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ervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the company's compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly

3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

3. My skills and abilities are adequately used at work

From all above we can conclude level of job satisfaction of our employees.

RATING SCALE

It is one of the most common methods of measuring job satisfaction. The popular rating scale used to measure Job satisfaction is to include:

Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees.

Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hullin.

Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers.

CRITICAL INCIDENTS

Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It involves asking employees to described incidents on job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspects responsible for the positive and negative attitudes.

PERSONAL INTERVIEWS

This method facilitates an in-depth exploration through interviewing of job attitudes. The main advantage in this method is that additional information or clarifications can be obtained promptly.

JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. It may widen the number of task the employee must do th