Chapter 4

Review of Literature
Worrell (2004) scanned and defined the levels of Job Satisfaction and relationship between the
variables in a national sample of school psychologists fitting to the National Association of
School Psychologists (NASP). Data were composed through mailed survey packets including a
data form plus Minnesota Satisfaction Questionnaire. 234 full time specialists responded. Result
specified that 90% of school psychologists were satisfied or very satisfied with their jobs. The
findings showed a regular increase in total satisfaction when compared to 1982 and 1992 that
reported being satisfied or very satisfied with their jobs. Applicants in the current sample were
more satisfied with their job security, independence and creativity.
Employees are more loyal and creative when they are fulfilled Hunter & Tietyen, (1997), and
these satisfied employees affect the customer satisfaction and organizational productivity,
Porterfield, (1999). There is no bound for the employees to reach the full fulfillment and it may
vary from employee to employee. Sometimes they need to change their behaviors in order to
effect their duties more effectively to gain greater job satisfaction, Miller, (2006). Having good
relationships with the colleagues, high salary, good working conditions, training and education
opportunities, career developments or any other benefits may be related with the increasing of
employee satisfaction.

Syeed (1992), made an effort to determine the relationship between employee Job Satisfaction
and Administrative effectiveness. The sample for the study comprised of 44 supervisors of a
public sector undertaking which was randomly drawn from a single unit of the Company. The
main objective of the study was to relate satisfaction with Administrative efficiency along with
individual characteristics such as age, education, pay, length of service etc. the study revealed
that Job satisfaction facets had more explanatory power than the personal attributes of
respondents. It was clear from the study that the Association through its human resource
development policies and practices created better environment for employees, resulting in
greater satisfaction which in turn enhanced Managerial effectiveness.

Mathew (1991) tested the relationship between Satisfaction and Administrative pledge with a
Non-recursive model that permitted the simultaneous examination of the influence of satisfaction
on commitment and the influence of commitment on satisfaction. The study highlighted that the
two variables were reciprocally related but that the influence of satisfaction on pledge was
stronger.
According to Nancy C. Morse (1997) “Satisfaction refers to the level of fulfillment of one‟s
needs, wants and desire. Satisfaction depends basically upon what an individual wants from the
world, and what he gets.” Employee satisfaction is a measure of how happy workers are with
their job and working environment. It is sure that there may be many factors affecting the
administrative effectiveness and one of them is the employee satisfaction. Effective
organizations should have a culture that encourages the employee satisfaction, Bhatti & Qureshi,
(2007)

Employee satisfaction is the terminology used to define whether employees are happy, struggled
and satisfying their desires and needs at work. Many measures support that employee satisfaction
is a factor in employee motivation, employee goal achievement and positive employee morale in
the work place.‟ Susan M. Heath field (About.Com). Cranny, Smith & stone (1992) defined ES
as the combination of affective reactions to the differential perceptions of what he/she wants to
receive compared with he/she actually accepts. According to Moyes, Shao & Newsome (2008)
the employee satisfaction may be described as how pleased an employee is with his or her
position of employment. As Spector (1997) defined job satisfaction as all the feelings that a
given individual has about his/her job and its various aspects. Employee satisfaction is a
comprehensive term that comprises job satisfaction of employees and their satisfaction overall
with companies‟ policies, company environment etc.

Balgir (1991) tried to understand hygiene-motivational factors as postulated by Hergeberg based

on their need priorities that dominate the minds of Indian Managers while continuing service in
their respective Organizations. The results revealed that Job Satisfaction, Salary, Job Security,
better chances of promotion, happy Personal life, high Position and friendly social circle are
some of the inspiring factors in that order which strongly impact Indian Mangers.