RESEARCH REPORT

ON
A STUDY ON JOB SATISFACTION OF EMPLOYEES OF NIELSEN
(SUBMITTED FOR PARTIAL FULFILLMENT OF AWARD OF MASTER`S DEGREE IN
BUSINESS ADMINISTRATION OF UTTAR PRADESH TECHNICAL UNIVERSITY,
LUCKNOW.)

Under the Guidance of:

Submitted by:
Aanchal Nigam
MBA 4rd Sem
Roll no._______

(Sherwood College of
Management, Lucknow)
SESSION

2015-2016

SHERWOOD COLLEGE OF MANAGEMENT

Sector-25, Indira Nagar, Lucknow 226016. (U.P.) INDIA Ph.: (0522)
2716630

College Code: 061

Ref.:
....

Date: . . . . . . . . . . . .

CERTIFICATE
This is to certify that Ms./Mr. ..
of Master of Business Administration (M. B. A.) session 20..-.. has
completed Research Project Report on the
topic............................................

..................................................................................

as partial fulfillment for award of Master of Business Administration

Programme. The Research Project Report submitted by him/ her is a
genuine work done by him/her and the same is being submitted for
evaluation.
Place: Lucknow

(Name & Signature of the Guide)

Date:

Prof. (Dr.) Rhizu Krishna Mishra

2

Director

TABLE OF CONTENTS
PREFACE

ACKNOWLEDGEMENT
DECLARATION
EXECUTIVE SUMMARY
CHAPTER-1: INTRODUCTION
CHAPTER-2: LITERATURE REVIEW
CHAPTER-3: RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

SCOPE OF THE STUDY

RESEARCH DESIGN

DATA COLLECTION METHOD

SAMPLING PLAN

CHAPTER-4: DATA ANALYSIS & FINDINGS

DATA ANALYSIS

FINDINGS

CHAPTER-4:

RECOMMENDATIONS

CONCLUSION

LIMITATIONS
3

BIBLIOGRAPHY
ANNEXURE/QUESTIONNAIRE

PREFACE
The project work entitled A STUDY ON JOB SATISFACTION OF
EMPLOYEES OF NIELSEN Job Satisfaction is the favorableness or unfavorableness with which the employee views his work. It expresses the
amount of agreement between ones expectation of the job and the rewards
that the job provides. Job Satisfaction is a part of life satisfaction. The nature
of ones environment of job is an important part of life as Job Satisfaction
influences ones general life satisfaction.
Job Satisfaction, thus, is the result of various attitudes possessed by an
employee. In a narrow sense, these attitudes are related to the job under
condition with such specific factors such as wages. Supervisors of
employment, conditions of work, social relation on the job, prompt settlement
of grievances and fair treatment by employer.
However, more comprehensive approach requires that many factors are to be
included before a complete understanding of job satisfaction can be obtained.
Such factors as employees age, health temperature, desire and level of

aspiration should be considered. Further his family relationship, Social status,

recreational outlets, activity in the organizations etc.
Contribute ultimately to job satisfaction.

ACKNOWLEDGEMENT
Knowledge is an experience gained in life, it is the choicest possession, which
should not be shelved but should happily shared with others.
With immense pleasure, I would like to present this project report for NIELSEN
Pvt Ltd. It has been an enriching experience for me to undergo my summer training
at NIELSEN Pvt Ltd, which would not have been possible without the goodwill
and support of the people around. As a student of Sherwood College of
Management, Lucknow, I would like to extend my sincere gratitude and thanks
to Mr. Jay Nand Yadav ( Supervisor , NIELSEN, LUCKNOW), Ms Sabhia
Ashraf (FACULTY OF MANAGEMENT) to shape my understanding towards
the project. It was because of their immense help and support that this project has
been duly completed.
However, I accept the sole responsibility for any possible error and would be
extremely grateful to the readers of this project report if they bring such mistakes
to my notice.
Aanchal Nigam

DECLARATION
I hereby declare that the project work entitled Job Satisfaction of Employees
submitted to Sherwood College of Management, Lucknowas a part of the MBA
curriculum, is a record of an original work done by me under the guidance of ____________________ (FACULTY OF MANAGEMENT) and this project work
is submitted in the partial fulfillment of requirement for the award of the Degree of
Masters in Business Administration. The results embodied in this project have not
been submitted to any other university or company for the award of any degree or
diploma.
Aanchal Nigam

EXECUTIVE SUMMARY

Research Program is a vehicle, which introduces and exposes a management student to the real
life situation in a process of learning which would ordinarily have not been possible in the class.
NEILSEN gave me this opportunity to face the real life situation and learn essentials of working
in an organization. My project was enhancing employee productivity through hr intervention in
NEILSEN. I did a research of 50 employee .For the first month I concentrated on the recruitment
of the employee under the guidance manger and my guide _________________________ whose
words of encouragement and regular instructions and feedback helped me in giving my best
performance.
The research helped me in understanding the job satisfaction of the employees. The research
was also an enriching experience as I got to know the needs and the expectations of the
employees who are apparently the back bone of the industry. Most of the employees working
here are motivated by the kind of money they can make in the business provided they work hard.
They realize that with some support from their management and their hard work they will be able
to earn good money, and also looks for a great career opportunity here.
Although they have a few issues which might need some attention for example the
requirement of soft skill and telephone etiquette development classes in the training module and

a more spontaneous and cooperative support from the camp shop. By and large the satisfaction
level of the employee is high and a majority of them are happy with their personal growth.

