A STUDY ON OVERALL JOB SATISFACTION AMONG THE EMPLOYEES OF CHENNAI PORT TRUST

Transcription

1 A STUDY ON OVERALL JOB SATISFACTION AMONG THE EMPLOYEES OF CHENNAI PORT TRUST Dr. M. RAJENDRAN Assistant Professor, Commerce Wing, Directorate of Distance Education, Annamalai University, Annamalainagar ABSTRACT This research paper evaluates the employees overall job satisfaction at Chennai Port Trust. The ultimate aim of this paper is to measure the determinants of job satisfaction, to cross-verify the job satisfaction across these determinants with respect to some select demographic factors and to evaluate the overall job satisfaction. This study also aims to identifying the influential character and the degree of influence of these determinants. The results reveal that transfer and promotion policy, fringe benefits, and the existing communication system are emerged as the dominant factors in the determination of employee job satisfaction and welfare measures and motivational factors are found to be the moderately influential factors in the determination overall job satisfaction of employees at Chennai Port Trust. Interpersonal relationship, attitude of management and training and development are identified as lagging factors, this study further claims. KEYWORDS: Job Satisfaction, Motivation, Welfare measure, Globalization. INTRODUCTION It is a well known secret that employees job satisfaction is determined by very many factors. The success of an organization solely hinges on how the management keeps its employees delighted in the respective jobs that they presently perform. As Chennai Port Trust is one of the major ports in India, it functions as a catalyst for the socio-economic development of the region. The relevance of Chennai Port Trust has increased manifold in the context of radical economic reforms of globalization of Indian economy, which handles the vast volume of traffic of International trade of India. The raising inefficiency in the Indian Port Sector, associated with massive dissatisfactory level among the employees cripples the country s growth. Constraint in this regard would not only erode the competitive strength and limit the International trade, but also increasingly marginalize the country in the global investment map. Against this background, this study was conducted with a specific objective of measuring the overall job satisfaction level of employees at Chennai Port Trust. JOB SATISFACTION - A MOVING CONCEPT As job satisfaction is dynamic, it can decline even more quickly than it develops. One cannot say that any one motivating factor would result in an equal level of job satisfaction for different individuals. The level of job satisfaction due to the same motivating factor varies from person to person, organization to organization, and even country to country. Job satisfaction helps the management to reduce absenteeism, labour turnover and stress. Additionally, there are benefits for society in general. Satisfied employees are happy and better citizens. Today, relationship management is the buzz word in business; nevertheless, the strength of the relation rests heavily on the degree of satisfaction. Manpower is an important asset in any organization for, attaining the business goals. Page 30

