IMPORTANCE OF EMPLOYEE SATISFACTION ON CAREER MANAGEMENT WITH SPECIAL REFERENCE TO CHAMUNDI TEXTILES LTD, MYSORE.

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1 Primax International Journal of Commerce and Management Research Online ISSN: IMPORTANCE OF EMPLOYEE SATISFACTION ON CAREER MANAGEMENT WITH SPECIAL REFERENCE TO CHAMUNDI TEXTILES LTD, MYSORE. Mahesh A. S 1 B.V.Narasimham 2 Abstract This Study will be carried out to measure the importance of employee job satisfaction on career management with respect to Employees of Chamundi Textiles Ltd, Mysore. Karnataka State. After employees are hired and trained it is important to find the ways how we make our employees loyal with their organization. Today in order to sustain in the competitive market it is very important to retain talented employees that contribute towards the attainment of Organizational goal and customer satisfaction as well. The purpose of this Study is to elaborate the key factors which are useful for the satisfaction of the employees.it is important to fulfill their Hygiene and Motivation needs to get the desired efforts from them to achieve organizational objectives. The current Research is a descriptive Research which includes surveys and fact finding enquiries of different kinds. The main characteristic of this method is that the researcher has no control over the variables.the researcher can only report what has happened or what is happening. While distributing questionnaire to employees,the employees will be selected randomly using simple random sampling technique, which is a Probability sampling. Data will be collected based on structured questionnaire method on Likert five point scale for around 50 questions, which will be reduced to 12 factors. Out of 12 factors 6 factors are Hygiene factors namely Company Policy, Relationship with peers, Work security, Relationship with supervisor, Salary, Working conditions, and another 6 factors are motivational factors namely Achievement, Advancement, Work itself,recognition, Growth, Responsibility. Through this survey we will analyze the relationship between each Factor and employee job satisfaction which in turn gives clear picture about career management. Keywords : Career Management, Employee Satisfaction, Hygiene factor, Company Policy, Relationship with peers, Work security, Relationship with supervisor, Salary, Working conditions, Motivation factor. Achievement, Advancement, Work itself, Recognition, Growth, Responsibility. Introduction: Employee job satisfaction is one of the most important areas of focus for any company; happy employees lead to lower turnover, high customer satisfaction rates, and a more productive workforce. Employees who are dis tend to perform below their capabilities, result in high turnover of employees and leave their jobs relatively quickly, and are not very likely to recommend your company as an employer. So it is very important to fulfill the needs of the employee to reach the desired objective of the organization. Various motivational theories attempt to explain and predict observational behavior of employees. The wide range and variety of motivation theories result from the great diversity of people and the complexity of their behavior in organizations. Frederick Hertzberg departed from the need theories of motivation and examined the experiences that or dis people at work. This motivation theory became known as the two factor theory1. Herzberg and his colleagues believed that work conditions related satisfaction of the need for psychological growth were labeled as motivation factors. Work conditions related to dissatisfaction caused by discomfort or pain were labeled as hygiene factors. Each set of factors Related to one aspect of what Herzberg identified as the human being s dual nature regarding the work environment. Thus motivation factors relate to job satisfaction and hygiene factors relate to job benefits, dissatisfaction2. Job satisfaction is provided by building motivational factors into a job, according to Herzberg.This process is known as job enrichment. In the original research the motivation factors were identified as responsibility, achievement, recognition, advancement, and work itself. When these factors are present, they lead to superior performance and effort on the part of job incumbents. Motivation factors lead to positive mental health and challenge people to grow, contribute to the work environment and invest themselves in the organization. According to the theory and original research, the absence of these factors does not lead to dissatisfaction. Rather it leads to lack of satisfaction. Job satisfaction occurs when the hygiene factors are either not present or not sufficient. In the original research, the hygiene factors were company policy and administration; technical supervision; salary; interpersonal relations with one s supervisor; working conditions; and status. These factors relate to the context of the job and may be considered support factors. They do not directly affect a person s motivation to work but influence the extent of the person s discontent. They cannot stimulate psychological growth or human development but may be thought of as maintenance factors. Excellent hygiene factors result in employees being not dis and contribute to the absence of complaints about these contextual considerations. When these hygiene factors are poor or absent, the person complains about poor supervision, poor medical 1. Research Scholar, Rayalaseema University, Kurnool, Andhra Pradesh. 2. Research Guide, Rayalaseema University, Kurnool, Andhra Pradesh Page 138

