ISSN 2278 – 859X (Online) Asian Academic Research Journal of Social Sciences & Humanities & ISSN 2319-2801 (Online) Asian Academic Research Journal of Multidisciplinary Editorial Board DR. YOUNOS VAKIL ALROAIA ASSISTANT PROFESSOR DEPARTMENT OF INDUSTRIAL MANAGEMENT, FACULTY OF BUSINESS MANAGEMENT, CHAIRMAN, SEMNAN BRANCH, ISLAMIC AZAD UNIVERSITY SEMNAN , IRAN DR. R. B. SHARMA ASSISTANT PROFESSOR (ACCOUNTING) DEPARTMENT OF ACCOUNTING COLLEGE OF BUSINESS ADMINISTRATION SALMAN BIN ABDULAZIZ UNIVERSITY AL KHARJ, KINGDOM OF SAUDI ARABIA DR. ANUKRATI SHARMA VICE-PRINCIPAL & ASSOCIATE PROFESSOR BIFF & BRIGHT COLLEGE OF TECHNICAL EDUCATION, JAIPUR (RAJ.) (AFFILIATED TO UNIVERSITY OF RAJASTHAN)

DR.SHOBANA NELASCO, ASSOCIATE PROFESSOR FELLOW OF INDIAN COUNCIL OF SOCIAL SCIENCE RESEARCH (ON DEPUTATION) DEPT. OF ECONOMICS, BHARATHIDASAN UNIVERSITY, TRICHIRAPPALLI DR.ARABI.U ASSOCIATE PROFESSOR AND CHAIRMAN DEPARTMENT OF STUDIES AND RESEARCH IN ECONOMICS, MANGALORE UNIVERSITY, MANAGALAGANGOTHRI, DAKSHINA KANNADA DISTRICT KARNATAKA STATE, INDIA-574199 DR.T.CHANDRASEKARAYYA, ASSISTANT PROFESSOR, DEPT OF POPULATION STUDIES & SOCIAL WORK, S.V.UNIVERSITY, TIRUPATI, A.P-517502.

DR. SHIVAKUMAR DEENE DEPT. OF COMMERCE AND MANAGEMENT, GOVT. FIRST GRADE COLLEGE, CHITGUPPA TQ. HUMANABAD, DIST. BIDAR, KARNATAKA (INDIA)

DR. SWAPNALI BORAH ASSOCIATE PROFESSOR & HEAD DEPT.OF FAMILY RESOURCE MANAGEMENT CENTRAL AGRICULTURAL UNIVERSITY SANGSANGGRE, TURA MEGHALAYA – 794005

DR. N.PANCHANATHAM PROFESSOR AND HEAD DEPARTMENT OF BUSINESS ADMINISTRATION ( CORPORATE TRAINER-HRD) ANNAMALAI UNIVERSITY ANNAMALAINAGAR

DR ARUN KUMAR BEHERA, ASST. PROF. POST DOCTORAL FELLOWSHIP EINSTEIN INTL UNIV-USA DEPT. OF ENGLISH, SRI SATHYA SAI INSTITUTE OF HIGHER LEARNING, BRINDAVAN CAMPUS,KADUGODI POST, BANGALORE

DR. RAMESH CHANDRA DAS DEPARTMENT OF ECONOMICS KATWA COLLEGE, KATWA, BURDWAN, WEST BENGAL

DR. MOHAMMED ALI HUSSAIN PRINCIPAL & PROFESSOR, DEPT. OF COMPUTER SCIENCE & ENGINEERING. SRI SAI MADHAVI INSTITUTE OF SCIENCE & TECHNOLOGY, MALLAMPUDI, RAJAHMUNDRY, A.P, INDIA.

MR.NAVANEETHAKRISHAN KENGATHARAN SENIOR LECTURER, DEPT. OF HUMAN RESOURCE MANAGEMENT, UNIVERSITY OF JAFFNA, SRI LANKA KALBANDE DATTATRAYA TRAYAMBAKRAO CENTRAL UNIVERSITY LIBRARY, MAHATMA PHULE KRISHI VIDYAPEETH. RAHURI.DIST.AHAMADNAGAR(M.S).(INDIA) R.CHANDRAMOHAN MANAGING DIRECTOR ORCUS SYSTEM PTE LTD SINGAPORE DR. (MRS.) INDU SWAMI ASSISTANT PROFESSOR POST GRADUATE DEPARTMENT OF ENGLISH, ASSAM UNIVERSITY:: DIPHU CAMPUS, (A CENTRAL UNIVERSITY) DIPHU-782 460 KARBI ANGLONG, ASSAM, INDIA DR.S.ELIZABETH AMUDHINI STPEHEN ASSOCIATE PROFESSOR DEPARTMENT OF MATHEMATICS KARUNYA UNIVERSITY COIMBATORE DR, DIGANTA BISWAS LECTURER IN LAW DEPARTMENT OF LAW UNIVERSITY OF NORTH BENGAL DR.V.MAHALAKSHMI DEAN, PANIMALAR ENGINEERING COLLEGE POONAMALLEE, CHENNAI – 600123

