A DISSERTATION REPORT OF

ON
JOB STATISFACTION OF EMPLOYEES
AT
ITC SAHARANPUR
SUBMITTED TO UTTRAKHAND TECHNICAL UNIVERSITY IN
PARTIAL FULFILMENT OF
MASTER OF BUSINESS ADMINISTRARION
(TWO YEARS FULL TIME DEGREE PROGRAMME)
SUBMITTED BY
POOJA PANT
M.B.A (IV SEMESTER)
1
PREFACE
Job satisfaction is the key stone to know about the effectiveness of the
management, staff, sub-ordinates etc. Evaluation of staff performance of any
organization aim at developing the motivation of staff as to improve their
present performance. Thus it is essential for it to be effective enough so that it
contributes in the progress of organization as well as the staff. t the same time
it should be evaluated in such a way so that it does not create a feeling of
dissatisfaction among the staff of the company.
!eeping these aspects in mind this study on "Evaluation of #ob satisfaction $T%
is undertaken with the aim to find out the contribution, effectiveness,
performance standard and development needs of the staff in the organization
&ollowing are some of the salient features of the pro#ect '
s far as possible, concepts are presented in an easy to understand style.
$t gives an opportunity to get information about ITC India Limited, which
is helpful to know about the company.
This pro#ect contains the clear and e(act concept of evaluation system ) this
system in $T% both.
Evaluation of performance makes the individual effective as he knows
whatever he do would be assessed and would be rewarded if proved
worthwhile.
*
TABLE OF CONTENTS
S.N. Top! P"#$ No.
1 Executive Summary 1
2 Objectives 2-3
3 Company Profile - ITC t!" #-1$
# %ob Satisfaction Of Employees 1&-#'
( )esearc* +et*o!olo,y #1-#3
$ -nalysis . /in!in,s ##-$#
& Conclusion . )ecommen!ations $(
0 1uestionnaire $$-&'
2 3iblio,rap*y &1
E%ECUTIVE SUMMARY
+
This pro#ect of #ob satisfaction of employees is an integral part of our curriculum. The main
ob#ective of this is to study and analyze an organization from personnel management point of
view. $t helps us to understand the #ob satisfaction level of employees in an organization.
,ehind every successful organization -uman .esource is one of the most important
functions. To achieve this, #ob satisfaction of employees of the company should be well
defined and e(ecuted in synchronization with the targets. proper recruitment and selection
provides a pool of potentially /ualified candidates, which can add to the effectiveness of an
organization and its ultimate success.
$n our pro#ect we have studied one of the $ndia0s leading Te(tile %ompany $T% 1td. 2ur
nalysis is based on the leading edge -. 3ractices across the e(tended enterprise of $T%
4
OBJECTIVES OF STUDY
The ob#ective of study are-5
1. To obtain practical knowledge.
*. To learn the concept by seeing them in real life.
+. The main ob#ective was to apply our bookish knowledge on the real life data.
4. To be familiar with the working of -uman resource in an organization.
6. To identify level of #ob satisfaction in $T% .
7. To identify the facilities provided by $T% in order to increase the level of satisfaction
in employees.
8. To attain in real, the knowledge of things which really affects the satisfaction level of
an employee working in an organization.
6
SCOPE OF THE STUDY
The pro#ect covers the study of evaluation of the #ob satisfaction of at staff level at the
9-.:3;. unit of ITC India Limited. The departments in which survey was
conducted are as follows5
-;<: .E92;.%E =E3T.
<$:TE::%E
>;1$T? 99;.:%E
3.2=;%T$2: =E3T.
The employees of different departments of the organization gave full co-operation and
support by frankly answering the /uestion as prepared for their evaluation of #ob
performance based on their functions and behavior.
7
COPANY PROFILE
$T% is one of $ndia@s foremost private sector companies with a market capitalisation of nearly
;9 A 1B billion and a turnover of over ;9 A 4.86 billion. $T% is rated among the Corld@s ,est
,ig %ompanies, sia@s @&ab 6D@ and the Corld@s <ost .eputable %ompanies by &orbes
magazine, among $ndia@s <ost .espected %ompanies by ,usinessCorld and among $ndia@s
<ost Ealuable %ompanies by ,usiness Today. $T% also ranks among $ndia@s top 1D F<ost
Ealuable G%ompanyH ,rands@, in a study conducted by ,rand &inance and published by the
Economic Times.
$T% has a diversified presence in %igarettes, -otels, 3aperboards ) 9pecialty 3apers,
3ackaging, gri-,usiness, 3ackaged &oods ) %onfectionery, $nformation Technology,
,randed pparel, 3ersonal %are, 9tationery, 9afety <atches and other &<%I products.
Chile $T% is an outstanding market leader in its traditional businesses of %igarettes, -otels,
3aperboards, 3ackaging and gri-E(ports, it is rapidly gaining market share even in its
nascent businesses of 3ackaged &oods ) %onfectionery, ,randed pparel, 3ersonal %are and
9tationery.
s one of $ndia@s most valuable and respected corporations, $T% is widely perceived to be
dedicatedly nation-oriented. %hairman ? % =eveshwar calls this source of inspiration Ja
commitment beyond the marketJ. $n his own words5 J$T% believes that its aspiration to create
enduring value for the nation provides the motive force to sustain growing shareholder value.
$T% practices this philosophy by not only driving each of its businesses towards international
competitiveness but by also consciously contributing to enhancing the competitiveness of the
larger value chain of which it is a part.J


$T%@s diversified status originates from its corporate strategy aimed at creating multiple
drivers of growth anchored on its time-tested core competencies5 unmatched distribution
reach, superior brand-building capabilities, effective supply chain management and
acknowledged service skills in hoteliering. 2ver time, the strategic forays into new
businesses are e(pected to garner a significant share of these emerging high-growth markets
in $ndia.
T%@s gri-,usiness is one of $ndia@s largest e(porters of agricultural products. $T% is one of
the country@s biggest foreign e(change earners G;9 A *.B billion in the last decadeH. The
%ompany@s @e-%houpal@ initiative is enabling $ndian agriculture significantly enhance its
competitiveness by empowering $ndian farmers through the power of the $nternet. This
transformational strategy, which has already become the sub#ect matter of a case study at
-arvard ,usiness 9chool, is e(pected to progressively create for $T% a huge rural
distribution infrastructure, significantly enhancing the %ompany@s marketing reach.
8
$T%@s wholly owned $nformation Technology subsidiary, $T% $nfotech $ndia 1imited, is
aggressively pursuing emerging opportunities in providing end-to-end $T solutions, including
e-enabled services and business process outsourcing.
$T%@s production facilities and hotels have won numerous national and international awards
for /uality, productivity, safety and environment management systems. $T% was the first
company in $ndia to voluntarily seek a corporate governance rating.
$T% employs over *1,DDD people at more than 7D locations across $ndia. The %ompany
continuously endeavors to enhance its wealth generating capabilities in a globalising
environment to consistently reward more than +,81,DDD shareholders, fulfill the aspirations of
its stakeholders and meet societal e(pectations. This over-arching vision of the company is
e(pressively captured in its corporate
positioning statement5 JEnduring Ealue.
.



