A Study on Job Satisfaction And Its Consequences On Work Productivity In Textile Mills

Transcription

1 A Study on Job Satisfaction And Its Consequences On Work Productivity In Textile Mills Dr. Well Haorei, Assistant Professor in Rural Industries and Management, Gandhigram Rural Institute Deemed University, Dindigul, Tamil Nadu, India ABSTRACT Job satisfaction among the employees can expect maximum contribution for the success of an organization. This research papers explores job satisfaction and its consequences among the employees employed in textiles mills. The study concluded that job satisfaction among the employees unevenly varies according to their designation and there was adverse effect of job satisfaction on the productivity of the organization. Keywords: Job Satisfaction, Consequences of Job Satisfaction, Textile Mills. Introduction Job satisfaction has been defined in several different ways and a definitive designation for the term is unlikely to materialize. A simple or general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how people feel about their jobs and different aspects of their jobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs. This makes job satisfaction an issue of substantial importance for both employers and employees. As many studies suggest, employers benefit from satisfied employees as they are more likely to profit from lower staff turnover and higher productivity if their employees experience a high level of job satisfaction. However, employees should also be happy in their work, given the amount of time they have to devote to it throughout their working lives. Methodology Adopted The study was conducted in Dindigul District of Tamil Nadu, India, with 20 managers, 100 supervisors and approximately 1500 workers working in 20 Textile Mills Unit. The questionnaire was personally administered to all the 20 managers, 40 supervisors and 60 working workers who were randomly selected depending on their availability during their working hours. The data was collected employing selfadministered questionnaire. The first part of the questionnaire consisted of background variables and elicited information with respect to the respondent s age, gender, designation and years of working experience in the current company. The second part of the questionnaire consisted of 19 items related with the job satisfaction indicators. The third part of the questionnaire consisted of 12 items related with the consequences of job satisfaction indicators. Initially, the researcher interacted with some of the employees to know about the consequences of their job and job satisfaction. Based on these interactions, a list of items to be included in the questionnaire was prepared. Analysis and Discussion Job Satisfaction The incumbent working population by occupation is presented in table 1. It shows that the 20 manager respondents mean age was found to be years and their age standard deviation was 5.38 years revealing that there is less scattered deviation in age among the managers. Their average job experience was 8.5 years and their standard deviation was just 3.12 years. The average age of the 40 supervisor respondents was years and the differences amongst their age were 9.42 years. The average job experience amongst them was 9.68 years and scattered deviation of 4.66 years of job experience. Worker s (60 respondents) average age was years and their age standard deviation was 4.37 years showing that there is less age differences. Further, it is revealed that cent percent of the managers and supervisors are male and 67 percent of the workers are male. Hence, male population dominates. Distribution of respondents by their job satisfaction is presented in table 2. It reveals that, the managers perception were scattered between highly satisfied and highly unsatisfied on the job satisfaction on wage rate and regularity of payment of wages. However, supervisors and workers were satisfied on wage rate and with the regularity of payment of wages. Hence, there is no concrete perception and less scattered effect in this regard. On the satisfaction with the nature of work, half of the managers (50%) were highly satisfied with the opportunities for utilizing their skills and abilities and dealing with a variety of task. Less than majority of the manager respondents (40%) were highly satisfied and 35 percent were satisfied with the availability of freedom. However, half of the respondents were satisfied with the feedback on Blue Ocean Research Journals 50