DR. BALASUNDARAM NIMALATHASAN DEPARTMENT OF ACCOUNTING, FACULTY OF MANAGEMENT STUDIES & COMMERCE, UNIVERSITY OF JAFFNA, JAFFNA, SRI LANKA

DR. TAMMA SURYANARAYANA SASTRY HEAD OF THE DEPARTMENT OF LAW, UNIVERSITY OF PUNE DR. S.RAJA, RESEARCH ASSOCIATE MADRAS RESEARCH CENTER OF CMFRI INDIAN COUNCIL OF AGRICULTURAL RESEARCH CHENNAI DR. B.MURALI MANOHAR PROFESSOR –VIT BUSINESS SCHOOL VELLORE INSTITUTE OF TECHNOLOGY, VELLORE DR. M. RAMESH KUMAR MIRYALA PROFESSOR SWAMI RAMANANDA TIRTHA INSTITUTE OF SCIENCE & TECHNOLOGY, NALGONDA DR.V.MOHANASUNDARAM PROFESSOR AND HEAD, DEPARTMENT OF MANAGEMENT STUDIES, VIVEKANANDHA INSTITUTE OF ENGINEERING AND TECHNOLOGY FOR WOMEN, NAMAKKAL DT DR. M. RAMESH KUMAR MIRYALA PROFESSOR SWAMI RAMANANDA TIRTHA INSTITUTE OF SCIENCE & TECHNOLOGY, NALGONDA DR.MOHAMMAD REZA ASSOCIATE PROFESSOR, DEPARTMENT OF SOCIAL WORK, AZAD UNIVERSITY OF KHOMEINISHAHR, ISLAMIC AZAD UNIVERSITY, KHOMEINISHAHR KHOMEINISHAHR, ESFAHAN, IRAN. DR. D. GURUSWAMY ASSISTANT PROFESSOR, DEPARTMENT OF ACCOUNTING AND FINANCE, COLLEGE OF BUSINESS AND ECONOMICS MEKELLE UNIVERSITY, MEKELLE, ETHIOPIA, EAST AFRICA. DR.SHISHIRKUMAR H. MANDALIA I/C UNIVERSITY LIBRARIAN DEPARTMENT: BHAIKAKA LIBRARY, SARDAR PATEL UNIVERSITY, VALLABH VIDYANAGAR, ANAND-388120(GUJARAT)

Asian Academic Research Journal of Social Sciences and Humanities Year 2013, Volume-1, Issue-14 (Aug 2013)

Online ISSN : 2278 – 859X INDEX PAGE

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ARTICLE TITLE

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1.

INDIA - SRI LANKA RELATIONS A.VENKATASESHAIAH; DR.G.THULASIRAM

1-11

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FACTORS AFFECTING VAGINAL DISCHARGE AMONG TRIBAL WOMEN IN INDIA JASPREET KAUR; SAYEED UNISA

12-25

3.

SETTING EFFICIENT SYSTEMS IN HIGHER EDUCATION: BUILDING CAPACITY FOR BETTER FUTURE DR. RITU BAKSHI

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STATUS OF WOMEN WORKERS IN INDIA: IN THE ERA OF GLOBALISATION DR. REKHA K JADHAV; SALMA BANO

40-51

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PERFORMANCE ASPECTS INFLUENCED BY SECURITISATION—AN EMPIRICAL STUDY DR. NIBEDITA ROY

52-71

6.

VIOLET WITHOUT PURPLE: THE COLOUR OF SPOUSAL VIOLENCE IN NESHANI ANDREAS’ THE PURPLE VIOLET OF OSHAANTU OGBEIDE .O. VICTOR

7.

NUTRITIONAL PROBLEM FACING BY THE ELDERLY MALE IN NADIA DISTRICT OF WEST BENGAL BIGITENDRIYA DEBSHARMA

8.

HUMAN RESOURCE MANAGEMENT: INCORPORATION OF WORK ENVIRONMENT AND JOB SATISFACTION R. KANTHIAH ALIAS DEEPAK

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―OLIVE BRANCH‖ A RAY OF HOPE FOR RURAL ECONOMY IN SPECIAL CONTEXT TO RAJASTHAN DR SATISH CHAND SHARMA

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INTERNATIONAL JOB REQUIREMENTS FOR TOURISM GRADUATES OF THE LYCEUM OF THE PHILIPPINES UNIVERSITY MARK IRVIN C. CELIS; AIZA MAGNO; LEONCIO BARLAN JR.; LEAH RASA

11.

