CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

Employee satisfaction refers to the level of happiness, motivation, and fulfillment employees
feel in their work. It plays a crucial role in shaping an organization’s success. Satisfied
employees are more engaged, committed, and productive, while dissatisfied ones may
become disengaged, leading to decreased efficiency and higher turnover rates. For any
organization, understanding employee satisfaction is essential to fostering a positive
workplace. When employees feel valued, supported, and appreciated, they are more likely to
stay motivated and perform at their best. This not only improves individual productivity but
also enhances teamwork and collaboration. Factors such as fair pay, growth opportunities,
work-life balance, and a supportive work environment contribute significantly to employee
satisfaction. Organizations that prioritize these aspects create a culture where employees
thrive, resulting in better overall outcomes.

On the other hand, neglecting employee satisfaction can lead to challenges like high
absenteeism, poor work quality, and increased recruitment costs due to staff turnover. By
investing in strategies to improve satisfaction such as regular feedback, recognition programs,
and wellness initiatives companies can boost productivity and create a motivated workforce
that drives long-term success.

1.2 STATEMENT OF PROBLEM

The problem lies in the direct relationship between employee satisfaction and organizational
productivity. Many organizations struggle to maintain high levels of employee satisfaction,
which can result in disengaged workers, decreased morale, and poor performance. This
dissatisfaction often stems from issues such as inadequate compensation, lack of recognition,
limited growth opportunities, and poor work-life balance. When employees are dissatisfied, it
leads to reduced productivity, higher absenteeism, increased turnover rates, and a decline in
overall work quality. On the other contrary, organizations that invest in improving employee
satisfaction tend to experience better engagement, efficiency, and collaboration, ultimately

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boosting productivity. Therefore, the challenge is to identify and address the factors
influencing employee satisfaction to create a more motivated and high-performing workforce.

1.3 SCOPE OF THE STUDY

The scope of this study is to explore how employee satisfaction affects productivity in the
workplace. It will focus on identifying factors like fair pay, work environment, leadership,
and growth opportunities that influence satisfaction. This study will also look at how satisfied
employees contribute to better performance, teamwork, and overall efficiency. This research
is useful for employers and managers to understand how improving employee satisfaction can
lead to higher productivity. It applies to different industries and organizations of all sizes. The
goal is to provide simple strategies that organizations can use to create a happier and more
productive workforce.

1.4 OBJECTIVES OF THE STUDY

 To identify the satisfaction level of daily wage employees.

 To identify the relationship between employees satisfaction and productivity among

daily wage employees.

1.5 METHODOLOGY OF THE STUDY

1.5.1 RESEARCH DESIGN

In this research, descriptive research is used to conduct the study.

1.5.2 SOURCES OF DATA

Data were collected using primary and secondary sources.

PRIMARY DATA

The primary data were collected through questionnaire from the daily wage employees in
Cherpulassery.

SECONDARY DATA

The secondary data is collected from

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  Internet
 Books

1.5.3 SAMPLING PROCEDURE

SAMPLE DESIGN

Sampling design is a design, or a working plan, that specifies the population frame, sample
size, sample selection and estimation method in detail. Objective of the study to identify the
satisfaction level of daily wage employees.

SAMPLING UNIT

Sampling unit includes the daily wage employees in Cherpulassery.

SAMPLE SIZE

63 samples from the daily wage employees are selected for the study.

SAMPLING METHOD

The sample size taken is which have been selected through convenience sampling method.
Convenience sampling is a non-probability sampling method. It is a statistical method of
drawing representative data by selecting people because of the ease of their volunteering or
selecting units because of their availability of easy access.

1.5.4 TOOLS USED FOR ANALYSIS

The data collected were suitably classified and analyzed keeping in view the objectives of the
study. For the purpose of analysis, statistical tools like percentage, averages, bar diagrams,
pies diagrams and scaling techniques were used.

MEAN AVERAGE

The mean (average) of a data set is found by adding all numbers in the data set and then
dividing by the number of values in the set. The median is the middle value when a data set is
ordered from least to greatest. The mode is the number that occurs most often in a data set.

(5×HS) + (4×S) + (3×N) + (2×DS) + (1×HDS) ÷ Number of samples.

(HS-Highly Satisfied, S-Satisfied, N-Neutral, DS-Dissatisfied, HDS-Highly Dissatisfied)

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1.5.5 VARIABLES USED FOR THE STUDY

 Factors affecting satisfaction of daily wage workers.

 Factors affecting productivity of daily wage workers.
 Influence of satisfaction on productivity.

1.6 LIMITATIONS

The study has some limitations that need to be considered while interpreting the result.
Firstly, the study was conducted only in the Cherpulassery area and hence the findings cannot
be generalized to other areas. Secondly, the sample size is relatively small and may not
represent the entire population of daily wage employees. Thirdly, as the data was collected
through a questionnaire, they may be response bias or misinterpretation of questions by
respondents.

1.7 REFERANCE

[Link]

[Link]

[Link]

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 CHAPTER 2

REVIEW OF LITERATURE

2.1 Ravinder Nanda and James J. Browne (1977) The study explores the relationship
between hours of work, job satisfaction, and productivity. The researchers examined the
impact of working hours on employee satisfaction and productivity, shedding light on a
critical aspect of organizational management. The study’s findings provide valuable insights
for managers and policymakers seeking to optimize working hours and improve employee
outcomes. The study's results suggest a significant relationship between hours of work, job
satisfaction, and productivity. The researchers found that employees who worked shorter
hours reported higher levels of job satisfaction and productivity. Conversely, longer working
hours were associated with decreased satisfaction and productivity. These findings have
important implications for organizational policy and practice, highlighting the need for
managers to carefully consider the impact of working hours on employee well-being and
productivity.

2.2 Theo JM Van Der Voordt (2004) This paper discusses the trend of flexible workplaces
in the Netherlands, where organizations are shifting away from traditional offices to shared,
activity-based workspaces. The aim is to boost productivity, reduce costs, and improve
employee satisfaction. The researchers highlight the drivers for change, including economic
considerations, organizational developments, and external developments. The study
investigates the costs and benefits of workplace innovation, focusing on employee
satisfaction and labor productivity. The researchers note that while there are varying opinions
on the success of flexible offices, hard data is lacking. The study aims to address this gap and
provide empirically supported insights for consultants and organizations considering flexible
workplace strategies.

