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SUMMER PROJECT REPORT

On

JOB SATISFACTION OF EMPLOYEES

Submitted towards partial fulfill,ent of Master of BusinessAdministration

Academic Session 2014-2015

Under the guidance o Su!"itted !#

M$% Sa!iha A$hra Mohd% Ari &hanIIIrd Se"e$ter

'o(( No)*+,-.,/*/0

Co((ege Code /,-.

1e2art"ent o Manage"ent

NOBLE INSTITUTE OF MANA3EMENT AN1 TEC4NOLO3Y5

LUC&NO6

7 A22ro8ed !# AICTE 9 Ai(iated toUttar Prade$h

Technica( Uni8er$it#:


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Certiicate ro" the Organi;ation


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Bona)ide Certiicate o 1ean )Schoo( o Manage"ent


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1ECLA'ATION

!ereb" declare t!at t!e pro#ect wor$ entitled %Jo! Sati$action o

E"2(o#ee$ submitted to No!(e In$titute O Manage"ent AndTechno(og#5 Luc


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AC&NO6LE13EMENT

Knowledge is an experience gained in life, it is the choicest

possession, which should not be shelved but should happily

shared with others.

6it! immense pleasure, would li$e to present t!is pro#ect report

for .+S. 7t +td t !as been an enric!in& e8perience for me

to under&o m" summer trainin& at .+S. 7t +td, w!ic! wouldnot !ae been possible wit!out t!e &oodwill and support of t!e

people around As a student of No!(e In$titute O Manage"ent And

Techno(og#5 Luc


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P'EFACE

The 2ro>ect =or< entit(ed A STU1Y ON JOB SATISFACTION OF

EMPLOYEES OF NIELSEN Jo! Sati$action i$ the a8ora!(ene$$ or un)

a8ora!(ene$$ =ith =hich the e"2(o#ee 8ie=$ hi$ =oro! and the re=ard$ that the >o!

2ro8ide$% Jo! Sati$action i$ a 2art o (ie $ati$action% The nature o one@$

en8iron"ent o >o! i$ an i"2ortant 2art o (ie a$ Jo! Sati$action in(uence$ one@$

genera( (ie $ati$action%

Jo! Sati$action5 thu$5 i$ the re$u(t o 8ariou$ attitude$ 2o$$e$$ed !# an e"2(o#ee% In

a narro= $en$e5 the$e attitude$ are re(ated to the >o! under condition =ith $uch

$2eciic actor$ $uch a$ =age$% Su2er8i$or$ o e"2(o#"ent5 condition$ o =oro!5 2ro"2t $ett(e"ent o grie8ance$ and air treat"ent !# e"2(o#er%

4o=e8er5 "ore co"2rehen$i8e a22roach reuire$ that "an# actor$ are to !e

inc(uded !eore a co"2(ete under$tanding o >o! $ati$action can !e o!tained% Such

actor$ a$ e"2(o#ee@$ age5 hea(th te"2erature5 de$ire and (e8e( o a$2iration $hou(d

!e con$idered% Further hi$ a"i(# re(ation$hi25 Socia( $tatu$5 recreationa( out(et$5

acti8it# in the organi;ation$ etc%

Contri!ute u(ti"ate(# to >o! $ati$action%


7/96

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CONTENT

Sr%No% To2ic

Cha2ter * Co"2an# Proi(e

Cha2ter . Jo! $ati$action

Cha2ter + O!>ecti8e$

Cha2ter 'e$earch Methodo(og#

Cha2ter O!$er8ation 9 Finding$

Cha2ter , Sugge$tion$

Cha2ter 0 Bi!(iogra2h#

Cha2ter D Anne?ure


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Merger$5 acui$ition$5 $trategic a((iance$ and di8e$titure$

.ielsen was acuired b" t!e un Bradstreet )ompan"in 1>>:,

B diided t!e compan" into two separate companiesN.ielsen Media

Cesearc!, w!ic! was responsible for ? ratin&s, and A) .ielsen, w!ic! was

responsible for consumer s!oppin& trends and bo8-office data n 1>>>,

.ielsen Media Cesearc! was acuired b" t!e utc! publis!in&

compan" ?.*'?ereni&de .ederlandse *it&eeri#en ?.* later acuired

A) .ielsen and recombined t!e two businesses in 2001 n between, ?.*

sold off its newspaper properties to 6e&enerand its consumer ma&aines

to Sanoma !e compan"@s publis!in& arm also owned seeral publications

includin& The Hollywood ReporterandBillboardma&aine ?.*combined

t!e .ielsen properties wit! ot!er researc! and data collection units includin&

BASS, )laritas, 9) and Spectra ?.* also acuired companies t!at

added to its measurement capabilities

n 2004, .ielsen be&an a #oint enture called A/B .ielsen Media Cesearc!

wit! 677 /roup@s A/B /roup, a uropean competitor w!ic! proides

similar serices

n 200:, ?.* acuired a ma#orit" sta$e in Bumetrics, a compan" w!ic!

measures consumer-&enerated media online *nder t!e new owners!ip,

.ielsen bou&!t t!e remainin& s!ares of t!e compan" in 200; n t!e same

"ear, .ielsen acuired elep!ia, w!ic! measures mobile media, and BilesimMed"a, a ur$is! adertisin& intelli&ence firm

n 200:, ?.* was acuired b" a &roup of si8 priate euit" firmsN t!e

American o!lber& rais Coberts, !omas 9 +ee 7artners, Blac$stone
http://en.wikipedia.org/wiki/Dun_%26_Bradstreethttp://en.wikipedia.org/wiki/Nielsen_Media_Researchhttp://en.wikipedia.org/wiki/Nielsen_Media_Researchhttp://en.wikipedia.org/wiki/ACNielsenhttp://en.wikipedia.org/wiki/VNUhttp://en.wikipedia.org/wiki/Wegener_(company)http://en.wikipedia.org/wiki/Sanomahttp://en.wikipedia.org/wiki/The_Hollywood_Reporterhttp://en.wikipedia.org/wiki/Billboard_(magazine)http://en.wikipedia.org/wiki/VNUhttp://en.wikipedia.org/wiki/WPP_Grouphttp://en.wikipedia.org/w/index.php?title=Buzzmetrics&action=edit&redlink=1http://en.wikipedia.org/wiki/Kohlberg_Kravis_Robertshttp://en.wikipedia.org/wiki/Thomas_H._Lee_Partnershttp://en.wikipedia.org/wiki/Blackstone_Grouphttp://en.wikipedia.org/wiki/Dun_%26_Bradstreethttp://en.wikipedia.org/wiki/Nielsen_Media_Researchhttp://en.wikipedia.org/wiki/Nielsen_Media_Researchhttp://en.wikipedia.org/wiki/ACNielsenhttp://en.wikipedia.org/wiki/VNUhttp://en.wikipedia.org/wiki/Wegener_(company)http://en.wikipedia.org/wiki/Sanomahttp://en.wikipedia.org/wiki/The_Hollywood_Reporterhttp://en.wikipedia.org/wiki/Billboard_(magazine)http://en.wikipedia.org/wiki/VNUhttp://en.wikipedia.org/wiki/WPP_Grouphttp://en.wikipedia.org/w/index.php?title=Buzzmetrics&action=edit&redlink=1http://en.wikipedia.org/wiki/Kohlberg_Kravis_Robertshttp://en.wikipedia.org/wiki/Thomas_H._Lee_Partnershttp://en.wikipedia.org/wiki/Blackstone_Group


