is critica for an emp o$ee surve$ to resu t in improve" performance& ;ee"!ac' sessions that resu t in concrete goa s an" resu t* ing actions have the most impact& This is supporte" !$ e>tensive research on goa *setting theor$# %hich sho%s that having specific goa s is a ma(or factor for motivation an" performance&
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Ho% To C ose the Daps an" Eva uate the Effectiveness of ,ractice3 Throughout this artic e# as %e "iscusse" the re evant research for each of the three 'no% e"ge gaps# %e provi"e" suggestions for c osing the gaps& In this section# %e offer some fina suggestions# as %e as i"eas for eva uating the effectiveness of imp emente" practices& One important %a$ to c ose the gap !et%een research an" practice is to !e !etter informe" a!out the research& Diven the "eman"s on HR practitioners- time# this is a "ifficu t tas'# $et one that is increasing $ e>pecte" of HR professiona s& To"a$# organizations nee" more from HR than someone to a"minister the tactica aspects of an emp o$ee surve$ an" to chec' that managers are ho "ing fee"!ac' "iscussions an" have action p ans& Organizations nee" HR practitioners %ho 'no% ho% to "eve op effective an" research*!ase" emp o$ee attitu"e measures# un"erstan" an" "erive va ua! e insights from the "ata# an" use the resu ts to improve emp o$ee attitu"es an" (o! performance an" he p ea" organizationa change& There are man$ e>ce ent an" emerging %a$s to gain this 'no% e"geFprofessiona HR organizations 5e&g&# the Societ$ for Human Resource =anagement6 are increasing $ offering %a$s to get summarize" research information# an" ne% %a$s to gain 'no% e"ge through on ine an" other metho"s are emerging& /nother suggestion re ates to improving 'no% e"ge of !asic statistics& The nee" to measure# un"erstan"# an" improve emp o$ee attitu"es is essentia for organizations of to"a$& Yet# %ithout the numeric comfort nee"e" to fu $ un"erstan" an" "iscuss emp o$ee attitu"e measurements# %hat the$ mean# an" ho% the$ re ate to other !usiness measures# HR cannot !e at the ta! e to assist %ith achieving this goa & In terms of eva uating the practices "iscusse" in this artic e# the most rigorous an" "efensi! e metho"s are to app $ return on investment
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5ROI6 princip es& These invo ve "efining the o!(ectives of a programFsuch as assess emp o$ee attitu"es that pre"ict organizationa performance an" improve emp o$ee attitu"es an" (o! satisfactionFan" then eva uating# through appropriate research "esigns an" measurements# %hether these o!(ectives %ere met& /pproaches for carr$ing out ROI an" cost*!ase" eva uations& are "escri!e" in the iterature 5e&g&# Cascio# 0?EI6& These eva uation approaches are the most rigorous# $et can !e resource an" time intensive& In terms of more straightfor%ar" suggestions for eva uating the practices imp emente"# %e offer the fo o%ing )uestions that HR practitioners can as' themse ves3 +Do %e have an emp o$ee attitu"e surve$ that measures areas important for emp o$ee (o! satisfaction as %e as organizationa successK. +Ho% "o %e 'no% this an" ma'e this case to ine managementK. +Is the surve$ routine $ use" as part of "ecision ma'ingK. +Is the surve$ a respecte" source of information a!out the peop e si"e of the !usinessK. +/m I at the ta! e %ith ine management using the surve$ insights for nee"e" action an" organizationa changeK. +Can I "iscuss these measures in ight of other 'e$ !usiness measuresK. These ma$ !e ne% eva uation criteria for man$ HR professiona s %ho have tra"itiona $ eva uate" themse ves in areas such as attitu"e surve$ response rates# time iness of action p ans su!mitte" !$ managers# an" the num!er of reports "istri!ute"& In the en"# the eva uation of the practices imp emente" shou " consi"er these t%o important points3 /re measures of emp o$ee attitu"e use" as important information for the !usinessK U timate $# "o emp o$ee attitu"es an" (o! satisfaction move in the "esire" "irectionK

7I

Conc usions an" ;uture Directions The fie " of in"ustria Lorganizationa ps$cho og$ has a ong# rich# an"# at times# controversia histor$ re ate" to the stu"$ an" un"erstan"ing of emp o$ee attitu"es an" (o! satisfaction& Some of this research is ver$ specific an" aime" primari $ at other researchers# %hi e other pu! ications provi"e practica gui"ance on un"erstan"ing# measuring# an" improving emp o$ee attitu"es 5e&g&# E"%ar"s & ;isher# 4HH81 Braut# 0??I6& One i'e $ future "irection of emp o$ee attitu"e research %i !e to !etter un"erstan" the interp a$ !et%een the person an" the situation an" the various interna an" e>terna factors that inf uence emp o$ee attitu"es& In particu ar# a !etter un"erstan"ing of the ro e of emotion# as %e as !roa"er environmenta impacts# is nee"e" an" has !een arge $ over oo'e" in past research& In a""ition# ongoing research %i provi"e more in*"epth un"erstan"ing of the effects of emp o$ee attitu"es an" (o! satisfaction on organizationa measures# such as customer satisfaction an" financia measures& Dreater insights on the re ationship !et%een emp o$ee attitu"es an" !usiness performance %i assist HR professiona s as the$ strive to enhance the essentia peop e si"e of the !usiness in a high $ competitive# g o!a arena&

Concept of (o! satisfaction 9o! satisfaction has !een "efine" in severa "ifferent %a$s an" a "efinitive "esignation for the term is un i'e $ to materia ise& / simp e or genera %a$ to "efine it therefore is as an attitu"ina varia! e3