2.3 Komal Khalid Bhatti and Tahir Masood Qureshi (2007) This study examines the
impact of employee participation on job satisfaction, employee productivity, and employee
commitment in Pakistani organizations. The researchers surveyed 15 organizations from the
Oil & Gas, Banking, and Telecommunication sectors and found a positive relationship
between employee participation and job satisfaction, employee commitment, and employee
productivity. The study's findings are consistent with existing literature, which highlights the
importance of employee participation in driving job satisfaction and organizational

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performance. The researchers emphasize that increasing employee participation is a long-
term process that requires attention from management and initiative from employees. One of
the strengths of this study is its focus on Pakistani organizations, which provides valuable
insights into the challenges and opportunities of implementing employee participation
strategies in this context. However, the study's sample size is relatively small, which may
limit the generalize ability of the findings. Overall, this study provides valuable insights into
the impact of employee participation on job satisfaction, employee productivity, and
employee commitment in Pakistani organizations. The study's findings have practical
implications for managers seeking to improve organizational performance and employee
well-being.

2.4 Ellen Baker, Gayle C Avery, John D Crawford (2007) This study investigates the
factors influenced work-from-home (WFH) outcomes for professional employees. The
research examines four types of factors: organizational, job, individual, and household. The
study found that organizational and job- related factors have a greater impact on WFH
employees' satisfaction and perceived productivity. Individual and household variables
showed wide variability, suggesting the need for customized assistance. The study's results
have implications for human resource management. Organizational and job characteristic
variables were significantly correlated with outcome measures. Practitioners can influence
these factors through HR policies and procedures. The study provides valuable insights for
employers seeking to support WFH employees. By understanding the key factors influencing
WFH outcomes, employers can develop effective strategies to enhance employee satisfaction
and productivity.

2.5 MD Pushpakumari (2008) This study examines the impact of job satisfaction on
employee performance in private sector organizations in Sri Lanka. The researchers collected
data through a field survey using a questionnaire from three employee groups: Professionals,
Managers, and Non-managers from twenty private sector organizations covering five
industries. The study's findings reveal a positive correlation between job satisfaction and
employee performance. The study's findings provide valuable insights into the factors that
influence job satisfaction among employees in private sector organizations. The researchers
found that employees in higher-level positions tend to derive more satisfaction from intrinsic
rewards, while employees in lower-level positions tend to derive more satisfaction from
extrinsic rewards. The study also found that older employees, high-experienced employees,
and employees in highly competitive industries tend to be more satisfied with their jobs. One

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of the strengths of this study is its use of a large and diverse sample of employees from
various industries. The study's findings have practical implications for managers seeking to
improve employee job satisfaction and performance. The researchers provide several
recommendations for managers, including providing financial benefits, recognizing employee
contributions, and promoting a positive work environment. Overall, this study provides
valuable insights into the relationship between job satisfaction and employee performance in
private sector organizations. The study's findings have practical implications for managers
seeking to improve employee job satisfaction and performance.

2.6 Neeraj Kumari and M Rachna (2011) This study examines the various aspects of job
satisfaction among employees at the Badarpur Thermal Power Station, NTPC Ltd. The
research employed a descriptive study approach, using questionnaires, interviews, and
observations to collect data from a sample of 125 employees. The study analyzed various
parameters, including culture, leadership communication, commitment, job content, training,
rewards, and recognition opportunities. The findings indicate that employees are generally
satisfied with their current job, but there is still room for improvement. The study highlights
the importance of job satisfaction, which is a critical concern for both employees and
employers. Job satisfaction has a significant impact on organizational behaviors, including
productivity, loyalty, and job satisfaction. By understanding the root causes of job
satisfaction, organizations can identify areas for improvement and create a more positive
work environment. This study provides valuable insights for employers seeking to enhance
job satisfaction and improve overall organizational performance.

2.7 NN Vrinda and Nisha Ann Jacob (2015) This study examines the relationship between
job satisfaction and job performance, a topic that has been debated in the field of industrial-
organizational psychology for decades. The researchers provide a comprehensive review of
the literature, highlighting the complexities and nuances of the relationship between job
satisfaction and job performance. The study notes that earlier reviews of the literature
suggested a weak and inconsistent relationship between job satisfaction and performance,
with a statistical correlation of around .17. However, the researchers argue that this finding
has been misinterpreted and that the relationship between job satisfaction and job
performance is more complex than previously thought. The study highlights the importance
of employee satisfaction in determining job performance, with satisfied employees more
likely to be productive and perform well. The researchers also note that job satisfaction is
influenced by a range of factors, including the difference between the amount of reward

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workers receive and the amount they believe they should receive. Overall, this study provides
a valuable contribution to the literature on job satisfaction and job performance, highlighting
the complexities and nuances of the relationship between these two variables.

2.8 Nasir Saifullah, Muhammad Alam, Muhammad Wasif Zafar, Asad Afzal Humayon
(2015) This study examines the impact of various independent variables on employee job
satisfaction, including empowerment, management behavior, teamwork, motivation, and
working environment. The researchers found that these variables have a direct impact on
employee behavior and job satisfaction, which in turn affects performance. The study
highlights the importance of management focusing on employee satisfaction, considering
these five factors and others. One of the strengths of this study is its practical implications.
The researchers provide actionable recommendations for organizations to enhance employee
satisfaction and performance. The study suggests that companies should encourage
employees by offering reasonable salaries, a supportive working environment, and
opportunities for growth and development. Overall, this study contributes significantly to
understanding the factors influencing employee job satisfaction and performance. The
researchers' findings emphasize the importance of management prioritizing employee
satisfaction, considering the five independent variables examined in this study.

