A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BSNL, THIRUVARUR

Transcription

1 Volume 119 No , ISSN: (printed version); ISSN: (on-line version) url: ijpam.eu A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BSNL, THIRUVARUR Dr. M. Ganesan Faculty Member, Department of Commerce and Mgmt. Studies, SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam. Dr. M. K. Durgamani Faculty Member, Department of Commerce and Mgmt. Studies, SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam. Dr. R. Renuka Faculty Member, Department of Commerce and Mgmt. Studies, SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam. Abstract Job satisfaction is a multifaceted factor, because it is connected with various casual factors like individual, social, intellectual, ecological and also, monetary. Job satisfaction is an individual's attitude towards the job or it is even an individual's reaction to the job. It plays a prominent role in a man s life, as it affects positively on the personal and social adjustment of the individual and adversely affects the physical and cerebral health of the individual. One should note that a highly satisfied employee need not necessarily be a profound performer. The study on job satisfaction reveals the preferences and difficulties of the employees. Mainly, six factors influences the job satisfaction namely payment package, career development, interpersonal relations, Inspiration, Circumstances, training and development. The present study highlights job satisfaction of employees of Bharat Sanchar Nigam Ltd., Thiruvarur, which is well organized in many aspects. However, the study reveals that the most of the employees are not satisfied with their job. Keywords Job Satisfaction, BSNL, Individual Factors, Inspiration and Evaluation. Introduction Job satisfaction is the long-term prospect of employment in the organization, which creates a sense of contribution and dedication to the employees. This is with regard to one's feelings or mental state with respect to the nature of their work. It can be influenced by various factors, for eg, the quality of one's relationship with their manager, the quality of the physical atmosphere in which they work, degree of accomplishment in their work, etc

2 Job satisfaction is also provides positive emotional circumstances when a person fulfill his requirements and aspirations and it may be general or specific. Statement of the Problem An unhappy employee, however, can cause severe damage to the organizational effectiveness. Performance management system should be based on ideological underpinnings and a holistic context by strengthening the linkages among the key components such as performance planning, performance execution, performance appraisal, recognition and reward, and performance improvement on a continuous basis. The study on job satisfaction helps to know their preference and problem of the employees. Mainly six factors influenced on the job satisfaction they include payment package, career development, interpersonal relations, inspiration, work circumstances, training and development. When these factors were high Job satisfaction was high in all organizations. When these factors were low, Job satisfaction is also low. In the present research, an attempt has been made by the researcher to analyze the job satisfaction of the employees working in the BSNL Thiruvarur Branch. Objectives of the Study To know the demographic profile of the employees in the study unit. To study the job satisfaction level of employees according to selected individual factors To offer suggestions and recommendations to improve job satisfaction in the study unit. Methodology In the present unit of study, survey method has been used for collection of the required data. Convenience sampling method of non probability sampling is used in this study. In Thiruvarur BSNL, 301 employees are working at the time of study. They constitute the population of the study. From the population, samples have been taken as sample size. The samples were taken from various departments and sections of the BSNL and steps were taken to include all categories of staff in the sample frame. The sample units are chosen primarily on the basis of the convenience to the investigation. The data, thus collected have been properly classified, tabulated and interpreted, to have a clear-cut outlook. The statistical tools like percentage, Chi-square test and ANOVA were employed to analyze the data and testing of hypotheses in an effective manner. Hypotheses of the Study There isn t any significant difference between experience of the respondents and the level of satisfaction over the payment package. There is little difference between educational qualifications of the respondents and their satisfaction over training and development. Limitations of the Study The study has the following limitations 1. Due to less time and considering the limited resources available, the study was restricted to respondents. The sample size may not be sufficient to reflect the perception of the employees about the job satisfaction