CHAPTER-1
INTRODUCTION

COMPANY PROFILE

ABOUT US
Whether youre eyeing markets in the next town or across continents, we
understand the importance of knowing what consumers watch and buy. Thats our
passion and the very heart of our business.
We study consumers in more than 100 countries to give you the most complete
view of trends and habits worldwide. And were constantly evolving, not only in
terms of where we measure, or what we measure, but also in how our insights can
help you drive profitable growth.
Whether your business is a multinational enterprise or a single storefront, we
believe innovation is the key to success, in both what you create and how you
8

market your products and ideas. Thats why we continue to develop better
solutions to help you meet the needs of todays consumers, and find out where
theyre headed next.
So lets put our heads together. Well bring our insight to your business and help
you grow.

CORPORATE PROFILE
NIELSEN N.V. (NYSE - NLSN)
With presence in 106 countries, Nielsen's mission is to provide clients with the
most complete understanding of what consumers watch and buy. The consumer's
world is changing at an unprecedented speed where media and commerce are
colliding. We are focused on innovating to stay ahead of evolving market trends,
allowing us to provide our clients with usable, practical and meaningful tools that
help them make strategic business decisions every day. Nielsen is uniquely
positioned to drive performance management solutions for our clients around the
globe.
We align our business into two principal reporting segments, What Consumers
Watch and What Consumers Buy. Nielsens Buy segment provides consumer
packaged goods manufacturers and retailers with the most comprehensive view of
the consumer through information and insights. We are the global leader in retail
measurement services, helping our clients understand current performance and
provide advanced analytical capabilities and solutions that aid in managing and
improving future performance. Clients look to Nielsen to help navigate through the
key trends and marketplace dynamics impacting their business. Our measurement
and analytics are embedded in the operating disciplines of our clients, helping them
to make smarter, quicker business decisions that drive results.
Nielsens Watch segment provides media and advertising clients audience
measurement services across all devices television, radio, online, mobile
where content is consumed. We are the global leader in both television and digital
measurement, helping our clients understand the reach of their content and
10

advertising campaigns, as well as providing effectiveness metrics that help

optimize and validate their overall spending, and maximize the value of their
content. We continue to evolve our offerings with the changing digital media
landscape in areas like social media, as well as tablet and mobile measurement.
Our multiplatform measurement strategy brings together the best of TV and digital
measurement to ensure a more functional marketplace for the industry.
We have a unique perspective on how consumers engage with programming and
advertising across all media channels (mobile, online, TV, radio) and content types
(video, audio, text), and how it translates into what they purchase. This has allowed
us to create Advertiser Solutions, which directly addresses the three Rs
Reach, Resonance, and Reaction. We help our clients Reach the most desirable
consumers; gauge the Resonance of their messages; and quantify consumer
Reaction in terms of sales impact. We are uniquely positioned to link a wide
range of marketing and media exposure directly to consumer buying behavior. We
continue to invest in capabilities aimed at helping our clients improve the return on
their marketing investments. This enables them to optimize their marketing spend
across channels and maximize the impact of their creative work. Each year, we are
able to deliver our insights with greater speed and precision, enabling our clients to
improve their marketing programs and realize greater value.

11

COMPANY HISTORY

Arthur C. Nielsen and the invention of "Market Share"

Arthur C. Nielsen founded the AC Nielsen Company in 1923 with the idea of
selling engineering performance researchs. It was the first company to offer market
research.[4] The company expanded its business in 1932 by creating a retail index
that tracked the flow of food and drug purchases. This was the first retail
measurement of its kind and for the first time allowed a company to determine its
share of the marketthe origination of the concept of "market share" [4] Arthur C.
Nielsen is credited with coining this business term.
Radio and television
In 1936, Arthur C. Nielsen acquired the Audimeter, which measured
which radio stations a radio had been tuned to during the day. After tinkering with
the device for a few years, the company created a national radio rating service in
1942.[5] The company collected information on which stations were tuned to in
1,000 homes. Then, this research data was sold to manufacturers who were
interested in the popularity of programs and demographic information about
listeners for advertising purposes. This was the birth of audience measurement that
would become the most well-known part of Nielsens business when applied to
television. Today, these are commonly referred to as Nielsen ratings.
The company began measuring television audiences in 1950, at a time when the
medium was just getting off the ground. Just as with radio, a sampling of homes
across the U.S. was used to develop ratings. This information was collected on a
12

device that was attached to a television that recorded what was being watched. In
1953, the company began sending out diaries to a smaller sample of homes
(Nielsen families) within the research to have them record what they had
watched.[4] This data was put together with information from the devices. This
combination of data allowed the company to statistically estimate the number of
Americans watching TV and the demographic breakdown of viewers. [4] This
became an important tool for advertisers and networks.
In the 1980s, the company launched a new measurement device known as the
people meter. The device resembles a remote control with buttons for each
individual family member and extras for guests. Viewers push a button to signify
when they are in the room and push it again when they leave, even if the TV is still
on. This form of measurement was intended to provide a more accurate picture of
who was watching and when.
In July 2008, Nielsen released the first in a series of quarterly reports, detailing
video and TV usage across the three screens Television, Internet and Mobile
devices. The A2/M2 Three Screen Report also includes trends in timeshifted
viewing behavior and its relationship to online video viewing, a demographic
breakdown of mobile video viewers and DVR penetration.
Mergers, acquisitions, strategic alliances and divestitures
Nielsen was acquired by the Dun & Bradstreet Company in 1984. In 1996, D&B
divided the company into two separate companies: Nielsen Media Research, which
was responsible for TV ratings, and AC Nielsen, which was responsible for
consumer shopping trends and box-office data. In 1999, Nielsen Media Research
was acquired by the Dutch publishing company VNU (Verenigde Nederlandse
13

Uitgeverijen). VNU later acquired AC Nielsen and recombined the two businesses
in 2001. In between, VNU sold off its newspaper properties to Wegener and its
consumer magazines to Sanoma. The company's publishing arm also owned
several

publications

including The

Hollywood

Reporter and Billboard magazine. VNU combined the Nielsen properties with
other research and data collection units including BASES, Claritas, HCI and
Spectra. VNU also acquired companies that added to its measurement capabilities.
In 2004, Nielsen began a joint venture called AGB Nielsen Media Research
with WPP Group's AGB Group, a European competitor which provides similar
services.
In 2006, VNU acquired a majority stake in Buzzmetrics, a company which
measures consumer-generated media online. Under the new ownership, Nielsen
bought the remaining shares of the company in 2007. In the same year, Nielsen
acquired Telephia, which measures mobile media, and Bilesim Medya, a Turkish
advertising intelligence firm.
In 2006, VNU was acquired by a group of six private equity firms: the
American Kohlberg
Group, Vehiclelyle

Kravis

Roberts, Thomas

Groupand Hellman

&

H.