2.9 Rabia Imran, Mehwish Majeed, Abida Ayub (2015) This study explores the
relationship between job security, organizational justice, and organizational productivity,
with job satisfaction as a mediating variable. The researchers found that job security,
organizational justice, and job satisfaction are all significant predictors of organizational
productivity. The study's findings suggest that offering job security to employees, increasing
job satisfaction, and promoting organizational justice can lead to increased organizational
productivity. The study's methodology is robust, and the researchers provide a clear and
concise overview of the literature on job security, organizational justice, and organizational
productivity. The study's findings are consistent with existing research, which highlights the
importance of job satisfaction and organizational justice in driving organizational
productivity. One of the strengths of this study is its focus on the Pakistani organizational
context, which provides valuable insights into the challenges and opportunities facing
organizations in this region. The study's conclusions also highlight the importance of human
resource management in driving organizational productivity. Overall, this study provides
valuable insights into the relationship between job security, organizational justice, and
organizational productivity, with job satisfaction as a mediating variable. The study's findings

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have practical implications for organizations seeking to improve productivity and
competitiveness in the global marketplace.

2.10 Ishita Panchal (2016) This study examines the relationship between job satisfaction
and job performance among employees. The researcher analyzed nine facets of job
satisfaction, including pay, promotion, supervision, and communication, and found a
significant correlation between job satisfaction and job performance. The study's findings
revealed a moderate level of job satisfaction among respondents, with the highest level of
satisfaction in relationships with coworkers. The researchers suggest that this is because
coworkers are the people employees interact with most at work. The study also found that
nature of work is an important dimension of job satisfaction, with employees expressing
satisfaction with job challenge, autonomy, variety, and job scope. This finding is consistent
with previous research, which suggests that making jobs interesting and challenging can
enhance employee job satisfaction. Overall, this study provides valuable insights into the
relationship between job satisfaction and job performance, and highlights the importance of
coworkers and nature of work in determining employee job satisfaction.

2.11 Supriya Mahajan and Er Sulakshay Kumar (2018) This study examines the
relationship between job satisfaction and employee performance, with a focus on identifying
the factors that affect job satisfaction and its impact on employee performance. The
researchers collected data from 100 respondents from various colleges, using a convenience
sampling technique. The study's findings suggest a positive relationship between job
satisfaction and employee performance. The researchers found that satisfied employees tend
to perform better, and that organizations can improve job satisfaction by providing incentives,
promotions, and benefits. The study's conclusions emphasize the importance of job
satisfaction in driving employee performance. The researchers recommend that organizations
take steps to improve job satisfaction, such as improving working conditions, providing
motivation through promotions and benefits, and recognizing employee achievements.

2.12 Mayuri Chaturvedi and Sumedha Raavi (2018) This study examines the concept of
job satisfaction and its importance in organizational success. The researchers identify various
factors that influence job satisfaction, including pay, promotions, working conditions,
workload, and relationships with coworkers and supervisors. The study highlights the
consequences of employee dissatisfaction, including absenteeism, low productivity, and
deliberate mistakes. The researchers emphasize the importance of understanding employee

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opinions and concerns to improve job satisfaction and organizational performance. The study
focuses on four sectors: Education, Public, Private, and IT. Although the study does not
examine job satisfaction in each sector individually, it provides an overall rate of job
satisfaction, reasons for job satisfaction, and the extent of satisfaction with various factors
across different sectors. Overall, this study provides valuable insights into the concept of job
satisfaction and its importance in organizational success. The researchers highlight the need
for organizations to understand employee opinions and concerns to improve job satisfaction
and productivity.

2.13 Deepali Desai (2018) This study examines the concept of job satisfaction and its
relationship with employee retention. The researchers define job satisfaction as the positive
attitudes or emotional feelings of people about their work or various aspects of work. They
highlight the importance of job satisfaction in today's competitive business environment,
where talented employee retention is a significant challenge for organizations. The study
provides a comprehensive review of the literature on job satisfaction, including its definition,
types, and measurements. The researchers discuss the two types of job satisfaction: global job
satisfaction, which refers to employees' overall feelings about their jobs, and feelings
regarding specific job aspects, such as salary, benefits, and work environment. They also
highlight the importance of measuring job satisfaction to identify specific aspects of a job that
require improvement. Overall, this study provides valuable insights into the concept of job
satisfaction and its relationship with employee retention. The researchers' findings emphasize
the importance of addressing job satisfaction to improve employee retention and
organizational performance.

2.14 NPCD Atmaja and Ni Made Dwi Puspitawati (2018) This study examines the impact
of the physical work environment on employee productivity, mediated by job satisfaction.
The research was conducted at Mama's Kecak Disco Kecak in Bali, Indonesia. Primary data
was collected through questionnaires and direct interviews with 42 employees. The study
used path analysis to determine the relationship between physical work environment, job
satisfaction, and employee productivity. The results showed a positive and significant effect
of physical work environment and job satisfaction on employee productivity. However, job
satisfaction did not mediate the relationship between physical work environment and
employee productivity. The study implies that managers should prioritize physical work
environment and job satisfaction to improve productivity. A good work environment and

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comfort can increase employee productivity. Managers should focus on aspects such as air
circulation, temperature, flexibility, noise, and cleanliness.

2.15 Anggi Rapsanjani and Singmin Johannes (2019) This study examines the importance
of employee performance and motivation in achieving organizational goals. The researcher
highlights the crucial role of employees in driving business success, particularly in companies
that involve employees in their operations. The study defines performance as the achievement
of organizational goals through individual or team contributions. The researcher emphasizes
the importance of motivation in improving employee performance. The study identifies two
types of motivation: internal and external. Internal motivation arises from within the
individual, while external motivation is driven by external factors such as rewards and
recognition. The study highlights the need for a strategic reward system that addresses
compensation, benefits, recognition, and appreciation. The researcher also discusses the
concept of remuneration, which refers to the total compensation received by an employee,
including base salary, bonuses, and other economic benefits. The study notes that the amount
and form of remuneration depend on various factors, includes the employee's value to the
company, job type, and company business model. Overall, this study provides valuable
insights into the importance of employee performance and motivation in achieving
organizational goals. The researcher's emphasis on the need for a strategic reward system and
a comprehensive understanding of remuneration highlights the importance of effective human
resource management in driving business success.

