The document is a summer training project report submitted by Vaishali Verma to fulfill the requirements of an MBA degree, focusing on assessing job satisfaction of employees at the BSNL office in Muzaffarnagar. It includes an introduction outlining the objectives and methodology of the study, a profile of BSNL describing its history and operations, a theoretical framework on job satisfaction, and planned chapters to analyze collected data and draw conclusions.

1. SUMMER TRAINING PROJECT REPORT
ON
“JOB SATISFACTION OF EMPLOYEES IN BSNL”
IN MUZAFFARNAGAR
Submitted forthe partial fulfilment towards the award of the degree
In MASTER OF BUSINESS ADMINISTRATION OF
MAHAMAYA TECHNICAL UNIVERSITY
SUBMITTED BY-
VAISHALI VERMA
1013370057
(2010-2012)
UNDER THE SUPERVISION OF:
Dr. KUNWAR VIKRAM SINGH
DEPARTMENT OF MBA
NOIDA INSTITUTE OF ENGINEERING AND TECHNOLOGY(NIET)
19, Knowledge Park-II, Institutional Area ,greater noida
Gautam Budh Nagar(u.p), India-201306
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2. DECLARATION
My self VAISHALI VERMA student of MBA here by declared that the Summer Training
Project Report entitled “JOB SATISFACTION OF EMPLOYEES IN BSNL
MUZAFFARNAGAR OFFICE” is completed and submitted under the guidance of Dr.
K.V.SINGH (Faculty of H.R.) , NIET Greater Noida is my original work. The imperial
finding in this report is based on the data collected by me. I have not submitted this project
report to Mahamaya Technical University or any other University for the purpose of compliance
of any requirement of any examination or degree.
DATE: VAISHALI VERMA
PLACE: MBA IIIrd sem
ROLL NO:1013370057
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3. ACKNOWLEDGEMENT
This report will remain incomplete and will not have been possible until and unless with
the help of these contributors first of all, I express my thanks to Mr.RAJENDRA PRASAD
Assistant Director Telecom(H.R.)of BSNL to carry out my summer training in their esteemed
organization.
I am also thankful to Dr.K.V.Singh (Faculty of H.R.) for providing me opportunity to
embark on the project who acted as my project guide. I am thankful to his friendly & supportive
behavior. I am also indebted to
Dr.DILEEP SINGH (H.O.D. OF MBA), NIET Greater Noida my project guide for their
valuable guidance.
I am grateful to my family member who have stood by me in time of need while I was
doing my project, finally last but not the least, I am highly indebted to the consumers and my
friends for sharing their knowledge with me.
Date:- VAISHALI VERMA
MBA IIIrd sem
ROLL NO. 1013370057
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4. contents
CHAPTER 1: INTRODUCTION
• Introduction 1
• Objective of study 3
• Methodology 4
• Limitations 6
CHAPTER 2: A PROFILE OF ORGANISATION
• History 7
• About the organization 13
• Products 19
• Financial Position 24
CHAPTER 3: THEORITICAL FRAMEWORK OF TOPIC
• Meaning 28
• Importance 51
• Determinants 56
• Advantages 57
Research Methodology 58
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5. • Universe of study 69
• Sample size 61
• Statistical tools used 62
CHAPTER 4: ANALYSIS AND INTERPRETATION
• Analysis 63-74
• Interpretation
CHAPTER 5: CONCLUSIONS 75
 ANNEXURE 80-81
 BIBLIOGRAPHY 79
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6. Page | 6

7. CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION
Job Satisfaction is a set of favorable or unfavorable feeling with which employees view their
work.
“Job satisfaction is a amount of pleasure or contentment associated with job of individual”.
“Job satisfaction is the amount of overall positive effect or feeling that individual have towards
their job”.
“Man Management is an Art”. To keep the workers satisfied, it is important to understand them
and predict their behavior and compensate accordingly.
The term employee attitude, job satisfaction & morale are in many instances used
interchangeable; BLUM however, has made the point that they are not synonymous.
Job attitude is the felling the employee has about his job, his readiness to react in one way or
another to specific factors related to job. Job satisfaction or dissatisfaction is the result of
various attitudes the person holds towards his job and related factors.
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8. Job satisfaction is a subjective, personal state perceived by the individual as being in his favor. It
is the result of various attitudes possessed by worker. In a narrow sense, these attitudes are
related to the job and concerned with such specific factors as wages, supervision, working
conditions, advancement opportunities, recognition of abilities, fair redressed of grievances and
other similar items.
Job satisfaction is the favorableness or unfavorable with which employees view their work. It
results when there is a fit between job requirements and the want expectation of employees. It
expresses the extent of match between the employee’s expectation of the job and the rewards
that the job provides. Job satisfaction may refer either to a person or a group. Job satisfaction
may be understood in the context of the employee’s extent of satisfaction in general in his total
life situation.