3 2. The method used in the study for collecting the data is very common. As the researcher found the Questionnaire method for appropriate this study. 3. The study on its face appears to be limited as it is carried out in a single Indian organization, i.e. BSNL, Thiruvarur. Thus, its findings cannot be generalized. 4. The study is based on the concerned employees opinion. They employees might express a biased opinion, which may limit the validity of the study. Review of Literature Maurer and Lippstreu, (2008) states that the support from employer for the personal development of the employee is a Human Resource function that aids in changing employee behavior and further it leads to employees positive response as being occupied and pledged. Ali and Ahmed (2009) confirmed that there is significant statistical relationship between recognition and reward, also between inspiration and contentment. Ekaterini Galanou, (2011) focuses on the primary purpose of performance appraisal as to prepare a useful feedback to individuals so that they could enhance their performance. There are eight appropriate methods suggested: Personal improving plan, Personal appraisal, 360 degree appraisal, self appraisal, Coaching, Competence assessment, objective setting, performance related to pay. Gurusamy and Mahendran (2013), in their scrutiny established the fact that Salary occupies the First position in the determination job satisfaction when compared with other major determinants. About 300 respondents were studied and the study is limited to automobile industries of India. Gopinath and Shibu (2014 ) examined the level of promotion and transfer related to job satisfaction among BSNL employees using Job Descriptive Index (JDI) Scale. The JDI scale included pay, promotions, supervision, work and co-worker. The results demonstrated that promotion and transfer process are important praxis for human resource development and are crucial in affecting the success of an organization. The analysis further proves that promotion and transfer highly influence job satisfaction of employees in BSNL. So the 45 employees are having job satisfaction in high level and 55 employees having job satisfaction in moderate level. Rashid Saeed (2014), in his study found that factors such as promotion, pay, fairness and working condition are key constituents that contribute to employee s job satisfaction. The study was conducted on 200 telecom sector employees of Pakistan and concluded that money and Payment play an important role in the job satisfaction of the telecom employees of Pakistan. Data Analysis and Interpretations Profile of the Respondents The profile of the respondents is given below in the form of tables on the basis of which the analysis has been made in the study. Table

4 Demographic Profile of the Respondents Sl. No Variables Frequency Total No. of Respondents Per cent () Male Gender Female Total 100 Less than Age Wise Classifications More than Total Educational Qualifications Department Wise Classification Experience Wise Classification Income of the Respondent Reason for Joining this Job Motivating Factor Source Primary Data H.S.C and below UG and PG Professional Degree Total Planning department Accounts department Commercial department Telephone revenue department Total Below Above Total Below 10, ,000 20, ,000 30, Above 30, Total Job Security Payment package Career development Total Payment package Job Security Career development Welfare measures Recognition & rewards Total The above table shows the gender distribution of the respondents in the study unit. Out of sample respondents 76 per cent is male and 24 per cent is female. The table indicates the age distribution of the respondents. Out of sample respondents, 43 per cent of the respondents belong to the age group between years. It is crystal clear from the table that 56 per cent of respondents are UG and PG scholars, 24 per cent of the

5 S.No Level of satisfaction Salary/ wages Bonus Fringe benefits Rewards International Journal of Pure and Applied Mathematics respondents are Professional Degree holders and 18 per cent of the respondents have studied up to Higher Secondary Level. Above table shows the distribution of the respondents in accordance with their departments. Out of respondents, as much as 32 per cent of the respondents are belonging to commercial department. 35 per cent of the respondents have experience between years followed by 31 per cent of the respondents have experience above 15 years. The respondent whose monthly income is less than Rs, 10,000 constitutes 9 per cent of the total respondents. Table shows the reasons stated by the respondents for joining this organization. Out of sample respondents, nearly 50 per cent of the respondents jointed this organization due to high degree of job security. It can be inferred from the table that the organization provides high degree of job security to its work force. As much as 36 per cent of the respondents opined that the Payment package offered by the organization is the main motivating factor and 21 per cent of the respondent stated that the recognition and reward is the effective motivating factor that drives in work. About 20 per cent of the respondents felt that the higher degree of job security is the effective motivating factor. Job Satisfaction of Employees in BSNL Thiruvaur Branch. In this paper an attempt is made by the researcher to analyze the job satisfaction of employees in BSNL, Tiruvarur Branch. The job factor selected for analyzing job satisfaction employees are (1) Reward Package, (2) Career Development, (3) Working Circumstances, (4) Interpersonal Relation, (5) Training and Development, (6) Inspirations. Level of Satisfaction over Payment Package Table - 2 Level of Satisfaction over Payment Package No. of respondents 01 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Source: Primary data Table 2 indicates the level of satisfaction over payment package provided by the study unit. As per the table the majority of the respondents are dissatisfied with the Payment package (salary/wages, bonus, fringe benefits and rewards) provided by the study units. It is inferred from the table that the job satisfaction of the employee is very low in