Lee

Friedman,

Partners, Blackstone
and

Dutch

equity

firm AlpInvest Partners for 5bn. In the same year, the group hired David L.
Calhoun, formerly of General Electric, as CEO. He renamed VNU as The Nielsen
Company in 2007.
In 2006, VNU sold its business publications division for 320m (210m) to
venture capital group 3i, which then sold the UK division (VNU Business
Publications Ltd) toIncisive Media.
14

In 2008, Nielsen acquired IAG Research which measures viewer engagement with
TV commercials.[18] The same year, Nielsen made a strategic investment
inNeuroFocus, a California firm applying neuroscience brainwave techniques for
consumer research. The firm was later fully acquired by Nielsen in 2011 [19] In 2009
and 2010, Nielsen sold its business magazines; its well-known entertainment
properties went to the new company e5 Global Media.
In 2009, Nielsen acquired The Cambridge Group, a management consulting firm
headquartered in Chicago. The Cambridge Group works with CEOs and top
management teams to drive growth. The firm has a distinctive expertise in tapping
into latent and emerging consumer demand, and using these insights to drive
product, service and marketing innovation across consumer-driven businesses.
In June 2010, Nielsen paired with McKinsey & Company to create the social
media consulting company NM Incite. NM Incite has operations in 13 global
markets, including: US, UK, Germany, Spain, Italy, Australia, New Zealand,
China, Japan, India, Brazil, Canada and Korea.
In August 2011, Nielsen acquired Marketing Analytics, Inc. The acquisition
strengthens Nielsen's marketing ROI and marketing mix capabilities.
In February 2012, Nielsen launched The Demand Institute in collaboration
with The Conference Board. The Demand Institute is a non-profit, non-advocacy
organization focused on helping business and government leaders understand how
consumer demand is evolving and shifting around the world.
In July 2012, Nielsen acquired the advertising tech company Vizu. The acquisition
was made so that Nielsen can better analyze the effectiveness of online
advertisement.[23]
15

On December 18, 2012, Nielsen announced that it would acquire Arbitron, a

company primarily involved in radio audience measurement, for $1.26 billion.
On June 17, 2013, Nielsen announced that Onex Corp (TSX: OCX) had completed
the acquisition of Nielsen Expositions for $950 million in cash consideration.
Nielsen Expositions operated tradeshows in the United States. The company was
renamed Emerald Expositions Inc. after the transaction.
On February 3, 2014, Nielsen announced the acquisition of Harris Interactive, Inc.
(NASDAQ:HPOL). Harris is known widely for The Harris Poll.

16

What consumers buy

Nielsen's Buy division (approx. two-thirds of global revenues) primarily helps
packaged goods companies and retailers (and Wall Street analysts) understand
what consumers are buying in terms of categories, brands and products. For
example, it is Nielsen's data that measures how much Diet Coke vs. Diet Pepsi is
sold in stores, or how much Crest versus Colgate toothpaste is sold. They
accomplish this by purchasing and analyzing huge amounts of retail data that
measures what is being sold in the store, and they combine it with household panel
data that captures everything that is brought into the home. They also can provide
insights into how changes in product offerings, pricing or marketing would change
sales. Major clients include The Coca-Cola Company, Nestle S.A., The Procter &
Gamble Company, Unilever Group and Walmart.
What consumers watch
Nielsen's Watch division (approx. one-third of global revenues) primarily measures
what consumers are watching (and listening to) across all devices: TV, radio,
computers, mobile/smartphones, tablets, etc. The company measures consumption
of programming and advertising across all distribution points. Nielsen's ratings are
used by advertisers and networks to shape the buying and selling of advertising.
Major clients include CBS, NBC Universal, News Corporation and The Walt
Disney Company

17

Why Invest in Nielsen?

AIMS AND OBJECTIVE OF THE COMPANY

To truly be innovative, a deep understanding of consumers and the marketplace is

vital. Breakthrough innovation isnt easy, but with the proper strategy, you can
shift the odds of success in your favor.

18

GOVERNANCE DOCUMENTS
The Nielsen Company is committed to sound principles of corporate governance,
high

ethical

conduct

and

good

corporate

citizenship.

The Companys business is conducted by its employees. The Board of Directors is

elected by the stockholders to oversee management and to assure that the longterm interests of the stockholders are being served.
This Corporate Governance section of our website was established to provide
you with insight about, among other things, our management team and board of
directors, and the composition and responsibilities of our board and its committees.
The Corporate Governance Guidelines, Board Regulations, Code of Conduct and
the Charters of each of the Board Committees provide the framework for corporate
governance at Nielsen