B
HISTORY AND EVOLUTION
%ompany was established on *4 ugust,1K1D.$ts beginnings were humble. leased office on
.adha ,azar 1ane, !olkata, was the centre of the %ompany@s e(istence. The %ompany
celebrated its $T% was incorporated on ugust *4, 1K1D under the name of @$mperial Tobacco
17th birthday on ugust *4, 1K*7, by purchasing the plot of land situated at +8,
%howringhee, Gnow renamed J.1. :ehru .oadH !olkata, for the sum of .s +1D,DDD. This
decision of the %ompany was historic in more ways than one. $t was to mark the beginning of
a long and eventful #ourney into $ndia@s future. The %ompany@s head/uarter building,
@Eirginia -ouse@, which came up on that plot of land two years later, would go on to become
one of !olkata@s most venerated landmarks. The %ompany@s ownership progressively
$ndianised, and the name of the %ompany was changed to $.T.%. 1imited in 1K84. $n
recognition of the %ompany@s multi-business portfolio encompassing a wide range of
businesses - %igarettes ) Tobacco, -otels, $nformation Technology, 3ackaging, 3aperboards
) 9pecialty 3apers, gri-E(ports, &oods, 1ifestyle .etailing and Ireeting Iifting )
9tationery - the full stops in the %ompany@s name were removed effective 9eptember 1B,
*DD1. The %ompany now stands rechristened @$T% 1imited@.
Though the first si( decades of the %ompany@s e(istence were primarily devoted to
the growth and consolidation of the Ci!a"ettes and Leaf T#$a%%# businesses, the
9eventies witnessed the beginnings of a corporate transformation that would usher
in momentous changes in the life of the %ompany.
$T%@s Pa%&a!in! ' P"intin! B(siness was set up in 1K*6 as a strategic backward
integration for $T%@s %igarettes business. $t is today $ndia@s most sophisticated
packaging house.
$n 1K86 the %ompany launched its H#tels $(siness with the ac/uisition of a hotel in
%hennai which was rechristened )ITC*+el%#m!"#(, H#tel C-#la). The ob#ective
of $T%@s entry into the hotels business was rooted in the concept of creating value for
the nation. $T% chose the hotels business for its potential to earn high levels of
foreign e(change, create tourism infrastructure and generate large scale direct and
indirect employment. 9ince then $T%@s -otels business has grown to occupy a
position of leadership, with over 8D owned and managed properties spread across
$ndia.
$n 1K8K, $T% entered the Pa,e"$#a"ds $(siness by promoting $T% ,hadrachalam
3aperboards 1imited, which today has become the market leader in $ndia.
,hadrachalam 3aperboards amalgamated with the %ompany effective <arch 1+,
*DD* and became a =ivision of the %ompany, ,hadrachalam 3aperboards =ivision.
$n :ovember *DD*, this division merged with the %ompany@s Tribeni Tissues
=ivision to form the 3aperboards ) 9pecialty 3apers =ivision. $T%@s paperboards@
technology, productivity, /uality and manufacturing processes are comparable to the
best in the world. $t has also made an immense contribution to the development of
9arapaka, an economically backward area in the state of ndhra 3radesh. $t is
directly involved in education, environmental protection and community
K
development. $n *DD4, $T% ac/uired the paperboard manufacturing facility of ,$1T
$ndustrial 3ackaging %o. 1td G,$3%2H, near %oimbatore, Tamil :adu. The !ovai
;nit allows $T% to improve customer service with reduced lead time and a wider
product range.
$n 1KB6, $T% set up 9urya Tobacco %o. in :epal as an $ndo-:epal and ,ritish #oint
venture. 9ince inception, its shares have been held by $T%, ,ritish merican
Tobacco and various independent
paper manufacturing company and a ma#or supplier of tissue paper to the cigarette
industry. The merged entity was named the Tribeni Tissues shareholders in :epal. $n
ugust *DD*, 9urya Tobacco became a subsidiary of $T% 1imited and its name was
changed to S("/a Ne,al P"ivate Limited G9urya :epalH.
$n 1KKD, $T% ac/uired Tribeni Tissues 1imited, a 9pecialty =ivision GTT=H. To harness
strategic and operational synergies, TT= was merged with the ,hadrachalam 3aperboards
=ivision to form the Pa,e"$#a"ds ' S,e%ialt/ Pa,e"s Divisi#n in :ovember *DD*.
lso in 1KKD, leveraging its agri-sourcing competency, $T% set up the A!"i B(siness
Divisi#n for e(port of agri-commodities. The =ivision is today one of $ndia@s largest
e(porters. $T%@s uni/ue and now widely acknowledged e-

%houpal initiative began in *DDD with soya farmers in <adhya 3radesh. :ow it
e(tends to K states covering over 4 million farmers. $T%@s first rural mall, christened
@%houpal 9aagar@ was inaugurated in ugust *DD4 at 9ehore. 2n the rural retail front,
*4 @%houpal 9aagars@ are now operatonal in the + states of <adhya 3radesh,
<aharashtra and ;ttar 3radesh.
$n *DDD, $T% launched a line of high 0(alit/ !"eetin! %a"ds under the brand name
@E1,"essi#ns@. $n *DD*, the product range was enlargedwith the introduction of 2ift
3"a,,e"s4 A(t#!"a,- $##&s and Slam $##&s. $n the same year, $T% also launched
)E1,"essi#ns at"($-as-a), a vernacular range of greeting cards in eight
languages and )E1,"essi#ns Pa,e"&"aft), a range of premium stationery products.
$n *DD+, the company rolled out )Classmate), a range of notebooks in the school
stationery segment
$T% also entered the 1ifestyle .etailing business with the +ills S,#"t range of
international /uality rela(ed wear for men and women in *DDD. The Cills 1ifestyle
chain of e(clusive stores later e(panded its range to include +ills Classi% f#"mal
3ea" G*DD*H and +ills Cl($life evenin! 3ea" G*DD+H. $T% also initiated a foray
into the popular segment with its men@s wear brand, J#-n Pla/e"s, in *DD*. $n *DD7,
Cills 1ifestyle became title partner of the country@s most premier fashion event -
+ills Lifest/le India Fas-i#n +ee& - that has gained recognition from buyers and
retailers as the single largest ,-*-, platform for the &ashion =esign industry. To
mark the occasion, $T% launched a special @%elebration 9eries@, taking the event
forward to consumers. $n *DD8, the %ompany introduced @iss Pla/e"s@- a fashion
brand in the popular segment for the young woman.
1D
$n *DDD, $T% spun off its information technology business into a wholly owned subsidiary,
ITC Inf#te%- India Limited4 to more aggressively pursue emerging opportunities in this
area. Today $T% $nfotech is one of $ndia0s fastest growing global $T and $T-enabled services
companies and has established itself as a key player in offshore outsourcing, providing
outsourced $T solutions and services to leading global customers across key focus verticals -
<anufacturing, ,&9$ G,anking, &inancial 9ervices ) $nsuranceH, %3I). G%onsumer
3ackaged
$T%@s foray into the &oods business is an outstanding e(ample of successfully blending
multiple internal competencies to create a new driver of business growth. $t began in ugust
*DD1 with the introduction of )5it%-ens #f India) ready-to-eat $ndian gourmet dishes. $n
*DD*, $T% entered the confectionery and staples segments with the launch of the brands
mint*# and Cand/man confectionery and Aas-i"vaad atta Gwheat flourH. *DD+ witnessed the
introduction of S(nfeast as the %ompany entered the biscuits segment. $T%@s entered the fast
growing branded snacks category with Bin!#6 in *DD8. $n #ust si( years, the &oods business
has grown to a significant size with over *DD differentiated products under si( distinctive
brands, with an enviable distribution reach, a rapidly growing market share and a solid
market standing.
*DD+ marked the manifestation of its partnership with the cottage sector. $T%@s
popular agarbattis brands include S,"i-a and an!aldee, across a range of
fragrances like .ose, Jasmine, ,ou/uet, 9andalwood, <adhur, 9ambrani and
:agchampa.
$T% introduced Essen7a Di +ills, an e(clusive range of fine fragrances and bath )
body care products for men and women in July *DD6. Ini7i#4 the signature range
under Essen7a Di +ills provides a comprehensive grooming regimen with distinct
lines for men GIni7i# H#mmeH and women GIni7i# FemmeH. %ontinuing with its
tradition of bringing world class products to $ndian consumers the %ompany
launched @Fiama Di +ills@, a premium range of 9hampoos, 9hower Iels and 9oaps
in 9eptember, 2ctober and =ecember *DD8 respectively. The %ompany also
launched the @S(,e"ia@ range of 9oaps d and shampoos in the mass-market segment
at select markets in 2ctober *DD8 and &ebruary *DDB.


11
THE ITC +AY
$T% is a board-managed professional company, committed to creating enduring value for the
shareholder and for the nation. $t has a rich organisational culture rooted in its core values of
respect for people and belief in empowerment. $ts philosophy of all-round value creation is
backed by strong corporate governance policies and systems.

