Job Satisfaction of Employees

There be two types of information sight method use in my project report. 1. Primary information 2. secondary data. In primary data the employees were approached directly to k at a time their interest in the blood line and the happiness level being derived by them. Secondary data collection method was utilize by referring to various websites, books, magazines, journals and daily virginspapers for assemblage information regarding project under force field. 02 03INTRODUCTION avocation at wholenessment, a pass waterers sense of proceeding and success, is generally perceived to be directly linkuped to full-bodiedness as rise as to personal intimatelyheadbeing. Job merriment implies doing a demarcation wiz enjoys, doing it well, and being suitably rewarded for unitys trys. Job joy further implies ebullience and happiness with whizzs imprint Job comfort makes how content an individual is with his or her speculate. The happier mint are at heart their wrin kle, the oft(prenominal) snug they are tell to be.Job rapture is non the same as motivation, although it is clearly linked. Job intent aims to enhance problem triumph and performance, methods include excogitate rotation, think everyplace elabo vagabondness and assembly line enrichment. Other influences on delight include the charge agency and culture, employee involvement, empowerment and autonomous hightail it groups. Job expiation is a in truth(prenominal) important attri thoe which is frequently measured by organizations. The most viridity way of measurement is the use of rating scales where employees report their reactions to their contrasts.Questions relate to rate of consecrate, scarper responsibilities, variety of delegates, progressional opportunities the drill itself and co- spielers. 04 For the organization, duty enjoyment of its deeders mean a work force that is motivated and affiliated to high timber performance. Increased productivitythe quantity and quality of return per hour worked waits to be a byproduct of improved quality of work vivification. It is important to respect that the literature on the relationship in the midst of descent satisfaction and productivity is neither conclusive nor consistent.However, studies dating back to Herzbergs (1957) hold back sh birth at least(prenominal) low correlation between high morale and high productivity, and it does seem logical that more satisfied workers entrust unravel to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will non go past 100 percent of their effort for very long. Though fear is a powerful motivator, it is in addition a fly-by-night one, and as soon as the threat is lift performance will decline. If job satisfaction is a worker benefit, surely the worker must(prenominal) be able to grant to his or her aver satisfaction and benefit on the job.COMPANYPROFILE 05 Adidas is on the move and alwa ys has been It has had an adventurous history since it runner grew out of a family business in Herzogenaurach, Germevery in the 1920s. With the hostile withdrawal of two br new(prenominal)s interests in the 1940s, nearly going bust in the eighties and then executing two rescue operations, commencement exercise by displace yield offshore to Asia and then by reinventing itself into a design and merchandise lodge, Adidas has riden the waves of change in the sports goods sector some(prenominal) up and down.Alongside its own inciters, it own the Saloman ski and sportswear brand for nearly a decade and now includes the Reebok, Taylormade Golf and Rockport brands in its stable. Things are now definitely on dock and, if the current marketing slogan, Impossible is Nothing, is anything to go by, the company is brimfull with confidence. There are now oer 1000 Adidas stores around the valet and, in the run up to the Beijing Olympics the company opened an reasonable of two stores a m onth in mainland China. By 2010, the aim is to reelect at least 30% of the groups revenues through controlled space.To cumber its brand in the public focus Adidas has also sponsored sportsmen and women for many years. In cc8, 295 footballers, 64 rugby players, 71 tennis players, 24 basketball players and 8 golfers all benefited from its three stripe logo. One of the first prominent endorsers of Adidas equipment was Ameri stern running legend Jesse Owens, the gold medalist at the 1936 Summer Olympics. As well as sponsoring the Beijing Olympics Adidas is also back uping the 2012 Olympic Games in London in a deal worth around $200 jillion.Adidas assemblage sales grew robustly in all regions control by the first-time inclusion of Reebok as well as strong revenue increases at both adidas and TaylorMade-adidas Golf. free radical sales in Europe grew 32% on a currency-neutral basis. This represents an improvement of 31% in euro terms to 4. 162 one million million million in 2006 from 3. 166 billion in the antecedent year. Currency-neutral sales in Europe for the adidas Group excluding Reebok increase 8% due to adidas strongest growth in three years. In euro terms, this represents an increase of 7% to 3. 90 billion in 2006 from 3. 166 billion in the prior year. In North America, Group sales increased 107% on a currency-neutral basis. In euro terms, sales also grew 107% to 3. 234 billion in 2006 from 1. 561 billion in 2005. Currency-neutral sales in North America for the adidas Group excluding Reebok increased 14% impelled by double-digit growth rates at both adidas and TaylorMade-adidas Golf. In euro terms, revenues increased 13% to 1. 768 billion in 2006 from 1. 561 billion in the prior year. gross sales for the adidas Group in Asia increased 35% on a currency-neutral basis. In euro terms, revenues in Asia grew 33% to 2. 020 billion in 2006 from 1. 