2 MOTIVATION, PERFORMANCE AND JOB SATISFACTION Organization climate can influence motivation, performance and job satisfaction of employees by creating certain kinds of expectancies about what consequences will follow from different actions. The success of any organization depends upon proper co-operation of the employees. Unless the workers get full satisfaction by working in an organization with a congenial climate, success will only be a day dream. Here, the view of job satisfaction is that individuals calculate the degree to which the job is satisfying by considering the extent to which the job leads to valued outcomes. It is assumed that the individuals have a set of judgments about how much they value certain outcomes such as pay, a promotion, or good working conditions and so on. They then estimate the extent to which holding the job leads to each of these outcomes. Discontent often has a spillover effect on otherwise unrelated portions of lives. Dissatisfaction with one s job seems to have an especially volatile spillover effect. People who feel bad about their work are apt to feel bad about many other things, including family life, leisure activities even life itself. JUSTIFICATION AND PROBLEM FOCUS The most important factor which determines the success of the port is its efficiency, which in turn depends on the level of satisfaction of the users and the employees. Only those ports which exhibit high standards of efficiency and employees satisfaction will be able to face the anticipated competition from the emerging private ports in the new millennium, in the wake of the globalization. The general opinion of the experts is that the performance of Indian ports is far behind the level of performance of the ports in the developed countries. The Indian economic planners sincerely feel that the dismal performance of the major ports in India is purely due to low level employee satisfaction which leads to volatile port system and weak growth of foreign trade. The measurement of overall job satisfaction in service sector, especially in ports, has been an increasingly important issue and has become a commercial imperative now for our policy makers and economists to meet the national objectives. There is a great urge, all around, by the Government, the port authorities and the port users to make the Indian ports perform well, to which Chennai Port is a constituent, through the enhanced employee job satisfaction. Port is a labour-intensive sector and has been undergoing continuous change because of change in technology. This has a significant impact on workers. This change demands newer skills for the workers. This requirement of new skills creates work stress, makes workers dissatisfied with their jobs, and deteriorates the work relations in the port. Job satisfaction impact is highly significant among these, because it is directly related to the performance of the employees. OBJECTIVE To carry out a critical evaluation on the overall job satisfaction among the employees of Chennai Port Trust, using some fifteen select determinants of job satisfaction across eight demographic factors. RESEARCH METHODOLOGY This study has adopted both descriptive and analytical methodologies. The descriptive methodology aims at defining the conceptual issues while the analytical methodology identifies the various determinants that are responsible for employee satisfaction and critically evaluates the overall satisfactory levels, across these determinants. Sources of Data The data source for this research is absolutely primary, collected directly from the respondent employees by serving the questionnaire to them personally. However, the use of secondary data has also been made in a limited way in this research, whenever necessary. PILOT STUDY Before the researcher could start the actual survey, a pilot study was conducted on select 30 sample respondent employees. The absolute aim of conducting the pilot study was to record the views of the respondent employees and to identify the the deficiencies in the questionnaires set in this study. This process has helped the researcher to make necessary corrections, as suggested by the respondents, on some aspects of job satisfaction. The corrected version of the questionnaire was finally served to the 864 sample employees belonging to four categories working in eight departments of Chennai Port Trust. DATA COLLECTION METHOD One hundred thirteen questions were framed and served to 864 respondent employees in Chennai Port Trust. Out of the 864 respondents considered in this study, only 840 respondents have answered the questionnaire. The questionnaire has covered the entire aspects of job satisfaction, across select fifteen well-known variables that are responsible for employee job satisfaction. The Likerts five points scaling technique with the options, strongly agree, agree, no comment, disagree and strongly disagree has been adopted. Page 31

3 SAMPLING AND SAMPLE SIZE This study has adopted systematic cluster sampling, using random method. Out of 8638 employees Class I, Class II, Class III and Class IV categories, working in eight different departments, ten percent of employees (864) were considered for the survey, as a sample size giving due weightage to each cluster. FRAME WORK FOR DATA ANALYSIS The relevant details gleaned from various sources are classified and simplified so as to meet the various requirements for different objectives set in this study and to have a meaningful inference and interpretation to generalize the findings. This study first measures the job satisfaction across fifteen variables that are considered for assessing the influential character of these variables in the determination of job satisfaction and analyses the variance in satisfaction (degree of influence) across the eight demographic factors so as to evaluates the overall job satisfaction at Chennai Port Trust. TOOLS FOR DATA ANALYSIS This study has employed the well-known statistical tools such as rank correlation and chi-square test were employed to identify the degree of freedom. The Duncan multiple range test was employed to justify the closeness of variable and the multiple correlation was used to classify the variables such as dominant, moderate and lagging variables has been used. During the course of this analysis, SPSS package version 13 has been used. LIMITATIONS OF THIS STUDY 1. This study is restricted to Chennai Port Trust only. 2. This study excludes the minor and intermediate ports of Tamil Nadu in its purview. 3. This study has considered only some select determinants of job satisfaction owing to time overrun. 4. This study does not cover the technical aspects of cargo handling and the distinguished operating activities of Chennai Port Trust. RELIABILITY AND VALIDITY TEST The reliability and validity test was conducted on the information collected from the sample employees, using Cronbach Alpha Model which shows that the reliability scores of the determinants are found to be between 74 per cent and 94 per cent and hence, further survey was conducted on the actual sample size considered in this study. RESULTS OF DATA ANALYSIS AND INTERPRETATION The entire analytical processes and the results thereof of this research are precisely presented in the following pages. Table 1 Trend in Overall Job Satisfaction S. No Overall Job Satisfaction Frequency Percentage 1 Low Average High Total Source: Primary data Table 1 reveals the trend in overall job satisfaction, irrespective of the degree of influence, across fifteen of variables and the various classifications of respondents on select bases such as, age, gender, educational qualification, marital status, department, category, experience and income. Out of the 840 employees who responded to the questionnaire, 223 employees representing 26.5 per cent have revealed that they get less satisfaction, while 395 respondents representing 47.0 per cent have stated that they get moderate satisfaction and 222 employees representing 26.5 per cent have revealed high level satisfaction. Based on the opinion of the employees, the overall job satisfaction is found to be 73.5 per cent which is considered as good by and large. However, the cross examination of overall job satisfaction for eight bases of classification is imperative to understand the satisfactory level with respect to fifteen determinants of job satisfaction, which is carried out using chi-square analysis and multiple correlation analysis. Analysis of variance in overall job satisfaction across the demographic factors. Null Hypothesis (Ho 1 ): There is no significant difference between overall job satisfaction across the age groups Page 32