2 Primax International Journal of Commerce and Management Research Print ISSN: benefits, or whatever hygiene factor is poor. Employees experience a deficit and are dis when the hygiene factors are not present. Many companies have initiated formal flexi time policies as a way to reduce dissatisfaction and persuade women leaders to come back to work3. Even in the absence of good hygiene factors, employees may still be very motivated to perform their jobs well if the motivation factors are present. Although this may appear to be a paradox, it is not, because the motivation and hygiene factors are independent of each other. The combination of motivation and hygiene factors can result in one of four possible job conditions. First, a job high in both motivation and hygiene factors leads to high motivation and few complaints among employees. Second, a job low in both factors leads to high motivation and few complaints among employees. Third, a job high in motivation factors and low in hygiene factors leads to high employee motivation to perform coupled with complaints about aspects of the work environment. Fourth, a job low in motivation factors and high in hygiene factors leads to low employee motivation to excel but few complaints about the work environment. Two conclusions can be drawn at this point. First, hygiene factors are of some importance up to a threshold level, but beyond the threshold there is little value in improving them. Second, the presence of motivation factors is essential to enhancing employee motivation to excel at work resulting in good career management. Literature survey : Most of us believe that work should be a positive experience. Job satisfaction is a pleasurable or positive emotional state resulting from the appraisal of one s job or job experiences4. It has been treated both as a general attitude and as satisfaction with five specific dimensions of the job; pay, the work itself, promotional opportunities, supervision, and coworkers5. An individual may hold different attitudes toward various aspects of the job. For example, an employee may like her job responsibilities but be dis with the opportunities for promotion. Personal characteristics also affect job satisfaction6. Those with high negative affectivity are more likely to be dis with their jobs. Challenging work, valued rewards, opportunities for advancement, competent supervision, and supportive coworkers are dimensions of the job that can lead to satisfaction. There are several measures of job satisfaction. One of the most widely used measures comes from the Job Descriptive Index (JDI). This index measures the specific facets of satisfaction by asking employees to respond yes, no, or cannot decide to a series of statements describing their jobs. Another popular measure is the Minnesota Satisfaction Questionnaire (MSQ)7. This survey also asks employees to respond to statements about their jobs, using a five point scale that ranges from very dis to very. Managers and employees hold a common belief that happy or employees are more productive at work. Most of us feel more than usual when we believe that we are performing better than usual8. Interestingly, the relationship between job satisfaction and performance is quite a bit more complex than that. Are workers more productive? Or are more productive workers more? The link between satisfaction and performance has been widely explored. One view holds that satisfaction causes good performance. If this were true, the manager s job would simply be to keep workers happy. Although this may be the case for certain individuals, job satisfaction for most people is one of several causes of good performance. Another view holds that good performance causes satisfaction. If this were true, managers would need to help employees perform well, and satisfaction would follow. However, some employees who are high performers are not with their jobs. The research shows modest support for both views, but no simple, direct relationship between satisfaction and performance has been found9. Future studies using specific, relevant attitudes and measuring personality variables and behavioral intentions may be able to demonstrate a link between job satisfaction and performance. Another reason for the lack of a clear relationship between satisfaction and performance is the intervening role of rewards. Employees who receive valued rewards are more. In addition, employees who receive rewards that are contingent on performance (the higher the performance, the larger the reward) tend to perform better. Rewards thus influence both satisfaction and performance. The key to influencing both satisfaction and performance through rewards is that the rewards are valued by employees and are tied directly to performance. Job satisfaction has been shown to be related to many other important personal and organizational outcomes. It is related to organizational citizenship behavior behavior that is above and beyond the call of duty. employees are more likely to make positive comments about the company, refrain from complaining when things at work do not go well, and help their coworkers10 Going beyond the call of duty is especially important to organizations using teams to get work done. Employees depend on extra help from each other to get Page 139

