project report on job satisfactions

8/12/2019 Project report on job satisfactions

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JOB SATISFACTION

INTRODUCTION

Job satisfaction is not the same as motivation. It is more if an attitude, an

internal state of the person concerned. It could, for example, be associated with a personal feeling

of achievement.

Job satisfaction is an individuals emotional reaction to the job itself. It is his

attitude towards his job.

Definitions:

Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.

-Robert L. Kahn

Job satisfaction is a general attitude towards ones job: the difference between the amount of

reward workers receive and the amount they believe they should receive.

-P. Robbins

Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals

have toward their jobs.

-Hugh J. Arnold and Daniel C. Feldman


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Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your

job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will

experience job dissatisfaction.

By Andrew J DuBrins,

The practice of supervision, New Delhi

Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly,

since a job is important part of life, job satisfaction influences ones general life satisfaction.

Manager may need to monitor not only the job and immediate work environment but also their

employees attitudes towards other part of life.

JOB FAMILY

POLITICS LIFE LEISURE

RELATED ELEMENT OF LIFE SATISFACTION


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Two dimensions of supervisor style:

1. Employee centered or consideration supervisors who establish a supportive personal

relationship with subordinates and take a personal interest in them.

2. The other dimension of supervisory style influence participation in decision making, employee

who participates in decision that affect their job, display a much higher level of satisfaction with

supervisor an the overall work situation.

WORK GROUP

Having friendly and co-operative co-workers is a modest source of job satisfaction to individual

employees. The working groups also serve as a social support system of employees. People often

used their co-workers as sounding board for their problem of as a source of comfort.

WORK CONDITION

The employees desire good working condition because they lead to greater physical comfort.

The working conditions are important to employees because they can influence life outside of

work. If people are require to work long hours and / or overtime, they will have very little felt for

their families, friends and recreation outside work.

Determinants of job satisfaction:

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all

individuals do no derive the same degree of satisfaction though they perform the same job in the


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same job environment and at the same time. Therefore, it appears that besides the nature of job

and job environment, there are individual variables which affect job satisfaction. Thus, all those

factors which provide a fit among individual variables, nature of job, and situational variables

determine the degree of job satisfaction. Let us see what these factors are.

Individual factors:

Individuals have certain expectations from their jobs. If their expectations are met from the jobs,

they feel satisfied. These expectations are based on an individuals level of education, age and

other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job satisfaction.

For example, several studies have found negative correlation between the level of education,

particularly higher level of education, and job satisfaction. The possible reason for this

phenomenon may be that highly educated persons have very high expectations from their jobs

which remain unsatisfied. In their case, Peters principle which suggests that every individual

tries to reach his level of incompetence, applies more quickly.

Age:

Individuals experience different degree of job satisfaction at different stages of their life. Job

satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and

finally dips to a low degree. The possible reasons for this phenomenon are like this. When

individuals join an organization, they may have some unrealistic assumptions about what they


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are going to drive from their work. These assumptions make them more satisfied. However,

when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as

the people start to assess the jobs in right perspective and correct their assumptions. At the last,

particularly at the fag end of the career, job satisfaction goes down because of fear of retirement

and future outcome.

Other factors:

Besides the above two factors, there are other individual factors which affect job satisfaction. If

an individual does not have favourable social and family life, he may not feel happy at the

workplace. Similarly, other personal problems associated with him may affect his level of job

satisfaction. Personal problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and job

content.

Occupation level:

Higher level jobs provide more satisfaction as compared to lower levels. This happens because

high level jobs carry prestige and status in the society which itself becomes source of satisfaction

for the job holders.

For example, professionals derive more satisfaction as compared to salaried people: factory

workers are least satisfied.


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Job content:

Job content refers to the intrinsic value of the job which depends on the requirement of skills for

performing it, and the degree of responsibility and growth it offers. A higher content of these

factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the

degree of satisfaction progressively increases in job rotation, job enlargement, and job

enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context formal and

informal. Formal organization emerges out of the interaction of individuals in the organization.

Some of the important factors which affect job important factors which affect job satisfaction are

given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace and

associated facilities for performing the job determine job satisfaction. These work in two ways.

