A Study on Job Satisfaction before and after Training and Development Programme in Insurance Company s

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1 International Journal of Research in Management & ISSN : (Online) A Study on Job Satisfaction before and after Training and Development Programme in Insurance Company s I R. Divyaranjani, II Dr. D. Rajasekar I Research Scholar, AMET Business School, AMET University II Associate Professor, AMET Business School, AMET University I. Introduction to The Study The term job satisfaction refers to the attitudes and feelings, people have about their work. Positive and favorable attitudes towards the job indicate job satisfaction whereas negative and unfavorable attitudes towards the job indicate job dissatisfaction. Such items may affect attitudes towards the job as the pay scale, the relationship of the individual to the supervisor. The working condition including safety and May other factors which are not easily describe on the surface. The job itself may provide the satisfaction of physical, social activities. Morale is often defined as being equivalent to job satisfaction. Morale is the extent to which an individual s needs are satisfied and the extent to which an individual perceives that satisfaction as stemming from his total work situation. Discretionary behaviors that help the organization to be successful is most likely to happen when employees are well motivated and fell committed to the organization, and when the job gives them high levels of satisfaction. Job satisfaction means economy of effort, getting rid of avoidable tension, utilizing the energies of employees for better performance of work instead of allowing them to be dissipated needlessly. Training Training is the process of enhancing knowledge developing skills and changing attitudes of people so that they are effective in their work responsibilities. Development According to Richardson development is a step process and day to day growth where the people define the problem and the plan for the future. Human Resources As the employees are the back bone of the company for achieving the aims and vision set forth by it, the employees has to be cared and nourished properly and has to be provided with proper training and development in order to achieve good salary, working environment, harmonious relationship, co-operation with superiors and subordinates. Human resources is the greatest asset in an organization, so after acquiring the employees they should be developed, motivated and maintained for the employees and the organization A. Factors Affecting Job Satisfaction Before Training According to Hertzberg, the factors leading to job satisfaction before training are separate and distinct from those that lead to job satisfaction. By eliminating the factors that can create job dissatisfaction there can be peace, but not necessarily motivation. Such characteristics are categorized as hygiene factors, they are: 1. Company policy and administration 2. Supervision 3. Relationship with supervisor 4. Work conditions 5. Salary 6. Relationship with subordinates 7. Status 8. Security When they are satisfactorily maintained, people will not be dissatisfied. However neither will they will be satisfied. If we want to motivate employees Hertzberg suggests emphasizing on motivators, they are: 1. Achievement 2. Recognition 3. Work itself 4. Responsibility 5. Advancement 6. Growth B. Lack Of Job Satisfaction During Training Period Lack of job satisfaction can be a significant source of stress. Reasons why you may not be completely satisfied with your job include: 1. Conflict between co-workers 2. Conflict with your supervisor 3. Not being appropriately paid for what you do 4. Not having the necessary equipment or resources to succeed 5. Lack of opportunities for promotion 6. Having little or no say in decisions that affect you 7. Fear of losing your job through downsizing or outsourcing C. Methods of Measuring Job Satisfaction in Training Programmes 1. Rating Scale The most common approach for measuring job satisfaction is the use of rating scales. These scales fall into two general categories. One is called tailor-made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales which, before their use, have been developed to establish group norms on the scales and to ensure the reliability and validity of the measuring instruments. It is tailor-made scales which are frequently used in practice. 2. Critical Incidents The critical incidents approach to the measurement of job satisfaction was developed by Herzberg and his associates in their research on the two-factor theory of motivation. Employees were asked to describe incidents on their job when they were particularly satisfied or dissatisfied. These incidents were them content analysed in determining which aspects were closely related to positive and negative attitudes. 214 IJRMBS, All Rights Reserved 11