4 Age Group TABLE 2 Age Groups and Overall Job Satisfaction Level of satisfaction Low Average High Total Chi- square value P value Up to 40 years 55 (19.6) 132 (47.1) 93 (33.3) years 86 (28.2) 144 (47.2) 75 (24.6) years and above 82 (32.2) 119 (46.7) 54 (21.1) ** It is observed from the Table 2 shows that the null hypothesis is rejected at 1 per cent level as the P value is lesser than 0.02, ie., There is a significant variance among the three age groups in satisfactory levels. Among the three age groups, employees up to 40 years are found to be highly satisfied (33.3 per cent), followed by the age group of 41 to 50 years (24.6 per cent) and the age group of 51 years and above (21.1 per cent). The employees belonging to 51 years and above are found to be less satisfied (32.2 per cent). Null Hypothesis (Ho 2 ): There is no significant difference between overall job satisfaction among gender groups. TABLE 3 Gender and Overall Job Satisfaction Gender Level of satisfaction Low Average High Male 181 (28.9) 295 (47.1) 150 (24.0) 626 Female 42 (19.6) 100 (46.7) 72 (33.7) 214 Total Chi- square value P value ** It is observed from the Table 3 shows that the rejection of null hypothesis at 1 per cent level of significance, which means female employees (33.7 per cent) are highly satisfactory than the male employees (28.9 per cent). On consolidating the overall results, the satisfactory level is 76 per cent, while the dissatisfactory level is 24 per cent only. Null Hypothesis (Ho 3 ): There is no significant difference between overall job satisfaction across respondents with different educational qualification. TABLE 4 Educational Qualification and Overall Job Satisfaction Education qualification Low Average High Total Chi- square value P value Up to higher secondary 67 (23.2) 161 (55.7) 61 (21.1) 289 Graduation 93 (26.6) 146 (41.8) 110 (31.6) 349 Postgraduation 35 (28.0) 58 (46.4) 32 (25.6) 125 Others 28 (36.4) 30 (39.0) 19 (24.6) 77 Note: Figures in bracket indicate row percentage ** Table 4 reveals the test of null hypothesis between employees educational qualification and the level of satisfaction is rejected at 1 per cent level, since the P value is less than While seeing the level of satisfaction across the four groups with different educational qualifications, the graduate respondents are found to be highly satisfied (31.6 per cent). The employees with low educational qualification are moderately satisfactory (55.7 per cent) and employees of other category of employees are less satisfied (36.4 per cent). Page 33