19

Equity Analysts

Firm

Analyst

Baird

Jeffrey Meuler

Bank of America Merrill Lynch

Sara Gubins

Barclays

Manav Patnaik

Benchmark Capital

Ed Atorino

BMO Capital Markets

Dan Salmon

Citi

Ashwin Shirvaikar

Credit Suisse

Hamzah Mazari

Deutsche Bank

Paul Ginocchio

Evercore Partners

Doug Arthur

FBR Capital Markets

William Bird

Goldman Sachs

Andre Benjamin

JPMorgan

Andrew Steinerman

20

Macquarie

Tim Nollen

Morgan Stanley

Suzanne E. Stein

Needham & Company

Laura Martin

Pivotal Research Group

Brian Wieser

RBC Capital Markets

David Bank

Sanford Bernstein

Todd Juenger

Wells Fargo

William Warmington

Debt Analysts

Firm

Analyst

Bank of America Merrill Lynch

Stephen Weiss

Deutsche Bank

Aaron Watts

JP Morgan

Avi Steiner

21

Wells Fargo

Davis Hebert

Nielsen NV is followed by the analysts listed above. Please note that any opinions,
estimates or forecasts regarding Nielsen NV's performance made by these analysts
are theirs alone and do not represent opinions, forecasts or predictions of Nielsen
NV or its management. Nielsen NV does not by its reference above or distribution
imply its endorsement of or concurrence with such information, conclusions or
recommendations.

22

STOCK INFORMATION
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As of August 15, 2014 10:04 AM Minimum 20 minutes delay.

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HOW WE MEASURE
We live in a world of information, and its growing more expansive every day. So
to stay ahead in an increasingly complex world of data, intelligence, metrics and
messages, its vital to have an accurate read on your consumers, which is precisely
where

our

measurement

capabilities

come

into

play.

Nielsen is a world leader in consumer measurement, and weve got the panels,
databases, methodologies and technology to back it up. These are the key tools we
use to keep our fingers on the pulse of consumers around the world.
Weve developed standards for measurement in every area in which we work.
Some methods are driven by electronic meters that measure audience engagement,
while our more than 250,000 household panelists across 25 countries use in-home
scanners to record their purchases from each shopping trip. And the scanner-based
sales and causal information we gather each week from thousands of retail outlets
helps identify the why as well as the what behind consumer product purchases.
Were also continually expanding our data by conducting millions of researchs
each year that gauge worldwide consumer sentiment across myriad topics spanning
everything from innovation to retail markets to the growing fragmentation within
the digital landscape.

Across continents and industries, Nielsen measures activity and engagement at

every consumer touch pointfrom TV screens to smartphones, from viral videos
to shopping Vehiclets. More importantly, measurement in any specific area is just
the beginning. With such a vast range of data at our fingertips, we can easily merge
cross-industry intelligence to provide deeper insight into current marketsinsight
26

that sheds light on significant opportunities for growth. And this is Nielsens
distinguishing attributethe ability to illuminate an uncommon sense of the
consumer for faster, smarter, better decisions to help your business grow
INNOVATE FOR GROWTH AND CREATE NEW DEMAND
Innovation takes practice, a focus on the fundamentals, and creativity. It takes
attention to detail and a passion for turning great ideas into products that
consumers want. And product development is the start of innovation.
Great innovators make it look easy, almost magical. But into every breakthrough
innovation goes immense time, discipline, and analytics. Thats where we come in.
Nielsen and its strategic partners are backed by 30 years of experience developing,
optimizing and validating product campaigns. In that time, weve evolved an endto-end innovation process that begins by taking a step back and asking, what do
people really want?
It might seem like a simple question, but the truth is, consumers often dont know
themselves. Our innovation approach identifies not only what consumers say they
need, but also needs that havent yet been articulated. Thats where breakthrough
product opportunitiesthose with true potential to achieve sustainable growth for
your businessreside.
But its not only about making things. You also need to package, distribute and
figure out how to market to the people who will benefit most. And timing is
critical; even the best winter coat probably wont sell in the summertime, but a
slight schedule adjustment could make the difference between a tepid launch and
gangbuster sales.
27

Finally, a road map for expanding your product offerings that anticipates
consumers future needs will ensure youre a few moves ahead of the competition.
We can help evolve your strategies so theyll work as well tomorrow as they do
today.

28

WHO IS MY MOST VALUABLE CONSUMER?

Thats what every business needs to know, and, while there are plenty of potential
customers, it seems they all want something different. With 1.2 billion people, 28
states, 7 union territories, and 22 official languages, where do you start? How do
you identify your consumer? What makes them do what they do, buy what they
buy, and watch what they watch. Sometimes your best view is from the ground.
Thats where our segmentation solutions come in.
We track billions of data points from a host of sources, and from that, we can help
show you consumers as they really are: unique segments instead of opaque lines on
a spreadsheet or points on a map.
You can put this information into action regardless of your industry. For example,
will your store be more successful in the nearby shopping mall, or would you be
better off setting up shop across town? Who is your competition for the people you
Vehiclee about most? Where are the gaps in your market? To what type of
advertising do consumers react best?
Our segmentation solutions answer these questions in as much detail as you want.
We can give you aggregated and customized demographic data to understand
geography based on region, state, neighborhood, block-by-block and any level in
between.
We can even help find consumer needs that havent yet been articulated, giving
you insight into how to shape your product offerings to rapidly evolving desires.

29

Once weve created a plan together, well give you the tools to measure its
effectiveness. Consumers are evolving at light speed, but by analyzing the success
of your marketing in real time, we can make in-flight adjustments that can save
millions in ad spend from mismatched campaigns.
We understand that consumer focus is critical to everyones success; lets work
together to put big numbers on your bottom line.