2.16 Brenda Groen, Theo van der Voordt, Bartele Hoekstra, Hester van Sprang (2019)
This study examines the relationship between employee satisfaction with buildings, facilities,
and services and perceived productivity support. The study's findings confirm that employee
satisfaction with facilities is a significant predictor of perceived productivity support. The
study's methodology is robust, using stepwise multiple- regression analyses to examine the
relationships between employee satisfaction and perceived productivity support. The
researchers identify several key predictors of perceived productivity support, including
psychological aspects such as opportunities to concentrate and communicate, privacy, and
functionality of the workplaces. One of the strengths of this study is its use of a large and
diverse dataset, collected over a period of almost 10 years. This provides a high level of
generalize ability and reliability to the study's findings. The study's conclusions also highlight
the importance of considering factors beyond employee satisfaction with facilities, such as
intrinsic motivation, labor circumstances, and human resource management. Overall, this

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study provides valuable insights into the relationship between employee satisfaction with
facilities and perceived productivity support. The study's findings have practical implications
for organizations seeking to improve employee productivity and satisfaction.

2.17 Abdul Majid, Mega Barokatul Fajri, Elvina Assadam, Devi Febrianti (2021) This
study examines the relationship between job satisfaction, work motivation, and employee
performance. The researchers used a quantitative research approach, surveying all employees
of Hotel Paradise Batu. The results show that work motivation has a significant effect on
employee performance, and that job satisfaction moderates the interaction between work
motivation and employee performance. One of the strengths of this study is its focus on the
hospitality industry, which provides a unique context for examining the relationships between
job satisfaction, work motivation, and employee performance. The study's findings have
practical implications for hotel managers seeking to improve employee performance and
guest satisfaction. The study's findings are consistent with existing literature, which suggests
that job satisfaction and work motivation are key drivers of employee performance. The
researchers' use of moderated regression analysis provides a nuanced understanding of the
relationships between these variables. The study's conclusions highlight the importance of job
satisfaction in enhancing the impact of work motivation on employee performance. Overall,
this study provides valuable insights into the relationships between job satisfaction, work
motivation, and employee performance. The researchers' findings emphasize the importance
of job satisfaction in enhancing employee performance, and highlight the need for hotel
managers to prioritize employee satisfaction and motivation.

2.18 Dr CK Gomathy,V Theja Sree,T Lakshmi Prasanna,Ummadi Swathi (2022)

investigates the impact of job satisfaction on workers' productivity. The researcher identifies
various factors that influenced job satisfaction, including pay and benefits, promotion, quality
of leadership, and social relationships. The study's specific objectives are to examine the
impact of job safety and security on employee productivity and to determine the extent to
which promotion affects employee productivity. The study's findings suggest that job
satisfaction has a significant impact on workers' productivity. The researcher emphasizes the
importance of management prioritizing employee well-being through enhanced safety
measures and equitable professional growth opportunities. The study's conclusions highlight
the need for organizations to create a positive work environment that fosters employee
satisfaction and productivity. One of the strengths of this study is its comprehensive review
of the literature on job satisfaction and productivity. The researcher provides a detailed

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analysis of the factors that influence job satisfaction and its impact on productivity. However,
the study's sample size and population are not clearly specify, which may limit the generalize
ability of the findings. Overall, this study provides valuable insights into the relationship
between job satisfaction and productivity. The researcher's conclusions emphasize the
importance of management prioritizing employee well-being and creating a positive work
environment that fosters employee satisfaction and productivity.

2.19 Somaya Tabassum, SM Ashraful Alam, Most Sadia Akter, Shakil Ahmad (2023)
The study's findings are consistent with existing literature on employee satisfaction, which
highlights the importance of these factors in driving job satisfaction. The researchers also
identified performance appraisal, leadership style, job security, training and development,
and recognition as important influencers of job satisfaction. In contrast, stress levels, flexible
work conditions, and physical work environment were rated as less important factors. One of
the strengths of this study is its use of both secondary and primary data sources. The
systematic literature review provides a comprehensive overview of the existing research on
employee satisfaction, while the survey of employees at the State Bank of India provides
valuable insights into the specific factors that influence job satisfaction in this context. The
researchers found that employees consider factors such as fair compensation, benefit
packages, promotion opportunities, working hours, and interpersonal relationships as major
contributors to their job satisfaction. Overall, this study provides valuable insights into the
factors that influence employee satisfaction and highlights the importance of these factors in
driving job satisfaction. The study's findings have practical implications for organizations
seeking to improve employee satisfaction and retention.

2.20 Salem Alanizan (2023) This study examines the relationship between employee
satisfaction, motivation, and organizational productivity. The literature review reveals that
high levels of employee satisfaction and motivation have a positive impact on organizational
productivity. The findings suggest that motivated employees are more likely to experience
job satisfaction, which in turn increases organizational productivity. The study concludes that
there is a strong relationship between employee satisfaction, motivation, and organizational
productivity, and that satisfy and motivated employees are more likely to work hard to
achieve organizational objectives. Overall, the study highlights the importance of employee
satisfaction and motivation in driving organizational productivity.

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REFERENCES

2.1 Ravinder Nanda, James J Browne (1977), Hours of work job satisfaction and
productivity, Public Productivity Review, 46-56

2.2 Theo JM Van Der Voordt (2004), Productivity and employee satisfaction in flexible
workplaces, Journal of Corporate Real Estate 6 (2), 133-148

2.3 Komal Khalid Bhatti, Tahir Masood Qureshi (2007), Impact of employee participation
on job satisfaction, employee commitment and employee productivity, International review
of business research papers 3 (2), 54-68

2.4 Ellen Baker, Gayle C Avery, John D Crawford (2007), Satisfaction and perceived
productivity when professionals work from home, Research & Practice in Human Resource
Management 15(1), 37-62

2.5 MD Pushpakumari (2008), The impact of job satisfaction on job performance: An

empirical analysis, City Forum 9 (1), 89-105

2.6 Neeraj Kumari, M Rachna (2011), Job satisfaction of the employees at the workplace,
European Journal of Business and Management 3 (4), 11-30