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/roup, ?e!iclel"le /roupand 9ellman (riedman, and utc! euit"

firm Alpnest 7artnersfor P5bn n t!e same "ear, t!e &roup !ired aid +

)al!oun, formerl" of /eneral lectric, as )O 9e renamed ?.* as !e

.ielsen )ompan" in 200;

n 200:, ?.* sold its business publications diision for Q320m 'P210m to

enture capital &roup 3i, w!ic! t!en sold t!e * diision '?.* Business

7ublications +td toncisie Media

n 200Gn 200> and 2010, .ielsen sold its business

ma&ainesE its well-$nown entertainment properties went to t!e new

compan" e5 /lobal Media

n 200>, .ielsen acuired !e )ambrid&e /roup, a mana&ement consultin&

firm !eaduartered in )!ica&o !e )ambrid&e /roup wor$s wit! )Os and

top mana&ement teams to drie &rowt! !e firm !as a distinctie e8pertise

in tappin& into latent and emer&in& consumer demand, and usin& t!ese

insi&!ts to drie product, serice and mar$etin& innoation across consumer-

drien businesses

n Iune 2010, .ielsen paired wit! Mcinse" )ompan"to create t!e social

media consultin& compan".M ncite .M ncite !as operations in 13 &lobal

mar$ets, includin&N *S, *, /erman", Spain, tal", Australia, .ew Realand,

)!ina, Iapan, ndia, Brail, )anada and orea
http://en.wikipedia.org/wiki/Blackstone_Grouphttp://en.wikipedia.org/wiki/Carlyle_Grouphttp://en.wikipedia.org/wiki/Hellman_%26_Friedmanhttp://en.wikipedia.org/wiki/AlpInvest_Partnershttp://en.wikipedia.org/wiki/General_Electrichttp://en.wikipedia.org/wiki/3ihttp://en.wikipedia.org/wiki/Incisive_Mediahttp://en.wikipedia.org/wiki/Nielsen_N.V.#cite_note-18http://en.wikipedia.org/wiki/NeuroFocushttp://en.wikipedia.org/wiki/Nielsen_N.V.#cite_note-19http://en.wikipedia.org/wiki/E5_Global_Mediahttp://en.wikipedia.org/wiki/McKinsey_%26_Companyhttp://en.wikipedia.org/w/index.php?title=NM_Incite&action=edit&redlink=1http://en.wikipedia.org/wiki/Blackstone_Grouphttp://en.wikipedia.org/wiki/Carlyle_Grouphttp://en.wikipedia.org/wiki/Hellman_%26_Friedmanhttp://en.wikipedia.org/wiki/AlpInvest_Partnershttp://en.wikipedia.org/wiki/General_Electrichttp://en.wikipedia.org/wiki/3ihttp://en.wikipedia.org/wiki/Incisive_Mediahttp://en.wikipedia.org/wiki/Nielsen_N.V.#cite_note-18http://en.wikipedia.org/wiki/NeuroFocushttp://en.wikipedia.org/wiki/Nielsen_N.V.#cite_note-19http://en.wikipedia.org/wiki/E5_Global_Mediahttp://en.wikipedia.org/wiki/McKinsey_%26_Companyhttp://en.wikipedia.org/w/index.php?title=NM_Incite&action=edit&redlink=1


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n Au&ust 2011, .ielsen acuired Mar$etin& Anal"tics, nc !e acuisition

stren&t!ens .ielsen@s mar$etin& CO and mar$etin& mi8 capabilities

n (ebruar" 2012, .ielsen launc!ed !e emand nstitutein collaboration

wit! !e )onference Board !e emand nstitute is a non-profit, non-

adocac" or&aniation focused on !elpin& business and &oernment leaders

understand !ow consumer demand is eolin& and s!iftin& around t!e

world

n Iul" 2012, .ielsen acuired t!e adertisin& tec! compan" ?iu !e

acuisition was made so t!at .ielsen can better anal"e t!e effectieness ofonline adertisementF23G

On ecember 1


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1:

6!at consumers bu"

.ielsen@s Bu" diision 'appro8 two-t!irds of &lobal reenues primaril"

!elps pac$a&ed &oods companies and retailers 'and 6all Street anal"sts

understand w!at consumers are bu"in& in terms of cate&ories, brands and

products (or e8ample, it is .ielsen@s data t!at measures !ow muc! iet

)o$e s iet 7epsi is sold in stores, or !ow muc! )rest ersus )ol&ate

toot!paste is sold !e" accomplis! t!is b" purc!asin& and anal"in& !u&e

amounts of retail data t!at measures w!at is bein& sold in t!e store, and t!e"

combine it wit! !ouse!old panel data t!at captures eer"t!in& t!at isbrou&!t into t!e !ome !e" also can proide insi&!ts into !ow c!an&es in

product offerin&s, pricin& or mar$etin& would c!an&e sales Ma#or clients

include !e )oca-)ola )ompan", .estle SA, !e 7rocter /amble

)ompan", *nileer /roup and 6almart

6hat con$u"er$ =atch

.ielsen@s 6atc! diision 'appro8 one-t!ird of &lobal reenues primaril"

measures w!at consumers are watc!in& 'and listenin& to across all deicesN

?, radio, computers, mobileLsmartp!ones, tablets, etc !e compan"

measures consumption of pro&rammin& and adertisin& across all

distribution points .ielsen@s ratin&s are used b" adertisers and networ$s to

s!ape t!e bu"in& and sellin& of adertisin& Ma#or clients include )BS,

.B) *niersal, .ews )orporation and !e 6alt isne" )ompan"


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6h# In8e$t in Nie($en


18/96

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5 ouube ?ideo Streamin& 4

: ubemate ?ideo

Streamin&Lownload

;

; (aceboo$

Messen&er

)!at .ews 9unt .ews :

10 /oo&le

searc!