7G

Job satisfaction is simply ho" people feel about their jobs and different aspects of their jobs. It is the e.tent to "hich people like /satisfaction0 or dislike /dissatisfaction0 their jobs. /n a ternative approach is that propose" !$ Sousa*,oza an" Sousa*,oza# !ase" on the assumption that there are !asic an" universa human nee"s# an" that# if an in"ivi"ua -s nee"s are fu fi e" in their current situation# then that in"ivi"ua %i !e happ$& This frame%or' postu ates that (o! satisfaction "epen"s on the !a ance !et%een %or'*ro e inputs * such as e"ucation# %or'ing time# effort * an" %or'*ro e outputs * %ages# fringe !enefits# status# %or'ing con"itions# intrinsic aspects of the (o!& If %or'*ro e outputs 5Op easures-6 increase re ative to %or'*ro e inputs 5Opains-6# then (o! satisfaction %i increase& Other theorists have vie%e" (o! satisfaction as a !i*"imensiona concept consisting of intrinsic an" e>trinsic satisfaction "imensions& Intrinsic sources of satisfaction "epen" on the in"ivi"ua characteristics of the person# such as the a!i it$ to use initiative# re ations %ith supervisors# or the %or' that the person actua $ performs1 these are s$m!o ic or )ua itative facets of the (o!& E>trinsic sources of satisfaction are situationa an" "epen" on the environment# such as pa$# promotion# or (o! securit$1 these are financia an" other materia re%ar"s or a"vantages of a (o!& :oth e>trinsic an" intrinsic (o! facets shou " !e represente"# as e)ua $ as possi! e# in a composite measure of overa (o! satisfaction& This "istinction# as "escri!e" !$ Rose# re ates to the "ou! e meaning of the %or" O(o!-3 the %or' tas's performe" an" the post occupie" !$ the person performing those tas's&
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The meaning of O(o!- as a post or appointment is of primar$ importance& Ever$ (o! is an instance of the emp o$ment re ationship# em!o"$ing a contract 5su!stantive or imp ie"6 to e>change an a!i it$ to %or' 5 a!our# provi"e service# e>ercise ingenuit$# "irect efforts of others# etc6 for re%ar"s 5!oth materia an" s$m!o ic6& True# performing %or' tas's provi"es a stream of e>periences# technica an" socia # that can energise ps$chosocia responses1 an$ resu ting "ata summarising these reactions are in"ispensa! e& Ho%ever# such "ata must not !e %eighte" higher than those concerning e>perience of the overt 5or ostensi! e6 contractua terms * a!ove a # those concerning pa$ an" (o! securit$&

Human Re ations The term re ates to the tota re ationship !et%een an in"ivi"ua an" the emp o$er for %hich he is pai"& Satisfaction "oes mean the simp e fee ing* state accompan$ing attainment !$ an impu se of its o!(ective& 9o! "issatisfaction "oes mean a!sence of motivation at %or'& Research %or'ers "ifferent $ "escri!e" the factors contri!uting to (o! satisfaction an (o! "issatisfaction Hoppoc' "escri!es (o! satisfaction as# +/n$ com!ination of ps$cho ogica # ph$sio ogica (o!.& 9o! satisfaction is "efine" as the +p easura! e emotiona state resu ting from the appraisa of one-s (o! as achieving or faci itating the achievement of one-s (o! va ues.& In contrast (o! "issatisfaction is "efine" as +the un an" environmenta circumstances that cause an" person truthfu $ to sa$ I am satisfie" %ith m$

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*p easura! e emotiona state resu ting form the appraisa of one-s (o! as frustrating or ! oc'ing the attainment of one-s (o! va ues or as entai ing "isva ues& + Ho%ever# !oth satisfaction an" "issatisfaction %ere seen as&. / function of the perceive" re ationship !et%een %hat on perceives it as offering or entai ing.& Theories of (o! satisfaction3 There are vita "ifferences among e>perts a!out the concept of (o! satisfaction !asica $1 there are four approachesLtheories of (o! satisfaction& The$ are3 06& ;u fi ment theor$ 46& Discrepanc$ theor$ 76& E)uit$ theor$# an" 86& T%o N factor theor$& 0& ;u fi ment Theor$3* The proponents of this theor$ measure satisfaction in terms of re%ar"s a person receives or the e>tent to %hich his nee"s as satisfie"& ;urther the$ thought that there is a "irectLpositive re ationship !et%een (o! satisfaction an" the actua satisfaction of the e>pecte" nee"s& The main "ifficu t$ in this approach is that (o! satisfaction as o!serve" !$ %i ing# is not on $ a function of %hat person receives !ut a so %hat he fee s he shou " receive as there %ou " !e consi"era! e "ifference in the actua an" e>pectations of persons& Thus (o! satisfaction cannot !e regar"e" as mere $ function of ho% much person receives from his (o!& /nother important factorLvaria! e that
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shou " !e inc u"e to pre"ict (o! satisfaction actua $ is the strength of the in"ivi"ua s. "esire of his eve of aspiration in a particu ar area& This e" to the "eve opment of the "iscrepanc$ N theor$ of (o! satisfaction&

4& Discrepanc$ Theor$3 The proponents of this theor$ argue that satisfaction is the function of %hat a person actua $ receives from his (o! situation an" %hat he thin's he shou " receive or %hat he e>pects to receive& 2hen the actua satisfaction "erive" is ess than e>pecte" satisfaction# it resu ts in "issatisfaction# as "iscusse" ear ier& +9o! satisfaction# it resu ts in "issatisfaction are functions of the perceive" re ationship !et%een %hat one %ants from one-s (o! an" %hat one perceives it is offering& +This approach "oes not ma'e it c ear %hether or no over satisfaction is a part of "issatisfaction an" if so# ho% "ies it "iffer from "issatisfaction& This e" the "eve opment of e)uit$ N theor$ of (o! satisfaction& 7& E)uit$ Theor$3

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The proponents of this theor$ are of the vie% that a person-s satisfaction is "etermine" !$ his perceive" e)uit$# %hich n turn is "etermine" !$ his input N output !a ance compare" to his comparison of others1 input N output !a ance is the perceive" Raito of %hat a person receives for his (o! re ative to %hat he contri!utes to the (o!& This theor$ is of the vie% that !oth un"erthe over re%ar"s ea" to "issatisfaction %hi e the un"er N re%ar" causes fee ings of unfair treatment# over N re%ar" ea" to fee ings gui t an" "iscomfort&

