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Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
Job satisfaction
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Job satisfaction

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  • 1. JOBSATISFA TIONAn empirical investigation onamong the employeesNaveen Kumar PS A Vasantha KumaraDarshan Godbole
  • 2. Naveen Kumar P[ Project Executor ]Research StudentDept of IEM, DSCES A Vasantha Kumara[ Project Architect ]Internal GuideAssociate ProfessorDept of IEM, DSCEDarshan Godbole[ Resource Element ]External GuideBranch Manager…Th!nkers … behind the project
  • 3. “IntroductionPrologue of the research
  • 4. “A pleasurable or positive emotional stateresulting from the appraisal of one’s job or jobexperience”High turn overAbsenteeismJob Dissatisfaction+=JobsatisfactionRecruitment is one field where the jobtends to be monotonous, hectic and more oftenthe employee cannot meet the deadline or achievethe target.Empirical investigation was carried out to examine the influence of demographicvariable on employee job satisfaction
  • 5. 1“Working with attitude change- Aqualitative study of attitude change &job satisfaction”Carin Ewald, Karin PenrellLund’s University Journal (2006)“Job Satisfaction : Great work,Genuine problems”John N BerryLJ series, Library journal (2007)“Retention : An explanatory study of Swedishemployees in the financial sector regardingleadership style, remuneration & elementstowards job satisfaction”Sanna Paulson, Linda LindgrenVaxjo University of research journal (2008)23
  • 6. “The Subtleties of Retention - A HumanResource Management Perspective”Christian Wallin, Ivan StipicLund’ University Journal (2008)“Turnover among the young engineers”Johan KarlssonMalardalens university journal of research (2008)“Retention of IT Consultants:How to Grow EmployeeLoyalty – the case of T-company”Davor CrnomatLJ Series, Library Journal (2008)456
  • 7. 7”Employee Retention : An integrative viewof supportive human resource practicesand perceived organizational support”Desi PatriotaUniversity of Uppsala (2009)“Identifying predictors of work engagement:An example from a managementconsultancy company”Andreas PerssonResearch from Stockholm university (2010)“Effects of organization communicationsatisfaction on job performance and firmgrowth in small business”C.Glenn Pearce and Geral J SegalLJ Series, Library Journal (2009)89
  • 8. “A method on how to improve employee jobsatisfaction: A case study”Malin JohanssonLinne university journal of research (2010)“A motivated team achievesgoal”D M ShettyDeccan Herald, DH Avenues (2011)1011From the literature survey it was evident that there wasa little attention towards the research to examine the influence ofdemographic factors on the employee job satisfaction
  • 9. RESEARCHDES GN
  • 10. 123654 9 108 117 12
  • 11. C MPANYPROFILE
  • 12. Market positionAmongst top 5 productdevelopment IT recruitmentSpecializeExecutive search & HeadhuntingCustomersTechnology start ups, Productdevelopment companies,Large services organization,manufacturing companiesDomainsEcommerce, Infrastructure,Consulting, BFSI, Telecom,Healthcare, ManufacturingEmployees45 employees and growing
  • 13. SURVEYTHE PRINCIPLES OF
  • 14. is a detailed study of a market ororganization to gather data on attitudes,impressions, opinions, satisfaction level, etc., by polling asection of the populationSurveyGoing withs u r v e y -ADVANTAGES Useful & more effective Objective & Subjective opinions can be obtained from respondents Measure & Monitor mood & morale of organization Helps to determine the alignment of the employees with the management Proactive instrument to identify the problemsDEFINITION
  • 15. DesignMethodologyDetermineFeasibilityDevelopInstrumentsReviseInstrumentsSelectSampleConductpilot testReliabilityassessmentConductresearchAnalyzedata1 2 3 4 5 6 7 8 9
  • 16. UNDERSTANDING THE POPULATIONSAMPL NG
  • 17. SamplingSampling is the process of selecting units (e.g.,people, organizations) from a populationA very well chosen sample reflects thewhole population and bears all the characteristicsof the population.What wechose?Probability SamplingConvenientrandomsamplingnext move
  • 18. Probability SamplingProbability sampling methods ensure thatthere is a equal possibility for each personin a sample population to be selected.Convenient Random SamplingA sample is drawn randomly from a list ofindividuals in a population. This is the mostpreferred sampling technique by manyresearchers.Populationsize45Samplesize23aka Naka n
  • 19.  Free of classification error Its requires minimum advance knowledge of the population Relatively easy to interpret data collected Best fit for a small population sizeWhat’s good about convenient random sampling?4523 of 57.7%=Sample size Population size