First, these provide means job performance. Second, provision of these conditions affects the

individuals perception about the organization. If these factors are favourable, individuals

experience higher level of job satisfaction.

2. Supervision:

The type of supervision affects job satisfaction as in each type of supervision; the degree of

importance attached to individuals varies. In employee-oriented supervision, there is more


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concern for people which is perceived favourably by them and provides them more satisfaction.

In job oriented supervision, there is more emphasis on the performance of the job and people

become secondary. This situation decreases job satisfaction

.

3. Equitable rewards:

The type of linkage that is provided between job performance and rewards determines the degree

of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it

offers higher satisfaction. If the reward is perceived to be based on considerations other than the

job performance, it affects job satisfaction adversely.

4. Opportunity:

It is true that individuals seek satisfaction in their jobs in the context of job nature and work

environment by they also attach importance to opportunities for promotion that these job offer. If

the present job offers opportunity of promotion is lacking, it reduces satisfaction.

1. Work group: Individuals work in group either created formally of they develop on their

own to seek emotional satisfaction at the workplace. To the extent such groups are

cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is

low. In a cohesive group, people derive satisfaction out of their interpersonal interaction

and workplace becomes satisfying leading to job satisfaction.

Effect of Job Satisfaction


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Job satisfaction has a variety of effects. These effects may be seen in the context of an

individuals physical and mental health, productivity, absenteeism, and turnover.

Physical and Mental Health:

The degree of job satisfaction affects an individuals physical and mental

health. Since job satisfaction is a type of mental feeling, its favourableness or unfavourablesness

affects the individual psychologically which ultimately affects his physical health.

For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health

result from psychologically harmful jobs. Further, since a job is an important part of life, job

satisfaction influences general life satisfaction. The result is that there is spillover effect which

occurs in both directions between job and life satisfaction.

Productivity:

There are two views about the relationship between job satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and

productivity; when job satisfaction increases, productivity increases; when satisfaction decreases,


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productivity decreases. The basic logic behind this is that a happy worker will put more efforts

for job performance. However, this may not be true in all cases.

For example, a worker having low expectations from his jobs may feel satisfied but he may not

put his efforts more vigorously because of his low expectations from the job. Therefore, this

view does not explain fully the complex relationship between job satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains the

relationship between job satisfaction and productivity. Various research studies also support this

view.

This relationship may be explained in terms of the operation of two factors: effect of job

performance on satisfaction and organizational expectations from individuals for job

performance. 1. Job performance leads to job satisfaction and not the other way round. The basic

factor for this phenomenon is the rewards (a source of satisfaction) attached with performance.

There are two types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job

itself which may be in the form of growth potential, challenging job, etc. The satisfaction on

such a type of reward may help to increase productivity. The extrinsic reward is subject to

control by management such as salary, bonus, etc. Any increase in these factors does not hep to

increase productivity though these factors increase job satisfaction.

1. A happy worker does not necessarily contribute to higher productivity because he has to

operate under certain technological constraints and, therefore, he cannot go beyond

certain output. Further, this constraint affects the managements expectations from the

individual in the form of lower output. Thus, the work situation is pegged to minimally


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LOW

LOW HIGH

TURNOVER AND ABSENCES

RELATIONSHIP OF JOB SATISFACTION, EMPLOYEE TURNOVER AND ABSENCES

Employee turnover:

Turnover of employees is the rate at which employees leave the organization within a given

period of time. When an individual feels dissatisfaction in the organization, he tries to overcome

this through the various ways of defense mechanism. If he is not able to do so, he opts to leave

the organization. Thus, in general case, employee turnover is related to job satisfaction.

However, job satisfaction is not the only cause of employee turnover, the other cause being

better opportunity elsewhere.

For example, in the present context, the rate of turnover of computer software professionals is

very high in India. However, these professionals leave their organizations not simply because

they are not satisfied but because of the opportunities offered from other sources particularly

from foreign companies located abroad.


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DIMENSIONS OF JOB SATIFACTION

Job satisfaction is a complex concept and difficult to measure objectively. The level of job

satisfaction is affected by a wide range of variables relating to individual, social, cultural,

organizational factors as stated below:-

DIMENSIONS

INDIVIDUAL SOCIAL ORGANIZATIONAL ENVIRONMENTAL CULTURAL

FACTORS FACTOR FACTOR FACTOR

Individual:- Personality, education, intelligence and abilities, age, marital status,

orientation to work.