6 relation to Payment package. The Payment package is one of the vital factor that maximize job satisfaction of the employees, therefore the organization must take necessary steps to modify the present Payment package in order to improve the job satisfaction of the employees. Experience of the Respondents and Level of Satisfaction over Payment Package Table 3 exhibits that the majority of the respondents are dissatisfied with the Payment package given by the organization, therefore it is necessary to find out that there is any significant difference between experience of the respondents and the level of satisfaction over Payment package. To verity difference between experience of the respondents and their satisfaction level over Payment package a null hypothesis is framed and tested with the help chi-square test. Null hypothesis There is no significant difference between experience of the respondents and the level of satisfaction over Payment package. Alternate hypothesis There is a significant difference between experience of the respondents and the level of satisfaction over Payment package. The result is shown in table 3 S.No Payment package Table - 3 Chi-Square Test Result Calculated value Table value (0.05 level) Result 01 Salary/ Wages Not significant 02 Bonus Significant 03 Fringe benefits Significant 04 Rewards Significant Compiled by the researcher The chi-square test result indicates that there is no significant difference between experience of the respondents and their level of satisfaction over salary/ wages and there is a significant difference between experience of the respondents and their level of satisfaction over bonus, fringe benefits and rewards. Level of Satisfaction over Career Development Table - 4 Level of Satisfaction over Career Development No. of respondents Level of S.No Opportunities to satisfaction Promotions grow in career 01 Highly satisfied

7 S. No Level of satisfaction Work stress Work timings Infrastructure Facilities Work load Delegation of authority and responsibility Leave policy International Journal of Pure and Applied Mathematics 02 Satisfied Neutral Dissatisfied Highly dissatisfied Total Source: Primary data Table 4 indicates that the as much as 52 per cent of the respondents are dissatisfied with the availability of opportunities to grow the career of the employees and 38 per cent of the respondents are satisfied with it. On the other hand 54 per cent of the respondents are dissatisfied and 34 per cent of respondents are satisfied with their promotion in the employment. Therefore it may be concluded that the employees have low job satisfaction with regard to career development. Level of Satisfaction over Working Circumstances Table - 5 Level of Satisfaction over Working Circumstances No. of Respondents 01 Highly satisfied Satisfied Neutral Dissatisfie d Highly dissatisfied Total Source: Primary data

8 S.No Level of satisfaction Relationship with superior Relationship with collogues Sense of team work International Journal of Pure and Applied Mathematics Table 5 shows the level of satisfaction over working circumstances of the employees. As per the table majority of the respondents are satisfied with the work stress, Work timings, availability of the infrastructure facilities, delegation of authority and responsibility and leave policy of the organization. This is due to strong trade union in the study unit. On the other hand nearly 80 per cent of the respondents are dissatisfied with their work load because that they felt that the top level management imposes heavy work on them. It can be concluded from the table that the job satisfaction of employees in relation to working condition is satisfactory except for work load. Therefore, the organization may try to reduce the work load through proper allocation of work and by way of appointing new employees. Level of Satisfaction over Interpersonal Relation Table - 6 Level of Satisfaction over Interpersonal Relation No. of Respondents 01 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Source: Primary data It could be infered from table 6 that the majority of the respondents are satisfied with the interpersonal relations, which include Relationship with superior, Relationship with collogues, and Sense of team work. Therefore it is inferred from the table that the job satisfaction in relation to interpersonal relation is very high among the employees in the organization. Level of Satisfaction over Training and Development Table - 7 Level of Satisfaction over Training and Development S. No Level of satisfaction No. of Respondents 01 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Source: Primary data Table 7 indicates the level of satisfaction over training and development policy of the organization. Out of sample respondents, about 83 per cent of the respondents are satisfied with the training and development policy of the organization of which 45 per cent of the respondents are highly satisfied with it and a meager portion of the respondents are

9 dissatisfied with the training and development policy practiced by the study unit. Therefore it can be concluded that the job satisfaction of the employees is very high with regards to training and development policy of the organization. Educational Qualifications and Level of Satisfaction over Training and Development Table 8 clearly exhibits that most of the respondents are satisfied with the training and development policy of the organization. Therefore to verify difference between educational qualifications of the respondents and their satisfaction level over training and development a null hypothesis is framed and tested with the help of one way ANOVA. Null hypothesis There is no significant difference between educational qualifications of the respondents and their satisfaction level over training and development. Alternate hypothesis There is a significant difference between educational qualifications of the respondents and their satisfaction level over training and development. The result is shown in table 8 Table 8 ANOVA TABLE Source of Variation Sum of Squares Degrees of Freedom Mean Square F ratio Table Value Result (5 level) Between Samples Within samples / = Not significant Source: computed by the researcher Since the calculated value is less than the table value, the null hypothesis is accepted. Therefore, it may be concluded there is no significant difference between educational qualifications of the respondents and their satisfaction level over training and development. Inspiration S.No Level of satisfaction Table - 9 Level of Satisfaction over Inspiration No. of Respondents Recognition for good performance Performance based incentives 01 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total Source: Primary data Table 9 indicates the level of satisfaction of the employees with respect to their inspiration. As per the table majority of the respondents are not satisfied with the

