INTRODUCTION FOR IGNOU MCOM PROJECT PDF
Project Title: ORGANIZATIONAL CULTURE AND JOB SATISFACTION OF EMPLOYEES WORKING IN CALL CENTRE
Organizational culture encompasses a common perspective, shared knowledge, and intangible force. This distinctive attribute distinguishes the company from the competition. A huge for-profit firm, for example, has a completely different culture than a hospital, which is distinct from a university.
Total job satisfaction represents the sum of a person’s feelings about their position. However, if job satisfaction is associated with higher output, greater organizational effectiveness, employee loyalty, and lower absenteeism and earnings, employees who are unhappy at work may become dissatisfied with their jobs, which may increase costs, lower profits, and ultimately lead to dissatisfied customers. Researchers have recognized pay as the most significant factor determining job satisfaction, despite years of efforts to seek and uncover other elements. Other elements considered crucial include employee loyalty, job recognition, and promotions.
Job satisfaction and organisational culture
Work satisfaction refers to an individual’s overall attitude about their job. Others who are highly content with their jobs have a positive attitude about their profession, while those who are dissatisfied with their professions tend to have a negative attitude toward their work. Positive work environments, fair compensation, additional benefits, challenging responsibilities, helpful coworkers, strong leadership, and a capable manager who meets each employee’s goals all influence job satisfaction. Researchers have conducted an empirical study on the impact of corporate culture on professional satisfaction, demonstrating the interconnectedness of these variables. A strong organizational culture is one in which there is a high association between job satisfaction and organizational culture. If there is a poor relationship between work happiness and organizational culture, the culture of the organization is weak.
Numerous studies have identified a link between employee consensus and culture. However, this correlation is dependent on individual variances. Finally, we can argue that high satisfaction levels occur when employee expectations and organizational culture align. An organizational culture that encourages individual effort, places little emphasis on monitoring and control, and values people solely on their accomplishments, for example, will necessitate more success and emphasize the significance of autonomy for those in positions of power. This knowledge is extremely beneficial to his career. As a result, enjoyment is dependent on your opinions about business culture.
After studying an introduction for the mentioned title, we will discuss the review of related literature for the IGNOU MCOM Project PDF.
REVIEW LITERATURE FOR IGNOU MCOM PROJECT PDF
Sattar and Ali (2016) assess the elements influencing employee satisfaction by analyzing variables such as promotion, work environment, leadership, and job satisfaction and then evaluate their impact on banking industry workers in the Bahawalpur district. We discovered that all the variables, including promotions, work environment, leadership behavior, and job satisfaction, significantly influence employee job satisfaction.
Salem et al. (2013) conclude that most people or employees agree that their personality type is appropriate for the work they do, that they have the opportunity to do what they do best, and that they are optimistic about their personal and professional lives. They also demonstrate that a fair recruitment and selection policy leads to employee satisfaction.
The presence of a higher level of occupational stress had a negative impact on job satisfaction, and if employees were assigned a low burden of tasks, targets, and operational activities to perform for their customers, they would become more calm, happy, and satisfied with their jobs rather than having a hectic workload, burden, and tension created by line managers and customers (Khan, Ramzan, & Butt, 2013).
Singh, T., and Sundaray, B. K. (2012) investigated job satisfaction levels among executives in commercial and public sector corporate companies. The study’s sample size was 75 executives from both sectors. We discovered that nine different factors contribute to job satisfaction. On the basis of the nature of the work they do, private sector executives have the highest level of job satisfaction when compared to public sector executives, followed by communication, supervision, coworkers, promotion, contingent rewards, pay, fringe benefits, and operating condition dimensions. Furthermore, research revealed that the relationship with coworkers plays a more crucial role in job satisfaction than the compensation structure.
With 46 managers and office workers at a supermarket store as participants, Pepe (2010) looked into the link between external factors that motivate people, like how much support they feel from their boss, and their job satisfaction, loyalty to the company, and plans to leave. Research has demonstrated a negative correlation between job satisfaction and the intention to leave. Job discontent triggers thoughts of leaving, prompting the individual to assess the expected usefulness of the search, the intention to search, the search itself, the appraisal of alternatives, the intention to depart, and finally the withdrawal choice and behavior. The study of organizational commitment and turnover found that job satisfaction is an attitudinal cause of commitment.
In 2010, Hunjra, A. I., Chani, M. I., Aslam, S., Azam, M., and Rehman, K. U. looked at how job satisfaction was affected by HR practices like autonomy, leadership behavior, and teamwork with 295 employees from different banks in Rawalpindi, Islamabad, and Lahore. Employees place a higher value on leadership behavior and teamwork environments than on autonomy in order to improve their job satisfaction. As a result, management should focus on leadership behavior among their employees and offer them a positive teamwork environment to increase their job happiness. This will also result in lower absenteeism and turnover. This study’s empirical analysis suggests prioritizing male employees over female employees in the development of human resource strategies. We should develop human resource strategies without considering gender, incorporating both male and female categories.