2.7 NN Vrinda, Nisha Ann Jacob (2015), The impact of Job Satisfaction on Job
Performance, International Journal in Commerce, IT & Social Sciences 2 (2),27-37

2.8 .Nasir Saifullah, Muhammad Alam, Muhammad Wasif Zafar, Asad Afzal
Humayon(2015),Job satisfaction: A Contest between human and organizational behavior,
International Journal of Economic Research 6 (1), 45-51

2.9 Rabia Imran, Mehwish Majeed, Abida Ayub (2015), Impact of organizational justice, job
security and job satisfaction on organizational productivity, Journal of Economics, Business
and Management 3 (9), 840-845

2.10 Ishita Panchal (2016), The Impact of Job Satisfaction; While Performing
Responsibilities, International Research Journal of Engineering and Technology 3 (7), 1859-
1866,

2.11 Supriya Mahajan, Er Sulakshay Kumar (2018), A study on impact of job satisfaction on
employee performance in organization, Asian Journal of Management 9 (3),1046-1054

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2.12 Mayuri Chaturvedi,Sumedha Raavi (2018), A study on employee job satisfaction in
different sectors, International Journal of Scientific Engineering and Research,2347-3878

2.13 Deepali Desai (2018), A study on linkage between job satisfaction and employee
retention, International Journal for Research in Applied Science and Engineering
Technology6 (6), 588-593

2.14 NPCD Atmaja and Ni Made Dwi Puspitawati (2018), Effect of physical work
environment through productivity employees job satisfaction as an intervening variable,
International Journal of Business, Economics and Law 17 (5), 98-104

2.15 Anggi Rapsanjani, Singmin Johannes(2019),The effect of Remuneration and Job

Satisfaction on employee Performance, International Humanities and Applied Sciences
Journal 2 (2), 23-29

2.16 Brenda Groen, Theo van der Voordt, Bartele Hoekstra, Hester van Sprang (2019),
Impact of employee satisfaction with facilities on self-assessed productivity support, Journal
of Facilities Management 17 (5), 442-462

2.17 Abdul Majid, Mega Barokatul Fajri, Elvina Assadam, Devi Febrianti (2021), The
moderating effect of job satisfaction to work motivation and employees performance,
International Journal of Science, Technology & Management 2 (3), 550-560

2.18 Dr CK Gomathy,V Theja Sree,T Lalshmi Prasanna,Ummadi Swathi (2022), The impact
of job satisfaction on workers productivity, International Journal of Scientific Research in
Engineering and Management 6 (02), 2582-3930

2.19 Somaya Tabassum, SM Ashraful Alam, Most Sadia Akter, Shakil Ahmad (2023),
Factors influencing employee satisfaction in workplace, International Journal of Engineering
Applied Sciences and Technologies 7 (12), 61-67

2.20 Salem Alanizan (2023), How does employee satisfaction and motivation affect
productivity, International Journal of Business and Management 18 (2), 55-60

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 CHAPTER 3

THEORETICAL FRAMEWORK

3.1 EMPLOYEE SATISFACTION

Employee satisfaction refers to the level of happiness and fulfillment employees experience
in their job. It encompasses their overall experience, contentment, and emotional connection
with their roles and the organization. When employees are satisfied, they tend to be
motivated, engaged, and committed to their work. Measuring employee satisfaction is crucial
for gauging the overall health of an organization. Regular surveys and feedback sessions help
organizations understand their employees’ needs, concerns, and expectations. By monitoring
employee satisfaction, organizations can identify areas for improvement, make data-driven
decisions, and develop strategies to boost satisfaction, productivity, and retention.

3.2 FACTORS INFLUENCING EMPLOYEE SATISFACTION

* Work Environment: A comfortable and safe work environment plays a significant role in
employee satisfaction. This includes having a clean and well-maintained workspace, adequate
lighting and ventilation, and necessary resources and equipment. A positive work
environment also fosters friendly relationships among colleagues, promoting a sense of
camaraderie and teamwork.

* Pay and Benefits: Competitive pay and benefits are essential for employee satisfaction. This
includes fair compensation for work, bonuses, health insurance, retirement plans, and other
perks. When employees feel they are being fairly compensated, they are more likely to be
motivated and engaged in their work.

* Work-Life Balance: Achieving a balance between work and personal life is crucial for
employee satisfaction. This includes having flexible working hours, telecommuting options,
and adequate time off. When employees have enough time for personal activities and family
responsibilities, they are more likely to be happy and productive at work.

* Career Growth: Opportunities for career growth and development are vital for employee
satisfaction. This includes training programs, mentorship, and opportunities for advancement.
When employees feel they are learning and growing in their careers, they are more likely to
be engaged and motivated.

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* Recognition: Recognition and appreciation for employees hard work and contributions are
essential for employee satisfaction. This includes praise, bonuses, awards, and promotions.
When employees feel their efforts are recognized ad valued, they are more likely to be
motivated and engaged.

* Good Leadership; Effective leadership is critical for employee satisfaction. This includes
supportive, fair, and clear management. When employees feel their managers are
approachable, transparent, and supportive, they are more likely to be happy and productive.

* Job Security: Job security is fundamental aspect of employee satisfaction. This includes
feeling safe in one’s job without fear of layoffs or instability. When employees feel secure in
their jobs, t they are more likely to be motivated and engaged.

* Workload: A manageable workload is essential for employee satisfaction. This includes

having a reasonable amount of work, achievable deadlines, and necessary resources. When
employees feel overwhelmed by their workload, they are more likely to experience stress and
burnout.

* Company Culture: A positive company culture is vital for employee satisfaction. This
includes a friendly, inclusive and ethical work environment. When employees feel they
belong to a positive and supportive community, they are more likely to be happy and
engaged.

* Communication: Effective communication is critical for employee satisfaction. This

includes clear, honest and transparent communication from managers. When employees feel
informed and confident in their workplace, they are more likely to be motivated and engaged.