Ask a man why he works & the chances are he will tell you. “to make money” certainly.
The need to earn a living is the most powerful single reason why people work, though, as we see
other job factors are also important.
The attractiveness of any one-job factor such as wages is a consequence of the extent to which
other job satisfactions or expectations are being fulfilled at a time. When a worker enjoys steady
job, paying good wages, he is under stable more concerned about the treatment he gets from his
supervisors. The degree of independence & whether his job is interesting. But when he loses his
high-paid job, he is more concerned about regaining steady well-paid employment.“Better a
bad job than no job at all”
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9. 1.2 OBJECTIVE OF THE STUDY
• To find out the satisfaction level of employees.
• To continually enhance the Company’s growth through satisfied employee.
• To demonstrate a real concern for its employees and constantly improve the quality and
value of their jobs and career advancement.
• To find out the factors concerning job satisfaction of employees.
• To respect the laws , rules and customs of the land and to ensure the conduct of all company
activities will always be to the highest ethical standards.
• To ensure customer confidence through product quality , efficient marketing and effective
service.
• To continually enhance the companies growth through satisfied customer.
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10. 1.3 METHODOLOGY
“Research Methodology is the science of methods for conducting research work”
Research methodology is a systematic way, which consists of series of action steps, necessary to
effectively carry out research and the desired sequencing to these steps.
• Formulating the objective of the study
• Designing the methods of data collection
• Selecting the sample plan
• Collecting the data
• Processing and analyzing the data
• Reporting the findings
Research Design
The research design specifies the methods and procedures for conducting a particular study.
Non probability
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11. The non -probability respondents have been researched by selecting the person who help the
investors in doing the trading in trading market. who act as a mediator between customer and
seller. i.e broker or sub broker.
A research design is the arrangement of conditions for collection and analysis of the data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research design is broadly classified into three types as
• Exploratory Research Design
• Descriptive Research Design
• Causal Research Design
For the purpose of the present project the descriptive research design can be said to be most
effective and most suitable, because in descriptive concerned with describing the characteristics
of particular individual, or of a group. This research lay great stress on detailed study of the
express characteristics of the problem.
The objectives of the study have restricted the choice of research design up to descriptive
research design. This research will help the firm to know the investors perception and the factors
affecting their investing behaviour"
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12. 1.4 LIMITATIONS
• The time period is short
• Employees are rarely agree to disclose their details.
• It is difficult to meet employees ,because they were mostly busy in their jobs
• Sample size is very low
• Employees are unaware about the various terminologies.
• Employees give not answer of some of question.
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13. CHAPTER 2
A PROFILE OF ORGANIZATION
2.1 HISTORY
Bharat Sanchar Nigam Limited (abbreviated BSNL) is a state-
owned telecommunications company headquartered in New Delhi, India.
BSNL has installed Quality Telecom Network in the country & now focusing on improving
it, expanding the network, introducing new telecom services with ICT applications in villages
& winning customer's confidence. Today, it has about 43.74 million line basic telephone
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14. capacity, 8.83 million WLL capacity, 72.60 million GSM capacity, 37,885 fixed
exchanges, 68,162 GSM BTSs, 12,071 CDMA Towers, 197 Satellite Stations, 6,86,644
RKm. of OFC, 50,430 RKm. of microwave network connecting 623 districts, 7330
cities/towns & 5.8 lakhs villages .
BSNL is the only service provider, making focused efforts & planned initiatives to bridge the
rural-urban digital divide in ICT sector. In fact there is no telecom operator in the country to
beat its reach with its wide network giving services in every nook & corner of the country &
operates across India except New Delhi & Mumbai. Whether it is inaccessible areas of
Siachen glacier or North-Eastern regions of the country, BSNL serves its customers with a
wide bouquet of telecom services namely Wireline, CDMA mobile, GSM mobile, Internet,
Broadband, Carrier service, MPLS-VPN, VSAT, VoIP, IN Services, FTTH, etc.
BSNL is numerouno of India in all services in its license area. The company offers wide
ranging & most transparent tariff schemes designed to suit every customer. BSNL
has 90.09 million cellular & 5.06 million WLL customers as on 31.07.2011. 3G Facility has
been given to all 2G connections of BSNL. In basic services, BSNL is miles ahead of its
rivals, with 24.58 million wireline phone subscribers i.e. 71.93% share of the wireline
subscriber base.
BSNL has set up a world class multi-gigabit, multi-protocol convergent IP infrastructure that
provides convergent services like voice, data & video through the same Backbone &
Broadband Access Network. At present there are 8.09 million broadband customers.
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15. The company has vast experience in planning, installation, network integration &
maintenance of switching & transmission networks & also has a world class ISO 9000
certified Telecom Training Institute.