2 ISSN : (Online) International Journal of Research in Management & 3. Interviews Personal interviews are yet another method of measurement of satisfaction. Employees are interviewed individually and the responses revel their satisfaction or dissatisfaction. 4. Action Tendencies These represent the inclinations people have to avoid or approach certain things. By gathering information about how they fell like acting with respect to their jobs, the job satisfaction can be measured. D. Benefits of Job Satisfaction After Training Programme Job satisfaction surveys can produce neutral or negative if they are poorly done during the training period, but usually they bring a number of benefits. The expected benefits are most likely to occur when the following conditions are met 1. Management is committed to the survey. 2. The survey is designed in terms of management and employee s needs and objective. 3. The survey is properly administered 4. There is management follow-up and action to communicate and use the result. A. OBJECTIVES Primary Objective To determine the amount of job satisfaction among the employees before and after training programme Secondary Objective 1. To analyse whether the employees are satisfied with the welfare facilities, bonus, pay and allowances they get from the organization. 2. To analyse the inter-personal relationship among the employees. 3. To analyse the degree of motivation as far as the job is concerned. 4. To analyse the extent to which individuals skills are utilized.. B. Need and Importance Job satisfaction survey can produce positive, negative results. If properly planned and administered they will produce a number of important benefits. One benefit of the survey is that they give management as indication of general level of satisfaction in a company. Survey also indicates specific area of satisfaction or dissatisfaction of particular groups of employees. Their feelings all focused on which departments are particularly affected. So, if proper training and development programmes are provided the employees feel satisfied towards the job. C. Scope The scope of the study has been extended to the employees in insurance company s to measure the level of satisfaction of employees towards their job after training period. Since the number of employees is 348, the scope of the study has been limited to few samples. A considerable number of workers, staff were surveyed to achieve the objectives of the study. A concervence sampling technique has been applied to make the study convenient at the same time to correlate with the objectives of the study. Job satisfaction is a set of favorable feeling with which employees view their work. There is an important difference between these job related to employees attitude, the same employee may have an intellectual response to her work stating the objective through that the work is quite complex. Though job satisfaction is also influenced by social, cultural environment, only organization related factors are considered in the study. The sample survey also to an extent had restricted the scope of the study. Since class, four employees are not considered for the study, as they are the lowest level of employees mostly uneducated. D. Limitations The time taken for conducting the study is very short. The study was restricted to insurance company s As government organization the employee s response was not so effective. Some of the employees were not willing to give their opinion. II. Theoretical Frame Work A. Website 1. Job Stress, Satisfaction, And Mental Health Among General Practitioners Before and After Introduction of New Contract. Abstract: MAIN OUTCOME MEASURES-Aspects of job causing stress, job satisfaction (Warr, Cook, and Wall scale), and mental health (Crown-Crisp experiential index). RESULTS-Compared with 1987, in 199 doctors experienced more stress from night calls (mean score 3.83 in 199 v 3.45 in 1987), emergencies during surgery hours (3.72 v 3.48), and interruption of family life by telephone (3.58 v 2.73; p less than.1 for all three variables CONCLUSIONS-Doctors experienced more stress, less job satisfaction, and poorer mental health in 199 than in These changes may have resulted from the introduction of the new contract. (V. J. Sutherland and C. L. Cooper, University of Manchester Institute of Science and Technology.) 2. Mental Health, Job Satisfaction, And Job Stress Among GENERAL PRACTITIONERS ABSTRACT: OBJECTIVE - To identify sources of job stress associated with high levels of job dissatisfaction and negative mental wellbeing among general practitioners in England. DESIGN-Multivariate analysis of large database of general practitioners compiled from results of confidential questionnaire survey. SETTING-National sample of general practitioners studied by university department of organizational psychology. SUBJECTS--One thousand eight hundred seventeen general practitioners selected at random by 2 family practitioner committees in England. INTERVENTIONS- None. END POINT-Determination of the combination of independent variables that were predictive of mental health and job satisfaction. MEASUREMENTS AND MAIN RESULTS- Women general practitioners both had job satisfaction and showed 111 All Rights Reserved, IJRMBS 214

3 International Journal of Research in Management & ISSN : (Online) positive signs of mental wellbeing in contrast with other normative groups (C. L. Cooper, U. Rout, B. Faragher, University of Manchester, Institute of Science and Technology.) B. Journals 1. Job satisfaction of people with disabilities placed through a project with industry The level of job satisfaction among disabled persons provided employment through a project of industry is investigated. The study reveals that the overall job satisfaction level for these people is slightly higher than the average for other occupations reported in the Minnesota Satisfaction Questionnaire. The amount of pay, the chances of advancement and the implementation of company policies are areas, however, where respondents said they were least satisfied. Article from: The Journal of Rehabilitation, Article date: January 1, 1993, Author: Houser, Rick ; Chace, Anne 2. Is job satisfaction U-shaped in age? It is generally believed that job satisfaction increases linearly with age. However, there are persuasive arguments, and some empirical evidence, that the relationship is U-shaped, declining from a moderate level in the early years of employment and then increasing steadily up to retirement. This paper investigates that relationship, using survey responses from a large sample of British employees. For overall job satisfaction, satisfaction with pay, and satisfaction with the work itself, a strongly significant U-shape is observed. Ordered profit techniques, which take account of the ordinarily of satisfaction data, are used to analyse the relationship between these forms of satisfaction. Article from: Journal of Occupational and Organizational Psychology, Article date: March 1, 1996, Author: Clark, Andrew; Oswald, Andrew ; Warr, Peter B. Sampling Design Population It refers to all the items chosen for the study. The population size of this study is 7. Sample Size Sample is described as a portion chosen from the population. The sample size chosen for this study is 1. Sampling Method There are many types of sampling methods. In this study Convenience sampling is used for selecting the samples. Data Required The data required is collected mainly as primary data by circulating questionnaire to all the persons chosen as sample. Nature Of Data PRIMARY DATA These are fresh data which are collected for the first time such as observation, personal interview, and questionnaire. SECONDARY DATA These are second hand information which has been already in to statistical process such as journals, books, websites, and literature. C. Statistical Tools 1. Percentage Analysis: Percentage refers to special kind of ratio. Percentage is used in making comparison between two or more series of data. Percentage is used to describe relationship. C. Newspaper 1. Job satisfaction outweighs fat pay for IAS toppers New Delhi, May 17 Job satisfaction seems to be the latest buzz for young UPSC exam toppers of Delhi, be it Supreet Singh Gulati, the second ranker in the UPSC examination or Ashima Jain, the seventh ranker, pay packets come after a career that guarantees satisfaction. Both the toppers were working with multi-national companies and earning decent sums before the determination to work for a better cause overtook them. I have experienced the feel of earning good money and the thrill of traveling around the world but nothing could undermine my desire to be an IAS officer, says Ashima Hamari Jamatia III. Research Methodology A. Research Design It is a detailed plan of action for the researcher which defines problem, identify data required and decide tool to be applied. It helps to make the research as efficient as possible. Descriptive Research seeks to ascertain certain magnitude by making complete study of the topic. It is used in this project to find the job satisfaction. 2. Chi-Square Test Chi-square test is used to find out whether there is relationship among various groups. It is calculated using following formula: I = 1, 2, 3 n 3. Correlation Analysis Correlation is defined as the association or relationship that exists between two or more variables. Where, r measures the degree of relation that exists between the variables 4. Weighted Average Method: The term weight stands for the relative importance of the different 214 IJRMBS, All Rights Reserved 112

