Job Satisfaction & Dissatisfaction

JOSATISFACTION & DISSATISFACTION- CASE STUDY & ANALYSIS
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JOB SATISFACTION & DISSATISFACTION –CASE
STUDY & ANALYSIS
By
MOUMITA ROY
ROLL
16
DEPARTMENT
POST GRADUATE DIPLOMA
IN
HUMAN RESOURSE MANAGEMENT
UNDER
DR. SHIVAJI BANERJEE
COURSE COORDINATOR ASHIS MITRA
SITE
NALCO WATER INDIA LIMITED
WEST BENGA

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ACKNOWLEDGEMENT
 ABSTRUCT
 INTRODUCTION
THE CONSEQUENCES OF JOB SATISFACTION
APPLICATION OF JOB SATISFACTION IN THE
WOFKPLACE
THE CONSEQUENCES OF JOB DISSATISFACTION
 LITERATURE REVIEW
CASE STUDY OF FACTORS INFLUENCING JOBS
SATISFACTION
CASE STUDY OF FACTORS INFLUENCING JOBS
DISSATISFACTION
 AIM OF STUDY

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 METHOD & MATERIALS
ANNEXURE
QURSTIONNAIRE
SUBJECTS
 RESULT/ SURVEY
ANALYSIS
SATISFACTION-DISSATISFACTION
PERCENTAGE ANALYSIS
SATISFACTION - DISSATISFACTION CHI-
SQUARE TESE
 SUGGESION
 CONCLUSION
 LIMITATION
 REFERENCE
THANK YOU

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I AM GRATEFUL TO OUR TEACHERS DR. SHIVAJI BANERJEE &
COURSE CO-ORDINATOR ASHIS MITRA & ALSO QUALITY ASSURANCE QUALITY
CONTROL (QAQC) MANAGER MR. SAIBAL BISWAS & PLANT SUPERINTENDENT MR.
AMRITENDU ROY OF NALCO WATER INDIA LIMITED, WEST BENGAL WHO HAD
CONSTANTLY GUIDED ME THROUGH OUT THE WHOLE PROJECT, WITHOUT WHOM
THE PROJECT WOULD NOT BE SUCCESSFUL.
I ALSO EXPRESS MY THANKS TO THE LIBRARY STAFFS OF COLLEGE FOR THEIR VARIOUS SERVICES
TO COMPLETE THIS WORK.
I EXPRESS MY SINCERE THANKS TO MY FRIENDS FOR THEIR CO-OPERATION AND SUPPORT IN THE
COMPLETION OF THIS WORK.

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ABSTRACT
A person with job satisfaction holds positive feeling about their job while a person
with job dissatisfaction holds negative feeling about their job & wants to change
the working conditions & organization policy. Through this project I wants to
prove that the concept of job satisfaction & dissatisfaction in inherently so broad
that the single question capture its essence. Although I used two most widely used
approaches, i.e. the single global rating & the other one is a summation of job
facets among the worker of Nalco Water India Limited of West Bengal. And from
this survey I am able to found a conclusion that “HAPPY WORKERS ARE
PRODUCTIVE WORKERS”. It is a science not a myth.
INTRODUCTION
The term job satisfaction describes a positive feeling about a job, resulting from an evaluation of
its characteristics. A person with a high level of job satisfaction holds positive feeling about his
or her job, while a dissatisfied person holds negative feelings. When people seek of employee
attitudes, they usually mean job satisfaction. In fact the two are frequently used interchangeably.
Because of the high importance OB research have given to job satisfaction, we will review this
attitudes in detail throughout the project by remembering that for a person, job is more than just
the obvious activities of shuffling papers, writing programming code, waiting on customer, or
driving a truck. Jobs require interacting with co-workers & bosses, following organizational rules
& polices, meeting performance standards, living with working conditions that are often loss
than idle & the like. This means that an employee’s assessment of how satisfied or dissatisfied he
is with the job is a complex summation of a number of discrete job elements. For measuring this
satisfactional or dissatisfactional condition there are two most widely used approaches ------------
 The single global rating ---------- It is nothing more than a response to one question, such
as “all things considered, how satisfied or dissatisfied are you with your job?”
respondents circle a number between 1 & 5 that corresponds to answers from “highly
satisfied” to “highly dissatisfied”.