During the 2010-11, turnover of BSNL is around Rs. 29,700 Crores.
BSNL is one of the largest Indian cellular service providers, with over 90 million subscribers as
of July 2011, and the largest land line telephone provider in India. However, in recent years the
company's revenue and market share plunged into heavy losses due to intense competition in
Indian telecommunication sector.
BSNL is India's oldest and largest communication service provider (CSP). It had a customer
base of 90 million as of June 2008.[6] It has footprints throughout India except for the
metropolitan cities of Mumbai and New Delhi, which are managed by Mahanagar Telephone
Nigam(MTNL). As of June 30, 2010, BSNL had a customer base of 27.45 million wireline and
72.69 million wireless subscribers.
BSNL then known as the department of telecommunications had been a near monopoly during
the socialist period of the Indian economy. During this period, BSNL was the only telecom
service provider in the country. MTNLwas present only in Mumbai and New Delhi. During this
period BSNL operated as a typical state-run organization, inefficient, slow, bureaucratic, and
heavily unionised. As a result subscribers had to wait for as long as five years to get a telephone
connection. The corporation tasted competition for the first time after the liberalisation of Indian
economy in 1991. Faced with stiff competition from the private telecom service providers,
BSNL has subsequently tried to increase efficiencies itself. DoT veterans, however, put the onus
for the sorry state of affairs on the Government policies, where in all state-owned service
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16. providers were required to function as mediums for achieving egalitarian growth across all
segments of the society. The corporation (then DoT), however, failed to achieve this and India
languished among the most poorly connected countries in the world. BSNL was born in 2000
after the corporatisation of DoT. The efficiency of the company has since improved, however,
the performance level is nowhere near the private players.
The corporation remains heavily unionised and is comparatively slow in decision making and its
implementation, which largely acts at the instances of unions without bothering about outcome.
Management has been reactive to the schemes of private telecom players.Though it offers
services at lowest tariffs, the private players continue to notch up better numbers in all areas,
years after year. BSNL has been providing connections in both urban and rural areas. Pre-
activated Mobile connections are available at many places across India. BSNL has also unveiled
cost-effective broadband internet access plans (DataOne) targeted at homes and small
businesses. At present BSNL enjoy's around 60% of market share of ISP services.
Year of Broadband 2007
2007 was declared as "Year of Broadband" in India and BSNL announced plans for providing 5
million broadband connectivity by the end of 2007. BSNL upgraded Dataone connections for a
speed of up to 2 Mbit/s without any extra cost. This 2 Mbit/s broadband service was provided by
BSNL at a cost of just US$ 11.7 per month (as of 21 July 2008 and at a limit of 2.5GB monthly
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17. limit with 0200-0800 hrs as no charge period). Further, BSNL is rolling out new broadband
services such as triple play.BSNL planned to increase its customer base to 108 million
customers by 2010. With the frantic activity in the communication sector in India, the target
appears achievable.
BSNL is a pioneer of rural telephony in India. BSNL has recently bagged 80% of US$ 580 m
(INR 2,500 crores) Rural Telephony project of Government of India.
On 20 March 2009 BSNL advertised the launch of BlackBerry services across its Telecom
circles in India. The corporation has also launched 3G services in select cities across the
country. Presently, BSNL and MTNL are the only players to provide 3G services, as the
Government of India has completed auction of 3G services for private players. BSNL shall get
3G bandwidth at lowest bidder prices of Rs 18,500 crore, which includes Rs 10,186 crore for 3G
and Rs 8313crore for BWA.
BSNL Broadband is an Internet access service from state-owned Bharat Sanchar Nigam
Limited (BSNL) available in India since 14 January 2005. Until 30 September 2007 it was
known as Data One.[1]
BSNL is commissioning[ a multi-gigabit, multi-protocol, IP infrastructure through National
Internet Backbone-II (NIB-II), that will provide services through the same backbone and
broadband access network. The broadband service will be available on digital subscriber
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18. line technology (on the same wire that is used for plain old telephone service), spanning 198
cities.
NIB-II would have put India at par with more advanced nations. The services that would be
supported include always-on broadband access to the Internet for residential and business
customers, content-based services, video multicasting, video-on-demand and interactive
gaming, audio and video conferencing, IP telephony, distance learning, messaging, multi-
site MPLS VPNs with Quality of Service (QoS) guarantees. The subscribers would have
been able to access the above services through Subscriber Service Selection System (SSSS)
portal
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19. 2.2 ABOUT THE ORGANIZATION
CellOne now Bsnl mobile was a mobile phone service provided by the Indian public
enterprise BSNL. It provides pre-paid and post-paid mobile services as well as many value
added services.
CellOne has pan-India presence with presence in all the 21 telecommunication cellular circles
in India. CellOne provides all of India with roaming access, including Delhi and Mumbai, and
International roaming access to more than 300 networks across the world.