Emmema, A.A., Ajjan, N., and Karthikeyan, C. (2010) investigated the elements that contribute to employee engagement. Emmema, A.A., Ajjan, N., and Karthikeyan, C. (2010) found that an organization’s performance hinges on employee engagement, a significant factor in boosting both productivity and profitability, using a sample of 100 employees from MGM Corporate in Chennai. Engaged employees exhibit greater dedication and contentment with their jobs, thereby facilitating a variety of additional aspects such as loyalty and employee retention. We identified job satisfaction, organizational behavior, motivation, and employee welfare as the primary determinants of employee engagement. Employees’ primary needs include a better working environment, improved facilities such as a canteen, recreation area, and indoor games, as well as remuneration and perks.
Vanar, V. M. (2012) studied the association between employee satisfaction and industrial relations in selected industrial units in Ahmedabad and Anand districts. Employers should immediately develop an effective employee welfare strategy that inspires people to perform efficiently without causing business difficulties. We also discovered that job happiness is crucial, as devoted and engaged employees create a satisfied work group that fosters positive industrial relations. Companies should seek employee feedback before implementing any policy that impacts the organization’s industrial relations.
Gyanchandani, R., Badrinarayan, S. R., and Sharma, S. (2011) explored the factors that contribute to job stress and its impact on job satisfaction with a sample size of 50 respondents in the service sector of the Pune region. Highly motivated individuals are satisfied and eager to work harder for the firm. Employees found that job stress is caused by both the presence and absence of certain factors, such as a lack of an effective support system, a lack of effective perceived control, organizational commitment, recognition, security, and involvement; job overload; and feeling like you’re not good enough in your role. As a result, the business must understand the specific demands of its job occupants, build a clear career path, and design the profile, duties, and responsibilities in accordance with the job description.
Bubulji, M., Arsenijevic, O., and Simic, J. (2011) investigated the relationship between organizational culture and achievement motive. The study suggests that individuals lack motivation until they perceive the significance of taking action to achieve a specific goal. People generally engage in actions they believe will help them achieve their goals. We also discovered that the achievement incentive comprises four major components: competitiveness with others, tenacity in goal accomplishment, goal accomplishment as a source of pleasure, and orientation to preparation, all of which warrant consideration. One’s assessment of the success of a specific activity in advancing toward goal achievement also determines motivational strength.
Cheng, E. Y., and Liu, Y. L. (2018) investigated the association between organizational culture and adoption of knowledge management systems using a sample of 121 MIS managers. Researchers discovered that organizational culture can either facilitate or hinder knowledge management operations. We classified organizational culture into five types: group culture, ethical culture, development culture, hierarchical culture, and rational culture. The study also separated knowledge management into processes and selected 30 information technologies. The study’s findings showed a positive correlation between all organizational cultures and core technologies like information storage and retrieval and platform technologies. Researchers also found that organizations positively correlate with all knowledge management technologies when they promote a development culture. This is because having a development culture encourages innovation and flexibility, which creates an ideal environment for knowledge management activities.
Willcoxson, L., and Millett, B. (2010) examined the key difficulties involved in managing an organization’s culture. They discovered that appointments can either maintain the existing culture or facilitate a shift, and replacements can significantly alter the culture. Development and training can help people adapt to an existing or new culture, as well as improve interpersonal communication and teamwork. Furthermore, CEOs, managers, and supervisors can stress or contribute to the change of current traditions, symbols, behaviors, and values. It also became clear that all organization members must participate in culture reform, decision-making, and development activities in order to achieve long-term value change. Aligning structures, rules, processes, and resource allocation with the organizational culture and objectives is crucial.
Khan, V., Mariyum, A., Pasha, N., and Hasnain, A. (2011) investigated the impact of organizational culture on work satisfaction among employees in Pakistan’s banking sector. This study found, based on a sample of 150 respondents from both private and public banks, that organizational culture had a significant impact on employee job satisfaction. Supervisory support and open communication have a substantial impact on job satisfaction levels. Employee job happiness is unaffected by rules and policies, awards, and benefits. The reasons could be the lack of systematic norms and policies or the failure to apply them in the workplace, resulting in unprejudiced managerial decisions and low productivity.
After reviewing the relevant literature for the aforementioned title, we will proceed to discuss the rationale behind the study for the IGNOU MCOM Project PDF.
RATIONALE FOR IGNOU MCOM PROJECT PDF
The majority of young people in India are interested in working in contact centers because of the country’s flourishing IT and ITES sectors, which are well known for their IT prowess. Furthermore, behind the United States, our country has the largest English-speaking population. India boasts a vast pool of highly educated, technologically proficient, English-speaking professionals at a competitive price. Labor costs in a call center operation typically account for 55–60% of the total.
Even with all of these appealing qualities, the call center sector has some drawbacks that contribute to lower job satisfaction, health issues from working late hours, role stress, emotional dissonance, and so on.
The investigator discovered that the very nature of jobs is changing as a result of changes in the corporate environment and the rising use of digitization, automation, and robotics at work. This has resulted in the need to learn new skills and rewrite job descriptions, as well as increased pressure to reskill and adapt to changing work conditions. The investigator studied relevant literature for the current study. Other variables that contribute to occupational stress include the contract-based nature of occupations (found in government and public sector positions) and the lack of job security (seen in private sector jobs in Gujarat). The present researcher believes it is critical to investigate the relationship between contact center employees’ job satisfaction and business culture.
After discussing the rationale for the study of the aforementioned title, we will next learn how to download the complete IGNOU MCOM Project PDF.