30

NIELSEN RATINGS HAVE BECOME LESS MEANINGFUL DUE TO

MULTIPLE MEANS OF VIEWERSHIP

With DVRs, video on demand, game consoles and streaming services, tablets and
smartphones, the way people watch television is changing and the industry is
struggling to keep on top of it all. Even the idea of "watching television" is in flux.
Are you "watching TV" when you stream an episode of "Downton Abbey" on a
tablet?
Nielsen, which has long had a virtual monopoly on the audience statistics that
drive a multi-billion dollar industry, last week took an important step toward
accounting for some of the changes. Starting in September, Nielsen will begin
measuring viewership through broadband devices like game consoles for the first
time. Right now those numbers go uncounted.
"The ratings are a very one-dimensional look at what is happening," said Alan
Wurtzel, top research executive at NBC Universal, "and we now live in a very
multi-dimensional world."
Nielsen's weekly rankings count people who watch a broadcast TV show live or on
their DVRs that same day through midnight on the West Coast. To be sure, this is
still how most people watch television. CBS didn't need anything other than live
numbers to know that its new reality show "The Job" was a flop, and canceled it a
week ago after two episodes.
Through separate, less publicized rankings, Nielsen can also track how many
people see a program on a time-shifted basis. One ranking, which measures live
31

viewership plus those who watch on DVR or video on demand within three days of
the original airing, is what the industry uses to set advertising rates. Other rankings
measure those who watch within a week, or even within a month.
Those numbers can present a much different picture of a program's popularity.
During the last week of January, for example, ABC's "Modern Family" ranked No.
12 for the week with 10.8 million viewers if you count just the people who
watched on Wednesday, Jan. 23. But within seven days, 15.9 million people had
seen the episode, enough to make it the third most popular show of the week
behind two "American Idol" episodes. Fox's "The Following" finished a modest
15th place initially, but its audience jumped by 45 percent over the next week,
enough to lift the show to fourth place.
Meanwhile, almost all of the "60 Minutes" viewing is done live. The CBS
newsmagazine dropped from seventh place in the initial rankings to 15th after a
week.
The time-shifted viewing can change a network's perception of a show. NBC
would have likely canceled "The Office" years ago without this additional
audience. "The idea of how many people are watching a program and Vehicleing
about the show becomes increasingly important, and it is not reflected in the
Tuesday report," Wurtzel said.
CBS considers its freshman drama "Elementary" a case of public perception not
matching reality. Last fall, the show averaged 9.7 million viewers respectable,
but hardly a sensation. But between video on demand, DVRs and streaming, CBS
said an average of 13 million people watched each episode within a month of its
airing.
32

"If the number the press had seen was 13 million instead of 9.7 million, it would
have been seen as a huge hit," said David Poltrack, CBS chief researcher.
In a world where people demand information faster and faster, television
executives are no different. They want ratings NOW. The problem is, all of the
changes in content consumption demand patience. Nielsen's report on how many
people watch a show within seven days isn't released until three weeks after a show
first airs a glacial pace.
"We have to basically train the entire industry to no longer look at the fastest
information, which is preliminary and not necessarily reflective of what the reality
is," Poltrack said.
Nielsen says it regularly discusses how it releases ratings with all of its clients and
there's been no consensus on change. Most people watch their favorite shows as
quickly as they can, said Pat McDonough, Nielsen senior vice president of insights
and analysis.
Each week the average American spends 32 hours and 15 minutes watching live
television, according to a Nielsen study issued last month. More than 12 hours is
spent either watching time-shifted TV or DVDs, playing on game consoles, surfing
the Internet or watching video on computer or mobile devices, the study said.
"The one thing most people don't think about is a lot of the additional viewing is
rolling out slowly over time and right now, live plus same day viewing is the best
way to measure," she said. "It may not be that way five years from now."
Networks dispute the notion that things are changing slowly, although they are
happy that Nielsen will soon be able to estimate how much television is being
33

watched on broadband. There's a limit to the information, though: Nielsen can't yet
tell specifically what programs people are watching this way.
Later this year, Nielsen hopes to roll out a pilot program to identify what people
are watching on iPads. It's unclear when this technology will be available for other
tablet brands or for smartphones.
The company measures some online video streaming and includes it within its
time-shifted reports. However, this picture is partial, too. Nielsen can measure
streamed programs only if they have the same commercials shown on TV, and not
every website does this.
Netflix's release of an entire 13-episode season of the well-reviewed series "House
of Vehicleds" on Feb. 1 was a television landmark, evidence that a lot more
"television" content is coming from non-traditional sources. Nielsen has no idea
how many people have seen "House of Vehicleds," though. Netflix knows. But it
won't tell.
People are increasingly spending time catching up on series they've caught on to
midstream, the phenomenon known as binge viewing. No one really knows who is
spending an evening watching three episodes from the first season of "Homeland"
instead of live TV. Nielsen has an oblique way to illustrate that binge viewing is a
reality: When AMC's "The Walking Dead" returned from a hiatus on Feb. 10, the
12.3 million people who watched that night was a series record and evidence that it
had attracted new fans during a pause in original episodes.
That episode of "The Walking Dead" was the ninth most-watched television show
in prime time that week, but it would have taken some investigation to know that.

34

Nielsen ranks broadcast and cable shows separately even though that distinction
means little to a younger generation of viewers. TV is TV.
Cable networks are in no hurry to change that because, with the exception of the
biggest hits, even relatively unsuccessful broadcast programs get more viewers
than cable.
There's a similar dynamic with PBS. The public broadcasting system generally
doesn't pay Nielsen to have its programs rated, although it will on special
occasions. The 8.2 million people who watched the third-season finale of
"Downton Abbey" on Feb. 17 was more than anything seen on ABC, Fox or NBC
that night. No one would have known that unless they'd seen a report generated by
a PBS press release