3.3 PRODUCTIVITY

Productivity refers to the efficiency and effectiveness with which work is accomplished. It
measures the output or results produced by an individual, team, or organization, relative to
the inputs or resources used. In essence, productivity is about achieving the desired results
while optimizing the use of resources such as time, labor, and materials. Productivity is often
described as achieving more with less, or achieving the same with fewer resources. This
means that productive individuals, teams, or organizations are able to complete tasks
efficiently, effectively, and with minimal waste. By maximizing productivity, individuals and

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organizations can improve their overall performance, increase competitiveness, and achieve
their goals more successfully.

3.4 FACTORS AFFECTING PRODUCTIVITY

* Time Management; Effective use of time to prioritize tasks and meet deadlines. Proper time
management reduced stress and increases productivity. It enables individuals to achieve more
in less time.

* Work Environment: A comfortable and supportive workspace that promotes focus and
motivation. A well- designed work environment boosts productivity and job satisfaction. It
also reduces distractions and errors.

* Motivation: The drive to achieve goals and perform tasks with enthusiasm and interest.
Motivation increases productivity by boosting energy and focus. It also enhances job
satisfaction and engagement.

* Health and Wellness: Physical and mental well-being that enables individuals to perform at
their best. Good health and wellness improve productivity by increasing energy and focus.
They also reduce absenteeism and presenteeism.

* Skills and Training: The knowledge, skills, and abilities required to perform tasks
efficiently and effectively. Continuous learning and development improve productivity by
enhancing skills and confidence. They also increase adaptability and innovation.

* Technology and Tools; The equipment, software, and systems used to perform tasks
efficiently and effectively. Effective technology and tools improve productivity by
streamlining processes and reducing errors. They also enhance collaboration and
communication.

* Communication; The exchange of information and ideas between individuals and teams.
Effective communication improves by reducing misunderstandings and errors. It also
enhances collaboration and teamwork.

* Workload: The amount of work assigned to an individual or team. A manageable workload

improves productivity by reducing stress and increasing motivation. It also enables
individuals to focus on high-priority tasks.

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* Leadership and Management: The guidance and support provided by leaders and managers.
Effective leadership and management improve productivity by providing clear direction and
feedback. They also foster a positive and supportive work culture.

* Personal Factors: Individual characteristics, such as personality, motivation, and values,

that influence productivity. Personal factors can either enhance or hinder productivity,
depending on how well they align with work requirements and expectations.

3.5 HOW DOES EMPLOYEE SATISFACTION AFFECT PRODUCTIVITY

* Increased Motivation and Engagement: Satisfied employees are more motivated to perform
well, as they feel connected to their work and organization’s goals. This motivation leads to
higher engagement, where employees go above and beyond in their tasks, contributing to
greater overall productivity.

* Lower Absenteeism: Employees who are satisfied with their jobs are less likely to take
unnecessary sick leave or be absent. This reduces disruptions in work, ensuring that teams
remain efficient and deadlines are met.

* Better Quality of Work: Satisfied employees tend to put more effort in their tasks, leading
to higher-quality work. When employees enjoy their work, they are more likely to pay
attention to detail, innovate, and strive for excellence, all of which contribute to
organizational success.

* Reduced Turnover: High employee satisfaction reduces turnover, which helps maintain
continuity, reduce training costs, and preserve institutional knowledge. When experienced
employees stay, productivity remains consistent or even improves over time, rather than
being disrupted by high turnover.

* Improved Work Relationships and Team Collaboration; Satisfied employees are more
likely to have positive relationships with colleagues and supervisors. Good relationships
foster better collaboration, communication, and teamwork, which lead to higher collective
productivity.

* Creativity and Innovation: Employees who feel valued and satisfied are more likely to share
creative ideas, offer solutions to problems, and contributing their thoughts, which can lead to
new processes or improvements that drive productivity.

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* Resilience to Stress and Challenges: Satisfied employees are better able to manage stress
and handle challenges. Their positive outlook helps them remain focused and maintain
productivity even during challenging times.

* Higher Employee Well-Being: Satisfied employees tend to have better overall well-being,
including mental and physical health. Healthier employees are less likely to be distracted by
personal issues or illness, leading to more consistent and effective work performance.

3.6 PROBLEMS OF EMPLOYEE SATISFACTION AFFECT PRODUCTIVITY

* Lack of Recognition: When employees feel their hard work goes unnoticed, they may lose
motivation, leading to lower productivity. Without appreciation, employees may not be as
driven to perform at their best.

* Poor Communication: When communication is unclear or ineffective, employees may feel

disconnected from the company’s goals. This lack of alignment can result in decreased
efficiency and mistakes.

* Limited Growth Opportunities: If employees don’t have chances to advance or develop

their skills, they might become bored or disengaged, leading to lower productivity and a lack
of innovation.

* Inadequate Work-Life Balance: If employees are overworked and don’t have enough
personal time, they may experience burnout. This can result in fatigue, lower morale, and
decreased productivity.

* Unhealthy Work Environment: A toxic workplace with conflict, poor management, or

discrimination can lead to high stress levels and dissatisfaction. This negatively affects
employee focus, creativity, and overall productivity.

* Job Insecurity: If employees feel their jobs are at risk or there is no clear future for them in
the company, they may be less motivated to perform well, reducing their overall output.

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 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1 GENDER

Gender Frequency Percentage

Male 53 84 %
Female 10 16 %
Others 0 0%
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.1 GENDER

Others, 0

Female, 10

Male, 53

INTERPRETATION

The table 4.1 and figure 4.1 shows that, 84%of respondents are male and 16% of respondents
are females.

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TABLE 4.2 AGE

Age Frequency Percentage

Below 30 13 21 %
30 to 40 19 30 %
40 to 50 23 36 %
Above 50 8 13 %
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.2 AGE

Frequency

23

19

13

Below 30 30 to 40 40 to 50 Above 50

INTERPRETATION

The table 4.2 and figure 4.2 shows that, 36% of respondents are in the age group of 40 – 50,
50% of respondents are in between 30 – 40, 21% of respondents are in between below 30,
13% of respondents are in the age group of above 50.