Social factors:-Relationship with co-workers, group working and norms, opportunities

for interaction, informal relations etc.

Organizational factors:- Nature and size, formal structure, personnel policies and

procedures, industrial relation, nature of work, technology and work organization,

supervision and styles of leadership, management systems, working conditions.

Environmental factors:-Economic, social, technical and governmental influences.

Cultural factors:-Attitudes, beliefs and values.


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These factors affect job satisfaction of certain individuals in a given set of circumstances but

not necessarily in others. Some workers may be satisfied with certain aspects of their work and

dissatisfied with other aspects .Thus, overall degree of job satisfaction may differ from person to

person.


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IMPORTANCE TO STUDY JOB SATISFACTION

The importance to the study of job satisfaction level is very important for executives. Job

satisfaction study importance can be understood by the answer of the following question

1) Is there room for improvement?

2) Who is relatively more dissatisfied?

3) What contributes to the employee satisfaction?

4) What are the effects of negative employee attitudes?


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Benefits of job satisfaction studyJob satisfaction surveys can produce positive,

neutral or negative results. If planned properly and administered, they will usually produce a

number of important benefits, such as-

1. It gives management an indication of general levels of satisfaction in a company. Surveys

also indicate specific areas of satisfaction or dissatisfaction as compared to employee

services and particular group of employee.

2. It leads to valuable communication brought by a job satisfaction survey. Communication

flow in all direction as people plan the survey, take it and discuss the result. Upward

communication is especially fruitful when employee are encouraged to comment about

what is on their minds instead of merely answering questions about topics important to

management.

3. as a survey is safety value, an emotional release. A chance to things gets off. The survey

is an intangible expression of managements interest in employee welfare, which gives

employees a reason to feel better towards management.

4. Job satisfaction surveys are a useful way to determine certain training needs.

5. Job satisfaction surveys are useful for identifying problem that may arise, comparing the

response to several alternatives and encouraging manager to modify their original plans.

Follow up surveys allows management to evaluate the actual response to a change and

study its success or failure.


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Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and

producesanxiety.At the same time,monotonousjobs can erode a worker's initiative and enthusiasm and

can lead toabsenteeism and unnecessary turnover. Job satisfaction and occupational success are major

factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job

satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied

worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and committed

to high quality performance. Increased productivity the quantity and quality of output per hour worked

seems to be a byproduct of improved quality of working life. It is important to note that the literature on

the relationship between job satisfaction and productivity is neither conclusive nor consistent.. Unhappy

employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long.

Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted

performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improvedpunctuality and worker morale.

Job satisfaction is also linked to a more healthy work force and has been found to be a good indicator of

longevity.And although only little correlation has been found between job satisfaction and productivity,

Brown (1996) notes that some employers have found that satisfying or delighting employees is a

prerequisite to satisfying or delighting customers, thus protecting the "bottom line." No wonder Andrew

Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will
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grow on the factory floors. Take away my factories, but leave my people, and soon we will have a

new and better factory"

SATISFIED EMPLOYEE


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Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction?

Organizations can help to create job satisfaction by putting systems in place that will ensure that workers

are challenged and then rewarded for being successful. Organizations thataspire to creating a work

environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her

signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who provides timely

feedback as well ascongenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are

many factors that affect job satisfaction and that what makes workers happy with their jobs varies from

one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is

also influenced by the employee's personal characteristics, the manager's personal characteristics and
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management style, and the nature of the work itself. Managers who want to maintain a high level of job

satisfaction in the work force must try to understand the needs of each member of the work force.

For example, when creating work teams, managers can enhance worker satisfaction by placing people

with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance

job satisfaction by carefully matching workers with the type of work.

For example, a person who does not pay attention to detail would hardly make a good inspector, and a

shy worker is unlikely to be a goodsalesperson.As much as possible, managers should match job tasks

to employees' personalities.