REGIONAL ASPECTS OF RURAL LITERACY IN HARYANA DR. (MRS.) SNEHSANGWAN; MAHIMA; DR. RANDHIR SINGH SANGWAN; DR. (MRS.) ANJUDABAS

12.

HOW THE BRITISH LOOTED BENGAL IN EIGHTEEN CENTURY IQTHYER UDDIN MD ZAHED

154-163

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CURRICULUM FOR PEACE EDUCATION BHIM CHANDRA MONDAL

164-169

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QUALITY EDUCATION AND TEACHER DEVELOPMENT KULDEEP CHAND ROJHE; DR. SULOCHNA

170-174

15.

EFFECTIVENESS OF COGNITIVE BEHAVIOUR THERAPY ON RELAPSE AMONG ALCOHOLICS: A STUDY KHAGENDRA NATH GANGAI

16.

UNDERSTANDING MARRIAGE SYSTEM OF KARBI TRIBE OF NORTH-EAST INDIA DR. (MRS.) INDU SWAMI

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ANTENATAL AND NATAL SERVICE UTILIZATION AMONG REPRODUCTIVE AGE WOMEN IN RURAL COMMUNITY OF SOUTHERN KARNATAKA – A SUCCESS OUTCOME UNDER PUBLIC PRIVATE PARTNERSHIP KAVITA PATEL; DR. RENUKA M; ROHIT BAGHEL

18.

RELIGION IN THE URBAN COMMUNITY: AN EXPLORATORY STUDY. PHILIP O. SIJUWADE; JOHN SANTOYA

19.

PSYCHOLOGICAL, SOCIOLOGICAL AND PROFESSIONAL DIMENSIONS OF TEACHERS COMMITMENT AMONG MALE AND FEMALE HIGHER SECONDARY LEVEL TEACHERS- A STUDY DR. PRAMOD KUMAR NAIK; SWETA SINGH

20.

STUDENTS’ PERFORMANCE ON MATHEMATICS DEPARTMENTAL EXAMINATION: BASIS FOR MATH INTERVENTION PROGRAM MS. ANNALIE D. PATENA; DR. BELLA LUZ H. DINGLASAN

21.

LEVEL OF RESEARCH COMPETENCIES AND SATISFACTION OF THE FACULTY MEMBERS FROM THE COLLEGE OF CRIMINOLOGY MARIA JOANNA S. GOMEZ; CHARITO PANALIGAN

22.

ROLE OF MEDIA IN DISASTER MANAGEMENT – AN ANALYSIS DR. AJAY KUMAR

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72-89

90-97

98-114

115-126

127-140

141-153

175-219 220-231

232-236

237-248

249-254

255-268

269-280 281-290

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PRACTICE OF YOGA AND ITS EFFECTS ON CERTAIN PSYCHOLOGICAL PROBLEMS DR. CH. VENKATES WARLU

291-301

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ENVIRONMENTAL POLLUTION IN SOUTH DELHI GITABALI THANGJAM; SHAGUFTA JAMAL

302-311

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A STUDY ON TRAINING NEEDS OF FARMERS REGARDING IMPROVED POTATO PRODUCTION TECHNOLOGY IN MHOW BLOCK OF INDORE DISTRICT (M.P.) MR. SHIVPAL PIPARDE; DR. SANDHYA CHOUDHARY; DR. V.K. SWARNAKAR

26.

U-BHAN SYSTEM AND ITS IMPACT ON URBAN DYNAMICS A CASE STUDY OF SOUTH EASTERN PART OF KOLKATA BHOWMICK, SUSMITA; DR. SIVARAMAKRISHAN, LAKSHMI

27.

PREVALENCE OF MALNUTRITION AMONG ADULT MALE MUNDA AND ORAON OF PASCHIM MEDINIPUR WEST BENGAL INDIA BIGITENDRIYA DEBSHARMA

28.

FEMALE EDUCATION AND CHILD IMMUNIZATION IN WEST BENGAL: A DISTRICT LEVEL ANALYSIS MAUMITA GHOSH

29.