8& T%o N factor Theor$3 This theor$ %as "eve ope" !$ Herz!erg# =anusner# ,eterson an" Cap%e %ho i"entifie" certain factors satisfies an" "issatisfies& ;actor such as achievement# recognition# responsi!i it$ etc&# are satisfies the presence of %hich causes satisfaction !ut their a!sence "oes not resu te" in "issatisfaction& On the other han"# factors such as supervision# sa ar$# %or'ing con"itions etc&&# are "issatisfies# the a!sence of %hich causes "issatisfaction& Their theor$ fai e" to give an$ support to this theor$# as it seems that a person can get !oth satisfaction an" "issatisfaction at the same time# %hich is not va i"&

;actors of (o! satisfaction3 9o! satisfaction refers to a genera attitu"e# %hich an emp o$ee retains on account of man$ specific attitu"es in the fo o%ing areas3

84

06 9o! satisfaction# 46& In"ivi"ua characteristics# 76& Re ationships outsi"e the (o!& There are "ifferent factors on %hich (o! satisfaction "epen"s& Important among them are "iscusse" here un"er&

,ersona ;actors3* The$ inc u"e %or'ers se># e"ucation# age marita status an" their persona characteristics# fami $ !ac'groun"# socio*economic !ac'groun" an" the i'e&

;actors Inherent in the 9o!3* These factors have recent $ !een stu"ie" an" foun" to !e important in the se ection of emp o$ee& Instea" of !eing gui"e" !$ their co*%or'ers an" supervisors# the s'i e" %or'ers %ou " rather i'e to !e gui"e" !$ their o%n inc ination to choose (o!s in consi"eration of O%hat the$ have to "o& These factors inc u"e3 the %or' itse f# con"itions# an" inf uence of interna an" e>terna environmenta on the (o! %hich are uncontro e" !$ the management etc& ;actors Contro e" !$ the =anagement3

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The$ inc u"e the nature of supervision# (o! securit$# 'in" of %or' groun" %age rate# promotiona opportunities# an" transfer po ic$# "uration of %or' an" sense of responsi!i ities& / these factors great $ inf uence the %or'ers& Their presence in the organization motivates the %or'ers an" provi"es sense of (o! satisfaction& Though performance an" (o! satisfaction are inf uence" !$ "ifferent set of factors# these t%o can !e re ate" if management i'e re%ar"s to performance& It is vie%e" (o! satisfaction is a conse)uence of performance of rather than a cause of it& Satisfaction is strong $ inf uences the pro"uctive efficienc$ of an organization %here as a!senteeism# emp o$ee turnover# a coho ism# irresponsi!i it$# un* commitment# are the resu t of (o! "issatisfaction& Ho%ever (o! satisfaction or "issatisfaction forms opinion a!out the (o! an" the organization# %hich resu t in emp o$ee mora e&

Effect of (o! Satisfaction3 9o! satisfaction has a variet$ of effects& These effects ma$ !e seen in the conte>t of an in"ivi"ua -s ph$sica an" menta hea th# pro"uctivit$# a!senteeism# an" turnover& 0& ,h$sica an" =enta Hea th3 The "egree of (o! satisfaction affects an in"ivi"ua -s ph$sica an" menta hea th& Since (o! satisfaction is a t$pe of menta fee ing# its favora! eness or un*favora! eness affects the in"ivi"ua ps$cho ogica $#
88

%hich u timate $ affects his ph$sica hea th& ;or e>amp e# Aa%$er has pointe" out that "rug a!use# a coho ism# an" menta an" ph$sica hea th resu t from ps$cho ogica $ harmfu (o!s& ;urther# since a (o! is an important part of ife# (o! satisfaction inf uences genera ife satisfaction& The resu t is that there is spi over effect# %hich occurs in !oth "irections !et%een (o! an" ife satisfaction&

4& ,ro"uctivit$3 There are t%o vie%s a!out the re ationship !et%een (o! satisfaction an" pro"uctivit$& 0& / happ$ %or'er is a pro"uctive %or'er# 4& / happ$ %or'er is not necessari $ a pro"uctive %or'er& The first vie% esta! ishes a "irect cause N effect re ationship !et%een (o! satisfaction an" pro"uctivit$1 %hen (o! satisfaction increases# pro"uctivit$ increases1 %hen (o! satisfaction "ecreases# pro"uctivit$ "ecreases& The !asic ogic !ehin" this is that happ$ %or'er %i put more efforts for (o! performance& Ho%ever# this ma$ not !e true in a cases& ;or e>amp e# a %or'er having o% e>pectations for his (o!s ma$ fee satisfie" !ut he ma$ not put his efforts more vigorous $ !ecause of his o% e>pectations from the (o!& Therefore# this vie% "oes not e>p ain fu $ the compe s re ationship !et%een (o! satisfaction an" pro"uctivit$& The other vie% is that if a satisfie" %or'er is not necessari $ a pro"uctive %or'er e>p ains the re ationship !et%een (o! satisfactions an" pro"uctivit$& <arious research stu"ies a so support this vie%& This re ationship ma$ !e e>p aine" in terms of the operation of t%o factors3 effect
8@