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 A summation of job facets ------------ It is more sophisticated. It identifies key elements
in a job & asks for the employees feelings about each. Such as the nature of work,
supervision, present pay, promotion opportunities, & relations with co-workers.
Respondents rate them on a standardized scale, & we add the rating to create an overall
job satisfaction dissatisfaction score through this project.
From this survey we can say that the concept of job satisfaction & dissatisfaction is inherently so
broad that the single question captures its essence. But also both methods are helpful.
For example, the single global rating method isn’t very time consuming, which frees us to
address other work related issues & problems. And the summation of job facets helps us to find
out in where problems exist, making it easier to deal with unhappy employees & to know the
causes of their unhappiness.

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The Consequences of Job Satisfaction
As mentioned in the overview, job satisfaction has been linked to many variables, including
performance, absenteeism, and turnover, which will be discussed further in this section.
Job satisfaction is significant because a person's attitude and beliefs may affect his or her
behavior. Attitudes and beliefs may cause a person to work harder, or, the opposite may occur,
and he or she may work less. Job satisfaction also affects a person's general well-being for
the reason that people spend a good part of the day at work. Consequently, if a person is
dissatisfied with their work, this could lead to dissatisfaction in other areas of their life.
Employee performance
A link does exist between job satisfaction and job performance; however, it is not as strong as
one would initially believe. The weak link may be attributed to factors such as job structure or
economic conditions. For example, some jobs are designed so that a minimum level of
performance is required which does not allow for high satisfaction. Additionally, in times of
high unemployment, dissatisfied employees will perform well, choosing unsatisfying work over
unemployment.
Employee absenteeism
It is likely that a satisfied worker may miss work due to illness or personal matters, while an
unsatisfied worker may not miss work because he or she does not have any sick time and cannot
afford the loss of income. But generally when people are satisfied with their job they may be
more likely to attend work even if they have a cold; however, if they are not satisfied with their
job, they will be more likely to call in sick even when they are well enough to work.
Employee turnover
A satisfied worker may be forced to resign his or her position for personal reasons such as illness
or relocation. By nature a person is more likely to be actively searching for another job if they
have low satisfaction; whereas, a person who is satisfied with their job is less likely to be job
seeking.
Correlation vs. causation
While one may wish to understand which variables increase or decrease job satisfaction, it is
important to remember that correlation is not equivalent to causation. Research has shown that
there is a correlation between job satisfaction and performance, turnover, and absenteeism. The
following is a list of alternative explanations of a correlation (Pearson, 2010):

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 Reverse causation - The job performance causes an increase in job satisfaction
rather than the other way around.
 Reciprocal causation –The high job satisfaction causes high job performance
which then increases job satisfaction.
 Common-causal variables - individual disposition may cause both satisfaction
and job performance.
 Spurious relationship
 Extraneous variables - pressure from a supervisor causes high performance.
 Mediating variables - experience could cause high performance which then could
cause satisfaction (performance would be the mediating variable).
Factors impacting job satisfaction (Employee Retention Headquarters, n.d).