Many private Telecom Operators have entered in Indian market and acquired many customers
and have given stiff competition to Cellone in recent years. The major private players are Bharti
Airtel, Reliance Communications, Tata Communications, Aircel and many more.
CellOne started their GPRS/EDGE service on 2005 and has coverage major cities and towns and
more places are being covered.
BSNL has now introduced 3G services: BSNL has started its 3G services before the allocation
of spectrum to private operators in India. Other private players are expected to roll out their 3G
services when they are allocated the spectrum for respective circles in 2nd half of 2010. cellone
was renamed bsnl mobile on 2007.
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20. Type State-owned enterprise
Industry Telecommunications
Founded 19th century, incorporated 2000
Headquarters New Delhi, India
Key people Rakesh Kumar Upadhyay
(CMD)
Products Fixed line and mobile telephony,Internet services, digital
television, IPTV
Revenue 32,045 crore (US$6.5 billion)(2009-10)
Net income -1,822 crore (US$-0.37 billion)(2009–10)
Total assets 132,243 crore (US$26.82 billion)(2009–10)
Employees 281,635 (March 2011)
Website bsnl.co.in
BSNL - MTNL Merger Plans
On February 23, 2011, The Department of Telecommunications (DoT) said it wanted to revive a
proposal for the merger of state-owned operators BSNL and MTNL. In its draft plan, the
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21. department while showing concern over the deteriorating performance of BSNL and MTNL said
that BSNL and MTNL should be merged as they have complimentary operations and can
combine their strengths for synergies. DoT said the government should set up a multi-
stakeholder committee to develop a restructuring plan for both firms. The committee should
have members from public enterprises, the DoT, department of IT and ministry of finance.
However the BSNL's staff unions are opposing this merger tooth and nail realising that MTNL
is in dire state and need help of its big brother , BSNL ,to alleviate itself from getting into red
balance sheet. MTNL in spite of having its operations in two big metro cities viz . New Delhi &
Mumbai is realising cascading fall in revenue and profits for the past 10 successive years .The
telecommunication operators should focus on enterprise business, services to government and
the public sector, value-added services and technologies like 3G, the department
recommends. Another major crisis that may hit BSNL is due to repatriation of its 1800 strong
highly skilled senior and top managers of Indian Telecom Service (ITS) officers to DOT. This
may dent the company irrevocably and further deteriorate its functioning and both top and
bottom lines.
3G
While it did not participate in the 3G auction, BSNL paid the Indian government Rs. 10,187
crores for 3G spectrum in all 20 circles it operates in. State-owned MTNL provides 3G services
in the other 2 circles - Delhi and Mumbai.[16] Both these state-owned operators were given a
head start by the government in the 3G space by allotting the required 3G spectrum, on the
condition that each will have to pay an amount which will be equivalent to the highest bid in the
respective service areas as and when the 3G auctions take place.[17]
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22. 3G Coverage
BSNL has the largest 3G network in India. Additionally, BSNL 3G services usually cover not
only the main town/city but also the adjoining suburbs and rural areas as well.
As of now BSNL has 3G services in 826 cities across India. The following is a list of BSNL 3G
enabled towns/cities. This list covers only BSNL 3G services provided
through HSDPA/HSUPA and HSPA+ for GSM subscribers and
not EVDO for CDMA subscribers.
Note: This list may not be complete as new towns/cities are added regularly.
Recognitions
The Brand Trust Report published by Trust Research Advisory ranked BSNL in the 65th
position of the list of Most Trusted brands.
Competitors
BSNL competes with 14 other mobile operators throughout India. They are Aircel, Airtel Cheers
Mobile, Idea, Loop Mobile, MTNL, MTS,Ping Mobile, Reliance Communications, S Tel, Tata
DoCoMo,Tata Indicom, Uninor, Videocon, Virgin Mobile and Vodafone.
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23. VISION:
• Be the leading telecom service provider in India with global presence.
• Create a customer focused organization with excellence in customer care, sales and
marketing.
• Leverage technology to provide affordable and innovative telecom. Services/products
across customer segments.
MISSION:
• Be the leading telecom service provider in India with global presence.
