A Study of Job Satisfaction and Employee Productivity in Selected Organisations With Special Reference to SIDCUL, Udham Singh Nagar.

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1 A Study of Job Satisfaction and Employee Productivity in Selected With Special Reference to SIDCUL, Udham Singh Nagar A Thesis submitted to the Kumaun University, Nainital (India) in partial fulfillment of the requirement for The Degree of Doctor of Philosophy By Ritu Tewari Research Scholar Under the Supervision of Dr. N. S. Bisht Professor and Head Department of Commerce Kumaun University, Nainital (Uttarakhand) India Faculty of Commerce and Management Studies Kumaun University, Nainital

2 Certificate from the Supervisor This is to certify that:- Date: i. The thesis submitted by Mrs.Ritu Tewari on the topic entitled, A ii. Study of Job Satisfaction and Employee Productivity in Selected With Special Reference to SIDCUL, Udhamsingh Nagar embodies the work of the candidate himself,and The candidate has worked under my supervision for the period required under the ordinance for Ph.D degree of Kumaun University,Nainital. Dr. (N.S.Bisht) Professor and Head, Department of Commerce, Kumaun University, Nainital

3 DECLARATION I, Ritu Tewari, hereby declare that the work presented in this thesis entitled A Study of Job Satisfaction and Employee Productivity in Selected With Special Reference to SIDCUL, Udhamsingh Nagar has been carried out by me at the Faculty of Commerce and Management Studies, Kumaun University, Nainital under the supervision of Prof.N.S. Bisht,Head, Department of Commerce, Kumaun University, Nainital. My indebtedness to other works or publication has been duly acknowledged at the relevant places in the dissertation. Further, this thesis has not been submitted for the award of any degree or diploma of any University or Institute. Date:- 31 st August 2012 Place:- Nainital Ritu Tewari

4 PREFACE In the earlier days the concept of job is to satisfy the person s basic needs are fading out, presently the work environment has changed radically. The essential requirements are getting changed and expending according to the evolutions of the work system and standard of living of a workforce. Today s workforce is much concerned about their job satisfaction in terms of flexible working hours, recognitions, job autonomy, job stress apart from their monetary benefits. If the above mentioned factors are disturbing to their job as well as their performance they are ready to switch over. failing to meet the above factors may lose their human assets. who want to sustain their growth have to support and facilitate their workers and make them feel satisfied in their jobs. Basically job satisfaction is an important attribute of all organisations, it is a worker's sense of achievement and success. Job satisfaction is generally perceived to be directly linked with productivity as well as to personal well-being. It also implies doing a job one enjoys, doing it well and being rewarded for one s efforts. It further implies enthusiasm and happiness with one s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment. The job satisfaction approach considers people as an asset to the organisation. The non availability of infrastructure, reduced resources creates the pressure and leads to job dissatisfaction. This dissatisfaction does not simply end at the workplace; it will affect the life and work of the employees and make them unhappy. The dissatisfaction also increases turnover of employees, more absences,more work complains and more problems with co-workers. So organisations have to consider and eliminate the factors that lead to job dissatisfactions, by the way of concentrating on stimulating factors of job satisfactions. Although the effects of job satisfaction on various outcomes have been widely explored in the past researches. Despite this, there are still relatively neglected areas of research. One of those concerns the effect of employees job satisfaction on employees productivity and commitment. Job satisfaction can have a positive as well i

5 as negative effect on productivity and commitment. It implies that policies to improve job satisfaction would be beneficial for both employees and employers. The search for enhanced productivity has been major concern for all organisations, the need to optimize productivity is also a consideration. Job satisfaction of employees has been found to be an important factor affecting productivity and has received considerable interest. The study addresses the impact of job satisfaction on employee s productivity and commitment level. Only three organisations from SIDCUL Udhamsingh Nagar, was approached to obtain qualitative data. The perceptions of employees on various dimensions of job satisfaction were obtained on the basis of ongoing experiences of employees in the organisation. Questionnaire and Interviews, were used to gather employees perceptions. The data gathered was analyzed using basic descriptive statistics (frequency, percentage mean, standard deviation) and inferential statistics(anova, multiple regression analyses). This study is divided into five chapters. The first chapter provides an introduction to the study in terms of background to the study, objective of the study, importance and limitations of the study, literature review related to the present study, the methodology of the study. Chapter two presents theoretical framework and definition of terms. In chapter three, profiles of the industries under study is discussed. Chapter four presents the data analysis and interpretations. The final chapter summarizes these findings and proposes various recommendations. The results of this study were to serve as a basis for effective policy making on industries in SIDCUL Udhamsingh Nagar. ii