Managers who are serious about the job satisfaction of workers can also take other deliberate steps to

create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate

upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes

increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large

companies that have used job-enrichment programs to increase employee motivation and job

satisfaction.

Good management has the potential for creating high morale, high productivity, and a sense of purpose

and meaning for the organization and its employees. Empirical findings show that job characteristics

such as pay, promotional opportunity, taskclarity and significance, and skills utilization, as well as

organizational characteristics such as commitment and relationship with supervisors and co-workers,

have significant effects on job satisfaction. These job characteristics can be carefully managed to

enhance job satisfaction.
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Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many

more satisfying elements in the work environment. Everett (1995) suggests that employees ask

themselves the following questions:

When have I come closest to expressing my full potential in a work situation?

What did it look like?

What aspects of theworkplace were most supportive?

What aspects of the work itself were most satisfying?

What did I learn from that experience that could be applied to the present situation?
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Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own

satisfaction and well-being on the job. The following suggestions can help a worker find personal job

satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and

greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent reading, listening,

writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and

effectively. This will relieveboredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often

result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with others to

get the job done.

Accept the diversity in people. Accept people with their differences and their imperfections and learn

how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to satisfaction with

the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoidburnoutby developing healthy stress-management techniques.
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Assuring Job Satisfaction


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Assuring job satisfaction, over the longterm, requires careful planning and effort both by management

and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's

(1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and

rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it

is very important that salaries be tied to job responsibilities and that pay increases be tied to performance

rather than seniority.

So, in essence, job satisfaction is a product of the events and conditions that people experience on their

jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities

are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads

one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with

one's joboutweigh the pains, there is some level of job satisfaction
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MODEL OF JOB SATISFACTION


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THEORIES OF JOB SATISFACTION

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction

model. The main premise of this theory is that satisfaction is determined by a discrepancy

between what one wants in a job and what one has in a job. Further, the theory states that how

much one values a given facet of work (e.g. the degree of autonomy in a position) moderates

how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values

a particular facet of a job, his satisfaction is more greatly impacted both positively (when

expectations are met) and negatively (when expectations are not met), compared to one who

doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and

Employee B is indifferent about autonomy, then Employee A would be more satisfied in a

position that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular facet

will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory]. It is a very general

theory that suggests that people have innate dispositions that cause them to have tendencies

toward a certain level of satisfaction, regardless of ones job. This approach became a notable

explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over


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time and across careers and jobs. Research also indicates that identical twins have similar levels

of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core Self-

evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core

Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general

self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-

esteem (the value one places on his/her self) and general self-efficacy (the belief in ones own

competence) lead to higher work satisfaction. Having an internallocus of control (believing one

has control over her\his own life, as opposed to outside forces having control) leads to higher job

satisfaction. Finally, lower levels ofneuroticismlead to higher job satisfaction[].

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick HerzbergsTwo factor theory(also known as Motivator Hygiene Theory) attempts to

explain satisfaction and motivation in the workplace This theory states that satisfaction and

dissatisfaction are driven by different factors motivation and hygiene factors, respectively. An

employees motivation to work is continually related to job satisfaction of a subordinate.

Motivation can be seen as an inner force that drives individuals to attain personal and

organization goals (Hoskinson, Porter, & Wrench, p.133). Motivating factors are those aspects of

the job that make people want to perform, and provide people with satisfaction, for example

achievement in work, recognition, promotion opportunities. These motivating factors are

considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of

the working environment such as pay, company policies, supervisory practices, and other

working conditions
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While Hertzberg's model has stimulated much research, researchers have been unable to reliably

empirically prove the model, with Hack man & Oldham suggesting that Hertzberg's original

formulation of the model may have been a methodological artifact. Furthermore, the theory does

not consider individual differences, conversely predicting all employees will react in an identical

manner to changes in motivating/hygiene factors.]Finally, the model has been criticized in that it

does not specify how motivating/hygiene factors are to be measured.

According to Herzberg following factors acts as motivators:

Achievement,

Recognition,

Advancement,

Work itself,

Possibility of growth, &

Responsibility.

Hygiene factors are :

Company policy & administration,
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Technical supervision,

Inter-personal relations with supervisors, peers & Subordinates,

Salary.