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TABLE 4.3 DAILY INCOME

Daily income Frequency Percentage

Below 500 4 6%
500 to 1000 25 40 %
1000 to 1500 26 41 %
Above 1500 8 13 %
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.3 DAILY INCOME

Frequency

Above 1500 8

1000 to 1500 26

500 to 1000 25

Below 500 4

INTERPRETATION

The table 4.3 and figure 4.3 shows that, 41% of respondents have daily income 1000 – 1500,
40% have income in between 500 – 1000, 13% have income in between above 1500, 6% of
respondents have daily income below 500.

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TABLE 4.4 SATISFACTION WITH CURRENT JOB

Level of satisfaction Frequency Percentage

Highly satisfied 25 40 %
Satisfied 28 44 %
Neutral 9 14 %
Dissatisfied 1 2%
Highly dissatisfied 0 0%
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.4 SATISFACTION WITH CURRENT JOB

Frequency
28
25

1 0

Highly satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

INTERPRETATION

The table 4.4 and figure 4.4 shows that, 44% of respondents are satisfied with their job, 40%
of respondents are highly satisfied, 14% of respondents are neutral, 2% of respondents are
dissatisfied with their job.

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TABLE 4.5 SATISFCTION LEVEL IN THE FOLLOWING FACTORS

Factors Mean Average Rank Levels

Wage 4.14 4 Very High
Safety 4.26 2 Very High
Workplace 4.42 1 Very High
Relationship
Working 4.14 4 Very High
Condition
Job Security 4.07 6 Very High
Working Time 4.11 5 Very High
Stress 3.68 8 High
Social Status 4.17 3 Very High
Other factors 4.06 7 Very High
COMBINED MEAN: 4.11

SOURCE: PRIMARY DATA

FIGURE 4.5 SATISFACTION LEVEL IN THE FOLLOWING FACTORS

Mean Average

4.14 4.26 4.42 4.14 4.07 4.11 4.17 4.06

3.68

INTERPRETATION

The table 4.5 and figure 4.5 shows that, wage, safety, workplace relationship, working
condition, job security, working time, social status and other factors are very high,

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TABLE 4.6 MEETING DAILY WORK EXPECTATION

Frequency Percentage %
Always 23 37 %
Often 17 27 %
Sometimes 20 31 %
Rarely 1 2%
Never 2 3%
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.6 MEETING DAILY WORK EXPECTATION

Frequency

Never 2

Rarely 1

Sometimes 20

Often 17

Always 23

INTERPRETATION

The table 4.6 and figure shows that, 37% of respondents are always meet daily work
expectation, 31% of respondents are sometimes meet daily work expectation, 27% of
respondents are often meet daily work expectation, 3% of respondents are never meet daily
work expectation, 2% of respondents are rarely meet daily work expectation.

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TABLE 4.7 WORKING HOURS

Working Hours Frequency Percentage

Less than 4 hr 2 3%
4 – 6 hr 13 21 %
6 – 8 hr 32 51 %
More than 8 hr 16 25 %
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.7 WORKING HOURS

Frequency

32

16
13

Less than 4 hr 4 – 6 hr 6 – 8 hr More than 8 hr

INTERPRETATION

The table 4.7 and figure 4.7 shows that, 51% of respondents are work 6 – 8 hour each day,
25% of respondents are work more than 8 hour, 21% of respondents are work 4 – 6 hour, 3%
of respondents are work less than 4 hour each day.

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TABLE 4.8 LEVEL OF AGREEMENT WITH FOLLOWING STATEMENTS

Statements Mean Average Rank Level

I am able to 4.33 1 Very High
complete my task
within expected time
I feel motivated to 4.22 2 Very High
work efficiently
I am able to 4.20 3 Very High
prioritize my task
efficiently to
maintain
productivity
I feel my job 4.12 5 Very High
performance is
consistently high
I am satisfied with 4.15 4 Very High
my current work life
balance
COMBINED MEAN: 3.6

SOURCE: PRIMARY DATA

FIGURE 4.8 LEVEL OF AGREEMENT WITH FOLLOWING STATEMENTS

Mean Average
4.33
4.22 4.2
4.12 4.15

I am able to I feel motivated I am able to I feel my job I am satisfied

complete my to work prioritize my performance is with my current
task within efficiently task efficiently consistently work life
expected time to maintain high balance
productivity

INTERPRETATION

The table 4.8 and figure 4.8 shows that, they able to complete task within expected time, they
feel motivated to work efficiently, they able to prioritize task efficiently to maintain
productivity, they feel job performance consistently high, they satisfied with current work life
balance.

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TABLE 4.9 JOB SATISFACTION INCREASE PRODUCTIVITY

Frequency Percentage %
Yes 48 76 %
No 5 16 %
Sometimes 10 8%
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.9 JOB SATISFACTION INCREASE PRODUCTIVITY

Frequency

48

10
5

Yes No Sometimes

INTERPRETATION

The table 4.9 and figure 4.9 shows that, 76% of respondents are feels being more satisfaction
increase productivity, 16% of respondents are sometimes feels increase productivity, 8% of
respondents are no feels being more satisfaction increase productivity.

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TABLE 4.10 JOB SATISFACTION INFLUENCE PRODUCTIVITY

Statements Frequency Percentage %

It has no effect 21 33 %
It slightly increase my 17 27 %
productivity
It highly increase my 22 35 %
productivity
It decreases my productivity 2 3%
It highly decreases my 1 2%
productivity
Total 63 100
SOURCE: PRIMARY DATA

FIGURE 4.10 JOB SATISFACTION INFLUENCE PRODUCTIVITY

Frequency

22
21

17

2
1

It has no effect It slightly It highly It decreases my It highly

increase my increase my productivity decreases my
productivity productivity productivity

INTERPRETATION

The table 4.10 and figure 4.10 shows that, 35% of respondents are highly increase
productivity, 33% of respondents has no effect, 27% of respondents are slightly increase
productivity, 3% of respondents are decrease productivity, 2% of respondents are highly
decrease productivity.