6 ACKNOWLEDGEMENTS First and foremost I thank the Almighty God who ordained this path for me before I even knew about it and made it possible for me to undertake this journey. HE is indeed the unseen force behind making this study a success. Thank you Lord for the strength, wisdom, grace and every provision I needed to make this dream a reality. Each of the people below has contributed to my academic journey in their unique way and without their valuable contribution; this thesis would not have been possible. My sincere appreciation goes to Prof. N.S. Bisht for seeing through all the stages of this project. Thank you for your time, guidance, critique and encouragement, I would not have done this without you. I am also thankful to Dr. B.S. Nagi and Dr.Veer P Gangwar for extending a helping hand in the tabulation and analysis of data. I am also indebted to the employees of Minda Corporation Ltd, Tata Motors Ltd, Ashoka Leyland, who volunteered to take part in this study. Furthermore to the professional advisors who distributed the questionnaires to the participants, without you this research would not have been possible. My sincere gratitude goes out to My uncle Mr. Muktesh Pant thank you for your support and for continuously enquiring about my progress for the duration of the study. My special thanks to My Parents, Mother in-law, My loving and understanding husband Pankaj, he is the star who gives light to this project. I also wish to thank my toddler son, Rakshit for his sacrifices and support. I acknowledge that it was not always easy sacrificing your playing time with a mother while I was busy with the study. iii

7 Thank you for their continued love, support, and encouragement during my academic journey. I dedicate this thesis to you all. iv

8 CONTENT Index CHAPTER-I Page No. 1. Introduction 1 30 Rationale of the Study 1 Objective of the Study 4 Review of Literature 5 Research Methodology 15 Hypothesis 22 Importance of the Study 23 Limitations of the Study 24 Chapter Scheme 25 CHAPTER-II 2. Conceptual Framework of Job Satisfaction Concept 31 History of Job Satisfaction 32 Theories of Job Satisfaction 33 Measuring Job Satisfaction 39 Determinants of Job Satisfaction 41 Importance to Workers and Organisation 50 Consequences of Job Satisfaction 51 Workers Role in Job Satisfaction 55 Increasing job Satisfaction 56 v

9 CHAPTER-III 3. Profile of Industries About SIDCUL 59 Industries Under Study: (a) Tata Motors Ltd 62 (b) Minda Corporation Ltd 72 (c) Ashoka Leyland Ltd 82 CHAPTER IV 4. Data Analysis and Interpretation Demographic Survey 94 Measurement of amount of Job Satisfaction in 102 Different Organisation Comparison of Various Factors of Job Satisfaction 113 Relationship of Commitment with Dimension 113 of Job Satisfaction Relationship of Productivity with Dimension 120 of Job Satisfaction Determinants of Productivity 126 Satisfaction Level of Different Demographics 128 with Various Factors of Job Satisfaction Diagrammatic Representation of Comparative 157 Analysis of Three Summary of Findings 167 CHAPTER-V 5. Conclusion And Recommendations Annexure Bibliography a-d i-xi vi

10 List of Figures S.No Table No Particulars Page No 1 Figure 2.1 Equity Theory of Job Satisfaction 39 2 Figure 2.2 Relationships between Satisfaction and Productivity 53 3 Figure 3.1 Map of Uttrakhand 60 4 Figure 3.2 Core values of Tata Motors 64 5 Figure 3.3 Employee benefits at Tata Motors 71 6 Figure 3.4 Employee benefits at Minda Corporation Ltd 81 7 Figure 3.5 Employee benefits at Ashoka Leyland 82 8 Figure 4.1 Comparison of Factor One on Three Organisation Figure 4.2 Comparison of Factor Two on Three Organisation Figure 4.3 Comparison of Factor Three on Three Organisation Figure 4.4 Comparison of Factor Four on Three Organisation Figure 4.5 Comparison of Factor Five on Three Organisation Figure 4.6 Comparison of Factor Six on Three Organisation Figure 4.7 Comparison of Factor Seven on Three Organisation Figure 4.8 Comparison of Factor Eight on Three Organisation Figure 4.9 Comparison of Factor Nine on Three Organisation Figure4.10 Comparison of Factor Ten on Three Organisation 166 vii

11 List of Tables S.No Table No Particulars Page No 1 Table 1.1 Employees Sample Profile and Break Up 17 2 Table 1.2 Distribution of Factors for Job Satisfaction 19 3 Table 3.1 Board of Directors 60 4 Table 3.2 Comparative Analysis of Three 92 5 Table 4.1 Survey Response 93 6 Table 4.2 Frequency of respondents of Three 94 7 Table 4.3 Job Category of Respondents 94 8 Table 4.4 Job Category of the Three 95 9 Table 4.5 Age Group of the Respondents Table 4.6 Age of Respondents Company wise Table 4.7 Age wise Job Category of Respondents Table 4.8 Educational Level of Respondents Table 4.9 Educational Level of Respondents of Three Table 4.10 Length of Service of Respondents Table 4.11 Length of Service of Three Table 4.12 Reason for Joining the Organisation Table 4.13 Reason for Joining the Company of Three 18 Table 4.14 Descriptive Statistics for Various Factors in Tata Motors viii