ITC8s %#",#"ate st"ate!ies a"e :
%reate multiple drivers of growth by developing a portfolio of world
class businesses that best matches organisational capability with
opportunities in domestic and e(port markets.
%ontinue to focus on the chosen portfolio of &<%I, -otels, 3aper,
3aperboards ) 3ackaging, gri ,usiness and $nformation
Technology.
,enchmark the health of each business comprehensively across the
criteria of <arket 9tanding, 3rofitability and $nternal Eitality.
Ensure that each of its businesses is world class and internationally
competitive.
Enhance the competitive power of the portfolio through synergies
derived by blending the diverse skills and capabilities residing in
$T%0s various businesses.
1*
COMPANY MISSION
To enhance the wealth a generating capability of the
enterprises in globalizing environment, delivering
superior and sustainable stakeholders value.
COPANY VISION
Sustained ITCs position as one of Indias most valuable
corporation through world class performance, creating
growing value for the Indian economy and the
copmanys stake holders.
1+
T+OS ATRI9
S+OT OF ITC:
STREN2HS +EA5NESSES
opportunities
<arket e(pansion
3romotion
warness
ffordability
Emphasize on personal
care
Threats
=iversification 9trategic alliances with
international players



14
ITC PRODUCTS
,$:I2<= :I1E9
9-$.E=
9;:&E9T
9&ET? <T%-E9
I.$ EL32.T9
&$< =$ C$119 ,the largest selling 9hampoo with over 66M market share.
E$EE1 ;1T. ,anti dandruff shampoos ) soaps.
<$:T2 &.E9-,tablets in command with 86M market share of &reshning tablets
category
<99IE 2$1,market with +6M of total share
16
ITC PRODUCTS
HEALTH SUPPLEENTS
9;:&E9T
<$:T2 &.E9-

E$EE1 ;1T. =:=.;&& 9-<322

I!"! #I $I%%S
S&!"'((
17


S5IN CARE
%1E: ) %1E.
:T;.1 &%E 3%!
E$EE1 ) &$< =$ C$119 ,E;T? 9239
HOADE
.:IE 2& %;1$:.? $:I.E=$E:T9 I$E$:I ;9 @T-E T9TE2& $:=$:
!$T%-E:
18

HUAN RESOURCE ANA2EENT AT ITC
-uman beings are the dynamic elements of management.T-E success of an enterprise will
depend upon the caliber and motivation of persons working on it.ll organizational
structures re/uire different types of people.The human resourse management refers to the
problem of selecting, training ,motivating and retaining personnel in any organization.$t is
concerned with recruitment,training and development of personnel.

,ig organization re/uires a large number of person every year this necessitates locating of
appropriate person who can be hired apart of human resourse mamagement is assigned to
perssonel department.This department performs some of the staffing function on behalf of
managers.The managers should be involved in preparation and e(ecution of staffing policies
so that while incorporating it they have the support of best possible staff.The managers
should devote sufficient time for human resourse management.
VALUE OF HUAN RESOURCE ANA2EENT
1B
-uman resourse is the most important asset of an organization . 3lanning for human
resourses is an important managrrial function . $t ensures ade/uate supply,proper /uantity
and /uality as well as effective utilization of human resources . There is generally a shortage
of suitable person . n organization will determine its manpower needs and then find out the
sources from which the re/urirements will be met . $f sufficient manpower is not available
then mgmt willsuffer .#ob opportunities are available in these countries but proper persons are
not there.These countries try to import skill from other countries.$n order to meet human
resourses need,an organization will have to plan in advance about its re/uirements and the
sourses,etc.
CRITICAL SUCCESS FACTOR OF ITC LIITED
&$::%$1 9T.E:IT-
,.:= .E%2I:$T$2:
?$E1= <:IE<E:T 9$TE := 12%T$2:
329$T$2:$:I := I;E9T 3.2&$1E
=$&&E.E:T$1 3.$%$:I
CORPORATE 2OVERNANCE
$n $ndia, the 9ecurities and E(change ,oard of $ndia G9E,$H stipulates corporate governance
standards for listed companies through the %lause 4K of the listing agreement of the stock
e(changes. 9E,$, through circulars dated *Kth 2ctober, *DD4 and *Kth <arch, *DD6, has
revised the e(isting %lause 4K and has mandated listed companies to comply with the revised
%lause 4Kby +1st =ecember, *DD6.
s a %ompany, which is committed to ensuring good corporate governance practices in all its
dealings, $T% has moved beyond merely meeting mandated regulations and made concerted
efforts to imbibe global standards of corporate governance. $n this pursuit, $T% has already
put in place systems and procedures and is fully compliant with the revised %lause 4K well
before it becomes mandatory. Thus at $T%, we believe good governance is key to a strong
bond of trust between the company and all its stakeholders.
C#",#"ate 2#ve"nan%e Initiatives
1K
$T% has always gone beyond merely meeting mandated regulations and made concerted
efforts to imbibe global standards of %orporate Iovernance.
The %ompany0s sound governance practice is evident from the presence of individuals of
high integrity and stature as independent directors on the ,oard.
The %ompany0s information disclosure standards in terms of its clear demarcation of
,oard and management0s responsibilities, clear responsibilities of the %hairman and
%E2, .emuneration policy, financial performance, ownership pattern, shareholders rights
and ,oard membership criteria traverses a long way in establishing $T% commitment
towards good %orporate Iovernance.
9elected amongst 4,DDD companies evaluated this year for this award
ward recognizes $T% leadership effort and initiatives in practicing good governance