Searc! .ew ntr"


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4O6 6E MEASU'E

6e lie in a world of information, and it=s &rowin& more e8pansie eer"

da" So to sta" a!ead in an increasin&l" comple8 world of data, intelli&ence,

metrics and messa&es, it=s ital to !ae an accurate read on "our consumers,

w!ic! is precisel" w!ere our measurement capabilities come into pla"

.ielsen is a world leader in consumer measurement, and we=e &ot t!e

panels, databases, met!odolo&ies and tec!nolo&" to bac$ it up !ese are t!e

$e" tools we use to $eep our fin&ers on t!e pulse of consumers around t!eworld

6e=e deeloped standards for measurement in eer" area in w!ic! we

wor$ Some met!ods are drien b" electronic meters t!at measure audience

en&a&ement, w!ile our more t!an 250,000 !ouse!old panelists across 25

countries use in-!ome scanners to record t!eir purc!ases from eac! s!oppin&

trip And t!e scanner-based sales and causal information we &at!er eac!

wee$ from t!ousands of retail outlets !elps identif" t!e %w!"D as well as t!e

%w!atD be!ind consumer product purc!ases 6e=re also continuall"

e8pandin& our data b" conductin& millions of sure"s eac! "ear t!at &au&e

worldwide consumer sentiment across m"riad topics spannin& eer"t!in&

from innoation to retail mar$ets to t!e &rowin& fra&mentation wit!in t!e

di&ital landscape

Across continents and industries, .ielsen measures actiit" and en&a&ement

at eer" consumer touc! pointfrom ? screens to smartp!ones, from iral

ideos to s!oppin& ?e!iclets More importantl", measurement in an"
http://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/audience-measurement.html


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specific area is #ust t!e be&innin& 6it! suc! a ast ran&e of data at our

fin&ertips, we can easil" mer&e cross-industr" intelli&ence to proide deeper

insi&!t into current mar$etsinsi&!t t!at s!eds li&!t on si&nificant

opportunities for &rowt! And t!is is .ielsen=s distin&uis!in& attributet!e

abilit" to illuminate an uncommon sense of t!e consumer for faster, smarter,

better decisions to !elp "our business &row

INNOGATE FO' 3'O6T4 AN1 C'EATE NE6 1EMAN1

nnoation ta$es practice, a focus on t!e fundamentals, and creatiit" t

ta$es attention to detail and a passion for turnin& &reat ideas into productst!at consumers want And product deelopment is t!e start of innoation

/reat innoators ma$e it loo$ eas", almost ma&ical But into eer"

brea$t!rou&! innoation &oes immense time, discipline, and anal"tics

!at=s w!ere we come in

.ielsen and its strate&ic partners are bac$ed b" 30 "ears of e8perience

deelopin&, optimiin& and alidatin& product campai&ns n t!at time,

we=e eoled an end-to-end innoation process t!at be&ins b" ta$in& a step

bac$ and as$in&, w!at do people reall" wantV

t mi&!t seem li$e a simple uestion, but t!e trut! is, consumers often don=t

$now t!emseles Our innoation approac! identifies not onl" w!at

consumers sa" t!e" need, but also needs t!at !aen=t "et been articulated

!at=s w!ere brea$t!rou&! product opportunitiest!ose wit! true potential

to ac!iee sustainable &rowt! for "our businessreside


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2:

But it=s not onl" about ma$in& t!in&s ou also need to pac$a&e, distribute

and fi&ure out !ow to mar$et to t!e people w!o will benefit most And

timin& is criticalE een t!e best winter coat probabl" won=t sell in t!e

summertime, but a sli&!t sc!edule ad#ustment could ma$e t!e difference

between a tepid launc! and &an&buster sales

(inall", a road map for e8pandin& "our product offerin&s t!at anticipates

consumers= future needs will ensure "ou=re a few moes a!ead of t!e

competition 6e can !elp eole "our strate&ies so t!e"=ll wor$ as well

tomorrow as t!e" do toda"


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64O IS MY MOST GALUABLE CONSUME'

!at=s w!at eer" business needs to $now, and, w!ile t!ere are plent" of

potential customers, it seems t!e" all want somet!in& different 6it! 12

billion people, 2< states, ; union territories, and 22 official lan&ua&es, w!ere

do "ou startV 9ow do "ou identif" "our consumerV 6!at ma$es t!em do

w!at t!e" do, bu" w!at t!e" bu", and watc! w!at t!e" watc! Sometimes

"our best iew is from t!e &round

!at=s w!ere our se&mentation solutions come in

6e trac$ billions of data points from a !ost of sources, and from t!at, we can

!elp s!ow "ou consumers as t!e" reall" areN uniue se&ments instead of

opaue lines on a spreads!eet or points on a map

ou can put t!is information into action re&ardless of "our industr" (or

e8ample, will "our store be more successful in t!e nearb" s!oppin& mall, or

would "ou be better off settin& up s!op across townV 6!o is "our

competition for t!e people "ou ?e!iclee about mostV 6!ere are t!e &aps in

"our mar$etV o w!at t"pe of adertisin& do consumers react bestV

Our se&mentation solutions answer t!ese uestions in as muc! detail as "ou

want 6e can &ie "ou a&&re&ated and customied demo&rap!ic data to

understand &eo&rap!" based on re&ion, state, nei&!bor!ood, bloc$-b"-bloc$

and an" leel in between

6e can een !elp find consumer needs t!at !aen=t "et been articulated,

&iin& "ou insi&!t into !ow to s!ape "our product offerin&s to rapidl"

eolin& desires
http://www.nielsen.com/in/en/nielsen-solutions/segmentation-solutions.htmlhttp://www.nielsen.com/in/en/nielsen-solutions/segmentation-solutions.html