A FUNCTIONAL LINGUISTIC ANALYSIS OF SELECTED INTERROGATIVES IN AUDEE, T. GIWA’S MARKS ON THE RUN ADEWOLE A. ALAGBE; MOSES JOSEPH

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327-348

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A Peer Reviewed International Journal of Asian Academic Research Associates

AARJSH ASIAN ACADEMIC RESEARCH JOURNALOFSOCIAL SCIENCE&HUMANITIES HUMAN RESOURCE MANAGEMENT: INCORPORATION OF WORK ENVIRONMENT AND JOB SATISFACTION R. KANTHIAH ALIAS DEEPAK* Doctorial Research Scholar (Full Time) Department of Business Administration Annamalai University Chidambaram, Tamilnadu, India ABSTRACT This research has been carried out in order to explore the linkage between work environment and job satisfaction among 291 staffs employed by BPO and KPO sectors at Chennai. This study found that there is a solid link between Work Environment and Job Satisfaction. The work environment variables Work pressures, Supervisor’s Support strongly determines the employee’s job satisfaction. The work environment variables like Involvement & Innovation are strongly influenced by employee’s level job satisfaction. Key words: work environment, job satisfaction, work pressure, involvement & innovation, supervisor support.

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1. Introduction There are some keys to win over the employees in an India Software Company. The IT managers have forgotten those soft-skills and techniques in the long-coarse of time. This is one of the reasons why Software Companies faces high ratio of employee turnover in a firm. The survey carried on Top Software Companies in India tells that the employee dissatisfaction level has increased up to 27% in 2007 due work environment factors. Now what worst could happen in Software Company, if the company fails in delivering positive energy to the employees and cares less about their employees. Most of the managers find difficult to delegate the work to their employees. India Software Company needs to have an organized structure and management so as to increase the level of job satisfaction as well as retain their employees for long-time. Consolidations should not be only in the words, but all also action performed by the IT Manager. The term job satisfaction was brought to limelight by Hoppock (1935). According to him job satisfaction is a combination of psychological, physiological and environmental factors that makes a person to admit, I am happy at my job. Locke gives a comprehensive definition of job satisfaction as involving cognitive, affective and evaluative reactions or attitudes and states it is “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience.” Job satisfaction is a result of employees’ perception of how well their job provides those things that are viewed as important.

It is generally recognized in the organizational behaviour field that job

satisfaction is the most important and frequently studied attitude. 2. Review of Literature Roethlisberger & Dickson, 1939, Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies. Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction. Locke, Schwab & Cummings (1970) that have shown that there is at least some relationship between those variables. Affect Theory - Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise 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 facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met. Iaffaldano and Muchinsky (1985) did an Asian Academic Research Journal of Social Sciences & Humanities

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extensive analysis on the relationship between job performance and job satisfaction. Organ (1988) also found that the job performance and job satisfaction relationship follows the social exchange theory; employees’ performance is giving back to the organization from which they get their satisfaction. Earnest 1994, to be successful, top management must be able to manage conflict situations effectively. This requires using different conflict management styles, depending upon the conflict situation faced. Morrison (1997), there are also stronger relationships depending on specific circumstances such as mood and employee level within the company. Bacal, (2001), in the workplace, one is likely to find two forms of conflict. The first is conflict about decisions, ideas, directions and actions, called "substantive conflict" since it deals with disagreements about the substance of issues. The second form, "personalized conflict" is often called a personality conflict. In this form, the two parties simply "don't like each other much".

Judge, Thoresen, Bono, & Patton (2001) a lot of

research has been conducted in the areas of job satisfaction and conflict resolution. In the field of Industrial/Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors. 3. Problem of the study In India BPO and KPO industry providing lot of employment opportunity to the fresher as well experienced people. This is an attractive industry to the job seekers because of its nature. It is very popular industry in India because it provides high class working environment and fulfil its employee’s expectation. Even though the people employed in BPO and KPO industry started to facing problems and which lead them feel dissatisfaction with the job. It is happening because the vast change in BPO and KPO industry’s work environment and the work culture. The people who are all employed in BPO and KPO and other supportive process industry are working unstable schedules and even night shifts which are highly controvert to the Indian working style. The people should be available to do the job according to their clients working hours that may be early, mid or late night. The people employed in BPO and KPO industries are dissatisfied with the work environment which exists.

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Job Satisfaction Variables There following sub scales has been used to understand the Job satisfaction of the people who employed in BPO and KPO Sectors at Chennai, State of Tamilnadu, India. 4.1 Autonomy Autonomy is important in every culture,” Gagné said. “The perception of autonomy has very positive effects on workers. However, managers can’t simply export North American methods of granting autonomy anywhere and expect them to work. Even in Canada, approaches to giving workers more autonomy need to be constantly rethought as the country becomes more multicultural. Autonomy can take many different forms. Organizations may let employees set their own schedules, choose how to do their work or even elect to work from home. No matter how autonomy is defined, when people feel they have latitude, the results are impressive. Potential benefits include greater employee commitment, better performance, improved productivity and lower turnover. Autonomy is especially likely to lead to better productivity when the work is complex or requires more creativity, said Gagné. In a very routine job, autonomy doesn’t have much impact on productivity, but it can still increase satisfaction, which leads to other positive outcomes. When management makes decisions about how to organize work, they should always think about the effect on people’s autonomy. To help address this lack, 4.2 Achievement It refers to an individual's desire for significant accomplishment, mastering of skills, control, or high standards. The term was first used by Henry Murray and associated with a range of actions. These include: "intense, prolonged and repeated efforts to accomplish something difficult. To work with singleness of purpose towards a high and distant goal. Need for Achievement is related to the difficulty of tasks people choose to undertake. Those with low N-Ach may choose very easy tasks, in order to minimise risk of failure, or highly difficult tasks, such that a failure would not be embarrassing. Those with high N-Ach tend to choose moderately difficult tasks, feeling that they are challenging, but within reach. 4.3 Activity It is the process of creating, delegating and tracking the progress of multiple tasks to completion. It is the next step in the form of project management, which is described as “the Asian Academic Research Journal of Social Sciences & Humanities