*D
ABOUT JOB SATISFACTION
Definiti#ns #f J#$ Satisfa%ti#n
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of one0s #ob
an affective reaction to one0s #ob
and an attitude towards one0s #ob
Job satisfaction is an attitude but points out that researchers should clearly
distinguish the ob#ects of cognitive evaluation which are affect GemotionH, beliefs and
behaviours.
;T-e ,leas("e de"ived f"#m a <#$ 3ell d#ne4 f"#m &n#3in! t-at 3-at /#( d# is
a,,"e%iated4 val(a$le t# s#me#ne8.
In =>?=* Pa"&e" and 5leemei" #$se"ved:
<anagement has at long last discovered that there is greater production and hence
greater profit, when workers are satisfied with their #ob.
*1
J#$ Satisfa%ti#n
Job satisfaction is in regard to one0s feelings or state of mind regarding the nature of their
work. Job satisfaction can be influenced by a variety of factors, e.!. the /uality of one0s
relationship with their supervisor, the /uality of physical environment in which they work,
degree of fulfillment in their work etc.
The happier people are within their #ob, the more satisfied they are said to be. Job satisfaction
is not the same as motivation, although it is clearly linked. Job design aims to enhance #ob
satisfaction and performanceN methods include #ob rotation, #ob enlargement and #ob
enrichment. 2ther influences on satisfaction include the management style and culture,
employee involvement, empowerment and autonomous work groups. Job satisfaction is a
very important attribute which is fre/uently measured by organizations. The most common
way of measurement is the use of rating scales where employees report their reactions to
their #obs. >uestions relate to rate of pay, work responsibilities, variety of tasks, promotional
opportunities the work itself and co-workers. 9ome /uestioners ask yes or no /uestions while
others ask to rate satisfaction on 1-6 scale Gwhere 1 represents Jnot at all satisfiedJ and 6
represents Je(tremely satisfiedJH.
**
DETERINANTS OF JOB SATISFACTION
S(,e"visi#n: $t is one of the most important factors in Job 9atisfaction. Employee
oriented or considerate supervisors who take personal interest in their subordinates )
display friendship, mutual trust, respect and warmth, have been found to have
subordinates who are relatively more satisfied with their #ob.
T-e +#"& 2"#(,: 3eople seek satisfaction of their social ) psychological needs in
interaction with others in a group situation. $solated workers dislike their #obs.
J#$ C#ntent: -E.O,E.I hold the view that #ob content factors such as
achievement, recognition, advancement, responsibility ) the work itself tend to
provide satisfaction but there absences doesn0t tend to create dissatisfaction.
O%%(,ati#nal Level: large number of research studies have shown that there is a
positive relationship between the level or hierarchical status of a person and his #ob
satisfaction.
S,e%iali7ati#n: 9pecialization has no doubt resulted in greater efficiency, but it has
also contributed to dissatisfaction, repetitiveness of the task is found to be boring and
monotonous by workers. PCorkers who carried out a number of operations e(pressed
satisfaction with their #ob0 ' said C1!E. ) I;E9T.
A!e: Corkers in the advanced age group tend to feel more satisfied with their #ob
because they have ad#usted with their #ob condition but younger workersN tend to feel
dissatisfaction with their #ob conditions because they have high ambitions about their
carrier advancement.
*+
JOB SATISFACTION ' PRODUCTIVITY
$t was believed for a long time, particularly by human relations e(perts, that satisfied,
workers were productive workers, but later researchers sounds it to be a myth. :o doubt
some studies have reported positive correlation between satisfaction ) productivity but these
are often not statistically significant.
,?&$E1= ) %.2%!ETT concluded from a review of a number of research studies that
#ob satisfaction did not necessarily imply high performance and that "production may be only
peripherally related to many of the goals towards which the industrial worker may be
strivingQ.
Relati#ns-i, $et3een satisfa%ti#n ' ,"#d(%tivit/ is very comple(. There are four
possible relationships5
o Hi!- Satisfa%ti#n ' L#3 P"#d(%tivit/: -ighly satisfied workers may turn out to be
low in productivity, if management is interested only in "keeping the employees
happyQ, and not demanding of high productivity.
1. Hi!- Satisfa%ti#n ' Hi!- P"#d(%tivit/: $t e(ists when supervisor is both employee
oriented as well as task oriented. -e tries his best to help his employees in the
fulfillment of their social ) psychological needs.
o L#3 Satisfa%ti#n ' L#3 P"#d(%tivit/: $t occurs when the supervisor is Plaissez
faire0 type. -e neither takes care of employees needs not of production.
o L#3 Satisfa%ti#n ' Hi!- P"#d(%tivit/: $t may be found to e(ists together where a
highly task oriented and coercive supervisor uses scientific management techni/ues to
push up production without any regard to employee needs and feelings.
*4
?E9 :2
*6
+-at t-e <#$ #ffe"s t# t-e
em,l#/ee.
J#$
Satisfa%ti#n
V#l(nta"/
Resi!nati#n
Em,l#/ee V#%ati#nal
Needs
ATCH
Em,l#/ee J#$ Satisfa%ti#n* A C#n%e,t(al #del
Dete"minin! Em,l#/ee J#$ Satisfa%ti#n
The success of knowledge transfer and knowledge sharing relies on employee #ob satisfaction
and the stability of the workplace. Job satisfaction can be derived from the degree of match
between an employee0s vocational needs and the re/uirements of the #ob.
9ome key vocational needs5
1evel of chievement
bility utilization
dvancement
1evel of ctivity
uthority
1evel of %reativity
%ompensation
$ndependence
<oral Ealues
1evel of responsibility
.ecognition
9tatus
Job 9ecurity
9upervision Ghuman relationsH
9upervision GtechnicalH
*7
Eariety
%onditions of Cor
A J#$ Desi!n f#" Em,l#/ee J#$ Satisfa%ti#n
#ob consists of following things in order to satisfy the employee from hisRher #ob5-
E(perience variety in the task to avoid boredom.
$s given responsibility to suit his ability.
-as an opportunity to display his skills.
Iet a chance to develop a sense of accomplishment and self growth.
-as an opportunity to control the work.
$s able to participate in problem solving and decision making.
-as an opportunity to learn new skills and to grow and develop with the organization.
3roper technology for doing the work must be provided to the employee.
Measuring Job satisfaction
There are many methods for measuring #ob satisfaction. ,y far, the most common method for
collecting data regarding #ob satisfaction is the Li&e"t s%ale Gnamed after .ensis 1ikertH.
2ther less common methods of for gauging #ob satisfaction include5
*8
?esR:o /uestions
TrueR&alse /uestions
3oint systems
%hecklists
&orced choice answers.
The J#$ Des%"i,tive Inde1 GJ=$H, created by "9mith, !endall, ) -ulinQ G1K7KH, is a specific
/uestionnaire of #ob satisfaction that has been widely used. $t measures one0s satisfaction in
five facets5
3ay
3romotions and promotion opportunities
%oworkers
9upervision