• Generating value for all stakeholders - employees, shareholders, vendors & business
associates
• Maximizing return on existing assets with sustained focus on profitability
• Becoming the most trusted, preferred and admired telecom brand
• To explore International markets for Global presence
• Creating a customer focused organization with excellence in customer care, sales&
marketing
• Developing a marketing and sales culture that is responsive to customer needs
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24. • Excellence in customer service-”friendly, reliable, time bound, convenient and courteous
service”
• Leveraging technology to provide affordable and innovative products/ services across
customer segments
• Offering differentiated products/services tailored to different service segments
• Providing reliable telecom services that are value for money
• Providing a conducive work environment with strong focus on performance
• Attracting talent and keeping them motivated
• Enhancing employees skills and utilizing them effectively
• Encouraging and rewarding individual and team/group performance
• Establishing efficient business processes enabled by IT
• Changing policies and processes to enable transparent, quick and efficient decision making
• Building effective IT systems and tools
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25. 2.3 PRODUCTS
BSNL provides almost every telecom service in India. Following are the main telecom services
provided by BSNL:
Universal Telecom Services : Fixed wireline services and landline in local loop (WLL) using
CDMA Technology called bfone and Tarang respectively. As of June 30, 2010, BSNL had
75% marketshare of fixed lines.
BSNL Mobile
Prepaid Mobile
Cellular Mobile Telephone Services: BSNL is major provider of Cellular Mobile Telephone
services using GSM platform under the brand name Cellone & Excel (BSNL Mobile). As of
June 30, 2010 BSNL has 13.50% share of mobile telephony in the country.
WLL-CDMA Telephone Services: BSNL's WLL (Wireless in Local Loop)service is a service
giving both fixed line telephony & Mobile telephony.
BSNL Broadband
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26. Internet: BSNL provides Internet access services through dial-up connection (as Sancharnet
through 2008) as Prepaid, (NetOne) as Postpaid and ADSL broadband (BSNL Broadband).
BSNL held 55.76% of the market share with reported subscriber base of 9.19 million
Internet subscribers with 7.79% of growth at the end of March 2010.Top 12 Dial-up Service
providers, based on the subscriber base, It Also Provides OnlineGames via Its Games on
Demand(GOD)
Intelligent Network (IN): BSNL offers value-added services, such as Free Phone Service
(FPH), India Telephone Card (Prepaid card), Account Card Calling (ACC), Virtual Private
Network (VPN), Tele-voting, Premium Rae Service (PRM), Universal Access Number
(UAN).
3G:BSNL offers the '3G' or the'3rd Generation' services which includes facilities like video
calling,mobile broadband, live TV, 3G Video portal, streaming services like online full
length movies and video on demand etc.
IPTV:BSNL also offers the 'Internet Protocol Television' facility which enables watch
television through internet.
FTTH:Fibre To The Home facility that offers a higher bandwidth for data transfer. This
idea was proposed on post-December 2009.
Helpdesk: BSNL's Helpdesk (Helpdesk) provide help desk support to their customers for
their services.
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27. VVoIP: BSNL, along with Sai Infosystem - an Information and Communication
Technologies (ICTs) provider - has launched Voice and Video Over Internet Protocol
(VVoIP). This will allow to make audio as well as video calls to any landline, mobile, or IP
phone anywhere in the world, provided that the requisite video phone equipment is available
at both ends.
WiMax: BSNL has introduced India's first 4th Generation High-Speed Wireless Broadband
Access Technology with the minimum speed of 256kbps. The focus of this service is mainly
rural customer where the wired broadband facility is not available
Administrative units
BSNL is divided into a number of administrative units termed as telecom circles, metro districts,
project circles and specialized units, as mentioned below:
Telecom Circles in India
 Andaman & Nicobar Telecom Circle
 Dobaspet
 Tamil Nadu Telecom Circle
 Jharkhand Telecom Circle
 Bihar Telecom Circle
 Andhra Pradesh Telecom Circle
 Assam Telecom Circle
 Chhattisgarh Telecom Circle
 Gujarat Telecom Circle
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28.  Haryana Telecom Circle
 Himachal Pradesh Telecom Circle
 Jammu & Kashmir Telecom Circle
 Jharkhand Telecom Circle
 Karnataka Telecom Circle
 Kerala Telecom Circle
 Madhya Pradesh Telecom Circle
 Maharashtra Telecom Circle
 North East-I Telecom Circle
 North East-II Telecom Circle
 Orissa Telecom Circle
 Punjab Telecom Circle
 Rajasthan Telecom Circle
 Uttranchal Telecom Circle
 Uttar Pradesh East Telecom Circle
 Uttar Pradesh West Telecom Circle
 West Bengal Telecom Circle
Metro Districts
 Kolkata
 Chennai
Project Circles
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29.  Eastern Telecom Project Circle
 Western Telecom Project Circle
 Northern Telecom Project Circle
 Southern Telecom Project Circle
 IT Project Circle, Pune
Maintenance Region
 Eastern Telecom Region
 Western Telecom Region
 Northern Telecom Region
 Southern Telecom Region
Production Units
 Telecom Factory, Mumbai
 Telecom Factory, Jabalpur
 Telecom Factory, Richhai
 Telecom Factory, Kolkata
 Telecom Factory,Noida
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30. 2.4 FINANCIAL POSITION
During the financial year 2008-2009 (from April 1, 2008 to March 31, 2009) BSNL has added
8.1 million new customers in various telephone services taking its customer base to 75.9 million.