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discipline of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within defined scope, time, and cost constraints. 4.4 Authority In context of a business organization, authority can be defined as the power and right of a person to use and allocate the resources efficiently, to take decisions and to give orders so as to achieve the organizational objectives. Authority must be well- defined. All people who have the authority should know what is the scope of their authority is and they shouldn’t mutualize it. Authority is the right to give commands, orders and get the things done. The top level management has greatest authority. Authority always flows from top to bottom. It explains how a superior gets work done from his subordinate by clearly explaining what is expected of him and how he should go about it. Authority should be accompanied with an equal amount of responsibility. Delegating the authority to someone else doesn’t imply escaping from accountability. Accountability still rest with the person having the utmost authority. 4.5 Co-Worker However, when the individual’s supervisor offers emotional and social support, the employee may recover without needing to take that extra afternoon or day off. The workers were asked to report on common somatic symptoms, such as headaches or muscle soreness, that they experienced over the past month and to indicate how often their supervisor provided them with emotional and instrumental support once they experienced physical symptoms of stress. The results showed that support from a supervisor when an employee is experiencing psychosomatic symptoms of the stress can make a real difference. When the boss offers support in the form of, for example, a lightened work load or stress management training, it is more likely to keep the worker from taking sick leave. This is because the worker feels more inclined to reciprocate the supportive treatment by keeping their work effort high. 4.6 Creativity The range of scholarly interest in creativity includes a multitude of definitions and approaches involving several disciplines, taking in the relationship between creativity and general intelligence, mental and neurological processes associated with creativity, the relationships between personality type and creative ability and between creativity and mental health, the potential for fostering creativity through education and training, especially as Asian Academic Research Journal of Social Sciences & Humanities

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augmented by technology, and the application of creative resources to improve the effectiveness of learning and teaching processes. 4.7 Moral values Moral values are the standards of good and evil, which govern an individual’s behavior and choices. Individual’s morals may derive from society and government, religion, or self. When moral values derive from society and government they, of necessity, may change as the laws and morals of the society change. An example of the impact of changing laws on moral values may be seen in the case of marriage vs. “living together.” In past generations, it was rare to see couples who lived together without the benefit of a legal matrimonial ceremony. In recent years, couples that set up household without marriage are nearly as plentiful as traditional married couples. But, not only are such couples more plentiful, they are also more accepted by other individuals in our society. 4.8 Recognition A range of formal and informal practices in the workplace that support organizational values, goals, objectives and priorities through positive reinforcement of desired behaviours and performance. The structured, scheduled activities or events with specific criteria which are used to recognize employee contributions and accomplishments. Acknowledgment of day-today accomplishments in the workplace through gestures of appreciation, communication and/or feedback. This type of recognition provides the foundation for formal recognition activities. 4.9 Job security Typically, government jobs and jobs in education, healthcare and law enforcement are considered very secure while private sector jobs are generally believed to offer lower job security and it usually varies by industry, location, occupation and other factors. Personal factors such as education, work experience, job functional area, work industry, work location, etc., play an important role in determining the need for an individual's services, and impacts their personal job security. Since job security depends on having the necessary skills and experience that are in demand by employers, which in turn depend on the prevailing economic condition and business environment, individuals whose services are in demand by employers will tend to enjoy higher job security. To some extent, job security also varies by employment laws of each country. A worker in Continental Europe, if asked about his job security, would reply by naming the type of statutory employment contract he has, ranging Asian Academic Research Journal of Social Sciences & Humanities