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Application of Job Satisfaction in the Workplace
According to Employee Retention Headquarters, n.d. The application of job satisfaction in the
workplace is a tough concept to grasp due to its individualistic and circumstantial nature.
According to Syptak, Marsland, and Ulmer (1999), there are numerous aspects of a job that an
organization can manage to increase satisfaction in the workplace, such as:
 Company Policies - Policies that are clear, fair and applied equally to all
employees will decrease dissatisfaction. Therefore, fairness and clarity are important and
can go a long way in improving employee attitude. For example, if a company has a
policy for lunch breaks that are the same length and time for everyone, employees will
see this as the norm and it will help cut down on wasted time and low productivity.
 Salary/Benefits - Making sure employee salaries and benefits are comparable to
other organization salaries and benefits will help raise satisfaction. If a company wishes
to produce a competitive product they must also offer competitive wages. In addition,
this can help reduce turnover, as employees are more satisfied when paid competitive
wages than if they are being underpaid.
 Interpersonal/Social Relations - Allowing employees to develop a social
aspect to their job may increase satisfaction as well as develop a sense of teamwork. Co-
worker relationships may also benefit the organization as a whole; given that, teamwork
is a very important aspect of organization productivity and success. Moreover, when
people are allowed to develop work relationships they care more about pulling their own
weight and not letting co-workers down.
 Working Conditions - Keeping up to date facilities and equipment and making
sure employees have adequate personal workspace may decrease dissatisfaction. A
cramped employee is a frustrated employee plus faulty equipment provides frustration in
trying to get work done.
 Achievement - Making sure employees are in the proper positions to utilize their
talents may enhance satisfaction. When employees are in the proper role and feel a sense
of achievement and challenge, their talents will be in line with the goals best suited for
them.

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 Recognition - Taking the time to acknowledge a job well done may allow for
satisfaction. Positive and constructive feedback boosts an employee's moral and keeps
them working in the right direction.
 Autonomy - Giving employees the freedom of ownership of their work may help
raise satisfaction. Job satisfaction may result when an individual knows they are
responsible for the outcome of their work.
 Advancement - Allowing employees, who show high performance and loyalty,
show satisfaction. A new title and sense of responsibility can often increase job
satisfaction in an employee.
 Job Security - Especially in times of economic uncertainty, job security is a very
high factor in determining an employee's job satisfaction. Giving an employee
the assurance that their job is secure will most likely increase job satisfaction.
 Work-life Balance Practices- In times where the average household is
changing it is becoming more important for an employer to recognize the delicate
balancing act that its employees perform between their personal life and work life.
Policies that respond to common personal and family needs can be essential to
maintaining job satisfaction.
The Consequences of Job Dissatisfaction
According to the exit-voice- loyalty-neglect framework (Farrell, 1983), employees’ response to
dissatisfaction with the workplace can take four forms, each of which differs from the others on
two dimensions: active vs. passive and constructive vs. destructive. The four responses are:
1. Exit: exit refers to behavior aimed at leaving the company, such as looking for a new job.
Exit is destructive and active response.
2. Voice: voice refers to employ initiative to improve conditions at the organizations, for
example, offering ideas on who to improve the business. Voice is an active and
constructive response.
3. Loyalty: loyalty refers an employee’s attitude of trust toward the organization. It can
manifest itself as a passive but optimistic hope for improvements to come about. Loyalty
is a passive but constructive.

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4. Neglect: neglect occurs when an employee shows absenteeism, shows up late to work,
and expends less effort at work. By performing inadequately at work, the employee is
allowing conditions to deteriorate. Neglect is passive and destructive.
ACTIVE
DESTRUCTIVE CONSTRUCTIVE
PASSIVE
Responses to job dissatisfaction
Motivators for job satisfaction
De-motivators for job dissatisfaction
Herzberg's Two-Factor Theory (Herzberg, 1968; Herzberg, Mausner, &
Snyderman,1959).
exit voice
neglect loyalty