12 19 Table 4.15 Descriptive Statistics for Various Factors in Minda Corporation Ltd 20 Table 4.16 Descriptive Statistics for Various Factors in Ashoka Leyland 21 Table 4.17 Descriptive Statistics for Various Factors in Three 22 Table 4.18 Descriptive Statistics for Factor One in Three 23 Table 4.19 Descriptive Statistics for Factor Two in Three 24 Table 4.20 Descriptive Statistics for Factor Three in Three 25 Table 4.21 Descriptive Statistics for Factor Four in Three 26 Table 4.22 Descriptive Statistics for Factor Five in Three 27 Table 4.23 Descriptive Statistics for Factor Six in Three 28 Table 4.24 Descriptive Statistics for Factor Seven in Three 29 Table 4.25 Descriptive Statistics for Factor Eight in Three 30 Table 4.26 Descriptive Statistics for Factor Nine in Three 31 Table 4.27 Descriptive Statistics for Factor Ten in Three ix

13 32 Table 4.28 Comparison of Dimensions of Job Satisfaction among the Respondents of Three 33 Table 4.29 Relationship of Commitment with Dimensions of Job Satisfaction of Respondents of Minda Corporation Ltd 34 Table 4.30 Relationship of Commitment with Various Demographics of Respondents of Minda Corporation Ltd 35 Table 4.31 Relationship of Commitment with Dimensions of Job Satisfaction of Respondents of Tata Motors 36 Table 4.32 Relationship of Commitment with Various Demographics of Respondents of Tata Motors 37 Table 4.33 Relationship of Commitment with Dimensions of Job Satisfaction of Respondents of Ashoka Leyland 38 Table 4.34 Relationship of Commitment with Various Demographics of Respondents of Ashoka Leyland 39 Table 4.35 Relationship of Commitment with Demographics of Respondents of Three 40 Table 4.36 Relationship of Commitment with Dimensions of Job Satisfaction of Respondents of Three 41 Table 4.37 Relationship of Productivity with Dimensions of Job Satisfaction of Respondents of Minda Corporation Ltd 42 Table 4.38 Relationship of Productivity with Various Demographics of Respondents of Minda Corporation Ltd 43 Table 4.39 Relationship of Productivity with Dimensions of Job Satisfaction of Respondents of Tata Motors x

14 44 Table 4.40 Relationship of Productivity with Various Demographics of Respondents of Tata Motors Table 4.41 Relationship of Productivity with Dimensions of Job 123 Satisfaction of Respondents of Ashoka Leyland 46 Table 4.42 Relationship of Productivity with Various Demographics of Respondents of Ashoka Leyland 47 Table 4.43 Relationship of Productivity with Various Demographics of Respondents of Three 48 Table 4.44 Relationship of Productivity with Dimensions of Job Satisfaction of Respondents of Three 49 Table 4.45 Determinants of Productivity at Tata Motors Table 4.46 Determinants of Productivity at Minda Corporation 127 Ltd 51 Table 4.47 Determinants of Productivity at Ashoka Leyland Table 4.48 Satisfaction Level of Different Demographics with Factor One in Three 53 Table 4.49 Satisfaction Level of Different Demographics with Factor Two in Three Table 4.50 Satisfaction Level of Different Demographics with Factor Three in Three 55 Table 4.51 Satisfaction Level of Different Demographics with Factor Four in Three Table 4.52 Satisfaction Level of Different Demographics with Factor Five in Three xi

15 57 Table 4.53 Satisfaction Level of Different Demographics with Factor Six in Three Table 4.54 Satisfaction Level of Different Demographics with Factor Seven in Three 59 Table 4.55 Satisfaction Level of Different Demographics with Factor Eight in Three 60 Table 4.56 Satisfaction Level of Different Demographics with Factor Nine in Three 61 Table 4.57 Satisfaction Level of Different Demographics with Factor Ten in Three 62 Table 4.58 Comparison of Factor One on Three Organisation Table 4.59 Comparison of Factor Two on Three Organisation Table 4.60 Comparison of Factor Three on Three Organisation Table 4.61 Comparison of Factor Four on Three Organisation Table 4.62 Comparison of Factor Five on Three Organisation Table 4.63 Comparison of Factor Six on Three Organisation Table 4.64 Comparison of Factor Seven on Three Organisation Table 4.65 Comparison of Factor Eight on Three Organisation Table 4.66 Comparison of Factor Nine on Three Organisation Table 4.67 Comparison of Factor Ten on Three Organisation Table 4.68 Hypothesis Findings 167 xii