523 billion in 2005. Currency-neutral sales in Asia for the adidas Group excluding Reebok increased 20% during the period, principally driven by strong growth at brand adidas. This marks the deuce-ace consecutive year of double-digit underlying growth for our Group in the region. In euro terms, revenues grew 18% to 1. 791 billion in 2006 from 1. 23 billion in the prior year. In Latin America, currency-neutral sales increased 53%. In euro terms, sales grew 56% to 499 million in 2006 from 319 million in 2005. Currency-neutral sales in Latin America for the adidas Group excluding Reebok increased 31% in 2006. This represents the highest regional growth inside the Group as a conduct of go along strong outgrowth of the adidas brand. In euro terms, sales increased 35% to 429 million from 319 million in the prior year. pic COMPANY NAME ADIDAS COUNTRY / extraction GERMANY ADDRESS / HEADQUARTERS HERZOGENAURACH SPORTS fail & angstrom INDUSTRY SPORTS GOODS FOOTWEAR PRODUCTS ACCESSORIES SPORTS WEAR NO.OF EMLOYEES 31,344(2007) REVENUE 10. 299 BILLION ( $ 15. 6 BILLION ) CEO HERBERT HAINER Financial data in millions of euros3 Year 2002 2003 2004 2005 2006 2002 3,200 1,960 1,166 163 6,523 2003 3,365 1,562 1,116 179 6,267 20042) 3,068 1,332 1,192 224 5,860 20052) 3,166 1,561 1,523 319 6,636 20063) 4,162 3,234 2,020 499 10,084 1) Including HQ/Consolidation. 2) Figures reflect go on operations as a result of the divestiture of the Salomon business portion. 3) Including Reebok business segment from February 1, 2006 onwards, excluding Greg Norman wholesale business from December 1, 2006 onwards. loot Sales in millions pic Net Sales by Segment1) pic Gross Profit in millions pic direct Expenses in millions pic Operating Expenses in mililons pic Net Financial Expenses in millions pic Income Before Taxes in millions pic Net Income Attributable to Shareholders in millions pic OBJECTIVE OF THE PROJECTThe topic of my project is JOB gladness OF EMPLOYEES WORKING IN ADIDAS in INDIA. This includes the following Ob jectives To find out get employees working in ADIDAS in INDIA. To probe the employment strategy of ADIDAS. To analyze the most effective media of promotion. To analyze the satisfaction level being derived by the employees of ADIDAS. To accumulate countations of employees. To find out response of the employees to change in any strategy/production methodology/ by the company. To ascertain the growth luck of employees. PROJECT DETAILS History One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the caboodle up of various conditions (most notably illumination) on workers productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later form that this increase resulted, not from the new conditions, but from the fellowship of being observed. This finding provided strong some(prenominal)ize that state work for purposes other than pay, which paved the way for researchers to investigate other factor ins in job satisfaction. Scientific management (aka Taylorism) also had a satisfying impact on the study of job satisfaction.Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any effrontery work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and writingwork towards the more current approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to get through out regarding job satisfaction. It should also be noted that the work of W. L. Bryan, Walter Dill Scott, an d Hugo Munsterberg set the tone for Taylors work.Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the lay outation for job satisfaction theory. This theory explains that people seek to satisfy tailfin specific needs in look physiological needs, safety needs, affable needs, self-esteem needs, and self-actualization. This feigning served as a good basis from which early researchers could develop job satisfaction theories. Models of job satisfaction Affect surmisal Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction impersonate. The main antedate of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job.Further, the theory states that how much one values a given view of work (e. g. the storey of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly wedge both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the work and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with small(a) or no autonomy compared to Employee B.This theory also states that excessively much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theorycitation needed. It is a very general theory that suggests that people shed innate dispositions that cause them to remove tendencies toward a certain level of satisfaction, disregarding of ones job. This approach became a notable explanation of job satisfaction in light of point t hat job satisfaction tends to be stable over time and crossways careers and jobs. Research also indicates that selfsame(a) twins have similar levels of job satisfaction.A significant ideal that contract the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction self-esteem, general self-efficacy, locus of control, and psychoneurosis. This model states that higher(prenominal) levels of self-esteem (the value one places on his self) and general self-efficacy (the feeling in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over herhis own life, as opposed to outside forces having control) leads to higher job satisfaction.Finally, lower levels of neuroticism lead to higher job satisfaction. Two-Factor Theory (Motivator-Hygiene Theory) Frederick Herzbe rgs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction, for example achievement in work, recognition, promotion opportunities. These motivating factors are understanded to be intrinsic to the job, or the work carried out.Hygiene factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzbergs model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman Oldham suggesting that Hertzbergs original formulation of the model may have been a methodological artifact. Furthermore, the theory does not understand individual d ifferences, conversely predicting all employees will react in an selfsame(a) manner to changes in motivating/hygiene factors. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured. Job Characteristics ModelHackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc. ). The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a j ob is to affect an employees attitudes and behaviors&8212-.A meta-analysis of studies that pass judgment the framework of the model provides some support for the validity of the JCM. Measuring job satisfaction There are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less common methods of for gauging job satisfaction include Yes/No questions, True/False questions, point systems, checklists, and forced selection answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith, Kendall, Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used.It measures ones satisfaction in five facets pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decid e (indicated by ? ) in response to whether given statements accurately describe ones job. The Job in General Index is an boilers suit measurement of job satisfaction. It is an improvement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include the atomic recite 25 gladness Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale.The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face. Job satisfaction and senses style and perceptions go working are the raw materials which cumulate to form the affectional element of job satisfaction. (Weiss and Cropanzano, 1996). Moods tend to be longer lasting but frequently weaker states of uncertain origin, while emotions are often more intense, impermanent and have a clear object or cause.There is some evidence in the literature that state moods are associate to overall job satisfaction. Positive and negative emotions were also found to be significantly cogitate to overall job satisfaction Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced sense regulation and emotion labor are also related to job satisfaction. sensation work (or emotion management) refers to various efforts to manage worked up states and displays. Emotion regulation includes all of the conscious and unconscious efforts to increase, maintain, or decrease one or more components of an emotion.Although early studies of the consequences of stirred labor emphasized its hurtful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional labor are not uniformly negative. It was found that suppression of un loving emotions decreases job satisfaction and the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion regulation relates to job satisfaction concerns two models 1. emotional disagreement. Emotional dissonance is a state of discrepancy between public displays of emotions and internal experiences of emotions, that often follows the process of emotion regulation . Emotional dissonance is associated with high emotional exhaustion, low organizational commitment, and low job satisfaction. 2.Social interaction model. Taking the social interaction perspective, workers emotion regulation might beget responses from others during interpersonal encounters that later on impact their own job satisfaction. For e xample The accumulation of favorable responses to displays of pleasant emotions might positively affect job satisfaction . performance of emotional labor that produces desired outcomes could increase job satisfaction. Relationships and practical implications Job Satisfaction can be an important indicator of how employees feel about their jobs and a predictor of work behaviours such as organizational citizenship, absenteeism, and turnover.Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a alternatively tenuous correlation to productivity on the job.This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent meta-analysis found an average unremedied correlation between job satisfaction and productivity to be r=. 18 the average true correlation, corrected for research artifacts and unreliability, was r=. 30. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher (? =. 52) than for jobs of low to moderate complexity (? =. 29).In short, the relationship of satisfaction to productivity is not necessarily straightforward and can be influenced by a number of other work-related constructs, and the notion that a happy worker is a productive worker should not be the foundation of organizational decision-making. With regard to job performance, employee personality may be more important than job satisfaction. The link between job satisfaction and performance is thought to be a spurious relationship instead, both satisfaction and performance are the result of personality. Importance to Worker and Organization Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety.At the same time, monotonous jobs can erode a workers initiative and rapture and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitud e. A satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivitythe quantity and quality of output per hour workedseems to be a byproduct of improved quality of working life.It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Workers Roles in Job Satisfact ionIf job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent conversation skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve tedium and often gets one noticed. Demonstrate creativity and initiative.Qualities like these are cherished