  • 20. DEMOWHO WHATGRAPHY
  • 21. is the statistical study of human populationsespecially with reference to size and density,distribution, and vital statistics.DEMOGRAPHY1. Gender Male Female 2. Age 20 – 25 years 26 – 30 years above 30 years3. Education level Post Graduate Graduate Other4. Salary < Rs 10000 Rs 11000 – Rs 15000 Rs 16000 – Rs 20000 > Rs 20000
  • 22. 5. Designation Trainee Consultant Team Lead Branch Manager Finance6. Work Experience 0-3 months 4-6 months 6-12 months 1- 2 years Above 2 years7. Team Service team Product team Service & Product team Finance team8. Marital Status Married Single
  • 23. QuestionnairesASKING OUT THE OPINIONS
  • 24. Questionnaires? is a series of questions asked to obtainstatistically useful information about agiven topicDesignSimple, Unambiguous, Tick, Short, Logical sequenceQuestionnaires for convenienceTitle, Introduction, group items, format,open ended questions< what they tell us > < Respondents? Behavior? What? >
  • 25. Constructmeaningful order of questions Defines one specific thing Groups the questions related to one topic Creates interest in respondents1. My organization2. My job3. Reward & Recognition4. Communication & Motivation5. My manager / team lead6. Career & Development7. Benefits7 constructsdefined inour project“ The point ”+
  • 26. Getting done with formatOpening QuestionQuestions flowQuestions varietyPiloting the questionnairesProperly wordedPlaced in best orderUnderstood by all classes of respondentsWhat extras to be addedAdequate instructions
  • 27. ikert scalingPsychometric measurement½ ½Favorable UnfavorableRespondent’s asked to evaluate accordinglySymmetric or balanced< Strongly Disagree, Disagree, Neither, Agree, Strongly Agree >5 point rating scale
  • 28. ResponseformatClose ended questions< pre - existing > < multiple choice > < scaling >Easy to analyze, statistical.Specific, similar meaning. advantagesLimits the answer.Cannot explain feelings.disadvantages“Am happy with my job”StronglyDisagreeDisagree Neither AgreeStronglyAgree
  • 29. ResponseformatOpen ended questions< explain > < elaborate > < paragraph > < own answers >More info with feelings, attitude.Extra information. advantagesWith quantitative analysis, meaning is lost.Difficult to compare meanings. disadvantages“Give 3 suggestions for improvement of work environment”
  • 30. CronbachAlpha αN . cV + ( N – 1 ) cα =N – Number of itemsc – Inter item covarianceV – Average varianceLee Cronbach ( 1951 )Measure internal consistencyMost reliable for inter-correlation test≥ 0.7accepted & appreciated
  • 31. My organizationMy jobReward & RecognitionCommunication & MotivationMy Manager / Team leadCareer & DevelopmentBenefits0.7910.8480.8030.8130.8250.7940.704ConstructsCronbachalpha value&
  • 32. FORSTATISTICS
  • 33. Microsoft excel 2007Dr Ashrams Java scriptsVisual PLS 1.04Reliability Calculator
  • 34. THE PROVING GROUND
  • 35. “ Analysis involves compiling, evaluating & presenting the numerical evidence aboutwhat the research was based on “Hypothesis testing – Flipping for YES or NOH0 - There is no influence of demographic variables on constructs depictingemployee job satisfactionHA – There is an influence of demographic variables on constructs depictingemployee job satisfactionLevel ofSignificance 0.05a
  • 36. contingencytable testAge & RangeScore : Min value 5, Max value 255 to 15 16 to 25 TotalAbove 30 0 1 120 to 25 6 24 3026 to 30 4 8 12Total 10 23 43Chi square 1.164Correlation 0.1623P value 0.559ConclusionLittle or no real evidence against nullhypothesis H01Age withMy OrganizationH01 – Age ~ My organizationHA1 – Age + My organizationSummary ->
  • 37. DemographyVsConstructAge Designation Education Experience GenderMaritalStatusSalary TeamMy organizationMy jobReward &RecognitionModerateevidenceCommunication& MotivationMy Manger /Team leadSuggestiveevidenceCareer &DevelopmentSuggestiveevidenceSuggestiveevidenceBenefits
  • 38. R SquareMyOrganizationMy Job 0.146Rew & Recg 0.535Comm & Motv 0.079My Mgr / Tm Ld 0.410Carr & Dev 0.506Benefits 0.452Regression of My organization on other constructs
  • 39. My Org My Job Rew & Recg Com & Motv Mgr / Tm Ld Carr & DevMy OrgMy_Job 0.146Rew & Recg 0.535 0.127Com & Motv 0.079 0.109 0.085Mgr / TmLd 0.410 0.052 0.143 0.039Carr & Dev 0.506 0.078 0.40 0.020 0.375Benefits 0.452 0.135 0.376 0.054 0.174 0.668summary
  • 40. Conclusion”Epilogue of the research
  • 41.  Reward & Recognition is influenced by experience Manager has influence on designation of the employee Career & Development influence both designation & gender Improvement in leadership style and working culture. Providing opportunities for career growth and also includingproper training, mentoring and monitoring. Benefits like social events, extra appropriate leaves can add upfor employee job satisfaction.