BSNL's nearest competitor Bharti Airtel is standing at a customer base of 62.3 million.
However, despite impressive growth shown by BSNL in recent times, the Fixed line customer
base of BSNL is declining. In order to woo back its fixed-line customers BSNL has brought
down long distance calling rate under OneIndia plan, however, the success of the scheme is not
known. However, BSNL faces bleak fiscal 2009-2010 as users flee
Presently there is an intense competition in Indian Telecom sector and various Telcos are rolling
out attractive schemes and are providing good customer services.
Access Deficit Charges (ADC, a levy being paid by the private operators to BSNL for provide
service in non-lucrative areas especially rural areas) has been slashed by 20% by TRAI, w.e.f.
April 1, 2009.The reduction in ADC may hit the bottomlines of BSNL.
BSNL has started 3G services in 290 cities and acquired more than 6 Lakh customers. It has
planned to roll out 3G services in 760 cities across the country in 2010-11.
Broadband services : The shift in demand from voice to data has revolutionized the very nature
of the network. BSNL is poised to cash on this opportunity and has planned for extensive
expansion of the Broadband services. The Broadband customer base of 3.56 Million customer in
March'2009 is planned to be increased to 16.00 million by March 2014. Now bsnl is the under
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31. top five telecom service provider company in India. when compared to other telecom companies
the quality of employees are not satisfactory.customer oriented,management skills are also
poor,the influenece of unions in the organisation will also affect the future of bsnl.
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32. The BSNL is making substantial investment year to year for its network expansion and
modernization. During the current financial year BSNL has made the gross investment of Rs.
28,227 crore ( US $ 6.28 billion) in Fixed Assets.
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33. Cumulative Capital Outlay
BSNL has Gross Fixed Assets of over Rs. 132243 Crores (US $ 25.96
billion) as on 31.03.2009.
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34. CHAPTER 3
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35. THEORITICAL FRAMEWORK OF TOPIC
3.1 MEANING
Job satisfaction describes how content an individual is with his /her job. The happier people are
within their job, the more satisfied they are said to be. Job satisfaction is not the same
as motivation oraptitude, although it is clearly linked. Job design aims to enhance job
satisfaction and performance, methods include job rotation, job enlargement, job
enrichment and job re-engineering. Other influences on satisfaction include the management
style and culture, employee involvement, empowerment and autonomous work position. Job
satisfaction is a very important attribute which is frequently measured by organizations. The
most common way of measurement is the use of rating scales where employees report their
reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks,
promotional opportunities, the work itself and co-workers. Some questioners ask yes or no
questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all
satisfied" and 5 represents "extremely satisfied").
Definition
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss (2002) has
argued that job satisfaction is an attitude but points out that researchers should clearly
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36. distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and
behaviours. This definition suggests that we form attitudes towards our jobs by taking into
account our feelings, our beliefs, and our behaviors.
History
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business School, sought
to find the effects of various conditions (most notably illumination) on workers’ productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not
from the new conditions, but from the knowledge of being observed. This finding provided
strong evidence that people work for purposes other than pay, which paved the way for
researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study of job
satisfaction. Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management,
argued that there was a single best way to perform any given work task. This book contributed
to a change in industrial production philosophies, causing a shift from skilled labor
and piecework towards the more modern ofassembly lines and hourly wages. The initial use of
scientific management by industries greatly increased productivity because workers were forced
to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also be noted that
the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor’s
work.
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37. Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation
for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in
life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization.
This model served as a good basis from which early researchers could develop job satisfaction
theories.
Job satisfaction can also be seen within the broader context of the range of issues which affect
an individual's experience of work, or their quality of working life. Job satisfaction can be
understood in terms of its relationships with other key factors, such as general well-being, stress
at work, control at work, home-work interface, and working conditions.
Models of job satisfaction
Affect Theory
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that how
much one values a given facet of work (e.g. the degree of autonomy in a position) moderates
how satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values
a particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
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38. autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.
Dispositional Theory
Another well-known job satisfaction theory is the Dispositional Theory Template:JacksonApril
2007. It is a very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of one’s job. This
approach became a notable explanation of job satisfaction in light of evidence that job
satisfaction tends to be stable over time and across careers and jobs. Research also indicates that
identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the Core Self-
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in
1997. Judge et al. argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control,
and neuroticism. This model states that higher levels of self-esteem (the value one places on
his/her self) and general self-efficacy (the belief in one’s own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over herhis own life,
as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower
levels of neuroticism lead to higher job satisfaction.