4 ISSN : (Online) International Journal of Research in Management & items. The formula for computing weighted average is Where, W- Weights X-The variable Data Analysis and Interpretation Percentage Analysis: 1. Workload of The Employees Table 1: DESCRIP- TION PERCEN- TAGE 1 satisfied dissatisfied 6 6 TOTAL 1 1 From the table, it is inferred that 41 respondent s are satisfied with the work load of the employees, 26 respondent s are very satisfied with the work load of the employees, 25 respondent s are neutral with the work load of the employees, 6 respondent s are very dissatisfied with the work load of the employees and respondent s are dissatisfied with the work load of the employees. WORKLOAD OF THE EMPLOYEES Inference From the table, it is inferred that 56 respondent s are satisfied with the level of motivation, 34 respondent s are very satisfied with the level of motivation, 6 respondent s are dissatisfied with the level of motivation, 3 respondent s are neutral with the level of motivation, and 1 respondent are very dissatisfied with the level of motivation Fig.: 2 LEVEL OF MOTIVATION 34 satisfied LEVEL OF MOTIVATION 3. Communication And Information Flow TABLE 3 DES- CRIPTION 1 dissatisfied PER- CENTAGE 1 satisfied dissatisfied 6 6 TOTAL 1 1 Fig. : satisfied WORKLOAD dissatisfied 6 From the table, it is inferred that 47 respondent s are satisfied with the level of communication and information flow, 22 respondent s are neutral with the level of communication and information flow, 19 respondent s are very satisfied with the level of communication and information flow, 6 respondent s are dissatisfied with the level of communication and information flow and 6 respondent s are very dissatisfied with the level of communication and information flow. 2. Level of Motivation Table 2: DES- CRIPTION PERCEN- TAGE 1 satisfied dissatisfied 1 1 TOTAL COMMUNICATION AND INFORMATION FLOW 19 satisfied dissatisfied COMMUNICATION AND INFORMATION FLOW Fig. 3 : Communication And Information Flow 113 All Rights Reserved, IJRMBS 214