2 how well they are performing their work. It also reveals that, absolute majority ( %) of the supervisors and workers were satisfied with the nature of the work and the available opportunities to utilize their skills and abilities, offering a variety of tasks and availing freedom. No absolute opinion was given by the supervisors and workers on the feedback on their wellbeing. Half of the managers and worker respondents were satisfied but supervisors were highly satisfied, on promotion avenues and timely promotion given by the company. On the satisfaction with the supervisors for the establishment of supportive system and personal interest taken by them, the study shows that half (50%) of the mangers were satisfied and absolute majority of the supervisors were satisfied on establishment of supportive system by the supervisors and absolute majority (55%) were undecided with the personal interest taken by the supervisors. Less than majority (40%) of the workers were satisfied with the establishment of supportive system by the supervisors, personal interest taken by the supervisors. This is attributed mainly due to less importance given by the managers and supervisors to the workers. The study shows that, half of the manager respondents were satisfied with the work group within the company on the available opportunities for interaction with each other whereas the prevalence of similar attitudes and values among them are noticed in the study area. Absolute majority of the supervisors (75%) were highly satisfied with the opportunities for interaction with each other but less than majority (40%) were just satisfied with the similarity in the attitude and values among themselves. A vast majority of the workers (68.9%) were just satisfied with the opportunities for interaction with each other and attaining similarity in the attitudes and values. The investigation further reveals that, cent percent of the managers were satisfied with the working conditions. Cent percent of the supervisors were satisfied with ventilation, cleanliness and temperature, absolute majority (72.5 %) of them were satisfied with the work place environment including hours of work. However, half of them were satisfied with the adequate tools and equipment s and majority (60%) of them on lighting and noise. A vast majority of the workers (70%) were satisfied with the ventilation, temperature cleanliness, lighting and noise, hours of work, work place environment and adequate tools and equipment s. Hence, it is inferred that, one can find this fairly friendly working conditions in the study area. Table 3 represents the mean score and ranking. It shows that, the satisfaction level point of view of the sample managers have been given opportunities to use their skills and abilities in the company. Subsequently, by working in the company, it offers variety of tasks as first rank (mean score: 4.05) followed by similar attitudes and values among the employees and the working conditions, that is, 2 nd rank (mean score: 4). The third rank was given to the satisfaction level at the establishment of supportive system by the supervisors, personal interest taken by the supervisors and the availability of opportunities for interaction with each other. Last rank (mean score: 3.65) was given to the regularity on payment of wages. Supervisor respondents have ranked the availability of opportunities for interaction with each other with first rank (mean score: 4.65) followed by satisfaction with lighting and noise with second rank (mean score: 4.4) and adequate tools and equipments with the working conditions (3 rd rank with mean score: 4.25). However they have given least level of satisfaction to the personal interest taken by the managers with the mean score of The workers ranked first (mean score: 3.76) to the availability of opportunities to used their skills and abilities, graded placed followed by second rank to the satisfaction at the hours of work and lighting and noise with the mean score of 3.75 each. Similarly, they placed at third to the level of satisfaction with the establishment of supportive system by the supervisors and managers on them, friendly working conditions with the ventilation, temperature, cleanliness, adequate tools and equipment and working place environment with the mean score of Workers placed last ranking status on the level of satisfaction on wage rates. Consequences of Job Satisfaction Table 4 represents the consequences of job satisfaction. It reveals that 55 percent of the managers highly agreed, 52 percent of the supervisors agreed and 53.3 percent of the workers too agreed that, due to their job satisfaction in the company productivity increased. Further, it revealed that, due to their job satisfaction in the company employee turnover was low, was highly agreed by half of the mangers, close to half of the workers (48.3 %) agreed but majority of the supervisors (52.5%) were undecided in that regard. The study further revealed that, 40% of the managers highly agreed and the other 40 percent of the mangers agreed that, due to their job satisfaction in the company absenteeism among the employee was low. However, absolute majority of the supervisors (62.5 %) and close to half of the workers (48.3 %) remained undecided in that regard. A vast majority of the managers (85%), supervisors (75%) and workers (70%) highly agreed that, due to the existents of cooperation among the Blue Ocean Research Journals 51

3 employees there was no fear factor in the work place. The mean score and ranking on the consequences of job satisfaction is presented in table 5. It reveals that, the managers, supervisors and workers ranked first to the indicator that, due to existents of cooperation among the employees there was no fear factor in the work place with the mean score of 4.7, 4.75 and 4.57 respectively. The managers placed in the last rank to the indicator that, due to Job satisfaction in the company absenteeism among the employee was low with the mean score of The supervisors and workers ranked last to the indicator that, due to Good transportations provided by the company they went for work and return home in time with the mean score of 2.8 and respectively. Conclusion The study concludes that according to their occupation category their satisfaction level too unevenly varies and scattered in the company. It is also concluded from the managers points of view that, from the job satisfaction contribution to the productivity of the companies, low in employees turnover and absenteeism among the employees were placed in a low position and are the key factors for the success of the company. References [1] Gupta C.B., Human Resource Management, Sultant Chand & Publication, New Delhi 95 (2009) [2] Agarwal R.D., Dynamic of Personnel Administration in India, Tata McGraw Hill, New Delhi (1973) [3] Hamdia Mudor and Phadett Tooksoon, Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover, Journal of Economics and Behavioral Studies, 2(2), (2011) [4] Hamermesh, D.S., The changing distribution of job satisfaction. Journal of HumanResources, 36(1), 1-30 (2011) [5] Jody Hoffer Gittell, Dana Weinberg, Susan Pfefferle and Christine Bishop, Impact of relational coordination on job satisfaction and quality outcomes: a study of nursing homes, Human Resource Management Journal, 18(2), (2008) [6] 6. Lise M. Saari and Timothy A. Judge, Employee Attitudes and Job Satisfaction, Human Resource Management, 43(4), (2004) Table 1: Incumbent Working Population by Occupational Status Sl.No. Nos. Age (years) Job experience (years) Sex Occupation category Mean SD* Mean SD* (%men) 1 Managers Supervisors Workers Total 120 Sources: Sample survey data. * Standard Deviation. Blue Ocean Research Journals 52

4 Blue Ocean Research Journals 53

5 Blue Ocean Research Journals 54

6 Blue Ocean Research Journals 55

7 Blue Ocean Research Journals 56