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzberg’s Two factor theory (also known as Motivator Hygiene Theory) attempts to
explain satisfaction and motivation in the workplace This theory states that satisfaction and
dissatisfaction are driven by different factors – motivation and hygiene factors, respectively. An
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39. employee’s motivation to work is continually related to job satisfaction of a subordinate.
Motivation can be seen as an inner force that drives individuals to attain personal and
organizational goals (Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those
aspects of the job that make people want to perform, and provide people with satisfaction, for
example achievement in work, recognition, promotion opportunities. These motivating factors
are considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects
of the working environment such as pay, company policies, supervisory practices, and other
working conditions.
While Hertzberg's model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original
formulation of the model may have been a methodological artifact. Furthermore, the theory does
not consider individual differences, conversely predicting all employees will react in an identical
manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it
does not specify how motivating/hygiene factors are to be measured.
Job Characteristics Model
Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a
framework to study how particular job characteristics impact on job outcomes, including job
satisfaction. The model states that there are five core job characteristics (skill variety, task
identity, task significance, autonomy, and feedback) which impact three critical psychological
states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of
the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work
motivation, etc.). The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an
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40. employee's attitudes and behaviors----. Ameta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM.
Communication Overload and Communication Underload
One of the most important aspects of an individual’s work in a modern organization concerns
the management of communication demands that he or she encounters on the job (Krayer, K. J.,
& Westbrook, L., p. 85). Demands can be characterized as a communication load, which refers
to “the rate and complexity of communication inputs an individual must process in a particular
time frame (Faraca, Monge, & Russel, 1977).” Individuals in an organization can experience
communication over-load and communication under- load which can affect their level of job
satisfaction. Communication overload can occur when “an individual receives too many
messages in a short period of time which can result in unprocessed information or when an
individual faces more complex messages that are more difficult to process (Farace, Monge, &
Russel, 1997).” Due to this process, “given an individual’s style of work and motivation to
complete a task, when more inputs exist than outputs, the individual perceives a condition of
overload (Krayer, K. J., & Westbrook, L., p. 86) which can be positively or negatively related to
job satisfaction. In comparison, communication under load can occur when messages or inputs
are sent below the individual’s ability to process them (Farace, Monge, & Russel, 1997).”
According to the ideas of communication over-load and under-load, if an individual does not
receive enough input on the job or is unsuccessful in processing these inputs, the individual is
more likely to become dissatisfied, aggravated, and unhappy with their work which leads to a
low level of job satisfaction.
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41. Measuring job satisfaction
There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data are sometimes
collected using anEnterprise Feedback Management (EFM) system.
The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific
questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five
facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work
itself. The scale is simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in
response to whether given statements accurately describe one’s job.
The Job in General Index is an overall measurement of job satisfaction. It is an improvement
to the Job Descriptive Index because the JDI focuses too much on individual facets and not
enough on work satisfaction in general.
Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ),
the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20
facets and has a long form with 100 questions (five items from each facet) and a short form with
20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine
facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used
widely, measured overall job satisfaction with just one item which participants respond to by
choosing a face..
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42. Superior-Subordinate Communication
Superior-subordinate communication is an important influence on job satisfaction in the
workplace. The way in which subordinate’s perceive a supervisor’s behavior can positively or
negatively influence job satisfaction. Communication behavior such as facial expression, eye
contact, vocal expression, and body movement is crucial to the superior-subordinate relationship
(Teven, p. 156). Nonverbal messages play a central role in interpersonal interactions with
respect to impression formation, deception, attraction, social influence, and emotional
expression (Burgoon, Buller, & Woodall, 1996). Nonverbal immediacy from the supervisor
helps to increase interpersonal involvement with their subordinates impacting job satisfaction.
The manner in which supervisors communicate their subordinates may be more important than
the verbal content (Teven, p. 156). Individuals who dislike and think negatively about their
supervisor are less willing to communicate or have motivation to work where as individuals who
like and think positively of their supervisor are more likely to communicate and are satisfied
with their job and work environment. The relationship of a subordinate with their supervisor is a
very important aspect in the workplace. Therefore, a supervisor who uses nonverbal immediacy,
friendliness, and open communication lines is more willing to receive positive feedback and
high job satisfaction from a subordinate where as a supervisor who is antisocial, unfriendly, and
unwilling to communicate will naturally receive negative feedback and very low job satisfaction
from their subordinates in the workplace.
Emotions
Mood and emotions form the affective element of job satisfaction. (Weiss and Cropanzano,
1996).Moods tend to be longer lasting but often weaker states of uncertain origin, while
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43. emotions are often more intense, short-lived and have a clear object or cause.
There is some evidence in the literature that moods are related to overall job
satisfaction. Positive and negative emotions were also found to be significantly related to overall
job satisfaction
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion work (or emotion management) refers to various types of efforts to manage emotional
states and displays. Emotion management includes all of the conscious and unconscious efforts
to increase, maintain, or decrease one or more components of an emotion. Although early
studies of the consequences of emotional work emphasized its harmful effects on workers,
studies of workers in a variety of occupations suggest that the consequences of emotional work
are not uniformly negative.