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2

.+S. CA./S 9A? B)OM +SS MA../(*+ * O

M*+7+ MA.S O( ?6CS97

6it! ?Cs, ideo on demand, &ame consoles and streamin& serices,

tablets and smartp!ones, t!e wa" people watc! teleision is c!an&in& and

t!e industr" is stru&&lin& to $eep on top of it all en t!e idea of Hwatc!in&

teleisionH is in flu8 Are "ou Hwatc!in& ?H w!en "ou stream an episode of

Hownton Abbe"H on a tabletV

.ielsen, w!ic! !as lon& !ad a irtual monopol" on t!e audience statistics

t!at drie a multi-billion dollar industr", last wee$ too$ an important step

toward accountin& for some of t!e c!an&es Startin& in September, .ielsen

will be&in measurin& iewers!ip t!rou&! broadband deices li$e &ame

consoles for t!e first time Ci&!t now t!ose numbers &o uncounted

H!e ratin&s are a er" one-dimensional loo$ at w!at is !appenin&,H said

Alan 6urtel, top researc! e8ecutie at .B) *niersal, Hand we now lie in

a er" multi-dimensional worldH

.ielsen@s wee$l" ran$in&s count people w!o watc! a broadcast ? s!ow

lie or on t!eir ?Cs t!at same da" t!rou&! midni&!t on t!e 6est )oast o

be sure, t!is is still !ow most people watc! teleision )BS didn@t need

an"t!in& ot!er t!an lie numbers to $now t!at its new realit" s!ow H!e

IobH was a flop, and canceled it a wee$ a&o after two episodes

!rou&! separate, less publicied ran$in&s, .ielsen can also trac$ !ow man"

people see a pro&ram on a time-s!ifted basis One ran$in&, w!ic! measures


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lie iewers!ip plus t!ose w!o watc! on ?C or ideo on demand wit!in

t!ree da"s of t!e ori&inal airin&, is w!at t!e industr" uses to set adertisin&

rates Ot!er ran$in&s measure t!ose w!o watc! wit!in a wee$, or een

wit!in a mont!

!ose numbers can present a muc! different picture of a pro&ram@s

popularit"

urin& t!e last wee$ of Ianuar", for e8ample, AB)@s HModern (amil"H

ran$ed .o 12 for t!e wee$ wit! 10< million iewers if "ou count #ust t!e

people w!o watc!ed on 6ednesda", Ian 23 But wit!in seen da"s, 15>million people !ad seen t!e episode, enou&! to ma$e it t!e t!ird most

popular s!ow of t!e wee$ be!ind two HAmerican dolH episodes (o8@s H!e

(ollowin&H finis!ed a modest 15t! place initiall", but its audience #umped b"

45 percent oer t!e ne8t wee$, enou&! to lift t!e s!ow to fourt! place

Meanw!ile, almost all of t!e H:0 MinutesH iewin& is done lie !e )BS

newsma&aine dropped from seent! place in t!e initial ran$in&s to 15t!

after a wee$

!e time-s!ifted iewin& can c!an&e a networ$@s perception of a s!ow .B)

would !ae li$el" canceled H!e OfficeH "ears a&o wit!out t!is additional

audience H!e idea of !ow man" people are watc!in& a pro&ram and

?e!iclein& about t!e s!ow becomes increasin&l" important, and it is not

reflected in t!e uesda" report,H 6urtel said

)BS considers its fres!man drama Hlementar"H a case of public perception

not matc!in& realit" +ast fall, t!e s!ow aera&ed >; million iewers K

respectable, but !ardl" a sensation But between ideo on demand, ?Cs


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and streamin&, )BS said an aera&e of 13 million people watc!ed eac!

episode wit!in a mont! of its airin&

Hf t!e number t!e press !ad seen was 13 million instead of >; million, it

would !ae been seen as a !u&e !it,H said aid 7oltrac$, )BS c!ief

researc!er

n a world w!ere people demand information faster and faster, teleision

e8ecuties are no different !e" want ratin&s .O6 !e problem is, all of

t!e c!an&es in content consumption demand patience .ielsen@s report on

!ow man" people watc! a s!ow wit!in seen da"s isn@t released until t!reewee$s after a s!ow first airs K a &lacial pace

H6e !ae to basicall" train t!e entire industr" to no lon&er loo$ at t!e fastest

information, w!ic! is preliminar" and not necessaril" reflectie of w!at t!e

realit" is,H 7oltrac$ said

.ielsen sa"s it re&ularl" discusses !ow it releases ratin&s wit! all of its

clients and t!ere@s been no consensus on c!an&e Most people watc! t!eir

faorite s!ows as uic$l" as t!e" can, said 7at Mconou&!, .ielsen senior

ice president of insi&!ts and anal"sis

ac! wee$ t!e aera&e American spends 32 !ours and 15 minutes watc!in&

lie teleision, accordin& to a .ielsen stud" issued last mont! More t!an 12

!ours is spent eit!er watc!in& time-s!ifted ? or ?s, pla"in& on &ame

consoles, surfin& t!e nternet or watc!in& ideo on computer or mobile

deices, t!e stud" said


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H!e one t!in& most people don@t t!in$ about is a lot of t!e additional

iewin& is rollin& out slowl" oer time and ri&!t now, lie plus same da"

iewin& is t!e best wa" to measure,H s!e said Ht ma" not be t!at wa" fie

"ears from nowH

.etwor$s dispute t!e notion t!at t!in&s are c!an&in& slowl", alt!ou&! t!e"

are !app" t!at .ielsen will soon be able to estimate !ow muc! teleision is

bein& watc!ed on broadband !ere@s a limit to t!e information, t!ou&!N

.ielsen can@t "et tell specificall" w!at pro&rams people are watc!in& t!is

wa"

+ater t!is "ear, .ielsen !opes to roll out a pilot pro&ram to identif" w!at

people are watc!in& on i7ads t@s unclear w!en t!is tec!nolo&" will be

aailable for ot!er tablet brands or for smartp!ones

!e compan" measures some online ideo streamin& and includes it wit!in

its time-s!ifted reports 9oweer, t!is picture is partial, too .ielsen can

measure streamed pro&rams onl" if t!e" !ae t!e same commercials s!own

on ?, and not eer" website does t!is

.etfli8@s release of an entire 13-episode season of t!e well-reiewed series

H9ouse of ?e!icledsH on (eb 1 was a teleision landmar$, eidence t!at a

lot more HteleisionH content is comin& from non-traditional sources

.ielsen !as no idea !ow man" people !ae seen H9ouse of ?e!icleds,H

t!ou&! .etfli8 $nows But it won@t tell

7eople are increasin&l" spendin& time catc!in& up on series t!e"@e cau&!t

on to midstream, t!e p!enomenon $nown as bin&e iewin& .o one reall"

$nows w!o is spendin& an eenin& watc!in& t!ree episodes from t!e first


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season of H9omelandH instead of lie ? .ielsen !as an obliue wa" to

illustrate t!at bin&e iewin& is a realit"N 6!en AM)@s H!e 6al$in& eadH

returned from a !iatus on (eb 10, t!e 123 million people w!o watc!ed t!at

ni&!t was a series record and eidence t!at it !ad attracted new fans durin& a

pause in ori&inal episodes

!at episode of H!e 6al$in& eadH was t!e nint! most-watc!ed teleision

s!ow in prime time t!at wee$, but it would !ae ta$en some inesti&ation to

$now t!at .ielsen ran$s broadcast and cable s!ows separatel" een t!ou&!

t!at distinction means little to a "oun&er &eneration of iewers ? is ?