Cork
The scale is simple, participants answer either yes, no, or can0t decide Gindicated by PS0H in
response to whether given statements accurately describe one0s #ob.
*B
The J#$ in 2ene"al Inde1 is an overall measurement of #ob satisfaction. $t is an
improvement to the Job =escriptive $nde( because the J=$ focuses too much on individual
facets and not enough on work satisfaction in general.
2ther #ob satisfaction /uestionnaires include5
o The innes#ta Satisfa%ti#n @(esti#nnai"e G<9>H measures #ob satisfaction in *D
facets and has a long form with 1DD /uestions Gfive items from each facetH and a short
form with *D /uestions Gone item from each facetH.
o T-e J#$ Satisfa%ti#n S("ve/ GJ99H is a +7 item /uestionnaire that measures nine
facets of #ob satisfaction.
T-e Fa%es S%ale of #ob satisfaction, one of the first scales used widely, measured overall #ob
satisfaction with #ust one item which participants respond to by
Indi%at#"s #f J#$ Dissatisfa%ti#n
There are various indicators which reflect that the employee is dissatisfied from the #ob, and
management or the superior must check these in order to recognize the problem of that
employee and try to solve it out in order to create satisfaction, which is beneficial for both
employee as well as the organization. 9ome of these indicators are5-
1abour turnover
*K
bsenteeism
1oitering ) $dling
9eeking a transfer
1ow <orale
&rustration
-igher error rate than anticipated
1ow performance
,ad behaviour
;ndue interest in complaints about salary ) opportunity for career development.
Try to avoid accepting new work
,ad communication with subordinates
Im,"#ve Em,l#/ees8 J#$ Satisfa%ti#n
&le(ible work hours aren@t the only way to increase employee satisfaction. -ere are some
other steps you can take to boost your workers@ loyalty and dedication while reducing
turnover5
P"#vide em,l#/ees 3it- "es,#nsi$ilit/*and t-en let t-em (se it. <ost surveys show
that the greatest source of employee pride and satisfaction is the feeling of
accomplishment that comes from having-and e(ercising-responsibility. ?et many
business owners, consumed by fears of a shrinking bottom line, have turned
micromanagement into an art form. ;nfortunately, few things employers do cause more
+D
employee dissatisfaction. -ere@s the real bottom line5 $f you can@t trust your employees to
be able to think and act on their own, you probably shouldn@t have hired them in the first
place.
S-#3 "es,e%t. &rustrated by a faltering economy, diminishing markets and meddling
investors, many business owners look close to home for someone to blame-all too
often, that@s their own employees. The resultS growing number of employees feel
like they@re being viewed as the enemy, not as loyal partners. $ts little wonder so many
employees seem ready to #ump ship at the first sign of opportunity. 2n the other hand,
companies that truly value their employees earn more than gratitude-they win
enhanced dedication and productivity as well. 9o be sure to show your employees
how much you respect and value them-tell them how much you appreciate them,
throw them a pizza party, recognize an employee of the month, do anything you can
to show them how much you care.
Re%#!ni7e t-e 3-#le ,e"s#n. Employees are more than K-to-6 robots who turn off at night
and can@t wait until the starting bell rings the ne(t morning. ll workers have lives, interests,
and friends and family outside the office-and most are constantly struggling to balance
increasingly hectic schedules. Chile companies can@t sacrifice unduly to the whims of a
single individual, making
concessions where possible-allowing a long lunch break to attend a child@s school
event, for instance, or permitting a sales e(ecutive to fly out on <onday morning
instead of 9unday night-can pay huge dividends in the long run.
+1
a"& #(t a %lea" ,at- t# !"#3t-. 9ome employees are content to remain where they
are in an organization, but most want to grow in their careers over time. ,usiness
owners who wish to increase employee satisfaction tend to look past formalities and
establish genuine growth paths for all their employees, not #ust their senior
e(ecutives.
+*
FIVE TIPS FOR IPROVIN2 THE EPLOYEE JOB SATISFACTION
,uild employees0 competence and self-confidence through training, feedback and
recognition. JThere is a very close relationship between high #ob satisfaction and
feelings of effectiveness on the #ob,J says =r. L#e-". JEncouragement of genuine
self-confidence is probably the number one way to achieve higher #ob satisfaction.J
%ommunicate the value of the organization0s products and services, and the role the
organization plays in the marketplaces where it operates. J3eople with high #ob
satisfaction also report an e(traordinarily high sense of mission, vision and passion
for their work,J says L#e-". JThey feel their work is consistent with their values.
They couldn0t achieve that feeling if their employers didn0t enable them to get
meaningful insight about the value they provide to customers.J
Encourage and reward thoughtful risk-taking. J3eople with high #ob satisfaction also
score high on the desire to try novel approaches, face challenges and perform
problem-solving both individually and in groups,J says L#e-". JThey appear to have
an appetite for mission-driven change. They also rate themselves very high on
perseverance.J
Encourage positive workplace relations. J3eople who are highly satisfied in their #obs
report good feelings about their bosses, peers and coworkers,J says L#e-". JTheir
feelings of opportunity are elevated, and they perceive a low hassle-factor.J
++
Encourage meaningful rest breaks and light diversion. J-igh #ob satisfaction
correlates strongly with the feeling of having fun at work,J says =r. L#e-". J-ighly
satisfied individuals also report that they find it easy to wake in the morning, and that
their sleep is deep and restful.J -e adds5 JThis is consistent with our thirty years of
research on world-class athletes. Top performers in every field know how to enhance
performance through rest and recovery.J
+-at Can ana!e"s D# f#" em,l#/ee J#$ Satisfa%ti#n
* &irst task is to e1amine -isA-e" $eliefs ' is heRshe a K, K manager, 6, 6 or 1, 1S Chat is
hisRher role with regard to company goals and employees@ welfareS =oes heRshe know what
motivates himRherS Then heRshe can begin to assess what may motivate hisRher staff -
remembering that it will vary from one to another, and time to time.
* <ake sure there is f"ee fl#3in! %#mm(ni%ati#n in all directions and that the
communications are understood.
* part from the re/uirements of 3#"&,la%e -ealt- and safet/ Thygiene factorsU, make sure
that all staff are ade0(atel/ t"ained f#" t-ei" <#$s and know that they can be t"ained f#"
t-e ne1t <#$.
- Va"/ a,,"#a%-es4 va"/ t-e 3#"&4 s-a"e !#als4 and ,"#vide aven(es f#" advan%ement.
llocate work roles effectively, lead from in front. 3roviding #ob satisfaction and
encouraging motivation are amongst the manager@s most difficult tasks.