It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction. The understanding of how emotion
regulation relates to job satisfaction concerns two models:
1. Emotional dissonance. Emotional dissonance is a state of discrepancy between public
displays of emotions and internal experiences of emotions, that often follows the process
of emotion regulation. Emotional dissonance is associated with high emotional
exhaustion, low organizational commitment, and low job satisfaction.
2. Social interaction model. Taking the social interaction perspective, workers’ emotion
regulation might beget responses from others during interpersonal encounters that
subsequently impact their own job satisfaction. For example: The accumulation of
favorable responses to displays of pleasant emotions might positively affect job
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44. satisfaction.
performance of emotional labor that produces desired outcomes could increase job
satisfaction.
Relationships and practical implications
Job Satisfaction can be an important indicator of how employees feel about their jobs and a
predictor of work behaviours such as organizational citizenship,]absenteeism, and turnover.
Further, job satisfaction can partially mediate the relationship of personality variables and
deviant work behaviors.
One common research finding is that job satisfaction is correlated with life satisfaction.This
correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with
their job and people who are satisfied with their job tend to be satisfied with life. However,
some research has found that job satisfaction is not significantly related to life satisfaction when
other variables such as nonwork satisfaction and core self-evaluations are taken into account.
An important finding for organizations to note is that job satisfaction has a rather
tenuous correlation to productivity on the job. This is a vital piece of information to researchers
and businesses, as the idea that satisfaction and job performance are directly related to one
another is often cited in the media and in some non-academic management literature. A
recent meta-analysis found an average uncorrected correlation between job satisfaction and
productivity to be r = 0.18; the average true correlation, corrected for research artifacts and
unreliability, was r = 0.30. Further, the meta-analysis found that the relationship between
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45. satisfaction and performance can be moderated by job complexity, such that for high-complexity
jobs the correlation between satisfaction and performance is higher (ρ = 0.52) than for jobs of
low to moderate complexity (ρ = 0.29). Job Satisfaction also have high relationship with
intention to quit. It is found in many research that Job Satisfaction can lead to Intention to Stay /
Quit in an organization (Kim et al., 1996). Recent research has also shown that Intention to Quit
can have effect like poor performance orientation, organizational deviance, and poor
organizational citizenship behaviours. In short, the relationship of satisfaction to productivity is
not necessarily straightforward and can be influenced by a number of other work-related
constructs, and the notion that "a happy worker is a productive worker" should not be the
foundation of organizational decision-making.
With regard to job performance, employee personality may be more important than job
satisfaction. The link between job satisfaction and performance is thought to be a spurious
relationship; instead, both satisfaction and performance are the result of personality.
WHAT DO WORKERS REALLY WANT?
A research was conducted among the employees in the US industry in 1949 in an attempt to
answer the question: what do workers want? Managers and/or supervisors were asked t try put
themselves in a workers shoe by ranking in order of importance a series of factors that workers
may want from their jobs. In addition, the workers themselves asked to rank these same factors.
The managers/supervisors generally ranked good wages, job security, advancements and good
working conditions, as the things workers want most of their jobs. On the other hand, workers
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46. felt what they wanted most was full appreciation for work done, feeling ‘in’ on things and
sympathetic understanding of personal problems-all incentives that seem to be related to
affiliation and recognition motives. Only job security was among the top four concerns of both
workers and supervisors. Supervisors as least important rated the other top three things that
workers indicated they wanted most from their jobs. This suggests very little sensitivity by
supervisors as to what things are really most important to workers.
It is thus important that managers must know the tremendous discrepancies that seemed to exist
in the past between what they thought workers wanted from their jobs and what workers said
they really wanted.
Katz & Van Manen (1977) identified 3 clusters of factors:
The job itself: corresponding to intrinsic factors.
The interaction context: corresponding to those contextual factors which has to do with co-
workers, supervisors & other people in the job environment.
Organizational problems: corresponding to that contextual factor which has to do with pay,
working conditions & personnel policies.
This means that a worker’s attitude of how satisfied dissatisfied he/ she is with his/her job is a
complex summation of a number of discrete job elements.
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47. In short, job satisfaction is a general attitude, which is the result of many specific attitudes in 3
areas:
• Specific job factors.
• Individual characteristics
• Group relationships outside the job.
JOB SATISFACTION AS A DEPENDENT VARIABLE
Job satisfaction as a dependent variable means what work-related variables determine job
satisfaction? Job satisfaction is derived from and is caused by many interrelated factors, which
form basic 3 categories:
1. Personal factors
2. Factors inherent the job
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