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LITERATURE REVIEW
To develop this project previous many projects which have been done in outside
of India specially in Malaysia & Canada was used for achieving the objective of the present
study.
Such as __________
CASE STUDY OF FACTORS INFLUENCING JOBS
SATISFACTION BY EDWARD SEK KHIN WONG
The factors that influencing jobs satisfaction in two Malaysian Universities at Kuala Lumpur,
Malaysia among the faculty of business & accountancy done by Edward Sek Khin Wong
(Corresponding author). This work identifies the factors that measure job satisfaction of faculty
members at two selected and major universities in Malaysia, using ten major factors
corresponding to job satisfaction using the Herzberg Two-factor Theory to determine how these
selected factors are related to job satisfaction of Malaysian faculty members. The conclusions
drawn from this study are that the major sources of job satisfaction for Malaysian faculty
members are shown to be policy, administration, and salary. The relevant sources of
dissatisfaction are personal achievement, personal growth, interpersonal relations, recognition,
responsibility, supervision, the work itself, and the overall working conditions. This study has a
number of practical implications for institutional administrators, because if the educational
institution has no instrument designed to measure faculty perceptions of their jobs and work,
these administrators could elect to use the same instrument that investigates the areas of job
satisfaction to gain similar results.
CASE STUDY OF FACTORS INFLUENCING JOBS
DISSATISFACTION BY MARGARET DENTON, ISIK URLA
ZEYTINOGLU, SHARON DAVIES, JASON LIAN
The factors that influencing jobs satisfaction, job stress and job dissatisfaction of home care
workers in the context of health care restructuring done by Margaret Denton, Isik Urla
Zeytinoglu, Sharon Davies, Jason Lian. Changes in the social organization of home care work
due to health care restructuring have affected the job stress and job dissatisfaction of home care
workers. This article reports the results of a survey of 892 employees from three nonprofit home
care agencies in a medium-sized city in Ontario, Canada. Survey results are complemented by
data from 16 focus groups with 99 employees. For the purposes of this study, home care workers

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include both office workers (managers, supervisors, coordinators, office support staff, and case
managers) and visiting workers (nurses, therapists, and visiting homemakers). Focus group
participants indicated that health care restructuring has resulted in organizational change, budget
cuts, heavier workloads, job insecurity, loss of organizational support, loss of peer support, and
loss of time to provide emotional laboring, or the "caring" aspects of home care work. Analyses
of survey data show that organizational change, fear of job loss, heavy workloads, and lack of
organizational and peer support lead to increased job stress and decreased levels of job
satisfaction,
AIM OF STUDY
The main objective of this comparative analytical report is to assess if and how the job
satisfaction & dissatisfaction issue is dealt in the survey & to bring forward some data & trends
on job satisfaction & job dissatisfaction.
“ARE MOST PEOPLE SATISFIED WITH THEIR JOBS?”
By keeping this question on mind, I am going to make this project through a survey in Nalco
Water India Limited, West Bengal. I am also want to know whether they are unhappy with their
job. If so then what’s the reason behind it. What made it so?
METHODOLOGY & SAMPLE CHARACTERISTICS
 Interview carried out face to face at Nalco Water India limited, Konnagar-712235,
Hooghly, West Bengal, India.

NALCO WATER INDIA LIMITED
Year of establishment – 1985
Number of employee – more than 1000 worker.
Nature of business – Supplier, Manufacturer, service provider.
This company deals in water treatment chemicals for cooling tower, boiler, waste water
treatment plants up to ZLD system. They are interested mainly on technology
applications than general category.
 Preparation of Questionnaire. It is divided into 3 sections. They were --------

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 1st
section: focused on the survey dealing with job satisfaction &
dissatisfaction (priority given to the working condition survey) & the
Methodological frame used.
 2nd
section: addressed to given available data on general job satisfaction
& dissatisfaction & that are broken down by some of its determinant.
 3rd
Section: focused on the analytical aspects of job satisfaction in this
section, correspondents are asked to identify correlation between job
satisfaction & other variables related to organizational practices that may
be present in the survey’s data reports & to identify interesting pieces of
conceptual or meta analysis of job satisfaction & dissatisfaction.
 It contains 20 questions.
ANNEXURE
Survey continued through answering of questionnaire whose answers are marked on the basis of
five point scales that are ------------
1- Very satisfied
2- Satisfied
3- Neither
4- Dissatisfied
5- Very dissatisfied
QUESTIONNAIRE
1. Consider everything how satisfied are you with your job?
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
2. How satisfied are you overall with aspect of your work -----------
a. The physical environment of the work place & its facilities.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