10 recognition for good performance and performance based incentives in the organization. This is due to that the employees felt that they are not properly recognized good performance and also incentives are not given based on the performance in the organization. Therefore it can be infereded that the job satisfaction of the employees in relation with inspiration is very poor. Over All Job Satisfaction After analyzing the above mentioned ten job factors, the over all job satisfaction of the employees in the study unit is explained in table 10 Table - 10 Over All Job Satisfaction No. of Respondents Job factor PAYMENT PACKAGE Salary/wages Bonus Fringe benefits Rewards CAREER DEVELOPMENT Opportunities to grow in career Promotions WORKING CONDITIONS Work stress Work timings Infrastructure facilities Work load Delegation of authority and responsibility Leave policy INTERPERSONAL Satisfied Dissatisfied Neutral 44 (29.33) 23 (15.33) 32 ( (13.33) 58 (38.67) 51 (34.00) 103 (68.67) 115 (76.67) 73 (48.67) 26 (17.33) 93 (62.00) 67 (44.67) 94 (62.67) 121 (80.67) 97 (64.67) 115 (76.67) 79 (52.67) 81 (54.00) 38 (25.33) 32 (21.33) 59 (39.33) 121 (80.67) 49 (32.67) 71 (47.33) 12 (8.00) 06 (04.00) 21 (14.00) 15 (10.00) 13 (08.67) 18 (12.00) 09 (06.00) 03 (02.00) 18 (12.00) 03 (02.00) 08 (05.33) 12 (08.00) Total no. of responden ts

11 RELATION Relationship superior Relationship collogues Sense of team work with with TRAINING AND DEVELOPMENT INSPIRATION 84 (56.00) 125 (83.33) 97 (64.67) 124 (82.67) 59 (39.33) 22 (14.67) 51 (34.00) 21 (14.00) 07 (04.67) 03 (02.00) 02 (01.33) 05 (03.33) Recognition for good performance (26.00) (61.33) (12.67) Performance based incentives (18.00) (62.67) (19.33) Source: primary data Figures without brackets indicate the number of respondents. Figures in the brackets indicate the percentage to the total sample Table 10 indicates the overall picture of the job satisfaction of the employees after taking in to account six job factors. Out of six job factors, the respondents are dissatisfied with the Payment package, the career development, Inspiration and satisfied with the working conditions (except work load, and leave policy), Interpersonal relation, Training and development, job security and job evaluation. It is inferred from the table that the satisfaction in relation to the career development of the employees in the organization is not at satisfactory level, therefore the organization must take necessary steps to increase the career satisfaction of the employees. Findings, Suggestions and Conclusion Findings It is found that out of sample respondents; nearly 50 per cent of the respondents jointed this organization due to high degree of job security, nearly 27 per cent of the respondents referred Payment package as their reason for joining this organization. About 23 per cent of the respondents have joined due to availability of career development opportunities in the organization. It can be inferred from the study that the organization provides high degree of job security to its work force. As much as 36 per cent of the respondents opined that the Payment package of the organization is the main motivating factor and 21 per cent of the respondent stated that the recognition and reward is the effective motivating factor that drives in work. About 20 per cent of the respondents felt that the high degree of job security is the effective motivating factor. Therefore it is inferred from the table that the Payment package, and Career development are important motivating factors to stimulate the employees to achieve the organization goals. As per the study the majority of the respondents are dissatisfied with the Payment package (salary/wages, bonus, fringe benefits and rewards) provided by the study units. It is inferred from the study that the job satisfaction of the employee is very low in relation to Payment package