)able networ$s are in no !urr" to c!an&e t!at because, wit! t!e e8ception of

t!e bi&&est !its, een relatiel" unsuccessful broadcast pro&rams &et more

iewers t!an cable

!ere@s a similar d"namic wit! 7BS !e public broadcastin& s"stem

&enerall" doesn@t pa" .ielsen to !ae its pro&rams rated, alt!ou&! it will on

special occasions !e


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A1GE'TISIN3 EFFECTIGENESS

64AT@S 6O'&IN35 64AT@S NOT

!at=s w!at "ou need to $now about "our adertisin& campai&n to decide

w!et!er "our ad spend is delierin& t!e results "ou want Our

compre!ensie set of ad effectieness solutions !elps media bu"ers and

sellers ali$e understand eac! adertisin& campai&n on a deeper leel B"

$nowin& w!ere campai&n tactics are on pointand w!ere t!e"=re fallin&

s!ort"ou can better understand !ow to optimie "our campai&n and reac!

"our desired &oal

69A 6 MAS*C

Our solutions measure t!e total effectieness of "our adertisin&N w!o it=s

reac!in&, !ow it=s resonatin&, and consumers= reactionacross screens

!ese measurements proide "ou wit! t!e opportunit" to ma8imie t!e

effectieness of eac! adertisin& campai&nw!ile it=s still in pro&ress, and

understand "our audience=s relations!ip wit! "our adertisin& 6!et!er it=s

?, online, tablet or mobile, we proide "ou t!e information "ou need

4O6 6E 1O IT

6e measure campai&n effectieness a&ainst "our primar" mar$etin&

ob#ectie Our solutions measure in a timel" manner, so "ou can optimie

campai&n performance in fli&!t !e" measure across platforms for a

!olistic, inte&rated iew of eac! campai&n, and t!e"=re bac$ed b" industr"-

leadin& ualit" and precision, so "ou=re &ettin& information "ou can trust


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.ielsen Online )ampai&n Catin&sMproides "ou wit! t!e metrics "ou need

to understand w!o a campai&n reac!ed online B" combinin& a&&re&ated,

anon"mous demo&rap!ic information from participatin& online data

proiders wit! !i&!-ualit" .ielsen )ross-7latform 9omes 7anel data,

.ielsen Online )ampai&n Catin&s deliers seeral adancements critical to

improin& transparenc", efficac" and consistenc" in "our online adertisin&

campai&n Oerni&!t, ?-comparable metrics suc! as reac!, freuenc" and

&ross ratin& points '/C7s b" a&e, &ender and demo&rap!ic mar$et area

enable eas" cross-screen measurement and ealuation.ielsen )ross-

7latform )ampai&n Catin&sMta$es t!is one step furt!er b" measurin& t!e

reac! of a campai&n across

? and online, reealin& w!o saw an ad online, w!o saw it on ? and w!o

saw it bot! placesallowin& for strate&ic duplication and incremental reac!

Our Brand ffect suite proides adertisers, a&encies and media owners t!e

abilit" to measure and optimie adertisin& in all its formsN ?, online,

mobile deice and tablet 6e measure all $inds of ad formats, &iin& "ou t!e

insi&!ts "ou need to understand if an ad resonated and !ow it moed t!e

needle a&ainst "our primar" campai&n ob#ectiein real-time

.ielsen Bu"er nsi&!ts inte&rates .ielsen panel data wit! more t!an >0

percent of *S credit ?e!icled transaction data to lin$ w!at people watc!

and bu" in an a&&re&ated, priac"-protected wa" Specificall", t!e solution

connects ads iewed on ? or online wit! consumer purc!asin& be!aior
http://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.htmlhttp://www.nielsen.com/us/en/nielsen-solutions/advertising-effectiveness/nielsen-campaign-ratings/overview.html


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.ielsen Bu"er nsi&!ts allows "ou to $now w!at "our desired customer is

watc!in& so t!at "ou can spend less to ma$e more

COMP'E4ENSIGE5 C'OSS)SC'EEN A1 EFFECTIGENESS

6!et!er "ou=re usin& one screenor reac!in& across t!emwe !elp "ou

realie t!e full effectieness of "our adertisin& campai&n !ese $inds of

insi&!ts proide "ou wit! t!e possibilit" to &row "our adertisin& Cealiin&

w!at consumers are reactin& to will !elp "ou understand !ow to better reac!

t!em so "ou can ma$e a si&nificant impact and ma8imie "our return on

inestment


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3;

JOB SATISFACTION

INT'O1UCTION

Iob satisfaction is not t!e same as motiation t is more if an

attitude, an internal state of t!e person concerned t could, for e8ample, be associated wit!

a personal feelin& of ac!ieement

Iob satisfaction is an indiidual=s emotional reaction to t!e #ob itself

t is !is attitude towards !is #ob

1einition$

%Iob satisfaction does not seem to reduce absence, turnoer and per!aps accident ratesD

-Cobert + a!n

%Iob satisfaction is a &eneral attitude towards one=s #obN t!e difference between t!eamount of reward wor$ers receie and t!e amount t!e" beliee t!e" s!ould receieD

-7 Cobbins

Iob satisfaction defines as %!e amount of oer all positie affect 'or feelin& t!at

indiiduals !ae toward t!eir #obsD

-9u&! I Arnold and aniel ) (eldman

%Iob satisfaction is t!e amount of pleasure or contentment associated wit! a #ob f "ou

li$e "our #ob intensel", "ou will e8perience !i&! #ob satisfaction f "ou disli$e "our #ob

intensel", "ou will e8perience #ob dissatisfactionD


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aspects of t!eir wor$ and dissatisfied wit! ot!er aspects !us, oerall de&ree of #ob

satisfaction ma" differ from person to person


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IMPO'TANCE TO STU1Y JOB SATISFACTION