of (o! performance on satisfaction an" organizationa e>pectations from in"ivi"ua s for (o! performance& 0& 9o! performance ea"s to (o! satisfaction an" not the other %a$ roun"& The !asic factor for this phenomenon is the re%ar"s 5a source of satisfaction6 attache" %ith performance& There are t%o t$pes of re%ar"s intrinsic an" e>trinsic& The intrinsic re%ar" stems from the (o! itse f %hich ma$ in the form of gro%th potentia # cha enging (o!# etc& The e>trinsic re%ar" is su!(ect to contro !$ management such as sa ar$# !onus# etc& /n$ increase in these factors "oes not he p to increase pro"uctivit$ though these factors increase (o! satisfaction& 4& / happ$ %or'er "oes not necessari $ contri!ute to higher pro"uctivit$ !ecause he has to operate un"er certain techno ogica constraints an"# therefore# he cannot go !e$on" certain output& ;urther# this constraint effects the management-s e>pectations from the in"ivi"ua in the form of o%er output& Thus# the %or' situation is pegge" to minima $ accepta! e eve of performance& Ho%ever# it "oes not mean that the (o! satisfaction has no Impact on pro"uctivit$& / satisfie" %or'er ma$ not necessari $ ea" to increase" pro"uctivit$ !ut a "issatisfie" %or'er ea"s to o%er pro"uctivit$& 7& /!senteeism3 /!senteeism refers to the fre)uenc$ of a!sence of a (o! ho "er form the %or'p ace either une>cuse" a!sence "ue to some avoi"a! e
8I

reasons or ong a!sence "ue to some unavoi"a! e reasons& It is the former t$pe of a!sence %hich is a pro"uces a O ac' of %i to %or'an" a ienates a %or'er from as far as possi! e& Thus# (o! satisfaction is re ate" to a!senteeism& 8& Emp o$ee Turnover3 Turnover of emp o$ees is the rate at %hich emp o$ees eave the organization %ithin a given perio" of time& 2hen an in"ivi"ua is "issatisfie" in the organization# the$ tr$ to overcome this through various %a$s of mechanism# if an emp o$ee is not a! e "o so1 the emp o$ee opts to eave the organization& Thus in genera case# emp o$ee turnover is re ate" to (o! satisfaction& Ho%ever# (o! satisfaction is not the on $ cause of emp o$ee turnover# the rate of turnover of computer soft%are professiona s eave their organizations not simp $ !ecause the$ are not satisfie" !ut !ecause of the opportunities offere" from other sources particu ar $ from foreign companies ocate" a!roa"&

8G

SIDNI;IC/NCE3

He ps in increasing the pro"uctivit$& It re"uces /!senteeism&

It he ps in re"uce the emp o$ee turnover& It increases the retention rate&

8E

NEED ;OR THE STUDY 2h$ measure Emp o$ee Satisfaction& A company is only strong and successful as its members, its employees,are.By areas,organization measuring employee satisfaction in key can gain the information needed to improve anagement !SHR "

employee satisfaction ,retention and productivity. However, a recent study by the Society of Human Resource indicated that often the HR department#s perceptions of employee satisfaction versus the true measure of employee satisfaction are not always in sync. 9o! satisfaction of the emp o$ees is important if the emp o$ees are satisfie" then on $ the organization can function smooth $ increases its pro"uction# faces competition& If emp o$ees are satisfie" %ith their (o! the$ %i carr$ a positive attitu"e& Emp o$ees %ho are not satisfie" %ith their (o!s are ver$ i'e $ to eave& If the$ "on-t eave the$ !ecome a source of !a" mora e an" "o a great "ea of harm in the organization &In man$ cases emp o$ers %ithout proper "ata %i assume the %rong reasons for emp o$ee "issatisfaction& =an$ !osses %i automatica $ thin' that mone$ is the $op reason for eaving a (o!&

8?

Surve$ing emp o$ees on a regu ar !asis is a great %a$ to sta$ in touch %ith the pu se of the !usiness& :efore aunching a surve$ though it is important to esta! ish the groun" ru es& =an$ emp o$ees %i !e un%i ing to e>press their honest fee ings the$

thin' the$ %i !e sing e" out& =a'e sure that the surve$s are con"ucte" %ith anon$mit$& :e certain to have the support of compan$ management a the %a$ to the top& Emp o$ees %ant to 'no% that the ea"ership is !ehin" the surve$ an" that their responses %i !e ta'en serious $& Aet the emp o$ees 'no% that that their comments are important to the compan$& State to them %hat %i !e "one %ith the resu ts& /n" then ive up to those statements& Emp o$ees %i intention if the$ "on-t fo o% through& !ecome "ou!tfu of management-s

Hence the stu"$ has !een un"erta'en to assess the emp o$ee (o! satisfaction %hich is necessar$ for the organization in or"er to ma'e soun" "ecisions&

@H

O:9ECTI<ES O; THE STUDY

0& To measure the eve of satisfaction among emp o$ees in </SCO& 4& To measure the re ationship an" human re ations & (o! satisfaction& 7& To fin" out the most "iscriminating factors %hich inf uence their performance in the (o!& 8& To give amica! e an" practica suggestions to improve (o! satisfaction of emp o$ees in </SCO&

@0

AI=IT/TIONS

The stu"$ is imite" to the po icies an" practices !eing fo o%e" in </SCO to get the comp ete "ata# in vie% of its c assifie" nature of the organization&

Time factor is the main constraint for the stu"$ as it %as restricte" on $ to 4months& Samp ing error is not ta'en into consi"eration& The information given !$ the samp e frame is thought accurate !$ researcher& /s the metho" a"opte" is Ran"om Samp ing# resu t ma$ not !e accurate an" !e ieva! e& /s the samp e size is of 0HH emp o$ees# %ho e of the facts cou " not !e co ecte"& The fin"ings of the stu"$ are confine" on $ to the )uestion as'e" in the )uestionnaire an" through persona intervie%s& The stu"$ has !een carrie" in </SCO on $&

@4

SCO,E O; THE STUDY

The (o! satisfaction on emp o$ees refers to a person-s fee ing of satisfaction on their (o!& It is "ifferent from person to person& The researcher has chosen to measure the eve of (o! satisfaction in </SCO The stu"$ consi"ers the impact of ? factors on (o! satisfaction it concentrates on the effect of factors in genera # !ut no e>c usive stu"$ is ma"e on them& The stu"$ consi"ers on $ the perceptua e ements of emp o$ees an" "oes not focus on groun" rea ities& The scope of stu"$ cover3 %or' con"itions# compensation# e>tra !enefits# conve$ance treatment of superiors# co eagues# "u $ timings# an" grievance re"resa mechanism an" promotion po ic$&