35

CHAPTER-2
LITERATURE REVIEW

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.
36

-Hugh J. Arnold and Daniel C. Feldman

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

POLITICS

FAMILY

LIFE

LEISURE

37

RELATED ELEMENT OF LIFE SATISFACTION

Human life has become very complex and completed in now-a-days. In modern
society the needs and requirements of the people are ever increasing and ever
changing. When the people are ever increasing and ever changing, when the
peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are
likely to contribute very little for any purpose. Job satisfaction of industrial
workers us very important for the industry to function successfully. Apart from
managerial and technical aspects, employers can be considered as backbone of any
industrial development. To utilize their contribution they should be provided with
good working conditions to boost their job satisfaction. Any business can achieve
success and peace only when the problem of satisfaction and dissatisfaction of
workers are felt understood and solved, problem of efficiency absenteeism
labour turnover require a social skill of understanding human problems and dealing
with them scientific investigation serves the purpose to solve the human problems
in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental
in fulfilling so many needs. Money facilities the obtaining of food, shelter, and
38

clothing and provides the means to enjoy valued leisure interest outside of work.
More over, pay can serve as symbol of achievement and a source of recognition.
Employees often see pay as a reflection of organization. Fringe benefits have not
been found to have strong influence on job satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in
determining how satisfied employees are with their jobs. By and large, workers
want jobs that are challenging; they do want to be doing mindless jobs day after
day. The two most important aspect of the work itself that influence job satisfaction
are variety and control over work methods and work place. In general, job with a
moderate amount of variety produce the most job satisfaction. Jobs with too little
variety cause workers to feel bored and fatigue. Jobs with too much variety and
stimulation cause workers to feel psychologically stressed and burnout.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion
to a higher level in an organization typically involves positive changes I
supervision, job content and pay. Jobs that are at the higher level of an organization
usually provide workers with more freedom, more challenging work assignments
and high salary.
SUPERVISION
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.

39

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 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:
40

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 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:

41

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.
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

42

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 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:

43

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

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
44

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, 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
45

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 acceptable
level of performance. However, it does not mean that the job satisfaction
has no impact o productivity. A satisfied worker may not necessarily lead to
increased productivity but a dissatisfied worker leads to lower productivity.
Perceived equity
of rewards

Extrinsic
reward

Performanc
e

Satisfaction

Intrinsic
reward

THE RELATION BETWEEN PERFORMANCE AND SATISFACTION

Absenteeism:
Absenteeism refers to the frequency of absence of job holder from the
workplace either unexcused absence due to some avoidable reasons or long
46

absence due to some unavoidable reasons. It is the former type of absence which is
a matter of concern. This absence is due to lack of satisfaction from the job which
produces a lack of will to work and alienate a worker form work as for as
possible. Thus, job satisfaction is related to absenteeism.

HIGH
TURNOVER
JOB

ABSENCES

SATISFACTION

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
47

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.

48

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

ENVIRONMENTAL

ORGANIZATIONAL

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.
49

 Cultural factors:-Attitudes, beliefs and values.

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.

50

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?

Benefits of job satisfaction study

Job satisfaction researchs can
produce positive, neutral or negative results. If planned properly and administered,
they will usually produce a number of important benefits, such as1. It gives management an indication of general levels of satisfaction in a
company. Researchs 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 research.
Communication flow in all direction as people plan the research, 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 research is safety value, an emotional release. A chance to things gets
off. The research is an intangible expression of managements interest in
employee welfare, which gives employees a reason to feel better towards
management.
51

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

needs.
5. Job satisfaction researchs are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up researchs allows management to
evaluate the actual response to a change and study its success or failure.
Importance to Worker and Organization
Frequently, work underlies self-esteem and identity while unemployment lowers selfworth and produces anxiety. At the same time, monotonous jobs can erode a worker's
initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job
satisfaction and occupational success are major factors in personal satisfaction, selfrespect, 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 improved
52

punctuality 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 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

53

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 that aspire 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 as congenial team members
Flexible benefits, such as child-care and exercise facilities
Up-to-date technology
Competitive salary and opportunities for promotion

54

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 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 good salesperson. 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, task clarity and
55

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.
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 the workplace 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?

56

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.

57

 Know more. Acquire new job-related knowledge that helps you to perform
tasks more efficiently and effectively. This will relieve boredom 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 avoid burnout by developing healthy stressmanagement techniques.

58

59

Assuring Job Satisfaction

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 job outweigh
the pains, there is some level of job satisfaction

60

MODEL OF JOB SATISFACTION

61

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
62

evidence that job satisfaction tends to be stable over 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 of neuroticism
lead to higher job satisfaction[].
Two-Factor Theory (Motivator-Hygiene Theory)
Frederick Herzbergs Two 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.

63

Hygiene factors include aspects of the working environment such as pay, company
policies, supervisory practices, and other working conditions
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 :

64

 Company policy & administration,

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 :

65

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.

66

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 wellto-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.

67

CHAPTER-3
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.

68

OBJECTIVE OF THE STUDY

The objective of the study is to find out the satisfaction level of employee in
NIELSEN.
To find that whether the employees are satisfied or not.
To analyse the companys working environment.
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.,)

69

SCOPE OF THE STUDY

The scope of the study is very vital. Not only the Human Resource department
can use the facts and figures of the study but also the marketing and sales
department can take benefits from the findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees,tat they
are satisfied or not.

Scope for the marketing department

The marketing department can use the figures indicating that they are putting
their efforts to plan their marketing strategies to achieve their targets or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So
the personnel department can use the information to make efforts to avoid such
complaints.
70

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.
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:

TYPES OF RESEARCH
DESIGN

71

EXPLORATORY
RESEARCH
DESIGN

DESCRIPTIVE
&
DIAGNOSTIC
RESEARCH

EXPERIMENT
AL RESEARCH
DESIGN

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.

72

DATA COLLECTION METHOD

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:
Primary Data
Personal Investigation
Observation Method
Information from correspondents
Information from superiors of the organization
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 NIELSEN official site, some other sites are also searched to find
data.

73

SAMPLING PLAN

Sample Size :Questionnaire is filled by 100 employees of NIELSEN IP JAGDISHPUR.