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from temporary (no job security) to indefinite (virtually equivalent to 'tenure' in US universities but across the whole economy). However, people's job security eventually depends on whether they are employable or not, and if businesses have a need for their skills or not, so although employment laws can offer some relief and hedge from unemployment risk, they only have a marginal contribution to job security of individuals. Fact is, individuals need to have the right skill set to have good job security. 4.10 Social Status Social status, the position or rank of a person or group within the society, can be determined two ways. One can earn their social status by their own achievements, which is known as achieved status. Alternatively, one can be placed in the stratification system by their inherited position, which is called as cribbed status. Ascribed statuses can also be defined as those that are fixed for an individual at birth. Ascribed statuses that exist in all societies include those based upon sex, age, race ethnic group and family background. 4.11 Working conditions Improving working conditions is one of the ILO’s principal objectives. While wages may rise in many countries, they often remain too low for many workers to meet their basic needs. And while some workers may see decreases in the time they devote to work, the accompanying unpredictability can weaken job security and pose new difficulties for reconciling work and family. Dirty and dangerous working conditions, on the decline in industrialised countries, are still prevalent in the developing world. 4. Work Environment Variables There following sub scales has been used to understand the Work Environment of the people who employed in BPO and KPO and other Supportive Services at Chennai, State of Tamilnadu, India. 5.1 Innovation Chandler (1984) calls this process as an emergence of managerial capitalism in the post industrial economy where the firms are managed by employees rather than an entrepreneur. In the light of the above discussion, it is important to understand how and in what ways employees’ innovation is stimulated within organizational boundaries in Indian software industry. Carlsson B (1991) describes innovation as a social process and defined as collective activity rather than individuals in an organization. The output arising out of the interaction between people, on the one hand, and technology, on the other hand, results in new Asian Academic Research Journal of Social Sciences & Humanities

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knowledge, or a new product or various improvements in products (Suchman, 1999 & Vaughan 1999, Heath et al, 2002). 5.2 Superior’s Support From the social exchange perspective, research has revealed that perceived organizational support is positively related to job attendance and measures of job performance (Eisenberger et al., 1986). From a social exchange perspective, it can be argued that employees who perceive a high level of support from the organization are more likely to feel an obligation to repay the organization in terms of affective commitment (Eisenberger et al., 1986; Shore & Wayne, 1993). According to Eisenberger, Fasolo and DavisLaMastro (1990), employees who feel supported by their organization and care about the organization would engage in activities that help to further the organization’s goals. In summary, many previous studies have shown that perceived organizational support was positively associated with levels of job satisfaction, high level of perceived organizational support resulted higher level of job satisfaction (Burke & Greenglass, 2001; Burke, 2003; Stamper & Johlke, 2003; ArmstrongStassen, Cameron & Horsburgh, 1996). 5.3 Work Pressure IT manager’s inbox says that in the IT world working under pressure is a daily occurrence. Knowing the steps to take when faced with an issue can greatly reduce the stress of working under pressure. Deadlines, project changes, unforeseen obstacles, critical outages are only a few of the stressful issues that can arise in the IT world. We face these circumstances often and can feel a great deal of pressure to get them taken care of. Working under pressure involves dealing with circumstances that can be constrained by time, resources, the difficultly of the task, all of these and more. It involves the stress that comes from dealing with a matter that must be taken care of in a timely manner. This pressure can lead to physical or mental distress. 5.4 Innovation Innovation is the development of new customer’s value through solutions that meet new needs, inarticulate needs, or old customer and market needs in new ways. This is accomplished through different or more effective products, processes, services, technologies, or ideas that are readily available to markets, governments, and society. Innovation differs from invention in that innovation refers to the use of a better and, as a result, novel idea or method, whereas invention refers more directly to the creation of the idea or method itself. Asian Academic Research Journal of Social Sciences & Humanities

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Innovation differs from improvement in that innovation refers to the notion of doing something different rather than doing the same thing better. 5.5 Physical comfort According to a recent study conducted by the Whole Building Design Guide (WBDG) Productive Committee, physical comfort in the workplace is critical to work effectiveness, satisfaction, physical and psychological well-being of employees. Uncomfortable working conditions-too hot, too cold, too noisy, too dark, too light, too much glare-restrict the ability of workers to function to optimum capacity, and it can even lead to job dissatisfaction and increase work related illness symptoms. 5.6 Task orientation It is the quality of a manager who maintains strong discipline to task completion and deadlines. A highly task-oriented manager maintains focus on timing and quality of work and, at the extreme, can lose sight of the importance of showing consideration for employees. A leader with strong orientation often gets labelled as an authoritarian leader because he puts his own plan into action with little employee involvement. 5.7 Co-worker cohesion Co-worker cohesion is the practice of team building through exciting, fun and challenging means that improves employee performance and allows individuals to flourish in team settings. Whether cohesion is achieved through adventures, field trips, or cohesion, the benefits of team building are unmistakable. Team building activities are both beneficial to organizations and employees alike. These activities can be inspirational, foster unity between co-workers, and allow an alternative means for employees to achieve cohesion outside of the office. 5. Objectives The research will analyse the factors related to work environment and its impact on job satisfaction of employees in BPO and KPO industry at Chennai, Sate of Tamilnadu, India. 1. Analyse the existing Work Environment in BPO and KPO industry 2. Discover the present level of Job Satisfaction of the people employed in BPO and KPO industry 3. Establish the association existing between Work Environment & Job Satisfaction Asian Academic Research Journal of Social Sciences & Humanities