@7

Co%or'ers3 Having a great cre% aroun" $ou for eight 5or more6 hours a "a$ can ma'e an$ (o! more to era! e& /re $ou %i ing to sacrifice $our partners in crime for another gig %ith an uncertain %or' c imateK Aocation3 Is $our office ocate" in a great itt e neigh!orhoo" or in a "ra! office par'K Consi"er $our officeCs ph$sica ocation !efore moving e se%here for %or'& Commute: Consi"er the cost of getting to %or' no% against commuting to %or' e se%here& 2ou " $ou !e saving or osing time or mone$ in the ong runK / so# "eci"e %hether moving for a ne% (o! 5or c oser to $our current (o!6 %ou " ma'e $our ife easier& Dress co"e3 DonCt ta'e $our "ress co"e for grante"& / ne% (o! ma$ mean a change in $our "ai $ attire& /re $ou %i ing to give up $our (eans for three* piece suits 5or vice versa6K :enefits3 Emp o$ersC !enefit pac'ages var$ %i"e $& Consi"er the hea th !enefits# 8H05'6 p an# tuition reim!ursement# an" vacation time $ouC" have to sacrifice in or"er to (ump to a ne% (o!& The econom$3 /ccor"ing to the U&S& :ureau of Aa!or Statistics# the unemp o$ment rate has !een ho "ing stea"$ at ?&G percent in recent months& This can ma'e fin"ing a ne% (o! 5an" 'eeping it6 "ifficu t& If $ouCre a rea"$ in a safe spot# $ou ma$ %ant to stic' aroun" to avoi" unemp o$ment trou! es& Superiors3 / goo" !oss is har" to fin"& If $ouCre happ$ %ith ho% $our !oss treats $ou# $ou ma$ %ant to sta$ %here $ou are**$ou might not !e as uc'$ at $our ne>t (o!S Dro%th3 Does $our (o! foster gro%th or stif e itK / goo" emp o$er encourages emp o$ees to earn# %i et $ou gro% %ith the compan$# an" tru $ promotes from %ithin& On*the*(o! e>periene3 If $ouCre gaining e>perience an" 'no%*ho% in $our in"ustr$ (ust !$ going to %or' ever$ "a$# $ou might not %ant to give that up& If $ou "o "eci"e to move to a ne% (o!# ma'e sure $ou have a p an for ho% $ouC consi"er "eve oping in $our career&

@8

RESE/RCH =ETHODOAODY The metho"o og$ that is a"opte" for the stu"$ is such that it faci ities the "ata accumu ation& The information is gathere" through surve$ metho"& The surve$ metho" has !een a"opte" for co ecting the "ata from emp o$ees& RESE/RCH DESIDN: Research Design is "efine" as the specification of metho"s an" proce"ures for ac)uiring the information nee"e"& Denera $ the research "esign is an$ of the fo o%ing three t$pes*DESCRI,TI<E# ET,AOR/TORY an" C/SU/A.

DESCRI,TI<E STUDY: Descriptive stu"$Lresearch is mar'e" !$ the prior formu ations of specific research )uestions& The investigator a rea"$ 'no%s a su!stantia amount a!out the research pro! em !efore the pro(ect is initiate"& Hence this is chosen for m$ research&

ET,AOR/TORY STUDY: The ma(or purpose of e>p orator$ stu"$ is the i"entification of pro! em# the more precision formu ation of pro! em an" the formu ation of ne% a ternative courses of action&
@@

 C/SU/A STUDY: The stu"$ invo ves the "etermination of the causes of %hat the researchers are pre"icting& This is main $ a cause an" effect stu"$& The research "esign se ecte" !$ the researcher in the present stu"$ is +DESCRI,TI<E. in nature& RESE/RCH INSTRU=ENT: HR research has a one main research instruments in co ecting primar$ "ata& That is )uestionnaires& In or"er to e>tract first han" information from the respon"ents# a pre* teste" )uestionnaire %as prepare" an" the same %as a"ministere" to the respon"ents& D/T/ SOURCES3 Data means a co ection of facts in rea ife statistica "ata is a co ection of facts in numerica figures& The "ata sources are usua $ i"entifie" using the t$pe of "ata nee"e"& There are t%o t$pes of "ata& 0& ,rimar$ "ata 4& Secon"ar$ "ata

,RI=/RY D/T/3 The first han" information !$ the investigator !$ means of o!servation face to face )uestioning# an" mai ing )uestionnaire is ca e" primar$ "ata& ,rimar$ "ata consists of origina information gathere" for a specific purpose&
@I

 SOURCES O; ,RI=/RY D/T/3 ;or the purpose of present stu"$# the primar$ "ata co ecte" from respon"ents !$ contacting them persona $& SECOND/RY D/T/3 Secon"ar$ "ata consists of information that a rea"$ e>ists some%here# having !een co ecte" for another purpose SOURCES O; SECOND/RY D/T/3 ;or the purpose of present stu"$# the secon"ar$ "ata %as co ecte" from pu! ishe" "ata of the companies& ,opu ation is the aggregate of o!(ects animate an" in animate# un"er stu"$ in an$ statistica investigation& The popu ation for the stu"$ here %as emp o$ees in /NDEA :ROBIND& S/=,AIND ,ROCEDURE 2ith a vie% to arrive at the samp e popu ation for the stu"$# a +,urposive*Cum convenient samp ing. %as fo o%e"& S/=,AE SIUE The samp e size inc u"es 0HH emp o$ees %ho are %or'ing in the </SCO&

@G

CO=,/NY ,RO;IAE

D/T/ /N/AYSIS

/s state" ear ier in chapter 0 a!out 8H )uestionnaires %ere "istri!ute" to the e>ecutives of <asco& The )uestionnaire is prepare" %ith mu tip e choices for the convenience of the respon"ents& 2ith options i'e /6& E>ce ent :6& Doo" C6& Satisfie" D6& Not satisfie"

@E

Muestionnaire3

0&

Does $our 9o! provi"e scope to achieve goa sK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents 4H 48 0H 04 ? R of Respon"ents 4I&IG 74 07&77 0I 04

@?