+4
JOB SATISFACTION ODEL FOR RETENTION
The fundamental reason that employees leave organisations is that they are not satisfied.
Their dissatisfaction could occur on many levels. <uch published research on turnover
indicates that money is often :2T the most important reason. Employees leave for other
reasons such as career growth and development, or a change in life circumstances, or factors
like that.
$t0s handy to think of the reasons for dissatisfaction in terms of ,(s- fa%t#"s Gthings that
make employees more dissatisfiedH and ,(ll fa%t#"s Gthings that make employees more
satisfiedH. These factors are showing the level of satisfaction as well as dissatisfaction of
employees working in an organization.
The factors that are going to make some <2.E dissatisfied are things like5
poor pay
poor compensation
poor work conditions
lack of promotions
poor benefits offering
lack of #ob security
The factors that make an employee <2.E satisfied are things like5
good leadership in the organisation
good relationship with their manager
+6
recognition for their achievements Gnot necessarily monetary recognitionH
advancement in their careers
personal growth and development
feedback and support Gmeaningful feedback, not #ust naked criticismH
clear direction and ob#ectives
9o there is a lot that can be done on the positive side to increase satisfaction. :aturally, there
are of course many opportunities on this side of the house where a good talent management
solution can help things along.
+7
Factors leading to
Dissatisfaction
Factors leading to
Satisfaction
Em,l#/ee
Dissatisfa%ti#n
Em,l#/ee
Satisfa%ti#n
F(lfillment
C#mmitment
En!a!ement
JOB SATISFACTION ODEL FOR RETENTION
+8
P##" Pa/
P##" +#"& %#nditi#ns
P##" C#m,ensati#n
La%& #f ,"#m#ti#n
P##" $enefits #ffe"in!
La%& #f <#$ se%("it/
2##d leade"s-i, ,"a%ti%es
2##d mana!e" "elati#ns-i,
Advan%ement
Pe"s#nal !"#3t-
Feed$a%& ' s(,,#"t
Clea" di"e%ti#n ' #$<e%tives
JOB SATISFACTION IN ITC
Job satisfaction of employees means a lot for the management of $T%. They deal with each )
every aspect which can satisfy their employees. ccording to them -uman .esource is the
most important part of any organization, and it is very necessary for the organization to keep
their employees happy in order to achieve the organizational success ) goal.Employee
satisfaction being a very important part of their ideology, the group is sensitive to the
re/uirements of its greatest asset and committed to ensure utmost satisfaction and value for
their hard work and dedication. This is the reason that $T% en#oys faithful and good
employees forever.
Employee satisfaction is really very important and that0s why $T% provides different benefits,
good salary package, working conditions, suitable time, initiative and responsibility etc. to
their employees in order to attain ma(imum Job 9atisfaction of employees.
FACILITIES PROVIDED BY ITCTO THEIR EPLOYEES FOR JOB
SATISFACTION
Training ) development
Transportation &acility
<edical &acility
Iood communication ) ,ehaviour with their Employees
+B
%ommunication &acility
-ouse .ent llowance
%anteen &acility
.est room
9uitable working hours
Celfare &acilities
9alary
3rovident &und
Iratuity
Employee 9tate $nsurance
2ther
T"ainin! ' Devel#,ment: Training is the process of learning in a se/uence of
programmed behavior. $t is application of knowledge. $t gives people an awareness of the
rules ) procedures to guide their behavior. $t attempts to improve their performance on the
current #ob or prepare them for an intended #ob.
+K
=evelopment is a related process. $t covers not only those activities which improve
#ob performance but also which bring about growth of personality, help individuals in the
progress towards maturity and the actualization of their potential capacities.
$T% provides regular training and implements different employee development
programmes for increasing employees satisfaction as well as confidence. $t also maintains the
knowledgeable and valuable workforce.
T"ans,#"tati#n Fa%ilit/: $T% provides transportation facility to their employees in order
to provide them ease and comfort to reach the work place timely and comfortably.
edi%al Fa%ilit/: $f there is any accident in $T% with their employees or workers, $T%
provides medical facility to them. ;nfortunately, if any person died, then $T% provides a
good compensation to the family of that person, and provides education facility to the
children of that employee.
2##d C#mm(ni%ati#n ' Be-avi#(" 3it- em,l#/ees: <anagement knows how to
treat the workforce and how to make them happy. There is free flowing communication and
good behavior with the employees in order to give them respect and maintain their dignity.
C#mm(ni%ati#n Fa%ilit/: $T% provides cell phones to their senior employees to satisfy
them and for making calls related to work and some personal as well.
H#(se Rent All#3an%e: n allowance granted to an employee by his employer to meet
the e(penditure incurred on payment of rent in respect of residential accommodation
occupied by him. $T% provides -. to the employees.
4D
Canteen: There is canteen facility in $T% for the employees, where they can have lunch, if
it is not possible for them to carry it from home.
Rest R##m: $f any employee is not feeling well during working hours, heRshe can take
proper rest and can #oin work after sometime.
S(ita$le +#"&in! H#("s: $T% is well known for satisfactory employees and the main
reason is that the employees are asked to #oin the #ob in the hours which is most suitable for
them, but the choices are given by employers only.
+elfa"e Fa%ilities: There are different facilities provided by $T% to their employees and
their family like education facility for children, picnic arranged for the whole family, free
dinner for the family members etc.
Sala"/: 9alary provided by $T% is always on time and according to the #ob. 2ne main thing
which is also considered is the performance of the employee and the promotion depends on
the performance appraisal made by the employer.
Re%#!niti#n: Each and every employee is recognized in $T% by his name. 3roper
recognition and respect is provided to the employees for protecting their self esteem.
P"#vident F(nd: The word P3rovident0 means to provide for the future, hence this fund is
to provide for the future. This fund is credited by an account deducted from the salary of the
employee every month at a certain rate and the employer also makes his own contribution to
this fund. Chen an employee retires from his service, he receives this amount in lump-sum
along with interest on it and is a great help to him at that time.
41
2"at(it/: Iratuity shall be payable to an employee on the termination of his employment
after he has rendered continuous service for not less than five years.
Em,l#/ee State Ins("an%e: To provide for certain benefits to Employees in case of
sickness, maternity and employment in#ury and to make provisions for related matters.
eas("ement #f J#$ Satisfa%ti#n in ITC
There are two ways of analyzing whether the employees are satisfied with their #ob or not.
Theses two ways are the only and according to $T%, are the best ways of checking the level
of Job 9atisfaction amongst employees. The two ways are5-
eas("ement #f T("n#ve": This means that in $T% turnover plays an important role in
analyzing the level of #ob satisfaction. $f the target turnover has been achieved during the
year, employers feel that the employees are satisfied that0s why they are doing as e(pected.
This is their assumption that if company achievesits target turnover then the employees are
satisfied.
Pe"f#"man%e A,,"aisal: $t is the techni/ue of analyzing the performance of the
employees during the year. $f the performance is satisfactory or say good then
company thinks that the people are satisfied with their #obs otherwise there is some
problem with them regarding #ob or personal.
The ma#or basis of analyzing the level of satisfaction is T;.:2EE. only.
4*
4+
LITERATURE REVIE+ OF JOB SATISFACTION
J#$ satisfa%ti#n am#n! n("ses: A lite"at("e "evie3 .
&lorence :ightingale 9chool of :ursing and <idwifery, !ing@s %ollege 1ondon, James %lerk
<a(well ,uilding, 68 Caterloo .oad, 1ondon 9E1 BC, England, ;!. hong.luVkcl.ac.uk
The current nursing shortage and high turnover is of great concern in many countries because
of its impact upon the efficiency and effectiveness of any health-care delivery system.
.ecruitment and retention of nurses are persistent problems associated with #ob satisfaction.
This paper analyses the growing literature relating to #ob satisfaction among nurses and
concludes that more research is re/uired to understand the relative importance of the many
identified factors to #ob satisfaction. $t is argued that the absence of a robust causal model
incorporating organizational, professional and personal variables is undermining the
development of interventions to improve nurse retention.
44
LITERATURE REVIE+ AND HYPOTHESES
JOB SATISFACTION
-istorically, management theory Grgyris 1K68N ,ennis 1K77N -erzberg 1K77, 1K7BN 1ikert
1K78N <aslow 1K64H has emphasized the importance of coordinating the organization-human
relationship to enhance productivity and develop human capital. &ocusing on human
motivation and its impact on #ob satisfaction and productivity, scholars have conducted
research on participative management and empowerment G=rucker 1K64, 1K84N 1ikert 1K78N
9preitzer, !izilos, and :ason 1KK8N 2uchi 1KB1N 3ascale and thos 1KB1H. 3articipation is a
process in which influence is shared among individuals who are otherwise hierarchical
une/uals G1ocke and 9chweiger 1K8KN Cagner 1KK4H. 3articipatory management practices
balance the involvement of managers and their subordinates in information-processing,
decision-making, or problem-solving endeavors GCagner 1KK4H.
$n line with the research on participative management, participative decision making has
been emphasized in relation to #ob satisfaction G%otton et al. 1KBBN <acy, 3eterson, and
:orton 1KBKH. 9everal studies have demonstrated that participative decision making can be
beneficial to workers@ mental health and #ob satisfaction G9pector 1KB7N <iller and <onge
1KB7N &isher 1KBKH. =aniels and ,ailey G1KKKH, however, argue the evidence regarding the
impact of participative decision making on #ob satisfaction has not been consistent. The
relationship between participative decision making and #ob satisfaction could be nonlinear
and contingent on individual and situational variables G%otton 1KK+, 1KK6N =aniels and
Iuppy 1KK4H.
2n the other hand, 9preitzer, !izilos, and :ason G1KK8H argue that the notion of
empowerment is derived from theories of participative management and employee
involvement. ccording to these authors, the basic assumption of participative management
is that sharing managers@ decision-making power with employees will enhance performance
and work satisfaction. They maintain that the main issues of the /uality-of-life movement are
enhancing employee satisfaction, improving intrinsic motivation, and helping employees to
feel good about their work and #obs. Therefore, #ob satisfaction was one of the earliest
anticipated outcomes of empowerment.
<any managers, union leaders, and scholars share the belief that participative management
practices have substantial positive effects on performance and satisfaction at work GJackson
1KB+N -oerr 1KBKN 3eterson and -illkirk 1KK1N ,luestone and ,luestone 1KK*N ,emstein
1KK+H. $n recent research regarding public-service motivation, ,rewer, 9elden, and &acer
G*DDDH suggest that policy makers and public managers should consider employees in
decision-making processes as one of the strategies for advancing public-service motivation.
Thus, the following hypothesis is e(amined in this study5
46
-ypothesis 15 Employees who believe that managers in their units use a participative
management style are more likely to e(press higher levels of satisfaction with their
jobs. )
BY*NEELA TI+ARI BEDITERC
5EYS TO JOB SATISFACTION * BRIEF ARTICLE
Cam,in! a!a7ine4 a"%-4 DEEE
-ow satisfied are your employeesS That may depend on their pay, stress level, and the
recognition they receive. recent Iallup poll asked people how satisfied they were with
fifteen factors about their #ob and their overall #ob satisfaction. Those workers who were
completely satisfied with their #ob@s pay, their stress level, and the recognition received
tended to be completely satisfied with their #ob.
Job satisfaction
.E&$:$:I J2, 9T$9&%T$2:
%hanges in #ob satisfaction - ,rief rticle
Employees say money matters when it comes to #ob satisfaction
*DDB #ob satisfaction
&actors that tended to make people dissatisfied with their #obs included their co-workers,
their boss, #ob security, and lack of opportunities to learn and gr