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6. Research Methodology This section discusses the sample size, sample selection procedure, variables selection, the model used for the research and the statistical techniques employed to find out the relationship between work life conflict and job satisfaction. 7.1 Sample Size In the account of sample size the total population of 30000 in Chennai region. In that we have given our questionnaire to 529 employees. We received back the filled questionnaire from 291 employees. We have used 20 scales in order to find the job satisfaction and 10 scales to know the work environment. 7.2 Participants All 291 participants are from top ten BPO and KPO Companies which is situated in Chennai, Tamilnadu, India. The sample size including 176 BPO and 115 KPO process, The age ranged between 21 – 42 years. 7.3 Sample Selection Procedure Samples were selected by using Chunk Sampling method. This method of sampling involves using convenient method without going through the rigor of sampling method. We had use of NASCOMM database to select the required number of samples. Samples are the employees of top ten BPO and KPO companies which are situated in Chennai, Tamilnadu, India. The Questionnaire has been sent through e-mail and the information also been collected in the same way. 7.4 Tools This study has been carried out as the Linkage Research to find the relationship between Work environment and Job satisfaction which has been measured by Minnesota Satisfaction Questionnaire and Work Environment Scale. The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employee's satisfaction with his or her job. Three forms are available: two long forms (1977 version and 1967 version) and a short form. The MSQ provides more specific information on the aspects of a job that an individual finds rewarding than do more general measures of job satisfaction. Long - Form MSQ measures job satisfaction on 20 five-item scales: Ability Utilization, Achievement, Activity, Advancement, Authority, Company Policies, Compensation, Coworkers, Creativity, Independence, Security, Social Service, Social Status, Moral Values, Asian Academic Research Journal of Social Sciences & Humanities

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Recognition, Responsibility, Supervision—Human Relations, Supervision—Technical Variety, Working Conditions. Additionally, a 20-item General Satisfaction scale is also scored. There are two versions of the long-form MSQ, a 1977 version and a 1967 version. The 1977 version, which was originally copyrighted in 1963, uses the following five response choices. 7.5 Hypothesis Increase in negative work environment decrease the job satisfaction. Level of Job, Need fulfilment, Conflicts, Remuneration is found to be the most important factors associated with work environment. BPO and KPO employees who have poor work environment negatively influence the job satisfaction. Therefore, following hypothesis is proposed for this study. H1 There is a relationship between work environment and job satisfaction. 7.6 Results Regression analysis is a technique used for the modelling and analysis of numerical data consisting of values of a dependent variable (response variable) and of one or more independent variables (explanatory variables). The value of R Square ranges between 0 and 1, where 0 means no variance explained by the explanatory variable(s) and 1 means 100% variance explained by the variables. There are 20 sub-scales to find the level of job satisfaction and 10 sub-scales to find the work environment has been used for the calculation. Each sub-scales of WES are main element to understand the level of job satisfaction. Control and Cohesion is never accounted by any variance more than 2 times. Involvement is accounted 20 times. Innovation is accounted 17 times. Support is accounted 12 times. Other sub scales of WES are accounted range is 4 – 9 times. Involvement range from 2% - 14% of variance accounted, Innovation range from 4% - 30% of variance accounted, Support range from 1% - 19% of variance accounted in General satisfaction. Company Policies and General satisfaction has been accounted by more variance. Here the Job satisfaction variable variance company policy influences the level of remuneration and it is accounted 7 times, and also the variables co-workers, independence, Recognition and Respect decides the chance of occurring conflict among the employee group and it is accounted more than 10 times.

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Multiple Regression for predicting Job satisfaction with Work Environment Factors Job Satisfaction Scale

R2 Total

Autonomy

0.162***

Achievement

0.116***

Activity

0.098***

Advancement

0.228***

Authority

0.123***

Comp. Policies

0.424***

Compensation

0.137***

Co-Workers

0.252***

Creativity

0.281***

Independence

0.065***

Moral Values

0.132***

Recognition

0.355***

Respect

0.239***

Security

0.225***

Social Service

0.098***

Social Status

0.121***

Supervision-HR

0.389***

Supervision-Tech

0.36***

Variety

0.184***

Work Conditions Gen. Satisfaction

0.354***

0.391*** ***p<.001 **p<.01 *p<.05

Step 1 Inv 0.118*** Inv 0.082*** Inv 0.080*** Sup 0.151*** Inn 0.090*** Cla 0.300*** Sup 0.077*** Coh 0.216*** Inn 0.206*** Aut 0.053*** Inv 0.086*** Sup 0.312*** Aut 0.176*** Sup 0.175*** Inv 0.085*** Inv 0.080*** Sup 0.357*** Sup 0.309*** Inn 0.129*** Com 0.299*** Sup 0.262***