25 20 No.of respondents 20 15

24

12 10 9

10 5 0 Strongly Agree Agree Neutral Disagree

Strongly

Inference3* ;rom the a!ove ta! e# it is c ear that# 74 R of emp o$ees agree that there is scope for achieving goa s an" 4IR of them strong $ agree&

IH

4&

Do emp o$ees have free"om to ta'e "ecisionK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents @ 0H 0@ 4H 4@ R of Respon"ents I&IG 07&77 4H 4I&IG 77&77

25 20 No.of respondents 20 15 10 10 5 0 Strongly Agree Agree Neutral Disagree 5 15

25

Strongly

Inference:- From the above table, 13 % of employees agreed that they have The freedom to take decision with the decision taking and 33% of employee doesn t have freedom to take decision!

I0

7&

Do $ou have 5emp o$ees6 in !etter position in near futureK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents 40 74 0H G @ R of Respon"ents 4I&IG 84&77 07&77 ?&77 I&IG

Respondants

( %'

$%

Strongly Agree Agree *eutral +isagree Strongly

&$

Inference3* ;rom the a!ove ta! e# 84 R of emp o$ees agree that the$ can see themse ves in a !etter position in near future an" 4IR strong $ agree that the$ can p ace themse ves in a !etter position ver$ fe% "isagrees for the a!ove&

I4

8&

2or'ing un"er in human %or'ing con"itions3 Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents 4@ 7H 00 8 @ R of Respon"ents 77&77 8H 08&IG @&77 I&IG

Respondants

, %%

) $) Strongly Agree Agree *eutral +isagree Strongly &'

Inference:;rom a!ove ta! e 8HR of emp o$ees agree %ith the %or'ing con"itions are human an" 77R of emp o$ees strong $ agree&

I7

@&

/re $ou p ace" in a right positionK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents 0E 4G 07 ? E R of Respon"ents 48 7I G&77 04 0H&IG

30 No.of respondents 25 20 15 10 5 0 Strongly Agree 18

27

13 9 8

Agree

Neutral

Disagree

Strongly

Inference:;rom the a!ove ta! e# 48R of the emp o$ees strong $ agree that the$ are p ace" in right position# 7IR of the emp o$ees agree# %hi e 47R of the emp o$ees "isagree for the a!ove&

I8

I&

Ho% is the re ationship %ith $our peersK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ants 0? 4? 0I I @ R of Respon" ants 4@&77 7E&IG 40&77 E I&IG

30 No.of respondents 25 20 15 10 5 0 Strongly Agree 19

29

16

Agree

Neutral

Disagree

Strongly

Inference:;rom the a!ove ta! e 4@R of the emp o$ees strong $ agree" that the$ have goo" re ationship %ith their peers# 7?R sai" it is goo" ER sai" it is average# IGR sai" the$ have poor re ationship %ith their peers&

I@

G&

Ho% is $our re ationship %ith superiorK Response Strong $ /gree /gree Neutra Disagree Strong $ Respon"ents 0H 4E 4@ @ G R of Respon"ents 07&77 7G&77 77&77 I&IG ?&77

30 No.of respondents 25 20 15 10 5 0 Strongly Agree 10

28 25

Agree

Neutral

Disagree

Strongly

Inference:;rom the a!ove ta! e# 08R of the emp o$ees have an e>ce ent re ationship %ith their superiors# 7GR have goo" re ationship 77R of emp o$ees are satisfactor$ %ith their re ationship %ith superior# GR have poor re ationship&

II

E&

2hat are !enefits provi"e" !$ the compan$K Response E>ce ent Doo" /verage :a" <er$ :a" Respon"ents 04 40 0E ? 0@ R of Respon"ents 0I 0E 48 04 4H

25 No.of respondents 20 15 10 5 0 Excellent 12

21 18 15

Good

Average

Bad

Varybad

Inference:;rom the a!ove ta! e# 0IR of the emp o$ees sai" E>ce ent !enefits provi"e" !$ the compan$# 0ER of emp o$ees Doo"# 48R of emp o$ees have goo"# 48R off emp o$ees have average 04R of emp o$ees have !a"# 4HR of emp o$ees have ver$ sa" opinion&

IG

?&

Ho% "o $ou fee a!out %or' oa"K Response Re a>e" Norma :ur"en Over :ur"en Satisf$ Respon"ents 07 8@ G 7 E R of Respon"ents 0G&77 IH ?&77 8 0H&IG

Respondents

&

%&

Rela.ed *ormal Burden /ver Burden

,)

Satisfy

Inference:;rom the a!ove ta! e# 0G&77R of the emp o$ees have to " Re a>e" %or' oa"# IHR of emp o$ees have norma # ?&77R of emp o$ees have :ur"en# 0H&IGR off emp o$ees have satisf$ the %or' oa" in the compan$&

IE

0H& Ho% "o $ou fee a!out responsi!i it$K Response High $ Response Response Not Response No Opinion Respon"ents 7I 4E 7 E R of Respon"ents 8E 7G&77 8 0H&IG

40 35 No.of respondents 30 25 20 15 10 5 0

36 28

8 3 Highly Response Not Response Responce No Opinion

Inference:;rom the a!ove ta! e# 8ER of the emp o$ees fee high $ Responsi! e# 7G&77R of emp o$ees Responsi! e# 8R of emp o$ees Doesn-t fee Responsi!i it$# 0H&IGR of emp o$ees no opinion on the responsi!i ities&

I?