Job security,

Personal life,

Working Conditions, &

Status.

Need Fulfillment Theory:

Under the need-fulfillment theory it is believed that a person is satisfied if he gets what he wants

& the more he wants something or the more important it is to him, the more satisfied he is when

he gets it & the more dissatisfied he is when he does not get it. Needs may be need for personal

achievement, social achievement & for influence.

a) Need for personal achievement :


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Desires for personal career development, improvement in one's own life standards, better

education & prospects for children & desire for improving one's own work performance.

b) Need for social achievement:

A drive for some kind of collective success is relation to some standards of excellence. It is

indexed in terms of desires to increase overall productivity, increased national prosperity, better

life community & safety for everyone.

c) Need for influence:

A desire to influence other people & surroundings environment. In the works situation, it means

to have power status & being important as reflected in initiative taking and participation in

decision making.

In summary, this theory tell us that job satisfaction is a function of, or is positively related to the

degree to which one's personal & social needs are fulfilled in the job situation.

Social References - Group Theory:

It takes into account the point of view & opinions of the group to whom the individual looks for

the guidance. Such groups are defined as the 'reference-group' for the individual in that they

define the way in which he should look at the world and evaluate various phenomena in the

environment (including himself). It would be predicted, according to this theory that if a job

meets the interest, desires and requirements of a person's reference group, he will like it & if it

does not, he will not like it.


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A good example of this theory has been given by C.L. Hulin. He measures the effects of

community characteristics on job satisfaction of female clerical workers employed in 300

different catalogue order offices. He found that with job conditions held constant job satisfaction

was less among persons living in a well-to-do neighborhood than among those whose

neighborhood was poor. Hulin, thus provides strong evidence that such frames of reference for

evaluation may be provided by one's social groups and general social environment.


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OBJECTIVE OF THE STUDY

OBJECTIVES

The objective of the study is to find out the satisfaction level of employee in BHEL, JAGDISHPUR.

To find that whether the employees are satisfied or not.

To analyse the companys working environment.


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To check the Degree of satisfaction of employees.

To find that they are satisfied with their job profile or not.

To study the relationship between the personal factors of the Employee (Income, Designation,

Educational qualification, Gender, etc.,)


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RESEARCH METHODOLOGY


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RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood has a science

of studying how research is done scientifically. In it we study the various steps that all generally adopted

by a researcher in studying his research problem along with the logic behind them.

The scope of research methodology is wider than that of research method.

Meaning of Research

Research is defined as a scientific & systematic search for pertinent information on a specific topic.

Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It

is a careful inquiry especially through search for new facts in any branch of knowledge. The search for

knowledge through objective and systematic method of finding solution to a problem is a research.

RESEARCH DESIGN

A research is the arrangement of the conditions for the collections and analysis of the data in a manner

that aims to combine relevance to the research purpose with economy in procedure. In fact, the research

is design is the conceptual structure within which research is conducted; it constitutes the blue print of

the collection, measurement and analysis of the data. As search the design includes an outline of what

the researcher will do from writing the hypothesis and its operational implication to the final analysis of

data.


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The design is such studies must be rigid and not flexible and most focus attention on the following 2;

Research Design can be categorized as:

The present study is exploratory in nature, as it seeks to discover ideas and insight to brig out new

relationship. Research design is flexible enough to provide opportunity for considering different aspects

of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding

which in depth study can be conducted by management.

DATA COLLECTION

For any study there must be data for analysis purpose. Without data there is no means of study.

Data collection plays an important role in any study. It can be collected from various sources. I have

collected the data from two sources which are given below:

TYPES OF RESEARCH

DESIGN

EXPLORATORYRESEARCH

DESIGN

DESCRIPTIVE

&

DIAGNOSTIC

RESEARCH

EXPERIMENTA

L RESEARCH

DESIGN


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1. Primary Data Personal Investigation

Observation Method

Information from correspondents

Information from superiors of the organization

2. Secondary Data Published Sources such as Journals, Government Reports, Newspapers and Magazines etc.

Unpublished Sources such as Company Internal reports prepare by them given to their analyst &

trainees for investigation.

Websites like BHEL official site, some other sites are also searched to find data.


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project report on job satisfactions

Documents