3 Primax International Journal of Commerce and Management Research Online ISSN: things accomplished. When massive wildfires swept through California in 2003, most businesses in the San Diego area closed for one or more ways as choking black smoke filed the air and thousands of homes were threatened. Aplus.net, an Internet service provider, chose to remain open; however, due to the danger involved, the company did not require its employees to report to work. Yet, in spite of thick smoke, most of the firm s employees came to work anyway, even though some were unsure if their homes would be waiting for them when they left work that evening.23 Because of their willingness to go the extra mile, Aplus.net and its customers remained up and running throughout the fires. The firm reported that the massive fires had no negative impact on its financial results for the quarter. Objectives of The Study To know general satisfaction of the employees. Role of various factors contributing to Employee Satisfaction. Are the employees are and motivated with their job and career management. Scope of The Study It is essential for facilitating developmental and organizational change. Allows the organization to focus on needs and leverage its strength. Informs the organization on which actions will create problems for the employees. Provides management with employee feedback (both positive and negative) on the career management. Measure the impact of current program, policies, and procedures. Can be used to motivate employees and improve job satisfaction. Need and Importance of The Study: The Organizations are becoming aware of the factors for employee satisfaction in such a scenario it is utmost important for organizations to satisfy their employees to achieve the organizations goals and to maintain good relations. There are various factors like motivation and morale, Work environment,level of stress, Power and politics, Organizational structure,safety and Security, Performance Appraisal, which can be looked for satisfaction of employees. Along with these factors one more aspect is very important is Job satisfaction. Some other factors which can be indicators of employee job satisfaction are salaries,incentives and benefits, Opportunities and Appraisals, Reward and recognition, Training and Development, Policies and Norms, and many others like Job rotation, Job enlargement, Counseling. Hypothesis of the Study : 1. High Hygiene + High Motivation leads to Employees are and Motivated 2. High Hygiene + Low Motivation leads to Employees are not dis but they are not Motivated 3. Low Hygiene + High Motivation leads to Employees are motivated but they are not 4. Low Hygiene + Low Motivation leads to Employees are Neither nor Motivated. Methodology : The current research is descriptive in its nature. Descriptive research can be explained as describing something, some phenomenon or any particular situation. Descriptive researches are those researches that describe the existing situations instead of interpreting and making judgments. The main objectives of descriptive research is verification of the developed hypothesis that reflect the current situation11. Based on the Hertzberg two factor theory, Hygiene factor and motivation factor, study was conducted. Sources of Data : To cater the need of the research we have collected opinion from the employees by distributing structured Questionnaire. Secondary sources of data collected from web sites, journals etc. Data Collection Tool : Structured questionnaire was prepared and measured on Likert s five point scale. Sampling Frame: working Professionals of Chamundi Textiles Pvt. Ltd Mysore. Sampling Method : Under the probabilistic sampling techniques, stratified simple random sampling was done. Strata: Higher Level, Middle Level.Simple random sampling is a sampling technique that obtains and collects the relevant information from the sample or the unit of the study that are selected randomly. The current study utilizes a probability sampling technique.we select these samples from population at Chamundi silks Ltd.Mysore. Karnataka state. Sample Size : Sample sizes of 21 employees out of 75 from various departments were taken for the research purpose. 21 employees out of 75 employees from the higher level management and from the middle level management Page 140

4 Primax International Journal of Commerce and Management Research Print ISSN: Data Analysis Hygiene Factors Dis dis Company Policy Company policy is in line with its vision and mission I completely understood the vision and mission of my company I am proud to work for this company because the company policy is favourable for its employees. The attitude of the administration is very accommodative in my company From the above table it is found that 38% of the respondents are highly, 52% of the respondents are and 10% respondents are less with the company policy. Dis dis Relationship with peers It is easy to get along with my colleagues My colleagues are helpful and friendly. Colleagues are important to me The above table interprets that 47% of the respondents are highly, 47% of the respondents are and 6% respondents are less with the relationship with peers. Dis dis Work Security I believe safe working at my workplace I believe my job is secure I feel I have secured future working with this company. My workplace is located in an area where I feel comfortable. Management is supportive in times of personal crisis From the above table it is found that 38% respondents are highly, 52% of them are and 10% respondents are less about the work security. Dis dis Relationship with Superiors I feel my performance has improved because of the support from my supervisor Page 141

5 Primax International Journal of Commerce and Management Research Online ISSN: I share a good rapport and I am happy working with my supervisor My supervisors are strong and trustworthy leaders From the above table it is found that 33% respondents are highly, 52% of them are and 15% respondents are less about the relationship with superiors. Salary Company maintains the compensation structure in accordance with the Performance of the employees I am encouraged to work harder because of my salary I believe my salary is fair I get the facilities of general amenities at the workplace. I feel because of the comfort I am provided at work I am proud to work for my company because of the pleasant working conditions Dis dis From the above table it is found that 47% respondents are highly, 47% of them are and 6% respondents are less with the Salary provided. MOTIVATIONAL FACTOR Achievement I am proud to work in this company because it recognizes my achievements I feel with my job because it gives me feeling of accomplishment I feel I have contributed towards my company in a positive manner Dis dis From the above table it is found that 42% respondents are highly, 52% of them are and 6% respondents are less about the achievement. Advancement I have various challenges and opportunities for learning, growth and advancement Dis dis Page 142