!e importance to t!e stud" of #ob satisfaction leel is er" important for e8ecuties Iob

satisfaction stud" importance can be understood b" t!e answer of t!e followin& uestion

1 s t!ere room for improementV2 6!o is relatiel" more dissatisfiedV

3 6!at contributes to t!e emplo"ee satisfactionV

4 6!at are t!e effects of ne&atie emplo"ee attitudesV

Beneit$ o >o! $ati$action $tud#

Iob satisfaction sure"s can producepositie, neutral or ne&atie results f planned properl" and administered, t!e" will

usuall" produce a number of important benefits, suc! as-

1 t &ies mana&ement an indication of &eneral leels of satisfaction in a compan"

Sure"s also indicate specific areas of satisfaction or dissatisfaction as compared

to emplo"ee serices and particular &roup of emplo"ee

2 t leads to aluable communication brou&!t b" a #ob satisfaction sure"

)ommunication flow in all direction as people plan t!e sure", ta$e it and discuss

t!e result *pward communication is especiall" fruitful w!en emplo"ee are

encoura&ed to comment about w!at is on t!eir minds instead of merel" answerin&

uestions about topics important to mana&ement

3 as a sure" is safet" alue, an emotional release A c!ance to t!in&s &ets off !e

sure" is an intan&ible e8pression of mana&ement=s interest in emplo"ee welfare,

w!ic! &ies emplo"ees a reason to feel better towards mana&ement

4 Iob satisfaction sure"s are a useful wa" to determine certain trainin& needs

5 Iob satisfaction sure"s are useful for identif"in& problem t!at ma" arise,

comparin& t!e response to seeral alternaties and encoura&in& mana&er to

modif" t!eir ori&inal plans (ollow up sure"s allows mana&ement to ealuate t!e

actual response to a c!an&e and stud" its success or failure


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I"2ortance to 6or


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52

SAS( M7+O


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Creating Jo! Sati$action

So, !ow is #ob satisfaction createdV 6!at are t!e elements of a #ob t!at create #ob satisfactionV

Or&aniations can !elp to create #ob satisfaction b" puttin& s"stems in place t!at will ensure t!at

wor$ers are c!allen&ed and t!en rewarded for bein& successful Or&aniations t!at aspireto

creatin& a wor$ enironment t!at en!ances #ob satisfaction need to incorporate t!e followin&N

(le8ible wor$ arran&ements, possibl" includin& telecommutin&

rainin& and ot!er professional &rowt! opportunities

nterestin& wor$ t!at offers ariet" and c!allen&e and allows t!e wor$er opportunities

to Hput !is or !er si&natureH on t!e finis!ed product

Opportunities to use one@s talents and to be creatie Opportunities to ta$e responsibilit" and direct one@s own wor$

A stable, secure wor$ enironment t!at includes #ob securit"Lcontinuit"

An enironment in w!ic! wor$ers are supported b" an accessible superisor w!o

proides timel" feedbac$ as well as con&enialteam members

(le8ible benefits, suc! as c!ild-care and e8ercise facilities

*p-to-date tec!nolo&"

)ompetitie salar" and opportunities for promotion

7robabl" t!e most important point to bear in mind w!en considerin& #ob satisfaction is t!at t!ere

are man" factors t!at affect #ob satisfaction and t!at w!at ma$es wor$ers !app" wit! t!eir #obs

aries from one wor$er to anot!er and from da" to da" Apart from t!e factors mentioned aboe,

#ob satisfaction is also influenced b" t!e emplo"ee@s personal c!aracteristics, t!e mana&er@s

personal c!aracteristics and mana&ement st"le, and t!e nature of t!e wor$ itself Mana&ers w!o

want to maintain a !i&! leel of #ob satisfaction in t!e wor$ force must tr" to understand t!e

needs of eac! member of t!e wor$ force

(or e8ample, w!en creatin& wor$ teams, mana&ers can en!ance wor$er satisfaction b" placin&

people wit! similar bac$&rounds, e8periences, or needs in t!e same wor$&roup Also, mana&ers

can en!ance #ob satisfaction b" carefull" matc!in& wor$ers wit! t!e t"pe of wor$
http://www.answers.com/topic/aspirehttp://www.answers.com/topic/congenialhttp://www.answers.com/topic/aspirehttp://www.answers.com/topic/congenial


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(or e8ample, a person w!o does not pa" attention to detail would !ardl" ma$e a &ood inspector,

and a s!" wor$er is unli$el" to be a &oodsalesperson As muc! as possible, mana&ers s!ould

matc! #ob tas$s to emplo"ees@ personalities

Mana&ers w!o are serious about t!e #ob satisfaction of wor$ers can also ta$e ot!er deliberate

steps to create a stimulatin& wor$ enironment One suc! step is #ob enric!ment Iob enric!ment

is a deliberate up&radin& of responsibilit", scope, and c!allen&e in t!e wor$ itself Iob

enric!ment usuall" includes increased responsibilit", reco&nition, and opportunities for &rowt!,

learnin&, and ac!ieement +ar&e companies t!at !ae used #ob-enric!ment pro&rams to increase

emplo"ee motiation and #ob satisfaction

/ood mana&ement !as t!e potential for creatin& !i&! morale, !i&! productiit", and a sense of

purpose and meanin& for t!e or&aniation and its emplo"ees mpirical findin&s s!ow t!at #ob

c!aracteristics suc! as pa", promotional opportunit", tas$ clarit"and si&nificance, and s$ills

utiliation, as well as or&aniational c!aracteristics suc! as commitment and relations!ip wit!

superisors and co-wor$ers, !ae si&nificant effects on #ob satisfaction !ese #ob c!aracteristics

can be carefull" mana&ed to en!ance #ob satisfaction

Of course, a wor$er w!o ta$es some responsibilit" for !is or !er #ob satisfaction will probabl"

find man" more satisf"in& elements in t!e wor$ enironment erett '1>>5 su&&ests t!atemplo"ees as$ t!emseles t!e followin& uestionsN