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 CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

 Most of the respondents are male and the least of the respondents are female.
 Most of the respondents are from the age group of 40-50 and the least of the
respondents from above 50.
 Most of the respondents have daily income 1000-1500 and the least of the
respondents have below 500.
 Most of the respondents are satisfied with their current job and least of the
respondents are dissatisfied.
 Most of the respondents are satisfied with wage, safety, workplace relationship,
working condition, job security, working time, social status, and other factors.
 Most of the respondents are always meet daily work expectation and least of the
respondents are rarely meet daily work expectation.
 Most of the respondents are work 6-8 hour in each day and least of the respondents
are work less than 4 hour.
 Most of the respondents are able to complete task within expected time, they feel
motivated to work efficiently, they able to prioritize task efficiently to maintain
productivity, they feel job performance consistently high, they satisfied with current
work life balance.
 Most of the respondents feel being more satisfaction increase productivity and least of
the respondents feel sometimes being more satisfaction increase productivity.
 Most of the respondents are highly increase productivity and least of the respondents
are highly decrease productivity.

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5.2 SUGGESTIONS

 Employers should ensure that daily wage employees have access to safe and hygienic
working environments, as this significantly impacts their job satisfaction and
productivity.
 Wages should be fair and reflect the effort and time invested by employees. Regular
reviews and timely payments can enhance employee satisfaction and reduce turnover.
 Acknowledging the hard work and contributions of daily wage employees can boost
their morale and productivity. Recognition programs or simple verbal appreciation
can make a difference.
 Offering skill development programs can improve the efficiency and productivity of
daily wage employees, while also increasing their job satisfaction by providing career
growth opportunities.
 Open and transparent communication between management and employees helps in
building trust and addressing any grievances or concerns promptly, leading to a more
satisfied and productive workforce
 Employers should consider flexible working hours and reasonable workloads to help
daily wage employees maintain a healthy work-life balance, which can lead to
increased productivity
 Providing access to healthcare, ensuring safety measures are in place, and offering
health insurance can greatly enhance job satisfaction and reduce absenteeism due to
health issues.
 Offering some level of job security or assurance of continued work can reduce stress
and improve the satisfaction and productivity of daily wage employees.
 Implementing performance-based incentive programs can motivate daily wage
employees to increase their productivity and commitment to the job.
 Regular feedback sessions can help employees understand their performance and
areas of improvement, making them feel valued and part of the organization’s
growth.

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5.3 CONCLUSION

Employee satisfaction is a vital component in determining the productivity of daily wage

workers. When employees feel appreciated, respected, and fairly treated, it fosters a positive
work environment that encourages greater engagement and commitment. Factors such as fair
wages, job security, healthy working conditions, and opportunities for skill development
significantly contribute to their overall satisfaction. Satisfied workers are more likely to be
motivated, punctual, and focused, which directly enhances their productivity and the quality
of their output. On the other hand, dissatisfaction among daily wage workers can lead to a
range of negative outcomes, including increased absenteeism, high turnover rates, and
reduced work quality. This not only affects individual performance but can also have a ripple
effect on the overall efficiency and profitability of the organization. Therefore, it is essential
for employers to prioritize employee satisfaction through consistent communication, fair
policies, and support systems. By fostering a supportive and motivating work environment,
businesses can harness the full potential of their workforce, ultimately driving sustained
growth and success.

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 BIBLIOGRAPHY

REFERENCES

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Public Productivity Review, 46-56

[Link] JM Van Der Voordt(2004),Productivity and employee satisfaction in flexible

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[Link] Khalid Bhatti, Tahir Masood Qureshi (2007),Impact of employee participation on

job satisfaction, employee commitment and employee productivity, International review of
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[Link] Baker, Gayle C Avery, John D Crawford(2007),Satisfaction and perceived

productivity when professionals work from home, Research & Practice in Human Resource
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[Link] Pushpakumari(2008),The impact of job satisfaction on job performance: An empirical

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[Link] Kumari, M Rachna (2011),Job satisfaction of the employees at the workplace,

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[Link] Saifullah, Muhammad Alam, Muhammad Wasif Zafar, Asad Afzal

Humayon(2015),Job satisfaction: A Contest between human and organizational behavior,
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[Link] Imran, Mehwish Majeed, Abida Ayub(2015),Impact of organizational justice, job

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[Link] Panchal (2016),The Impact Job Satisfaction ;While Performing Responsibilities

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[Link] Mahajan, Er Sulakshay Kumar(2018),A study on impact of job satisfaction on

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[Link] Groen, Theo van der Voordt, Bartele Hoekstra, Hester van Sprang(2019),Impact
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[Link] CK Gomathy,V Theja Sree,T Lakshmi Prasanna, Ummadi Swathi(2022),The impact of

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WEBSITE

[Link]

[Link]

[Link]

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APPENDIX

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 QUESTIONNAIRE

1. Name

2. Gender

☐ Male

☐ Female

☐ Other

3. Age

☐ Below 30

☐ 30 - 40

☐ 40 - 50

☐ Above 50

4. Daily Income

☐ Below 500

☐ 500 - 1000

☐ 1000 - 1500

☐ Above 1500

5. Are you satisfied with your current job?

☐ Highly Satisfied

☐ Satisfied

☐ Neutral

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 ☐ Dissatisfied

☐ Highly Dissatisfied

6. Give your satisfaction level in the following factors

Factors Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied
Wage
Safety
Workplace
relationship
Working
condition
Job security
Working time
Stress
Social status
Other factors

7. How often do you meet daily work expectation?

☐ Always

☐ Often

☐ Sometimes

☐ Rarely

☐ Never

8. How many hours do you work each day?

☐ Less than 4 hour

☐ 4 - 6 hour

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 ☐ 6 - 8 hour

☐ More than 8 hour

9. Give your level of agreement with the following statements

Statements Strongly Agree Neutral Disagree Highly

agree disagree
I am able
complete my
task within
expected time
I feel
motivated to
work
efficiently
I am able to
prioritize my
task
effectively to
maintain
productivity
I feel my job
performance
is
consistently
high
I am satisfied
with my
current work
life balance

10. Do you feel that being more satisfaction increases your productivity?

☐ Yes

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 ☐ No

☐ Sometimes

11. How does your job satisfaction influence your productivity?

☐ It has no effect

☐ It slightly increase my productivity

☐ It highly increases my productivity

☐ It decreases my productivity

☐ It highly decreases my productivity

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