6 Primax International Journal of Commerce and Management Research Print ISSN: I will choose career advancement rather than monetary incentives My job allows me to learn new skills for career advancement From the above table it is found that 47% respondents are highly, 43% of them are and 10% respondents are less with the company s advancement. Work itself Management truly believes in team work My work is thrilling and I have a lot of variety in tasks that I do I am empowered enough to do my job. My job is challenging and exciting Any mistake I do is treated in a positive manner. The targets given to me are achievable in due time. The work performed by me relevantly describes my position in the organization Dis dis From the above table it is found that 38% respondents are highly, 52% of them are and 10% respondents are less about the work. Recognition I feel appreciated when I achieve or complete a task My superior always thanks me for a job well done I receive adequate recognition for doing my job well Dis dis From the above table it is found that 43% respondents are highly, 47% of them are and 10% respondents are less with the Recognition. Growth Various programs are implemented for the development of the employees in the company Training programs provided by my department is appropriate Dis dis Page 143

7 Primax International Journal of Commerce and Management Research Online ISSN: Company is concerned with overall growth of the employees I am proud to work in my company because I feel I have grown as a person My job allows me to grow and develop as a person My job allows me to improve my experience, skills and performance Company provides opportunity for further study From the above table it is found that 43% respondents are highly, 52% of them are and 6% respondents are less with current growth. Dis dis Responsibility I have given new responsibilities in my work. My company trusts me for responsible work The working of my department is incomplete without my inputs in to the work From the above table it is found that 52% respondents are highly, 33% of them are and 15% respondents are less about the Responsibility. Findings Hygiene Factors 90% Employees are with company policy and administration 94% Employees are with the relationship with peers 90% Employees are with the work security 85% Employees are with the Relationship with superiors 94% Employees are with the Salary Motivational Factors 94% Employees are about the Achievements 90% Employees are with the company s advancement 90% Employees are about the work 90% Employees are with the Recognition 94% Employees are with the current growth 85% Employees are about the responsibility Conclusion : Most of the employees are with Hygiene factor i.e., policy and administration, relationship with peers, work security, relationship with superiors, salary. Most of the employees are with Motivation factor i.e., Achievement, Company advancement, Work itself, Recognition, Current growth, Responsibility. As per the study it is high Hygiene, High Motivation leads to Employees are motivated and. From the above information one can understand that career planning and career management are intact. Page 144

8 Primax International Journal of Commerce and Management Research Print ISSN: Recommendation: Relationship with supervisors in the area of Hygiene factor needs little improvement Responsibility in the area of Motivation factor needs little improvement. These two factors have to be taken care by the Management. Limitations of the study : The study is limited to the responses received from the respondents. The perception of the individual is an emotional state or mental condition a level can only be estimated. References: 1 F. Herzberg, B. Mausner and B. Snyder man, The Motivation to Work (Newyork : Wiley,1959) 2 F.Herzberg, Work and the Nature of Man (Cleveland : world 1966) 3 J.Marquez Winning Woman Back Work force Management 86(7)(April ) E.A.Locke The nature and causes of Job Satisfaction in M.Dunnette,ed,Handbook of Industrial and Organizational Psycology(Chicago Rand McNally, 1976). 5 C.Smith, L.M.Kendall, and C.L.Hulin, The Mesurement of Satisfaction in work and Retirement (Skokie, III: Rand McNally,1969). 6 R.Ilies and T.A.Judge, On The Heritability Of Job Satisfaction.The Mediating Role Of Pesonality, Journal Of Applied Psycology88(2003); D.J.Weiss, R.V.Davis,G.W.England and L.H.Lofquist,Manual for the Minnesota satisfaction questionnaire (Minneapolis industrial relations center, University of Minnesota. 8 C.D.Fisher why do lay people believe that satisfaction and performance are correlated? possible sources of a commonsense theory Journal of organizational behavior 24 (2003) M.T.Laffaldona and P.M.Muchinnsky Job satisfaction and Job performance :A meta analysis Psychological Bulletin 97 (1985): L.A.Bettencourt K.P.Gwinner and M.L.Meuter A comparison of attitude,personality, and knowledge predictors of service oriented organizational citizenship behaviors Journal of applied psychology 86 (2001): APlus.Net, APlus Net is put to the test with firestorm 2003 and passes with high colours November 6,2003. Page 145