KERRNAZ PANTHAKI II MSW

A STUDY ON THE JOB SATIFACTION AMONG THE ASSOCIATES IN NGOs CHAPTER I INTRODUCTION
The normal work environment, psychology of the employees, financial conditions, objectives of the firm etc. in a NGO are different in many ways from a profit making organization. NGOs are fighting a mammoth battle against various social evils in order to modernize and upgrade the standards of the society. But this noble activities are largely depends on the shoulders of the employees of such organization. They are the soldiers who practically fight every battle against superstitions, epidemics, drug addiction and various other social evils. Unfortunately a very few number of researches have taken care of the psychological aspects of these employees. Thus, the central idea of my research is to determine the psychological aspects or attitude like job satisfaction existing among these employees. The Government is supposed to act for the development of the downtrodden society. However, since it has multiple roles to play, it is difficult for the Government to take care of each and every section of society. The concept of NGOs has been conceived to cover up this shortcoming of the Government. NGOs try to communicate the concerns of a community to the Government. Besides, NGOs also act independently for the welfare of the society by empowering the people through training and programs, financial support, disaster management etc. but the effectiveness of such NGOs are largely depend on the effectiveness and efficiency of the activists working for such NGOs. If the foundation of any structure is not

strong and supportive enough then how the structure can be strong and stable. Therefore, this project or research is totally focused to measure the job satisfaction level of the workers/activists working for such NGOs. The basic aim of the project is to enlighten the various aspects and hindrances which affect the job satisfaction level of the workers contributing to that noble cause. As all organizations are run by people, there is a section of people who devote their service to the NGOs on a part time basis, while several NGOs need full time human resources. In this regard what is more important that they all are humans and humans do require some drives or motives to perform any task, although these drives are different for different people. Therefore, in order to measure such motives we generalize such combined force into various factors considering the various theories given by prominent scholars, such as Mash low, Mc Leland, Herzberg, Pestonjee, Philip Applewhite, Morse etc. These great theories are more concentrated towards the culture of profit making organizations. But the NGO culture is a different cup of tea altogether. Therefore, there is a need to create a harmony in the research instrument in order to make this research more precise.

THEORITICAL BACKGROUND NON GOVERNMENTAL ORGANISATION INTRODUCTION OF NGOs

NGOs play an important role in bridging the gap between the Government, its agencies and the society. The NGO movement is a global reality with wide acceptance. NGOs focus on one or more cause for one or more section of society and try to uplift the wider section of society.

DEFINING NGOs
The World Bank defines NGOs as, Private organizations that pursue activities to relieve suffering, promote the interests of the poor, protect the environment, provide basic social services, or undertake community development. In wider usage, the term NGO can be applied to any nonprofit organization which is independent from Government. NGOs are typically value-based organizations which depend, in whole or in part, on donations and voluntary services. Although the NGO sector has become increasingly professionalized over the last two decades, principles of altruism and volunteerism remain its key defining characteristics.

JOB SATISFACTION
"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" This definition suggests job satisfaction is a general or global affective reaction that individuals hold about their job. While researchers and practitioners most often measure global job satisfaction, there is also interest in measuring different "facets" or "dimensions" of satisfaction. Examination of these facet conditions is often useful for a more careful examination of employee satisfaction with critical job factors. Traditional job satisfaction facets include: co-workers, pay, job conditions, supervision, nature of the work and benefits." Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job

satisfaction as the keying radiant that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment.

IMPORTANCE TO WORKER AND ORGANIZATION

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth 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, self-respect, self-esteem, and selfdevelopment. 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. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. 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 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"

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

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 include AT&T, IBM, and General Motors (Daft, 1997). 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 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?

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 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 stress-management techniques.

ASSURING JOB SATISFACTION

Assuring job satisfaction, over the long term, 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.

OBJECTIVES OF THE STUDY

To find that the associates are satisfied with their job profile or not. To analyze the organizational climate in the NGO for its associates. To know if the associates are satisfied with the welfare measure provided by their NGO.

SCOPE OF THE STUDY

This study emphasis in the following scope:

To identify the associates level of satisfaction upon that job. This study is helpful to that organisation for conducting further research and to improve the working condition for satisfactory work environment.

It is helpful to identify the associates level of satisfaction towards achieving the objectives of the organisation.

This study is helpful to the organization for identifying the area of dissatisfaction of job of the associates.

This study helps to make a managerial decision towards the welfare of the associates and in a way the target people.

LIMITATIONS OF THE STUDY

The researcher was carried out in a short span of time; hence the researcher could not widen the study.

The study could not be generalized due to the fact that researcher adapted personal interview method.

RESEARCH METHODOLOGY
WHAT IS A RESEARCH DESIGN? "Research design in the plan, structure and strategy of investigation conceived so as to obtain answers to research questions and to control variance." - According to Kerlinger The research design is the arrangement of conditions, a plan of study or a blue print of the study for the collection and the analysis of the data for a research study, which will lead relevance and a scientific approach to the study. In view of these elements and parameters in accordance to the study, the research design adopted is descriptive research design. WHY A DESCRIPTIVE RESEARCH DESIGN?

A descriptive research design was chosen because the topic on Communication patterns needs to be focused on the portrayal of the characteristics of a group or an individual or a situation. Thus the main objective of this study through such a design will help acquire knowledge. This design would help to define clearly the scope of the research, the target audience from whom the information is to be gathered, the time span available for conducting the research, etc. The descriptive research design is used to obtain information concerning the current status of the phenomena to describe "what exists" with respect to variables or conditions in a situation.