Step 2 Inn 0.035*** Inn 0.025*** Inn 0.018*** Inv 0.050*** Sup 0.025*** Sup 0.086*** Com 0.028*** Inv 0.029*** Aut 0.062*** Inv 0.012*** Sup 0.030*** Inn 0.025*** Inv 0.045*** Cla 0.025*** Inn 0.013*** Inn 0.025*** TO 0.025*** Cla 0.030*** Inv 0.045*** Sup 0.035*** Inv 0.072***

Step 3 Step 4 Aut 0.009*** Aut. Com 0.006** 0.003*

Step 5

Inn 0.018*** Inv 0.008** Inn 0.02*** Inv 0.017*** TO 0.007** Inv 0.010***

WP 0.006**

Inn 0.013*** Inv 0.012*** Inn 0.015*** Coh 0.014***

Cla 0.003* Cla Aut 0.003* 0.003* Sup 0.003* Aut WP 0.005*** 0.003*

WP 0.010*** WP 0.004** Inn 0.010*** Aut 0.010*** Inn 0.009*** Inn 0.030***

TO Com 0.003* 0.003* Inn 0.003** Con Inv 0.006*** 0.005**

Step 7

Cla 0.003*

TO WP Com Inv 0.008*** 0.010*** 0.005*** 0.002* WP 0.015***

WP 0.003*

Inv 0.003*

WP Inv 0.006*** 0.005*** Cla Com Aut 0.015*** 0.007*** 0.003**

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Step 6

WP 0.002**

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Range for Work Environment Scale Inv

Inn

Aut

Com

Sup

Cla

TO

WP

Con

Coh

0.118

0.090

0.053

0.299

0.151

0.300

0.025

0.010

0.006

0.216

0.082

0.206

0.176

0.028

0.077

0.025

0.007

0.004

0.080

0.129

0.062

0.003

0.312

0.030

0.008

0.006

0.086

0.035

0.009

0.003

0.175

0.003

0.003

0.015

0.085

0.025

0.006

0.007

0.357

0.003

0.003

0.080

0.018

0.01

0.005

0.309

0.015

0.006

0.050

0.025

0.005

0.262

0.003

0.01

0.029

0.013

0.003

0.025

0.003

0.012

0.025

0.003

0.086

0.002

0.045

0.018

0.030

0.045

0.02

0.035

0.072

0.013

0.003

0.008

0.015

0.017

0.01

0.010

0.009

0.012

0.03

0.005

0.003

0.014

0.005 0.003 0.002 0.846

0.684

0.327

0.345

1.822

0.379

0.043

0.059

0.006

0.230

Inv- Involvement, Inn-Innovation, Aut-Autonomy, Com-Comfort, Sup-Supervisor Support, Cla-Clarity, TO-Task Orientation, WP-Work Pressure, Con-Managerial Control, Coh-Coworker Cohesion 7. Limitations The study has the following limitations:  Minimum days of project which misses the close observation and in-depth study.  The study is restricted only to the BPO and KPO employees at Chennai.  The possibility to enter the inaccurate information in the questionnaire.  The attitude of the participants may change from time to time; hence the result of the project may be applicable only at present. Asian Academic Research Journal of Social Sciences & Humanities

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 There is no measure to check out whether the information provided by the participants

is correct or not. 8. Recommendations Performance appraisal, conflicts are major concerns to BPO and KPO employees and it decides their level of satisfaction. The BPO and KPO companies should be very conscious on managing these areas. Indian software companies should improve their appraisal and remuneration system. Indian software companies should properly identify the reasons for frequent turnover of employees and develop the strategy to retain them and improve work environment accordingly. Conflicts should be resolved neutrally. There should be a nice scope for development. In BPO and KPO sector employee’s turnover are the major problem and its happening frequently. The main cause for that is conflict and remuneration. 10. Conclusion The Indian software companies are employee’s intensive industry. Job satisfaction and work environment are the main factor which decides Sustainability and Productivity. This study found that there is solid link between Work Environment and Job Satisfaction. The work environment variables like Involvement & Innovation are strongly influenced by employee’s job satisfaction. Work environment variables Work pressures, Supervisor’s Support are decides Employee’s Job Satisfaction. The Job Satisfaction variables Achievement, Moral Values, Creativity are concretely biased by Work Environment variables Work Pressure, Supervisor Support, Co-worker Cohesion.

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