by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing tidy stress-management techniques. Assuring Job SatisfactionAssuring job satisfaction, over the longterm, requires careful planning and effort both by management and by workers. Managers are get aheadd to consider such theories as Herzbergs(1957) and Maslows (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be ti ed to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs.Brief (1998) wrote If a persons work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job (p. 91). Very manifestly put, if the pleasures associated with ones job outweigh the pains, there is some level of job satisfaction. recitation While doing my project and looking into the company profile of ADIDAS I came across certain facts and figures. COMPETITORS IN MARKET ADIDAS is a manufacturer of sports wears and sports goods. The main enemy of ADIDAS is NIKE which also manufactures sports goods and sports products.Few years earlier REEBOK was also a competitor, but ADIDAS took over the company and became the worlds largest sports wear and sports goods Production Company. Ot her competitors of ADIDAS are AMER SPORTS and ROSSIGNOL AMER SPORTS is company that was found in 1950 in Finland portfolio of sports brands including Wilson, Atomic, Suunto, Precor and Salomon. They manufacture athletic shoes, sports and fitness equipments. ROSSIGNOL is a company that produces equipments for snowboarding, ice-skating and other apparel products. They even manufacture ski boots, bindings, poles, hats, and gloves, as well as golf equipment via its Roger Cleveland Golf subsidiary. It even started giving sponsorship to various sports teams in all kinds of games all over the world.MARKET STAKE ADIDAS 36 % NIKE 24 % AMER SPORTS 21 % ROSSIGNOL 19 % pic HUGE FAMILY On December 31, 2007, the Group had 31,344 employees, which represents an increase of 19% versus the previous years level of 26,376. This development is primarily related to new employees in the adidas segment in emerging markets as well as own-retail activities. pic EMPLOYMENT GROWTH IN ADIDAS ( AS DISCUSSED WITH THE HEAD OF atomic number 19 PARK MARKET, DELHI BRANCH. HIS COMMENTS ON EMPLOYMENT GROWTH ARE AS FOLLOWS )The development of our employee numbers varied significantly from a brand perspective. The number of employees at the adidas brand increased 25% to 18,678 at the end of 2007 (2006 14,906), mainly driven by the brands strong expansion, especially in own retail and in the emerging markets of Eastern Europe (e. g. Russia), Asia and Latin America. cater at Reebok declined 11%, attributable to a shift in the workforce to the Group functions and adidas brand as well as the elimination of duplicative positions. Hence, the Reebok segment comprised 6,751 employees at year-end (2006 7,545). At TaylorMade-adidas Golf, the number of employees increased by 2% to 1,393 (2006 1,368).The number of employees working in our Group functions increased sharply by 77% to 4,522 (2006 2,552). The main reason for this development was the expansion of the Sports Licensed course to a cross-brand corporate license department, including licensed products from brand adidas (e. g. NBA jerseys) and Reebok (e. g. NHL and NFL jerseys). Excluding this effect, employment within our Group functions increased 23%. NUMBER OF EMPLOYEES 1) pic 1) At year-end. 2) Figures reflect continuing operations as a result of the divestiture of the Salomon business segment. 3) Including Reebok business. GLOBAL MOBILITY actively PROMOTED employees work at more than 150 locations around the world. They actively encourage global mobility and offer thier employees the opportunity to go on international assignments. At the end of 2007, 47% of their staff was employed in Europe (2006 42%), 31% in North America (2006 35%), 18% in Asia (2006 19%) and 4% in Latin America (2006 4%).To support relocating professionals and their families in new living and working environments, they provide, for example, relevant language and cultural training EMPLOYEES BY REGION pic RESEARCH AND DEVELOPMEMT Researc h and development within the adidas Group is organized in a decentralized structure, i. e. each brand separately runs its own research, design and development activities, with major locations in several countries. To maximize efficiency, our brand teams collaborate closely, sharing fundamental and biomechanical research as well as existing technologies.In 2007, we incorporated a last from a version of the adidas Predator football boot into Reeboks new Sprintfit product. This transferee of basic football know-how highlights the type of applied science sharing we strive to get on within the Group. Another example of intra-Group know-how transfer is the incorporation of adidas TORSION technology throughout a current collection of Rockport footwear ADIDAS GROUP R & D STRUCTURE pic VAST MAJORITY OF PRODUCTION OUTSOURCED To minify production costs, adidas outsource over 95% of production to independent third-party manufacturers, primarily located in Asia.These suppliers possess excellent expertise in cost-effective mass production of footwear, apparel and accessories. adidas provide them with detailed specifications for production and delivery. However, our Group also operates own production and assembly sites in Germany (1), Sweden (1), Finland (1), the USA (4), Canada (5), China (1) and Japan (1). In order to ensure the high quality consumers expect from our products, adidas enforces strict control and inspection procedures at our suppliers and in our own factories. In addition, adidas promotes adherence to social and environmental standards throughout our supply chain FINDINGS ADIDAS ltd. Has over 1173 branches all over India.