47
RESEARCH ETHODOLO2Y
Resea"%- O$<e%tive : To find "Job 9atisfaction of employees in $.T.%.Q
T/,e #f Resea"%- : =escriptive research
T/,e #f Data : =C Primary Data: Primary data is the data collected for
the first time
3rimary data sources include the unstructured interview of the
concerned authorities ) /uestionnaire.
: DC Secondary Data: Data collected by some other means
like newspapers, reports, magazines, etc.
9econdary data sources include reports and website of the
organization.
Resea"%- et-#d : 9urvey <ethod
Resea"%- Inst"(ment : >uestionnaire
Sam,lin! Plan : =C Sample Size: 8D
DC Sample Unit: E(ecutive 1evel
FC Sample Area: $T%, 9-.:3;.
total 8D >uestionnaires were distributed and 6D of them replied.
48
LIITATIONS OF STUDY
1. 1. 6 weeks were not enough to understand the -uman .esource of an
organization.
*. *. 9ome of the information might not be given correct up to an e(tent, due to
confidentially of data by the employees.
+. +. Ce can0t believe on the responses given by the employees.
4. 4. Ce are unable to measure the /uantitative aspects of the company.
6. 6. $nability ) unwillingness of the respondents to provide information.
Job satisfaction has its own definition for every employee. 2n the whole #ob satisfaction
broadly involves five aspects and they are- salary, supervision, 3romotions, relations with
coworkers and most importantly their work which they perform for the organisation. ,ut
according to the analysis done by me $ may summarize my conclusion as follows5
BDM of the employees working in $T% are satisfied from their #ob.
<aking BDM of the employees satisfied from the #ob is a huge success for the
management of $T% because only satisfied employees contribute their best efforts
towards the growth and success of the organisation.
4B
,ut the remaining *DM of the employees who are somewhat dissatisfied from the
#ob should not be left ignored because one dissatisfied employee can result in the
cause for dissatisfaction of the other employees also. This could be proved fatal for
the organisation
*DM of the employees are not fully satisfied from the salary this is a clear indicator
that employee0s feeling that they are getting less than what they deserve.
There is somewhere little difference between management and employees as all
employees are not aware of different benefits available to them.
1ack of proper supervision is there in $T%
$n $T% initiative is provided to employees, by which employees feel themselves as a
part of $T%and not #ust an employee.
-uman resource is an asset for the people of $T% and their satisfaction is a big thing
for them.
Cork culture is satisfactory in $T%
4K
DATA ANALYSIS AND FINDINS
TABLE*=
Res,#nses #f Em,l#/ees BSam,le Si7e: ?E Em,l#/eesC
Res,#nse
@(esti#n
aC $C %C T#tal
Em,l#/ees
@=. F? > G ?E
@D. HE G H ?E
@F. F? =? * ?E
@H. H? ? * ?E
@?. FE =D I ?E
@G. F? =? * ?E
@J. HE =E * ?E
@I. FI =D * ?E
@>. DJ DF * ?E
@=E. D? =F =D ?E
@==. F> == * ?E
@=D. HD I * ?E
@=F. H? ? * ?E
@=H. FH > J ?E
@=?. H= > * ?E
@=G. FJ =F * ?E
@=J. HG H * ?E
@=I. HF J * ?E
6D
ANALYSIS
=C J#$ satisfa%ti#n in t#tal
TABLE*D
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
F(ll/ Satisfied +6 8DM
Pa"tiall/ Satisfied K 1BM
N#t Satisfied 7 1*M
T#tal 6D 1DDM
2RAPH*=
This shows those ma#or portions of employees in $T% are satisfied with their #ob. ,y this it
can be analyzed that people are en#oying their work in $T% with least problems.
61
GDC Satisfa%ti#n in te"ms #f sala"/
TABLE*F
Res,#nse N#. #f Em,l#/ees K #f em,l#/ees
F(ll/ Satisfied 4D BDM
Pa"tiall/ Satisfied 7 1*M
N#t Satisfied 4 BM
T#tal 6D 1DDM
2RAPH*D
This shows that the employees are /uite happy with the salary provided to them in $T% this
also reflects that most of them are satisfied with the salary. 2n the other hand, this can not be
ignored that appro(imately *DM of employees are either partially or not satisfied with the
salary being provided to them in $T%. They may feel ignored and less capable than others.
FC A3a"eness #f va"i#(s $enefits availa$le t# em,l#/ees
6*
TABLE*H
Res,#nse N#. #f Em,l#/ees K #f em,l#/ees
Yes +6 8DM
N# 16 +DM
T#tal 6D 1DDM
2RAPH*F
8DM of the employees are aware of the different benefits provided by $T% to the employees,
whereas +DM are unaware of those benefits. This shows that those +DM employees are
getting less attention and are not aware of all the policies, benefits, rules etc. in $T%
6+
HC Relati#ns-i, $et3een -ie"a"%-i%al stat(s and <#$ satisfa%ti#n
TABLE*?
Res,#nse N#. #f em,l#/ees K #f Em,l#/ees
Yes 46 KDM
N# 6 1DM
T#tal 6D 1DDM
2RAPH*H
KDM of employees in $T% think that hierarchical status affects #ob satisfaction. $f a person is
at a high post, heRshe must be more satisfied in comparison to a person having a post below
in hierarchy. 1DM employees are not accepting it that post is the measure of #ob satisfactionN
they believe that even a clerk or any blue collar worker can be satisfied with his #ob.
?C Satisfa%ti#n 3it- t-e 3#"&in! envi"#nment ' %#nditi#ns
TABLE*G
64
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
F(ll/ Satisfied +D 7DM
Pa"tiall/ Satisfied 1* *4M
N#t Satisfied B 17M
T#tal 6D 1DDM
2RAPH*?
Corking environment and conditions are seems to be satisfactory in $T%, as 7DM are fully
satisfied and *4M are partially. 17M of the employees are not at all satisfied with the working
conditions ) environment of $T%.
66
GC Satisfa%ti#n va"/ 3it- a!e !"#(,
TABLE*J
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes +6 8DM
N# 16 +DM
T#tal 6D 1DDM
2RAPH*G
This analysis reflects that ma#or portion of the employees is agreed that advance group age
people are more satisfied but +DM are against this statement. The reason behind may be the
satisfaction from the #ob which they are getting, may they are happy with their present
situations and working.
JC 2##d H(man "elati#ns in%"ease <#$ satisfa%ti#n
67
TABLE*I
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes 4D BDM
N# 1D *DM
T#tal 6D 1DDM
2RAPH*J
BDM of the employees think that good human relations are a key to success. There must be
well maintained relationship between superior and subordinate in order to achieve full
satisfaction from the #ob.