  • 42. 1. Make rewards meaningful2. Encourage FUN3. Promote team member for career growth4. Carry out periodical reviews5. Market the great accomplishment of individuals6. Promote employees based on their efforts7. Monitor leadership style8. Counsel career & development
  • 43. Only based on demographic variableQuestionnaires may not cover all the aspects for job satisfactionResearch does not explain individual needsResearch based on influence of time factorsGeographical factors, Client companies, Recruitment process
  • 44. Retention Strategies – Not just the moneyNaveen Kumar P, S A Vasantha kumara, Darshan GodboleInternational conferenceICOEGC – 2011, RVCE, BangaloreImpact of organization culture on employee performanceNaveen Kumar P, S A Vasantha kumara, Darshan GodboleNational conferenceCARE – 2011, Trichy, TamilnaduOrganization development through organization cultureNaveen Kumar P, S A Vasantha kumara, Darshan GodboleInternational conferenceICOIM – 2011, PESIT, Bangalore
  • 45. References[1] Carin Ewald, Karin Penrell (2006), “Working with Attitude Change - A qualitative study of attitude change and job-satisfaction”, Lunds university, Institution for psychology.[2] John N Berry (2007), “Job satisfaction: great work, genuine problems”, LJ Series, Library journal.[3] Sanna Paulson, Linda Lindgren (2008), “Retention : An explanatory study of Swedish employees in the financial sectorregarding leadership style, remuneration and elements towards job satisfaction”, Vaxjo University research.[4] Christian Wallin, Ivan Stipic (2008), “The Subtleties of Retention - A Human Resource Management Perspective”, Lundsuniversity, Institution for service management.[5] Johan Karlsson (2008), “Turnover among the young engineers”, research from Malardalens university.[6] Davor Crnomat (2008), “Retention of IT Consultants: How to Grow Employee Loyalty – the case of T-company” LJ series,Library journal.[7] Desi Patriota (2009), ”Employee Retention : An integrative view of supportive human resource practices and perceivedorganizational support”, research from university of Uppsala.
  • 46. References[8] C.Glenn Pearce and Geral J Segal (2009), “Effects of organization communication satisfaction on job performance and firmgrowth in small business”[9] Andreas Persson (2010), “Identifying predictors of work engagement: An example from a management consultancycompany”, research from Stockholm university, Institution of psychology.[10] Malin Johansson (2010), “A method on how to improve employee job satisfaction: A case study”, research from Linneuniversity, institution of technic.[11] D M Shetty (2011), “A motivated team achieves goal”, Deccan Herald, DH Avenues.[12] Hair, J. F., Jr., Anderson, R. E., Tatham, R. L., & Black, W. C. (1998), Multivariate data analysis. Englewood Cliffs, NJ: Prentice-Hall.Nunnaly, J. (1978). Psychometric theory. New York: McGraw-Hill.[13] http://www.businessdictionary.com/definition/survey.html[14] Day, Martin (2008), “The Advantages, Considerations and Risks of Employee Satisfaction Surveys”, Version 2 (Internet).
  • 47. References[15] Straub, D. W., "Validating instruments in MIS research," MIS Quarterly, 1989, Vol 13, pp 147-169.[16] http://home.ubalt.edu/ntsbarsh/stat-data/surveys.htm[17] http://stattrek.com/Lesson3/SamplingDistributions.aspx?Tutorial=stat[18] http://home.ubalt.edu/ntsbarsh/stat-data/surveys.htm#rss[19] Frauke Kreuter, Stanley Presser & Roger Tourangeau (2009), "Social Desirability Bias in CATI (Computer Assisted TelephoneInterview), IVR (Interactive Voice Response) and Web Surveys: The Effects of Mode and Question Sensitivity", PublicOpinion Q (2008) 72(5): 847-865[20] Rensis (1932), “A technique for the measurement of attitudes”, archives of psychology 140: 1-55.[21] Lindley, D.V. (1987), "Regression and correlation analysis", New Palgrave: A Dictionary of Economics, v. 4, pp. 120–23.[22] K. Ashwathappa, Human resource management, 5th edition, The Tata McGraw-Hill companies, 2008[23] N. Van saane, J.K. Sluiter, J H A M Verbeek (2003), “Reliability & Validity of instruments measuring job satisfaction – asystematic review”, Occupational Medicine, v. 53, pp. 191-200.

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