5 International Journal of Research in Management & ISSN : (Online) 4. Respondents Paid Fair Amount Based On Their Performance Table 4: DES- CRIPTION PER- CENTAGE 1 satisfied dissatisfied 6 6 TOTAL 1 1 From the table, it is inferred that 38 respondent s are satisfied with the level of amount paid based on their performance, 31 respondent s are very satisfied with the level of amount paid based on their performance, 22 respondent s are neutral with the level of amount paid based on their performance, 6 respondent s are very dissatisfied with the level of amount paid based on their performance and 3 respondent s are dissatisfied with the level of amount paid based on their performance Fig. 4 PAID FAIR AMOUNT BASED ON THEIR PERFORMANCE 31 satisfied Chisquare Analysis PAID FAIR AMOUNT BASED ON THEIR PEFORMANCE dissatisfied Analysis Between The Organization Structure And Future Career H: There is no significant difference between the organization structure and future growth. H1: There is significant difference between the organization structure and future growth. Table 5: Organization structure / FUTURE CAREER YES NO TOTAL satisfied dissatisfied TOTAL Oi Ei (Oi Ei) (Oi Ei) 2 (Oi Ei) 2 \ Ei TOTAL Degree Of Freedom χ 2 = (m 1) (n-1), χ 2 = (5-1) (2-1), χ2 = 4 χ 2 TABLE VALUE at 5% Level OF Significance = χ 2 Calculated Value = χ 2 CV < χ 2 TV. So, H is accepted, H 1 is rejected. There is no significant relationship between the organization structure and future growth. Correlation Analysis ANALYSIS BETWEEN BASED ON PERFORMANCE AND CHANCE OF PROMOTION X Based on performance, Y Chance of promotion. Table 6 : X Y X 2 Y 2 XY Formulae: r = N x y - x y / N x² - ( x²) N y² - ( y²) = 5(3132) 1 / ( 5 (2934) (1)) ( 5 (4136) (1)) = 566 / ( * 13.44) =.814 INFERENCE: Since the value is.814, there is positive relationship between the based on performance and chance of promotion 214 IJRMBS, All Rights Reserved 114

6 ISSN : (Online) International Journal of Research in Management & Weighted Average Method: Analysis On Various Factors: Table 7: Factors Dis Dis Total Average Promotion Job Security Performance Motivation Coworker Relationship Utilization Of Individual Skills Sample size= 1 Average weight given for promotion = [(23*5) + (59*4) + (6*3) + (9*2) + (3*1)] / 1 = 3.9 Average weight given for job security = [(25*5) + (53*4) + (13*3) + (3*2) + (6*1)] / 1 = 3.88 Average weight given for performance = [(31*5) + (38*4) + (22*3) + (3*2) + (6*1)] / 1 = 3.85 Average weight given for motivation = [(34*5) + (56*4) + (3*3) + (6*2) + (1*1)] / 1 = 4.16 Average weight given for coworker relationship = [(47*5) + (41*4) + (6*3) + (6*2) + (*1)] / 1 = 3.67 Average weight given for utilization of individual skills = [(25*5) + (51*4) + (9*3) + (6*2) + (9*1)] / 1 = 3.62 From the above weighted average table it has been inferred that the respondents have given 4.16 weight age to motivation, 3.9 weight age to promotion, 3.88 weight age to job security, 3.85 weight age to performance, 3.67 weight age to coworker relationship and 3.62 weight age to utilization of individual skills. Findings 1. Percentage Analysis: 1. 41% of the respondent s are satisfied with the work load of the employees % of the respondent s are satisfied with the level of motivation % of the respondent s are satisfied with the level of communication and information flow % of the respondent s are satisfied with the level of amount paid based on their performance. 2. Chisquare Analysis: There is no significant relationship between the organization structure and future growth 3. Correlation Analysis: There is positive relationship between the based on performance and chance of promotion 4. Weighted Average Method: Respondent s have given 4.16 weight age to motivation. Suggestions: 1. Recruit and retain the best employees. 2. Provide better working environment condition to employees. 3. Cordial relationship between co-workers should be improved. 4. Better interpersonal relationship should be credited i.e., employer and employee. 5. Providing suitable promotion, increment opportunities. Conclusion A Study on job satisfaction after training and development programme in Insurance Company., The study is mainly carried on in order to find the job satisfaction in insurance company. The major factors that lead to job satisfaction are promotion, job security, performance, motivation, coworker relationship, utilization of individual skills, etc. The employees should be given cross-training, and make them volunteer to do something different, the job security to the employees should be increased, cordial relationship between coworkers should be improved, interpersonal relationship among the employer and employee should be increased, the form of job redesigning should be done to make the jobs more interesting and challenging, improving quality of work life and rewards should be linked with performance. Bibliography Books: 1. Prasad L.M, 1984, Organizational Behavior, First edition, Vol (1), pp Mamoria C.B and Gankar S.V, 28, Personnel Management, Twenty eighth edition, Vol (1), pp James J. Connolly and Chockalingam Viswesvaran, Personality and Individual Differences, Elsevier B.V. publication, Second edition, pp Web Sites 1. fcgi?artid= Journals 1. Houser, Rick ; Chace, Anne, Job satisfaction of people with disabilities placed through a project with industry, The Journal of Rehabilitation, January 1, Clark, Andrew ; Oswald, Andrew ; Warr, Peter,Is job satisfaction U-shaped in age?, Journal of Occupational and Organizational Psychology, March 1, 1996 Newspaper 1. Hamari Jamatia, Job satisfaction outweighs fat pay for IAS toppers, Times Groups of India, 2nd page, Wednesday, May 17, Assocham, Mid-level govt staff a more satisfied lot, finds study, Times Groups of India, 11th page, Monday, Jul 26, All Rights Reserved, IJRMBS 214

UAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services

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