00& Is the Mua ification suita! e for $our (o!& Response =atricu ation Dra"uation ,D L Tech ,rofessiona Over a Respon"ents 8 4H 0I 0H 4@ R of Respon"ents @&77 4I&IG 40&77 07&77 77&77

Respondents

$)

, $'

%'

%0

atriculation 1raduation 21 3 4ech 2rofessional /ver all

Inference:;rom the a!ove ta! e# @&77R of the emp o$ees sai" =atricu ation for suita! e (o!# 4I&IGR of emp o$ees have Dra"uation# 40&77R of emp o$ees have ,D L Tech&# an" 77&77R of emp o$ees have over a )ua ification for the suita! e (o!&

GH

04& /re $ou satisfie" %ith the attitu"e of the =anagementK Response High $ Secure Satisfie" Dis Satisfie" Neutra High $ Decertif$ Respon"ents 07 4E 7 @ I R of Respon"ents 88 7G&77 8 I&IG E

45 40 No.of respondents 35 30 25 20 15 10 5 0 Relaxed 13

45

8 3 Overburden Satis!y

Nar al

Burden

Inference:;rom the a!ove ta! e# 88R of the emp o$ees high $ secure" in their position# 7G&77R of emp o$ees agree" at the attitu"e to management&

G0

07& /re $our suggestion agree" in $our compan$K Response /gree Disagree Some times Never Respon"ents 47 7H 0G @ R of Respon"ents 7H&IG 8H 4 I&IG

Respondents

) %(

$&

&'

Agree +isagree Some times *ever

Inference:;rom the a!ove ta! e# 7H&IGR of the emp o$ees /gree" their suggestions are agree"# 8HR of emp o$ees Disagree"# 44R of emp o$ees some times agree" our suggestions of the compan$&

G4

08&/re $ou satisfie" %ith the compan$ ru esK Response High $ Satisfie" Satisfie" Dissatisfie" High $ Dissatisfie" Respon"ents 8G 0E I 8 R of Respon"ents I4&IG 48 E @&77

50 45 40 35 30 25 20 15 10 5 0

47

No.of respondents

18 6

4 Highly Dissatis!ied

Highly Satis!ied

Satis!ied

Dis"satis!ied

Inference3* ;rom the a!ove ta! e 4HR of emp o$ees have high $ satisf$ the persona "eve opment# 74R of emp o$ees satisf$# 8HR of emp o$ees "issatisf$# ER of emp o$ees high $ Dissatisf$ %ith the persona "eve opment&

G7

0@&2hat is the Superiors reaction to%ar"s the comp aintsK Response <er$ much concern Concern In"ifference Un concern Respon"ents 4H 70 0I E R of Respon"ents 4I&IG @4 40&77 0H&IG

Respondents

%0

$'

5ery much concern 6oncern 7ndifference

&%

8n concern

Inference3* ;rom the a!ove ta! e# 4I&IGR of emp o$ees ver$ much concern# 40&77R of emp o$ees in"ifference %ith superior reaction&

G8

0I& Do $ou !e ieve in cu ture& ethics that is fo o%e" !$ the compan$K Response Respon"ents R of Respon"ents Strong $ /gree 40 4E /gree 4@ 77&77 Neutra 08 0E&IG Disagree E 0I&IG Strong $ Disagree G ?&77

25 No.of respondents 20 15 10 5 0

21

14 8 2 Strongly Agree Agree Neutral Disagree Strongly 7

Inference3* ;rom the a!ove ta! e# 4ER of emp o$ees !e ief goo" cu ture# ethics fo o% of compan$# 77&77R of emp o$ees agree# 0ER if emp o$ees natura # 0I&IGR of emp o$ees "isagree# ?&77 of emp o$ee strong $ "isagree of compan$ goo" cu ture an" ethics&

G@

0G& 2hat is $our opinion of the compan$K Response E>ce ent Doo" /verage :a" <er$ :a" Respon"ents R of Respon"ents 4G 7I 7? @4 I E 7 8 H H

Respondents & 0 ' $( :.cellent 1ood Average Bad 5ery Bad &9

Inference3* ;rom the a!ove ta! e 7IR of emp o$ees e>ce ent opinion of the compan$# @4R of emp o$ees goo" opinion of the compan$# ER of emp o$ees &/verage opinion of the compan$# 8R of emp o$ees !a" opinion# none of emp o$ees have ver$ !a" opinion a!out the compan$&

GI

0E&Is $our %or' unit a %a$s %e p anne"K Response / %a$s In =ost Occasions Some time Rare $ Never Respon"ents R of Respon"ents 8H @7&77 4H ? I H 4I&IG 04 E H

Respondents

0 9

' Always 7n ,' ost /ccasions Some time Rarely *ever

$'

Inference3* ;rom the a!ove ta! e @7&77R of emp o$ees a %a$s , anne"# 4I&IGR of emp o$ees in most occasions %e p anne"# 04R of emp o$ees some times p anne" for the compan$&

SUDDESTIONS
GG

Since ma(orit$ of the peop e fee that the$ are not un"erpai"# %hich causes "issatisfaction& To avoi" that compan$ ma$ intro"uce "ifferent assertive schemes through %hich pa$ an" pro"uctivit$ can !e minimize"& Emp o$ees fee that the$ "o not have free"om to ta'e "ecision /n" therefore affects (o! a"verse $# emp o$ees shou " have some "egree of free"om "ecisions at their %or'p ace& Some emp o$ees have o% eve of commitment an" fee the$ are not much important in the "epartment an" the$ can e>p aine" ho% important there in the "epartment& Some of the emp o$ees fe t that their s'i s are not uti ize" comp ete $1 proper measure can !e ta'en for (o! "esign an" p acement& /s more than ha f of the peop e not satisfie" in their persona "eve opment# compan$ ma$ provi"e carrier "eve opment programs %here peop e can achieve their persona an" professiona goa s&