6!en !ae come closest to e8pressin& m" full potential in a wor$ situationV

6!at did it loo$ li$eV

6!at aspects of t!e wor$placewere most supportieV

6!at aspects of t!e wor$ itself were most satisf"in&V

6!at did learn from t!at e8perience t!at could be applied to t!e present situationV
http://www.answers.com/topic/salespersonhttp://www.answers.com/topic/salespersonhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/clarityhttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/workplacehttp://www.answers.com/topic/salespersonhttp://www.answers.com/topic/job-enrichmenthttp://www.answers.com/topic/clarityhttp://www.answers.com/topic/workplace


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6or


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543 )reatin& a &ood blend of factors t!at contribute to a

stimulatin&, c!allen&in&, supportie, and rewardin& wor$ enironment is ital Because of t!e

relatie prominence of pa" in t!e reward s"stem, it is er" important t!at salaries be tied to #ob

responsibilities and t!at pa" increases be tied to performance rat!er t!an seniorit"

So, in essence, #ob satisfaction is a product of t!e eents and conditions t!at people e8perience

on t!eir #obs Brief '1>>


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5>

MO1EL OF JOB SATISFACTION


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:0

T4EO'IES OF JOB SATISFACTION

Affect Theory

dwin A +oc$e=s Can&e of Affect !eor" '1>;: is ar&uabl" t!e most famous #ob

satisfaction model !e main premise of t!is t!eor" is t!at satisfaction is determined b" a

discrepanc" between w!at one wants in a #ob and w!at one !as in a #ob (urt!er, t!e

t!eor" states t!at !ow muc! one alues a &ien facet of wor$ 'e& t!e de&ree of

autonom" in a position moderates !ow satisfiedLdissatisfied one becomes w!en

e8pectations areLaren=t met 6!en a person alues a particular facet of a #ob, !is

satisfaction is more &reatl" impacted bot! positiel" 'w!en e8pectations are met and

ne&atiel" 'w!en e8pectations are not met, compared to one w!o doesn=t alue t!at

facet o illustrate, if mplo"ee A alues autonom" in t!e wor$place and mplo"ee B is

indifferent about autonom", t!en mplo"ee A would be more satisfied in a position t!at

offers a !i&! de&ree of autonom" and less satisfied in a position wit! little or no

autonom" compared to mplo"ee B !is t!eor" also states t!at too muc! of a particularfacet will produce stron&er feelin&s of dissatisfaction t!e more a wor$er alues t!at facet

Dispositional Theory

Anot!er well-$nown #ob satisfaction t!eor" is t!e ispositional !eor" G t is a er"

&eneral t!eor" t!at su&&ests t!at people !ae innate dispositions t!at cause t!em to !ae

tendencies toward a certain leel of satisfaction, re&ardless of one=s #ob !is approac!

became a notable e8planation of #ob satisfaction in li&!t of eidence t!at #ob satisfaction

tends to be stable oer time and across careers and #obs Cesearc! also indicates t!at

identical twins !ae similar leels of #ob satisfaction

A si&nificant model t!at narrowed t!e scope of t!e ispositional !eor" was t!e )ore

Self-ealuations Model, proposed b" imot!" A Iud&e in 1>>


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are four )ore Self-ealuations t!at determine one=s disposition towards #ob satisfactionN

self-esteem, &eneral self-efficac", locus of control, and neuroticism !is model states

t!at !i&!er leels of self-esteem 't!e alue one places on !isL!er self and &eneral self-

efficac" 't!e belief in one=s own competence lead to !i&!er wor$ satisfaction 9ain& an

internallocus of control 'beliein& one !as control oer !erW!is own life, as opposed to

outside forces !ain& control leads to !i&!er #ob satisfaction (inall", lower leels of

neuroticismlead to !i&!er #ob satisfactionFG

T=o)Factor Theor# 7Moti8ator)4#giene Theor#)

(rederic$ 9erber&=s wo factor t!eor" 'also $nown as Motiator 9"&iene !eor"

attempts to e8plain satisfaction and motiation in t!e wor$place !is t!eor" states t!at

satisfaction and dissatisfaction are drien b" different factors K motiation and !"&iene

factors, respectiel" An emplo"ee=s motiation to wor$ is continuall" related to #ob

satisfaction of a subordinate Motiation can be seen as an inner force t!at dries

indiiduals to attain personal and or&aniation &oals '9os$inson, 7orter, 6renc!,

p133 Motiatin& factors are t!ose aspects of t!e #ob t!at ma$e people want to perform,

and proide people wit! satisfaction, for e8ample ac!ieement in wor$, reco&nition,

promotion opportunities !ese motiatin& factors are considered to be intrinsic to t!e

#ob, or t!e wor$ carried out 9"&iene factors include aspects of t!e wor$in& enironment

suc! as pa", compan" policies, superisor" practices, and ot!er wor$in& conditions

6!ile 9ertber&@s model !as stimulated muc! researc!, researc!ers !ae been unable to

reliabl" empiricall" proe t!e model, wit! 9ac$ man Old!am su&&estin& t!at

9ertber&@s ori&inal formulation of t!e model ma" !ae been a met!odolo&ical artifact

(urt!ermore, t!e t!eor" does not consider indiidual differences, conersel" predictin&

all emplo"ees will react in an identical manner to c!an&es in motiatin&L!"&iene factorsG

(inall", t!e model !as been criticied in t!at it does not specif" !ow motiatin&L!"&iene

factors are to be measured

According to 4er;!erg o((o=ing actor$ act$ a$ "oti8ator$

X Ac!ieement,
http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4http://en.wikipedia.org/wiki/Self-esteemhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Locus_of_controlhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Neuroticismhttp://en.wikipedia.org/wiki/Frederick_Herzberghttp://en.wikipedia.org/wiki/Two_factor_theoryhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-HackmanOldham1976-4%23cite_note-HackmanOldham1976-4


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X Ceco&nition,

X Adancement,

X 6or$ itself,

X 7ossibilit" of &rowt!,

X Cesponsibilit"

4#giene actor$ are

X )ompan" polic" administration,

X ec!nical superision,

X nter-personal relations wit! superisors, peers Subordinates,

X Salar"

X Iob securit",

X 7ersonal life,

X 6or$in& )onditions,

X Status

Need Fu(i(("ent Theor#


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*nder t!e need-fulfillment t!eor" it is belieed t!at a person is satisfied if !e &ets w!at

!e wants t!e more !e wants somet!in& or t!e more important it is to !im, t!e more

satisfied !e is w!en !e &ets it t!e more dissatisfied !e is w!en !e does not &et it .eeds

ma" be need for personal ac!ieement, social ac!ieement for influence

a: Need or 2er$ona( achie8e"ent

esires for personal career deelopment, improement in one@s own life standards, better

education prospects for c!ildren desire for improin& one@s own wor$ performance

b( Need or $ocia( achie8e"ent)