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b. Confidence between managers & rank & file workers.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
c. Work load.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
d. Length of working time.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
e. Organization of working time.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
f. Wages & reward.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
g. Competence of management.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
h. Opportunity for promotion.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
i. Training & requalification.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
j. Job security.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
k. Equal opportunities for men & women.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
l. Social care & benefits.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
m. Interpersonal relationship in the work place.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝

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n. How interesting the work is.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
o. Business information provided by management.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
p. Pay scale.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
q. The prospect of pay rise.
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
3. To what extent do you agree or disagree with the following statement---------
“I am proud of the job I do.”
1 ⃝ 2 ⃝ 3 ⃝ 4 ⃝ 5 ⃝
4. If you are not satisfied with the arrangement of your organization, state what would you
like to change?
According to some employees of Nalco Water India Limited, they want autonomy at
work. Also they wanted to change the arrangement in working hours, the sequence of
their work tasks, work methods, & work tempo. All this answers demonstrated a
significant correlation between the degree of work autonomy & job satisfaction. From
their point of view those who have greater autonomy in their job display greater job
satisfaction & vice versa.
 Response rates more than 8o%.
 Answers were weighted.
 Multistage random probability sampling.
 All samples are full time employee.
 Each chosen employee had to have at least 3 months employment with the given
industry & it was found that most had an employment record of more than one
year.
 10 employees addressed. They are--------

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SUBJECTS
SAMPLE DESIGNATION AGE
A Plant Manager 43
B Logistic Manager 41
C Safety Manager 33
D QAQC Manager 35
E Production Manager 45
F Personnel Manager 37
G Customer Service Manager 42
H Driver 28
I General Operator 1 35
J General Operator 2 51
RESULT/ SURVEY
Number of satisfied & dissatisfied of employee (N=10) ( Multiple Responses)
BASE: All kind of employee.
ANALYSIS
Sample — A, B, C, D, E, F, G, H, I, J
SAMPLE ANSWER
A Satisfied
B Very satisfied
C Satisfied
D Satisfied
E Very satisfied
F Satisfied
G Dissatisfied
H Neither
I Dissatisfied
J Very Satisfied

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SATISFACTION- DISSATISFACTION PERCENTAGE ANALYSIS
(No. of worker satisfied or dissatisfied ÷Total no. of worker) × 100
1 – Very satisfied – 3/10 *100 = 30%
2- Satisfied - 4/10 *100 = 40%
3 - Neither- 1/10 * 100 = 10%
4 – Dissatisfied - 2/10 * 100 = 20%
5 – Very dissatisfied – 0/10 *100 = 0%

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SATISFACTION DISSATISFACTION CHI- SQUARE TEST
Null Hypothesis -The more specific suggestion that the standard deviation
of rate of satisfaction per worker significantly higher than the rate of very satisfaction &
dissatisfaction.
Alternative Hypothesis - The more specific suggestion that the
standard deviation of rate of satisfaction per worker is significantly lower than the rate of
very satisfaction & dissatisfaction.
We shall assume,
X = the random variable.
N = the no. of sampling.
σ = standard deviation
µ = mean
n = degree of freedom
Solution
SAMPLE ANSWER
A 2
B 1
C 2
D 2
E 1
F 2
G 4
H 3
I 4
J 1

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N = 10
n = N – 1 = 9
∑X = 22
∑X
µ = ------- = 2.2
N
√ ∑( X - µ) 2
σ = -------------------- = 1.1
√ N
∑( X - µ) 2
Chi- square value (χ2) = -------------------- = 16.36
σ2
Chi- square value at the 5% level, in n as 9 = 16.92
Conclusion
Since, Chi- square value = 16.36 less than Chi - square value at the 5% level, in n as 9 is
equal to 16.92, the null hypothesis is to be accepted (when tested at the 5% level).
In other words, for worker, the rate of satisfaction on the given survey seems to have higher than
the rate of very satisfaction & dissatisfaction.