12 It is found that there is no significant difference between experience of the respondents and their level of satisfaction over salary/ wages and there is a significant difference between experience of the respondents and their level of satisfaction over bonus, fringe benefits and rewards. As much as 52 per cent of the respondents are dissatisfied with the availability of opportunities to grow the career of the employees and 38 per cent of the respondents are satisfied with it. On the other hand 54 per cent of the respondents are dissatisfied and 34 per cent of respondents are satisfied with their promotion in the employment. Therefore it may be concluded that the employees have low job satisfaction with regards to career development. As per the study, majority of the respondents are satisfied with the work stress, Work timings, availability of the infrastructure facilities, delegation of authority and responsibility and leave policy of the organization. This is due to strong trade union in the study unit. On the other hand nearly 80 per cent of the respondents are dissatisfied with their work load because that they felt that the top level management imposes heavy work on them. It can be concluded from the study that the job satisfaction of employees in relation to working circumstances is satisfactory except work load. Most of the respondents in the study are satisfied with the interpersonal relation, which include Relationship with superior, Relationship with collogues, and Sense of team work. Therefore it is inferred from the table that the job satisfaction in relation to interpersonal relation is very high among the employees in the organization. Out of sample respondents, about 83 per cent of the respondents are satisfied with the training and development policy of the organization of which 45 per cent of the respondents are highly satisfied with it and a meager portion of the respondents are dissatisfied with the training and development policy practiced by the study unit. Therefore it can be concluded that the job satisfaction of the employees is very high with regards to training and development policy of the organization. It is found that there is no significant difference between educational qualifications of the respondents and their satisfaction level over training and development. Most of the respondents are not satisfied with the recognition for good performance and performance based incentives in the organization. This is due to that the employees felt that they are not properly recognized good performance and also incentives are not given based on the performance in the organization. Therefore it can be concluded that the job satisfaction of the employees in relation to Inspiration is very poor. Out of six job factors, the respondents are dissatisfied with the Payment package, the career development and Inspiration and satisfied with the working conditions (except work load, and leave policy), Interpersonal relation, Training and development. It is inferred from the table that the over all job satisfaction of the employees in the organization is not at satisfactory level. Suggestions The following suggestions are offered to maximize satisfaction on the career of employees in the study unit. The study discloses that the most of the respondents are dissatisfied with the Payment package. Therefore the organization must take necessary steps to modify the Payment package to improve the job satisfaction of the employees

13 The study reveals that the employees have low job satisfaction with regards to career development. Therefore the organization may create an opportunity to improve the employee career development in the organization and the employees and promote in time, in accordance with their performance. The study indicates that nearly 80 per cent of the respondents are dissatisfied with their work load because that they felt that the top level management imposes heavy work on them. Therefore, the organization may try to reduce the work load through proper allocation of work and by way of appointing additional employees. It is suggested that the organization must recognize the employees for their good performance and also the organization may provide performance based incentives to enhance the job satisfaction of employees in relation to Inspiration. Overall findings of this research indicate that the job satisfaction of the employees in the study unit is not satisfactory. So measures should be taken to maximize job satisfaction of the employees. Conclusion The study highlights the career satisfaction of employees in the study unit. Bharat Sanchar Nigam Ltd., Thiruvarur, is well organized in many aspects. However the study reveals that the most of the employees are not satisfied with their job. Job dissatisfaction creates a lack of will to work and forces the employee to go away from work as far as possible. It is also found that an unhappy worker quit the job over time and seeks satisfaction elsewhere. Therefore the organization should take necessary measure to enhance job satisfaction of employees to achieve the organization goals. Reference 1. Michael Vaz & Vinayak Parlikar (2000) Management and Humna Resource development, Monal publication. 2. Girdhar. J. Gyani (1992), Training Manual on ISO 9000 and TQM 3. Beri.G.C Marketing Research -Third Edition- Tata Mcgraw Hill publication Private Limited, New Delhi. 4. Bohlander, Shell, Sherman Managing Human Resources -12 edition Eastern Press Private Limited, Bangalore. 5. Ali, R., and Ahmed, M. S., (2009), The impact of reward and recognition programs on employee s Inspiration and satisfaction: an empirical study. International review of business research papers, 5(4), pp C.Ramkumar, 2D.Prabhakaran, The Improve Concept Of Web Personalization On Task Based Modeling In Web Usage Mining Techniques, International Journal of Innovations in Scientific and Engineering Research (IJISER), Vol.2, no.11, pp , Edwina Pio, (2007), HRM and Indian epistemologies: A review and avenues for future research. Human resource management review, 17(3), pp Ekaterini Galanou, G. G., (2011), The effect of reward system on job satisfaction in an. International journal of human sciences, p Eunmi Chang., (2005), Employees s overall perception of HRM effectiveness. Human relations, Sage journals, 58(4), pp Aryee, S., Chen, Z.X., Budhwar, P. (2004), "Exchange fairness and employee performance: an examination of the relationship between organizational politics and

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