The questionnaire was filled in the office and vital information was collected
which was then subjects to: A pilot research was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of research the data was analyzed and conclusion was
drawn.
At the end all information was compiled to complete the project report.

74

CHAPTER-4
DATA ANALYSIS & FINDINGS

Table No: 1
Working hours are convenient for me
Strongly agree
Agree
Neither agree nor disagree

PERCENT
34
32
18

Disagree
Strongly disagree
TOTAL

13
3
100

CHART 1

75

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

agree

neither agree nor disagree

disagree

Total

PERCENT

Interpretation:
From the above chart and table it is clearly evident that 34% of the respondents
strongly agree that working hours are convenient from them and 32% agree with
that and 18% neither agree nor disagree and 13% disagree with the working hours
and 3% are strongly against working hours.

Table No: 2
I'm happy with my work place
Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

PERCENT
30
39
18
8
5
100

Chart 2
76

100
90
80
70
60
Strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

percent

Interpretation:
From the above table it is clear that 30% respondents strongly agree and
39% respondents agree that they are happy with their work place only
13% disagreed and 18% have no idea towards their work place.

Table No: 3
I feel i have too much work to do

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

PERCENT
7
9
25
37
22
100

Chart 3

77

100
80
60

strongly agree

Agree

neither agree nor disagree

Disagree

strongly disagree

40
20
0
PERCENT

Interpretation:
From the above table it is quite clear that the work load is not
high, 37% of the respondents disagreed with the question I feel I have
too much work and another 22% strongly disagreed, 18% admits they
have too much work and 23% have no idea towards this question.
Table No: 4
Safety measures provided by the company

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
28
31
24
11
6
100

CHART 4

78

Total

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is evident that the safety measures
provided by the organizations are good as 28 and 31% of the respondents
agree with that and only 11& 6% disagreed and 24% neither agreed nor
disagreed.

TABLE NO. 5
My relationship with my supervisor is cordial

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
30
41
16
6
7
100
79

CHART 5

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Inter
pretation:
From the above table it is clear that relationship between
employees and their supervisors are cordial because 30% of respondents
strongly agreed to it and 41% agreed to it and only 13% disagreed and
16% of respondents have neither agreed nor disagreed.
TABLE NO 6
My supervisor is not partial

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 6

PERCENT
18
30
15
19
18
100

80

100
90
80
70
60
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is evident that the supervisors are not
partial to the employees as 18% strongly agreed and 30% agreed to the
question but 19% disagreed and 18% strongly disagreed this level is
quite high compared to other questions.

TABLE NO 7
My supervisor considers my idea too while taking decision

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
43
26
2
3
100
81

CHART 7

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is clear that 26 and 42% of the
respondents agree that supervisors consider their employees ideas also
and only 5% disagreed and 26% neither agreed nor disagreed.

TABLE NO 8
I'm satisfied with the support from my co-workers

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
21
47
16
9
7
100
82

CHART 8

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is clear that relation with co-workers is
quite good as nearly 68% of the respondents agree that they are satisfied
with support from co-workers and only 15% disagreed and 16% have no
answer to this.

TABLE NO 9
People here have concern from one another and tend to help one another

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
41
19
9
5
100

83

CHART 9

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Inter
pretation:
From the above table it is clear that in this organization people
have concern over each other as 26% strongly agreed and 41% agreed
and only 14% disagreed and 19% neither agreed nor disagreed.

TABLE NO 10
I'm satisfied with the refreshment facilities

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
26
20
30
15
9
100
84

CHART 10

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above table it is clear that 26% employees are strongly satisfied
with the refreshment facilities offered by the company as 15% of
respondents disagreed and 9% strongly disagreed and 30% neither
agreed nor disagreed and only 20% agreed.
TABLE NO 11
We are provided with the rest and lunch room and they are good

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 11

PERCENT
16
34
22
20
8
100

85

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

PERCENT

Interpretation:
From the above table it is quite evident that 8% strongly
disagreed and 20% of the respondents disagreed and 22% neither agreed
nor disagreed and only 50% of the respondents are satisfied with the rest
and lunch room provided.

TABLE NO 12
The parking space for our vehicles are satisfactory

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 12

PERCENT
4
9
24
32
31
100

86

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCENT

Interpretation:
From the above table it is clear that respondents are not satisfied
with the parking facilities provided by the company as 31% of
respondents strongly disagreed and 32% of respondents disagreed and
only 13% of respondents are satisfied with the parking facilities and 24%
have neither agreed nor disagreed.

Table no 13
I fell I'm paid a fair amount for the work i do
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 13

PERCENT
15
39
25
13
8
100

87

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
percent

Interpretation:
From the above table it is evident that the respondents are
satisfied with their salary as 39% agree and 15% strongly agree. Only
`3% disagree and 8% strongly disagree, 25% neither agree nor disagree.

Table no 14
I'm satisfied with the chances for my promotion

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
Chart 14

PERCENT
27
43
13
9
8
100

88

100
90
80strongly agree
70
60
50
40
30strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

percent

Inter
pretation:
From the above table it is quite clear that employees are satisfied
with their chances for promotion as 43% agree and 27% strongly agree.
Only 9% disagree and 8% strongly disagree, 13% neither agree nor
disagree.

Table no 15
I'm satisfied with the allowances provided by the organization
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
19
42
21
11
7
100

Chart 15

89

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

Frequency

Interpretation:
From the above table it is clear that the employees are satisfied
with the allowances and other benefits provided by the organization as
42% agree and 19% strongly agree. Only 11% disagree and 7% strongly
disagree, 21% neither agree nor disagree.