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SUGGESION
Main Six factors for job satisfaction & dissatisfaction are found through this
survey are -----------
 OPPORTUNITY------
Satisfaction α getting challenging opportunities.
 LEADERSHIP --------
Satisfaction α managers become goal leaders.
 STRESS ------------
Dissatisfaction α stress.
 WORK STANDARDS -----------
Satisfaction α taking pride by entire work groups in the quality of its work.
 FAIR REWARDS ------------
Satisfaction α rewarded fairly for the work they do.
 ADEQUATE AUTHORITY ---------
Satisfaction α adequate freedom & authority to do their job.
α = sign of proportionality

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Other than Six factors for job satisfaction are found through this survey

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CONCLUSION
Looking at the relationship between job satisfaction-dissatisfaction and some individual and
some work-related variables provides certain significant clues regarding the importance of the
concept of job satisfaction & dissatisfaction within the working conditions domain.
 Education and job security are the factors showing the strongest correlation with job
satisfaction & dissatisfaction. People who are better educated and hold permanent job
contracts are more satisfied than others. Conversely, a clear relation with the level of job
satisfaction did not emerge in terms of employment, sex, age and marital status of
respondents.
 From the proposed independent work-related issues, job autonomy emerged as having a
strong and clear correlation with job satisfaction: more autonomy in a job leads to higher
job satisfaction among respondents.

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 Workers’ participation or involvement in the organization where they work is also
positively correlated with job satisfaction: more possibilities to participate in working
decisions imply greater job satisfaction among workers.
 There is an unclear relationship between working time and job satisfaction. Job
satisfaction is, however, positively related to working flexibility. It is also evident that
work-life balance has a similarly positive relation with job satisfaction. Workers with
more flexibility in their working time and with a better work-life balance are more
satisfied with their jobs. On the other hand, working overtime is related to job
dissatisfaction.
 Job satisfaction is substantially influenced by respondent’s current job position. Lower
specialists & clerks/ operational workers are more satisfied with their job. Manual
workers, whether untrained in their work or trained are less satisfied.
A common framework involving both job satisfaction-dissatisfaction conceptual approaches and
measurement methodologies would be a step forward in improving working conditions surveys.
Analysis revels that job satisfaction increases with respondents’ income, the standard of living of
his household & his education, which is closely linked to income & standard of living.
From this survey, we conclude that satisfied & committed employees, for instance, have lower
rates of turnover, absenteeism, & withdrawal behaviors. They also perform better on the job &
proved that
“HAPPY WORKERS ARE PRODUCTIVE WORERS.”
The most important thing according to me that managers can do to raise employee satisfaction is focus on
the intrinsic part of the job, such as making the work challenging & interesting & also managers should
realize that whatever they can do to improve employee attitudes will likely result in heightened
organizational effectiveness. Beside this paying employees highly will attract high quality employees to
the organization.
LIMITATIONS
As stated in the above, the conclusions of this study cannot be generalized to all employees across Nalco
water India Limited. The results are restricted to the ten employees from whom the survey was drawn.

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 Employee Retention Headquarters. (n.d.). Attracting, retaining and motivating
employees: The realities and options. Retrieved from http://www.employee-retention-
hq.com/
 Farrell, D. (1983). Exit, voice, loyalty, and neglect as responses to job dissatisfaction: A
multidimensional scaling study. Academy of Management Journal. Field, J. (2008). Job
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 Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work. New York,
NY: John Wiley.
 Pearson, N. (2010). Basic Research Skills in Psychology. University Park, PA:.The
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