5 Null Hypothesis (Ho 4 ): There is no significant difference between overall job satisfaction across the marital status of the respondents. TABLE 5 Marital Status and Overall Job Satisfaction Marital status Low Average High Total Chi- square value P value Married 208 (27.6) 351 (46.6) 194 (25.8) 753 Unmarried 15 (17.2) 44 (50.6) 28 (32.2) There is no significant variance in satisfactory level among the employees with different marital status, as the null hypothesis is accepted. However, the unmarried employees are more satisfied (32.2 per cent) than the married employees (27.6 per cent). Null Hypothesis(Ho 5 ): There is no significant difference between overall job satisfaction among the respondents working in different departments. TABLE 6 Departments and Overall Job Satisfaction Departments Low Average High Total Chi- square value P value Secretary s 18 (28.6) 36 (57.1) 9 (14.3) 63 Accounts 42 (24.8) 63 (37.3) 64 (37.9) 169 Traffic 79 (26.0) 152 (50.2) 72 (23.8) 303 Marine 13 (25.5) 25 (49.0) 13 (25.5) 51 Medical 14 (35.0) 15 (37.5) 11 (27.5) 40 Stores 21 (38.9) 15 (27.8) 18 (33.3) 54 Engineering 25 (26.6) 43 (45.7) 26 (27.7) 94 Electrical and mechanical 11 (16.7) 46 (69.7) 9 (13.6) 66 Note: Figures in bracket indicate row percentage ** It is observed from the Table 6 shows that the null hypothesis is rejected at 1 per cent level ie., there is a close relationship in satisfactory levels among the employees working in eight different departments. The result also reveals that the employees working in finance and accounts department are more satisfied (37.9 per cent). The employees working in stores department are found to be less satisfied (38.9 per cent), followed by employees in medical department (35.0 per cent). Respondents of electrical and mechanical department (69.7 per cent) and secretary department (57.1 per cent) are moderately satisfied. Null Hypothesis(Ho 6 ): There is no significant difference between overall job satisfaction among the employees belonging to different categories. TABLE 7 Category and Overall Job Satisfaction Category Low Average High Total Chi- square value P value Class I 25 (92.6) - 2 (7.4) 27 Class II 25 (75.8) 5 (15.2) 3 (9.0) 33 Class III 143 (23.4) 289 (47.2) 180 (29.4) 612 Class IV 30 (17.9) 101 (60.1) 37 (22.0) ** Page 34

6 Table 7 reveals the null hypothesis is rejected at 1 per cent level which means there is a significant variance, among the respondents belonging to four different categories. The result also reveals that class III employees are found to be highly satisfied (29.4 per cent), while the class I employees are highly dissatisfied (92.6 per cent) followed by class II employees (75.8 per cent). Moderate satisfaction is found in class IV employees (60.1 per cent). Null Hypothesis (Ho 7 ): There is no significant difference between overall job satisfaction among respondents with different years of work experience TABLE 8 Work Experience and Overall Job Satisfaction Experience Low Average High Total Chi- square value P value Below 10 years 25 (18.9) 60 (45.5) 47 (35.6) years 71 (23.6) 146 (48.5) 84 (27.9) years 93 (27.8) 158 (47.2) 84 (25.0) years and above 34 (47.2) 31 (43.1) 7 (9.7) 72 Note: Figures in bracket indicate row percentage ** It is observed from the Table 8 shows that the results shows significant variance in job satisfaction as the null hypothesis is rejected at 1 per cent level, since the P value is very much less at 1 per cent level. The results also reveal that employees with less than 10 year of experience (35.6 per cent) are more satisfied than the senior employees. The employees with 31 years and above of experience are less satisfied (47.2 per cent). The other two groups of employees are found to be moderately satisfied. Null Hypothesis (Ho 8 ): There is no significant difference between overall job satisfaction, across different income groups TABLE 9 Income and Overall Job Satisfaction Income (Rs.) Low Average High Total Chi- square value P value Below Rs (17.9) 148 (47.5) 108 (34.6) 312 Rs Rs (25.4) 223 (50.6) 106 (24.0) 441 Rs and above 55 (63.2) 24 (27.6) 8 (9.2) ** Table 9 reveals there is a significant variance in satisfactory level across the income classifications as the null hypothesis is rejected at 1 per cent level. It also reveals that the beginners are found to be highly satisfied (34.6 per cent). The senior employees in the scale of Rs and above are less satisfied (63.2 per cent). The middle income group employees (Rs to Rs.25,000) are moderately satisfied (50.6 per cent). TABLE 10 Multiple Correlation and the Ranking of Variables Combination of variables Correlation Rank D 11 /D D 13 /D D 12 /D D 13 /D D 11 /D D 13 /D D 5 /D D 14 /D D 12 /D D 10 /D Page 35