GE

;INDINDS =a(orit$ of the respon"ents "oesn-t have free"om to ta'e "ecisions# %hich sho%s centra ization in structure& Emp o$ees fee that the$ are ver$ important person in the "epartment# %hich sho%s their eve of commitment& Emp o$ees in /NDEA :ROBIND# Can see themse ves in a !etter position in near future %hich in"icates the carrier gro%th on the compan$& Compan$ is successfu in provi"ing goo" %or'ing con"itions& Emp o$ees in the /NDEA :ROBIND fee that the$ are !eing p ace" in right position %ere their s'i s are uti ize" comp ete $& 2hi e ver$ fe% "isagree %ith the a!ove& =a(orit$ of the respon"ents fee that the$ are un"er pai"& Emp o$ees in the /NDEA :ROBIND have goo" re ationship %ith their peers# superiors an" su!*or"inates& =ost of the emp o$ees have positive attitu"e of the management to%ar"s securit$ as emp o$ees fee high $ secure" in /NDEA :ROBIND & ;e% of the Emp o$ees are not satisfie" %ith the persona "eve opment& Emp o$ees in /NDEA :ROBIND are satisfie" %ith the compan$ po icies an" proce"ures& Emp o$ees in a "epartment are %e p ace" %hi e performing their activities&

G?

On the %ho e emp o$ees in /NDEA :ROBIND have 9o! Satisfaction their contri!uting factors for their satisfaction are goo" re ationship# 2or'ing con"itions# Compan$ po ices an" other !enefits& AI=IT/TIONS

The stu"$ is imite" to the po icies an" practices !eing fo o%e" in </SCO# get the comp ete "ata# in vie% of its c assifie" nature of the organization&

Time factor is the main constraint for the stu"$ as it %as restricte" on $ to 4months& Samp ing error is not ta'en into consi"eration& The information given !$ the samp e frame is thought accurate !$ researcher& /s the metho" a"opte" is Ran"om Samp ing# resu t ma$ not !e accurate an" !e ieva! e& /s the samp e size is 0HH emp o$ees# %ho e of the facts cou " not !e co ecte"& The fin"ings of the stu"$ are confine" on $ to the )uestion as'e" in the )uestionnaire an" through persona intervie%s& The stu"$ has !een carrie" in </SCO on $&

EH

MUESTIONN/IRE 0& Does $our (o! provi"e scope to achieve $our goa sK /6 Strong $ /gree :6 /gree C6 Disagree D6 Strong $ Disagree 4& Do $ou have enough free"om to ta'e "ecision at $our %or' p aceK /6 Strong $ /gree :6 /gree C6 Disagree D6 Strong $ Disagree E6 Neutra & 7& Can $ou see $ourse f in a !etter position in near futureK /6 Strong $ /gree :6 /gree C6 Un "eci"e" D6 Disagree E6Strong $ Disagree 8& Do $ou often fee that $ou are %or'ing un"er in human %or'ing con"itionsK /6 Strong $ /gree :6 /gree C6 Un "eci"e" D6 Disagree E6 Strong $ Disagree @& Do $ou fee that $ou are p ace" in a right p aceK /6 Strong $ /gree :6 /gree C6 Un "eci"e" D6 Disagree E6 Strong $ Disagree I& /re $ou a! e to maintain socia re ationship %ith $our peerK /6 Strong $ /gree :6 /gree C6 Un "eci"e" D6 Disagree G& Ho% "o $ou fee a!out $our re ationship %ith $our superiorK /6 Doo" :6 Satisfaction C6 ,oor D6 No Opinion E& Ho% $ou rate the fo o%ing !enefits provi"e" !$ the compan$K 06 Hea th 46 Aoan 76 Housing 86 Securit$ @6 Canteen I6 :onus G6 Compensation /6 E>ce ent :6 Doo"
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C6 /verage E6 <er$ :a"

D6 :a"

?& Ho% "o $ou fee a!out $our %or' oa"K /6 Re a>e" :6 Norma C6 :ur"en D6 Over :ur"en E6 Satisfie" 0H& Ho% "o $ou fee a!out responsi!i itiesK /6 High $ Responsi! e :6 Responsi! e C6 Not Responsi! e D6 No Opinion 00& 2hat are the )ua ification of suita! e for $our (o!K /6 =atricu ation :6 E"ucation C6 ,D LTech D6 Other specif$ E6 Overa 04& /re $ou Satisfie" %ith the attitu"e of the managementK /6 High $ Satisfie" :6 satisfie" C6 Dissatisfie" D6 High $ Dissatisfie" 07& /re $our suggestions agree in $our organizationK /6 /gree :6 Disagree C6 Some times D6 Never 08& Ho% far are $ou satisfie" %ith the compan$ ru es & Regu ationsK High $ Satisfie" :6 Satisfie" C6 Not Satisfie" D6 High $ Dissatisfie" 0@& Superiors reaction to%ar"s the matter $ou carrie" to themK /6 <er$ much Concern :6 Concern C6 Difference D6 In "ifference E6 <er$ much un concern 0I& :e ieve organization has goo" cu ture ethics an" opinionsK /6 Strong $ /gree :6 /gree C6 Un "eci"e" D6 Disagree E6 Strong $ Disagree

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0G& 2hat is $our overa opinion of the compan$K /6 E>ce ent :6 Doo" C6 /verage D6 :a" E6 <er$ :a" 0E& Is $our %or' unit a %a$s %e p anne"K /6 / %a$s :6 In most Occasion C6 Some Time" D6 Never

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:I:AIODR/,HY3 Name of the !oo's HU=/N RESOURCE =/N/DE=ENT ,ERSONNEA L HU=/N RESOURCE =/N/DE=ENT RO::INS V STE,HEN /uthors ,& SU::/ R/O

HU=/N RESOURCE =/N/DE=ENT /N IN;OR=/TION SYSTE=S /,,RO/CH V 2/YNE ; C/SCIO

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