IC Availa$ilit/ #f s(,e"visi#n t# em,l#/ees in ITC
TABLE*>
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes +B 87M
68
N# 1* *4M
T#tal 6D 1DDM
2RAPH*I
s we know proper supervision and guidance is very necessary to attain the goal and
according to the employees of $T%, $T% is providing that supervision. 2n the other hand
there are some employees who are not getting that supervision and this is the reason they are
unsatisfied with their #ob.
>C Initiative t# em,l#/ees affe%ts satisfa%ti#n
TABLE*=E
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes *8 64M
N# *+ 47M
T#tal 6D 1DDM
6B
2RAPH*>

:early half of the employees feel that initiative is really important for employees to attain
satisfaction but half of them think that one must do his own work and also let others do their
work.
TABLE*==
=EC Res,#nse
N#. #f em,l#/ees K #f em,l#/ees
F(ll/ Satisfied *6 6DM
Pa"tiall/ Satisfied 1+ *7M
N#t Satisfied 1* *4M
T#tal 6D 1DDM
2RAPH*=E
6K
This shows that half of the employees are satisfied in respect of #ob security, while *7M are
partially satisfied and *4M are not satisfied with their #ob security.
==C Satisfa%ti#n 3it- t-e 3#"& %(lt("e #f ITC
TABLE*=D
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes +K 8BM
N# 11 **M
T#tal 6D 1DDM
2RAPH*==
7D
This analysis shows that most of the employees are satisfied with the work culture of $T%.
This shows that work culture of $T% is acceptable and suitable to almost all of the
employees, those who are not satisfied must ad#ust themselves with that culture.
=DC N#ise and %#mm(ni%ati#n ,"#$lem affe%ts <#$ satisfa%ti#n
TABLE*=F
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes 4* B4M
N# B 17M
T#tal 6D 1DDM
2RAPH*=D
71
This shows that people in $T% are satisfied that noise near the work place create disturbance
and restricts a person to do his work efficiently. They also feel conversation between the
employees is also very much important as they are also human beings and need care and
affection.
=FC S(ita$ilit/ #f <#$ timin!s t# em,l#/ees
TABLE*=H
Res,#nse N#. #f Em,l#/ees K #f Em,l#/ees
Yes 46 KDM
N# 6 1DM
T#tal 6D 1DDM
2RAPH*=F
7*
KDM of the employees are comfortable with the timings of the #obN this shows that there is
mutual understanding between the employees and the management. This also shows that
timings of #ob in $T% is suitable to all, that it is set after considering the regular normal daily
routine of the people and comfortability to reach work place from their residence.
=HC Satisfa%ti#n 3it- t-e !"ievan%e -andlin! ,"#%ed("e
TABLE*=?
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
F(ll/ Satisfied +4 8BM
Pa"tiall/ Satisfied K 1BM
N#t Satisfied 8 14M
T#tal 6D 1DDM
2RAPH*=H
7+
$n $T% there is a set procedure to solve out any conflict, if occurs. 8BM employees are
satisfied with the procedure, other remaining are either partially satisfied and some are also
there who are not satisfied with the procedure. Irievance handling is one of the important
tasks of an -. manager.
=?C ana!ement f#%(s t#3a"ds em,l#/ee8s needs ' demands
TABLE*=G
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes 41 B*M
N# K 1BM
T#tal 6D 1DDM
2RAPH*=?
74
B*M of the employees are in favour of management in terms of listening to employee0s needs
and demands. They are satisfied with the behavior and concern of management. Chile 1BM
employees feel that management is not too much concerned about employee0s needs and
demands.
=GC P"#m#ti#n #,,#"t(nities in ITC
TABLE*=J
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes +8 84M
N# 1+ *7M
T#tal 6D 1DDM
2RAPH*=G
76
84M of the employees feel that there are good promotion facilities available in $T% and this
is the biggest reason of their satisfaction. They know that if they work hard and according to
the employers, they can get success in their personal life, in terms of promotion.
L=JC Em,l#/e"8s de!"ee #f fait- in em,l#/ees
TABLE*=I
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes 47 K*M
N# 4 BM
T#tal 6D 1DDM
2RAPH*=J
77
Employees of $T% are very happy and en#oying full faith of their employers. This is one of
the main reasons of employee0s #ob satisfaction in $T%. &aith of employers is one of the
important things to motivate employees to work hard in the interest of the organization.
=IC Re%#!niti#n t# em,l#/ees in ITC
TABLE*=>
Res,#nse N#. #f em,l#/ees K #f em,l#/ees
Yes 4+ B7M
N# 8 14M
T#tal 6D 1DDM
2RAPH*=I
78
.ecognition is a need of a deserving and hard working employee. $f heRshe will not get
recognition in return of his hard and efficient work, heRshe shall be dissatisfied. $n $T% B7M
of the employees are satisfied with the behavior and appraisal of employers. $f an employee
is hard working heRshe is getting recognition as well.
FINDIN2S
Employees in $T% en#oy proper recognition ) full faith of their employers.
There are different benefits provided by $T% to their employees. This is the step
towards achieving high level of #ob satisfaction of employees. ,ut there are
employees who are unaware of the benefits given to the employees also.
7B
nother good step to attain high level of #ob satisfaction of employees is
maintaining peaceful, good, satisfactory, faithful human relations with their
employees. $T% is also providing good working conditions as well as good
working environment to their employees.
Employees in $T% feel that top hierarchical status increases #ob satisfaction.
s far as salary is concerned, $T%people are providing good and valuable salary
to their employees.
9atisfactory work culture is there in $T%which is acceptable by all the employees.
s far as #ob security is concerned, it is high in $T% but not all employees are free
of this fear.
Timings are well set and suitable to employees.
3roper supervision is granted to the employees but in view of some employees they
are lacking behind in providing satisfactory supervision, that0s why it is found that
there is lack of proper supervision.
7K
There is availability of advancement, personal growth, feedback ) support as well as
clear direction ) ob#ectives in $T%. $T% provides. responsibility to their employees
and also provides them authority to perform the task successfully.
fter performance appraisal, if the employer finds that performance of an employee
is outstanding, he provides reward to that employee as a symbol of appreciation and
motivation. This shows that employees are satisfied due to this big reason also.
2n the other hand if the performance of an employee is not up to the mark,
training is provided to that employee to influence him to work hard in the
interest of the organization and various facilities are made available to him to
complete his task successfully. This satisfies the employees.
Cell planned training procedure is implemented in $T%which helps employee to
gain e(pertise in their field.
CONCLUSION
Y#( -ave ,#3e"s4
Y#( neve" d"eamt #f4
Y#( %an d# t-in!s4
+-i%- /#( neve" t-#(!-t4 /#( %#(ld d#.
T-e"e a"e n# limitati#ns4 in 3-at /#( %an d#.
8D
E1%e,t t-e limitati#n in /#(" #3n mind4
As t# 3-at4 /#( %ann#t d#.
D#n8t t-in& /#( %ann#t.
T-in& /#( %an.
- An#n/m#(s
Job satisfaction has its own definition for every employee. 2n the whole #ob satisfaction
broadly involves five aspects and they are- salary, supervision, 3romotions, relations with
coworkers and most importantly their work which they perform for the organisation. ,ut
according to the analysis done by me $ may summarize my conclusion as follows5
BDM of the employees working in $T% are satisfied from their #ob.
<aking BDM of the employees satisfied from the #ob is a huge success for the
management of $T% because only satisfied employees contribute their best efforts
towards the growth and success of the organisation.
81
8*
BIBLIO2RAPHY
BOOS !"F"!"D
-uman .esource <anagement 9tephen .obbins
-uman .esource <anagement nd personnel management
!. shwathappa, fourth edition, publisher- tata mc graw hill
rmstrong, < G*DD1H -andbook of -uman .esource <anagement
3ractice. Bthedition, !ogan 3age , 1ondon
-uman .esource <anagement by E.9.3..ao
3ersonnel <anagement by %.,.<amoria
www.itc.com site from internet
www.google.com site.
8+
@UESTIONNAIRE
JOB SATISFACTION OF EPLOYEES IN ITC
NAE:WWWWWWWWWWWWWWWWWWWWWWWWWWWWW
A2E:WWWWWWWWWWWWWWWWWWWWWWWWWWWWWWW
2ENDER:WWWWWWWWWWWWWWWWWWWWWWWWWWW
DESI2NATION:WWWWWWWWWWWWWWWWWWWWW
DEPARTENT:WWWWWWWWWWWWWWWWWWWWW
@=. H#3 m(%- a"e /#( satisfied 3it- /#(" J#$M
aC F(ll/ Satisfied
$C Pa"tiall/ satisfied
%C N#t satisfied
@D. A"e /#( satisfied 3it- /#(" Sala"/M
aC F(ll/ Satisfied
$C Pa"tiall/ Satisfied
%C N#t Satisfied
@F. A"e /#( a3a"e #f va"i#(s $enefits ,"#vided t# em,l#/ees $/ t-e fa%t#"/M
aC Yes
$C N#
84
@H. Is t-e"e P#sitive "elati#ns-i, $et3een t-e level #" -ie"a"%-i%al stat(s #f a ,e"s#n
and -is <#$ satisfa%ti#nM
aC Yes
$C N#
@?. A"e /#( satisfied 3it- /#(" +#"&in! Envi"#nment ' C#nditi#nsM
aC F(ll/ satisfied
$C Pa"tiall/ Satisfied
%C N#t Satisfied
@G. D# /#( a!"ee 3it- t-e senten%e*M
NAdvan%e a!e !"#(, tends t# $e m#"e satisfied 3it- t-ei" <#$ in %#m,a"is#n 3it-
t-e /#(n!e" em,l#/eesO
aC Yes
$C N#
@J. Is ,#sitive "elati#ns-i, $et3een s(,e"i#" ' s($#"dinate leads t# <#$ satisfa%ti#nM
aC Yes
$C N#
@I. D# /#( !et ,"#,e" s(,e"visi#n t# %#m,lete /#(" tas& s(%%essf(ll/M
aC Yes
$C N#
86
GB+H
@>. Is ,a"ti%i,ati#nAn#n*,a"ti%i,ati#n in de%isi#n ma&in! affe%ts <#$ Satisfa%ti#nM
aC Yes
$C N#
@=E. +-at is /#(" satisfa%ti#n level in "es,e%t #f <#$ se%("it/M
aC F(ll/ Satisfied
$C Pa"tiall/ Satisfied
%C N#t Satisfied
@==. A"e /#( satisfied 3it- t-e 3#"& %(lt("e #f ITCM
aC Yes
$C N#
@=D. Intense n#ise and la%& #f #,,#"t(nit/ f#" %#nve"sati#n am#n! em,l#/ees4
adve"sel/ affe%t <#$ satisfa%ti#nM
aC Yes
$C N#
@=F. A"e /#( %#mf#"ta$le 3it- t-e timin!s #f t-e <#$M
aC Yes
$C N#
@=H. A"e /#( satisfied 3it- t-e !"ievan%e -andlin! ,"#%ed("e4 if an/M
aC F(ll/ Satisfied
87
$C Pa"tiall/ Satisfied
%C N#t Satisfied
@=?. D# mana!ement f#%(ses #n t-e em,l#/ee8s needs4 demands and "e0(i"ementsM
aC Yes
$C N#
@=G. Is t-e"e !##d availa$ilit/ #f ,"#m#ti#n in ITCM
aC Yes
$C N#
@=J. D# ITC -ave fait- in t-ei" em,l#/eesM
aC Yes
$C N# @=I. D
# em,l#/ees !et ,"#,e" "e%#!niti#n in ITCM
aC Yes
$C N#
88