A drie for some $ind of collectie success is relation to some standards of e8cellence t

is inde8ed in terms of desires to increase oerall productiit", increased national

prosperit", better life communit" safet" for eer"one%

c( Need or in(uence)

A desire to influence ot!er people surroundin&s enironment n t!e wor$s situation, it

means to !ae power status bein& important as reflected in initiatie ta$in& and

participation in decision ma$in&

n summar", t!is t!eor" tell us t!at #ob satisfaction is a function of, or is positiel" related

to t!e de&ree to w!ic! one@s personal social needs are fulfilled in t!e #ob situation

Socia( 'eerence$ ) 3rou2 Theor#

t ta$es into account t!e point of iew opinions of t!e &roup to w!om t!e indiidual

loo$s for t!e &uidance Suc! &roups are defined as t!e @reference-&roup@ for t!e indiidual

in t!at t!e" define t!e wa" in w!ic! !e s!ould loo$ at t!e world and ealuate arious

p!enomena in t!e enironment 'includin& !imself t would be predicted, accordin& to


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t!is t!eor" t!at if a #ob meets t!e interest, desires and reuirements of a person@s reference

&roup, !e will li$e it if it does not, !e will not li$e it

A &ood e8ample of t!is t!eor" !as been &ien b" )+ 9ulin 9e measures t!e effects of

communit" c!aracteristics on #ob satisfaction of female clerical wor$ers emplo"ed in 300

different catalo&ue order offices 9e found t!at wit! #ob conditions !eld constant #ob

satisfaction was less amon& persons liin& in a well-to-do nei&!bor!ood t!an amon&

t!ose w!ose nei&!bor!ood was poor 9ulin, t!us proides stron& eidence t!at suc!

frames of reference for ealuation ma" be proided b" one@s social &roups and &eneral

social enironment

OBJECTIGES


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!e ob#ectie of t!e stud" is to find out t!e satisfaction leel of emplo"ee in .+S.

o find t!at w!et!er t!e emplo"ees are satisfied or not

o anal"se t!e compan"=s wor$in& enironment

o c!ec$ t!e e&ree of satisfaction of emplo"ees

o find t!at t!e" are satisfied wit! t!eir #ob profile or not

o stud" t!e relations!ip between t!e personal factors of t!e mplo"ee 'ncome,

esi&nation, ducational ualification, /ender, etc,


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'ESEA'C4 MET4O1OLO3Y

Cesearc! met!odolo&" is a wa" to s"stematicall" sole t!e problem t ma" be understood !as ascience of stud"in& !ow researc! is done scientificall" n it we stud" t!e arious steps t!at all

&enerall" adopted b" a researc!er in stud"in& !is researc! problem alon& wit! t!e lo&ic be!ind

t!em

!e scope of researc! met!odolo&" is wider t!an t!at of researc! met!od

Meaning o 'e$earch

Cesearc! is defined as %a scientific s"stematic searc! for pertinent information on a specific

topicD Cesearc! is an art of scientific inesti&ation Cesearc! is a s"stemied effort to &ain new

$nowled&e t is a careful inuir" especiall" t!rou&! searc! for new facts in an" branc! of

$nowled&e !e searc! for $nowled&e t!rou&! ob#ectie and s"stematic met!od of findin&

solution to a problem is a researc!%

'ESEA'C4 1ESI3N

A researc! is t!e arran&ement of t!e conditions for t!e collections and anal"sis of t!e data in a

manner t!at aims to combine releance to t!e researc! purpose wit! econom" in procedure n

fact, t!e researc! is desi&n is t!e conceptual structure wit!in w!ic! researc! is conductedE it

constitutes t!e blue print of t!e collection, measurement and anal"sis of t!e data As searc! t!e

desi&n includes an outline of w!at t!e researc!er will do from writin& t!e !"pot!esis and its

operational implication to t!e final anal"sis of data

!e desi&n is suc! studies must be ri&id and not fle8ible and most focus attention on t!e

followin& 2E

'e$earch 1e$ign can !e categori;ed a$


67/96

:;

!e present stud" is e8plorator" in nature, as it see$s to discoer ideas and insi&!t to bri& out

new relations!ip Cesearc! desi&n is fle8ible enou&! to proide opportunit" for considerin&

different aspects of problem under stud" t !elps in brin&in& into focus some in!erent wea$ness

in enterprise re&ardin& w!ic! in dept! stud" can be conducted b" mana&ement

1ATA COLLECTION

(or an" stud" t!ere must be data for anal"sis purpose 6it!out data t!ere is no means of

stud" ata collection pla"s an important role in an" stud" t can be collected from arious

sources !ae collected t!e data from two sources w!ic! are &ien belowN

1 Pri"ar# 1ata

7ersonal nesti&ation Obseration Met!od

nformation from correspondents

nformation from superiors of t!e or&aniation

2 Secondar# 1ata

TYPES OF 'ESEA'C4

1ESI3N

T7+OCAOCCSAC)9S/.

S)C7?

A/.OS)CSAC)9 S/.

T7CM.A+CSAC)9S/.


68/96

:5

Uues2- am !app" wit! m" wor$ place-

1 stron&l" a&ree 2 a&ree 3neit!er a&ree nor disa&ree 4 disa&ree 5 stron&l" disa&ree

Uues3- feel !ae too muc! wor$ to do-


Uues4- Safet" measures proided b" t!e compan" are &ood-


Uues5- M" relations!ip wit! m" superisor is cordial-


Uues:- M" superisor is not partial-


Uues;- M" superisor consider m" ideas w!ile ta$in& decision-


Uues


96/96

>:

Uues12- !e par$in& spaces for e!icles are satisfactor"-


Uues13- feel am paid a fair amount for t!e wor$ do-


Uues14- am satisfied wit! t!e c!ances for m" promotion-


Uues15- am satisfied wit! t!e allowances proided b" t!e or&aniation-


Uues1:- feel m" boss motiate me to ac!iee t!e or&aniational &oals-


Uues1;- M" superisor motiate me to increase m" efficienc" at a time w!en am not-


Uues1- Oerall am satisfied wit! m" present #ob-

1 stron&l" a&ree 2 a&ree 3 neit!er a&ree nor disa&ree 4 disa&ree 5 stron&l" disa&ree

mohd arif.doc

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