TABLE NO 16
I feel my boss motivate me to achieve the organizational goals

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL
CHART 16

PERCENT
11
33
25
22
9
100

90

100
90
80
strongly agree
70
60
50
40
30
strongly disagree
20
10
0

Agree

neither agree nor disagree

Disagree

Total

PERCE3NT

Interpretation:
From the above table it is evident that employees boss are
motivating to achieve organizational goals as 33% agree and 11%
strongly agree. 22% disagree this is quite high compared to other factors
and 9% strongly disagree and 25% neither agree nor disagree.

TABLE NO 17
My supervisor motivates me to increase my efficiency at times when i'm not

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
18
44
18
13
7
100
91

CHART 17

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above table it is evident that employees boss motivates
the employee when he is unproductive and help him to be productive as
44% agree and 18% strongly agree. Only 7% strongly disagree and 7%
disagree, 18% neither agree nor disagree.

.TABLE NO 18
I feel that my job has little impact on the success of the company
strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
35
40
10
9
6
100

Chart 18

92

100
90
80
70
60
strongly agree Agree neither agree nor disagree Disagree strongly disagree Total
50
40
30
20
10
0
PERCENT

Interpretation:
From the above chart it is clear that 75% respondents are think that they contribute
in the success of a company, 9% respondent disagree from the statement and 6%
respondent strongly disagree from the question.

Table no 19
Overall I'm satisfied with my job

strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
TOTAL

PERCENT
28
35
20
12
5
100

Chart 19
93

100
90
80
70
60
strongly agree
50
40
30
20
10
0

Agree

neither agree nor disagree

Disagree

strongly disagree

Total

perce nt

Interpretation:
From the above table it is evident that Overall satisfactions of the
respondents are good as 35% agree and 28% strongly agree. Only 5%
strongly disagree and 12% disagree and 20% neither agree nor disagree.

FINDINGS
From the study, the researcher has come to know that most of the respondents have
job satisfaction; the management has taken the best efforts to maintain cordial
relationship with the employees. Due to the working conditions prevailing in this
company, job satisfaction of each respondent seems to be the maximum. From the
study, I have come to know that most of the employees were satisfied with the
welfare measures provided by NIELSEN. The employees of NIELSEN get more
benefits compare to other companies.

94

 The respondents are satisfied with the environment and nature of work
factors .
The respondents relationship with the superiors and colleagues are quite
good .
The Respondents are not provided with proper welfare facilities.
The communication and motivation of employees by their superiors in
this organization is reasonable.
The Pay and promotion activities in this organization is also good .
The Respondents are overall satisfied with their job
The Parking facilities provided by the organization are not good thats
why most respondents disagree with this question.
The refreshment facilities are also need to be improved

CHAPTER-4
RECOMMENDATIONS

95

SUGGESTION AND RECAMANDATION

In the organization most of employees are satisfied with all the facilities provided
by company. But there are some employees also who are not satisfied with the
company. Management should try to convert unsatisfied employees in to satisfied
employees. Because if employee is not satisfied than the he is not able to give his
100% to his work and the productivity of employee decrease. So management
should try to satisfied his employees because employees are the assets of the
company not a liabilities.

CONCLUSION

96

Job Satisfaction covers an ample field and connotes a state of well being, happiness, satisfaction,
protection and enlargement of human resources and also helps to motivation of worker. The
fundamental purpose of Job Satisfaction is to enrich the life of employees and to remain them
joyful and conducted that helps to development of organization.
.
The management required to provide good facilities to all workers in such way that workers

become satisfied about job. It increases productivity as well as quality and quantity. Therefore
there is necessity of making some provision for improving the welfare facility through that
employees will become happy, employees performance level become increase. It leads to
improve favorable effects of profitability and products of the organization

LIMITATIONS

97

Limitation are as follows Data collected is based on questionnaire.

The number of employees in NIELSEN, is more, so sample size is limited by 100.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that management
would take any action against them
The findings and conclusions are based on knowledge and experience of the respondents
sometime may subject to bias.

BIBLIOGRAPHY

BIBLIOGRAPHY

98

BOOKS:
Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw
Hill
Publication Company Ltd.
Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co(P)Ltd. India,
ninth
edition.
Kothari C.R., Research Methodology, New Delhi; New Age International
Publication, second edition.
Web-Site:www.NIELSEN.com
www.google.com

ANNEXURE/QUESTIONNAIRE

ANNEXURE
99

Questionnaire
A study on Job Satisfaction of Employees in NIELSEN, IP JAGDISHPUR
1.

Name:

2. Age:
3. Gender: Male
Female
4. Designation..
Ques1- Working hours are convenient for me1 strongly agree

2 agree 3 neither agree nor disagree 4 disagree 5 strongly

disagree
Ques2- I am happy with my work place1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques3- I feel I have too much work to do1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques4- Safety measures provided by the company are good1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree

100

Ques5- My relationship with my supervisor is cordial1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly
disagree
Ques6- My supervisor is not partial1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques7- My supervisor consider my ideas while taking decision1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques8- I am satisfied with the support from my coworkers1. strongly agree 2. Agree 3.neither agree nor disagree 4. disagree 5. strongly
disagree
Ques9- People here have concern from one another and tend to help1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques10- I am satisfied with the refreshment facility1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree

Ques11- We are provided with the rest and lunch room and they are good-

101

1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques12- The parking spaces for vehicles are satisfactory1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques13- I feel I am paid a fair amount for the work I do1. strongly agree 2. agree 3.neither agree nor disagree 4. disagree 5. strongly
disagree
Ques14- I am satisfied with the chances for my promotion1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques15- I am satisfied with the allowances provided by the organization1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques16- I feel my boss motivate me to achieve the organizational goals1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques17- My supervisor motivate me to increase my efficiency at a time when I am
not1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
102

Ques18- I feel my job little impact on the success of the company1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree
Ques19- Overall I am satisfied with my present job1. strongly agree

2. agree 3.neither agree nor disagree 4. disagree 5. strongly

disagree

103