7 It is observed from the Table 10 shows that the determinants of job satisfaction Job related factors (D) 1, Work environment (D) 2, Interpersonal relationship (D) 3, Salary and allowances (D) 4, Attitude of management (D) 5, Decision making and empowerment (D) 6, Personal growth and career development (D) 7, Training and development (D) 8, Personal/domestic factors (D) 9, Transfer and promotion policy (D) 10, Fringe benefits (D) 11, Welfare measures (D) 12, Communication (D) 13, Motivation (D) 14, Grievance and redressal mechanism (D) 15 TABLE 11 Intensity of the Variables for Duncan Multiple Range Test Variables Frequency Character Job related factors - - Work environment - - Interpersonal relationship 1 Low intensity Salary and allowances - - Attitude of management 1 Low intensity Decision making and empowerment - - Personal growth and career development - - Training and development 1 Low intensity Personal / domestic factors - - Transfer and promotion policy 4 Dominant Fringe benefits 4 Dominant Welfare measures 3 Moderate Communication 4 Dominant Motivation 2 Moderate Grievance and redressal mechanism - - Table 11 reveals that the different combination of variables may give different satisfactory levels, at different points of time. Keeping the above view in mind, this analysis is made to identify which combinations of these factors are more related to each other, in determining the overall job satisfaction at Chennai Port Trust. It is known that correlation is high and positive between variables D 11 (fringe benefits) and D 12 (welfare measure), followed by between D 13 (communication) and D 14 (motivation), between D 12 (welfare measures) and D 13 (communication), between D 13 communication and D 10 (transfer and promotion policy), between D 11 (fringe benefits) and D 10 (transfer and promotion policy), between D 13 (communication) and D 11 (fringe benefits), between D 5 (attitude of management) and D 3 (Inter personal relationship), between D 14 (motivation) and D 11 (fringe benefits), between D 12 (welfare measure) and D 10 (transfer and promotion policy) and between D 10 (transfer and promotion policy) and D 8 (training and development). The above arrangement of variables in order (ten combinations) is made on the basis of intensity of the relative variables in the determination of overall job satisfaction. On examining the intervention of each of the individual variables under ten different combinations, transfer and promotion policy D 10 (four times), fringe benefits D 11 (four times) and communication D 13 (four times) are found to be more influential and dominant in determining the overall job satisfaction. The other variables, which are found to be next in the order of intensity and influence, are welfare measure D 12 (three times) and motivational factor (two times) and hence they are considered as moderate variables. Rest of the variables such as Interpersonal relationship, Attitude of management, and Training and development are considered as variables of low intensity. Therefore, the overall satisfaction of employees of Chennai Port Trust is determined by variables such as transfer and promotion policy, fringe benefits, communication, welfare measure and motivation. CONCLUSION In summarizing the results, no single variable has emerged as the most influential factor among all the fifteen determinants during the study period in the determination of employees job satisfaction. However, on measuring the determinants, transfer and promotion policy, fringe benefits and the existing communication systems are identified as dominant factors in the determination of employees job satisfaction. Welfare measures and motivational factors are identified as the moderate influential factors and interpersonal relationship, attitude of the management and training development are identified as the factors of low importance, this study finally concludes. Page 36

8 REFERENCES 1. Pestonjee, D.M Motivation and Job Satisfaction, Macmillan India Ltd., New Delhi. 2. James Francis, G. and Gene Milbourn Jr Human Behaviour in the Work Environment, Good year Publishing Company, California. pp Dwivedi, R.S Human Relations and Organisational Behaviour, Macmillan India Ltd., New Delhi, pp Keith Davis Human Relations at work, Tata McGraw Hill, New York. Page 37