INTRODUCTION:-

Job satisfaction in regards to one’s feeling or state of mind regarding nature of

their work. Job can be influenced by variety of factors like quality of one’s
relationship with their supervisor, quality of physical environment in which
they work, degree of fulfillment in their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as

negative attitude towards job has been defined variously from time to time. In
short job satisfaction is a person’s attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of

many specific likes and dislikes experienced in connection with the job- their
evaluation may rest largely upon one’s success or failure in the achievement of
personal objective and upon perceived combination of the job and
combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of

employee’s feelings in four important areas. These are:

 Job-nature of work (dull, dangerous, interesting), hours of work, fellow

workers, opportunities on the job for promotion and advancement
(prospects), overtime regulations, interest in work, physical environment,
and machines and tools.
 Management- supervisory treatment, participation, rewards and
punishments, praises and blames, leaves policy and favoritism.
 Social relations- friends and associates, neighbors, attitudes towards
people in community, participation in social activity socialibility and
caste barrier.
 Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their

job and a predictor of work behavior such as organizational citizenship,

Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints

and grievances, absenteeism, turnover, and termination; as well as
improved punctuality and worker morale. Job satisfaction is also linked with
a healthier work force and has been found to be a good indicator of
longevity.

Job satisfaction is not synonyms with organizational morale, which the

possessions of feeling have being accepted by and belonging to a group of
employees through adherence to common goals and confidence in
desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an

individual state of mind.

 CHAPTER-2

JOB SATISFACTIONS

2.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of

them are taken from the book of D.M. Pestonjee “Motivation and Job
Satisfaction” which are given below:

Job satisfaction is defined as a pleasurable, emotional, state resulting

from appraisal of one’s job. An effective reaction to one’s job.

Weiss:

Job satisfaction is general attitude, which is the result of many specific

attitudes in three areas namely:

Specific job factors

Individual characteristics

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person

hold towards the job, towards the related factors and towards the life in

general.
Glimmer

Job satisfaction is defined as “any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, ‘I am satisfied

with my job.”

Job satisfaction is defined, as employee’s judgment of how well his job on a

whole is satisfying his various needs

Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind

resulting from appraisal of one’s job or job experiences.

2.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He
revived 35 studies on job satisfaction conducted prior to 1933 and observes
that Job satisfaction is combination of psychological, physiological and
environmental circumstances. That causes a person to say. “I m satisfied
with my job”. Such a description indicate the variety of variables that
influence the satisfaction of the individual but tell us nothing about the
nature of Job satisfaction.
Job satisfaction has been most aptly defined by pestonjee (1973) as a job,

management, personal adjustment & social requirement. Morse (1953)

considers Job satisfaction as dependent upon job content, identification

with the co., financial & job status & priding group cohesiveness

One of the biggest preludes to the study of job satisfaction was the

Hawthorne study. These studies (1924-1933), primarily credited to Elton

Mayo of the Harvard Business School, sought to find the effects 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
found that this increase resulted, not from the new conditions, but from
the knowledge of being observed.

This finding provided strong evidence that people work for purposes other

than pay, which paved the way for researchers to investigate other factors

in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the

study of job satisfaction. Frederick Winslow Taylor’s 1911 book, Principles
of Scientific Management, argued that there was a single best way to
perform any given work task. This book contributed to a change in
industrial production philosophies, causing a shift from skilled labor and
piecework towards the more modern 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 answer regarding job satisfaction.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid

the foundation for job satisfaction theory. This theory explains that people

seek to satisfy five specific needs in life – physiological needs, safety needs,

social needs, self-esteem needs, and self-actualization.

This model served as a good basis from which early researchers could
develop job satisfaction theories.

2.3 IMPORTANCE OF JOB SATISFACTION

 Job satisfaction is an important indicator of how employees feel

about their job and a predictor of work behavior such as
organizational, citizenship, Absenteeism, Turnover.

 Job satisfaction can partially mediate the relationship of personality

variables and deviant work behavior.

 Common research finding is that job satisfaction is correlated with life

style.

 This correlation is reciprocal meaning the people who are satisfied with

the life tends to be satisfied with their jobs and the people who are

satisfied their jobs tends to satisfied with their life.

 This is vital piece of information that is job satisfaction and job

performance is directly related to one another. Thus it can be said that,

“A happy worker is a productive worker.”

 It gives clear evidence that dissatisfied employees skip work more

often and more like to resign and satisfied worker likely to work longer

with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

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 can often
leads to a positive work attitude. 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 productivity- the quantity and quality of output per hour worked-
seems 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 Herzberg’s (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 loss of job, will not give
100 percent of their effort for very long. Though fear is a powerful
motivator, it is also a temporary one, and also as soon as the threat is lifted
performance will decline.

Job satisfaction benefits the organization includes reduction in complaints

and grievances, absenteeism, turnover, and termination; as well as
improved punctuality and worker morale. Job satisfaction is also linked with
a healthier work force and has been found to be a good indicator of
longevity.

Although only little correlation has been found between job satisfaction

and productivity, Brown (1996) notes that some employers have found that

satisfying or delighting employees is a prerequisite to satisfying or

delighting customers, thus protecting the “bottom line”.

2.5 WORKERS ROLE IN JOB SATISFACTION

If 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 communication skills. Employer’s value and rewards

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 relive boredom and often
gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by

most organizations and often results 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 help to give
meaning to one’s existence, thus playing a vital role in job satisfaction.
Learn to de-stress. Plan to avoid burn out by developing healthy stress
management techniques.

2.6.FACTORS OF JOB SATISFACTION

 Hoppock, the earliest investigator in this field, in 1935 suggested

that there are six major components of job satisfaction. These are as

under:

 The way the individual reacts to unpleasant situations, The facility with
which he adjusted himself with other person The relative status in the
social and economic group with which he identifies himself .The nature
of work in relation to abilities, interest and preparation of worker
Security Loyalty

 Herberg, mausaer, Peterson and capwell in 1957 reviewed more than

150 studies and listed various job factors of job satisfaction. These
are briefly defined one by one as follows:

1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be
constant for the work regardless of where the work was performed.

2. Supervision
This aspect of job satisfaction pertains to relationship of worker with
his immediate superiors. Supervision, as a factor, generally influences
job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not

necessary a part of the work. Hours are included this factor because it
is primarily a function of organization, affecting the individuals comfort
and convenience in much the same way as other physical working
conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory

remuneration for work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources

of betterment of economic position, organizational status or
professional experience.

6. Security

It is defined to include that feature of job situation, which leads to

assurance for continued employment, either within the same company
or within same type of work profession.
 7. Company & management

It includes the aspect of worker’s immediate situation, which is a

function of organizational administration and policy. It also involves the
relationship of employee with all company superiors above level of
immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those

employees at same or nearly same level within the organization.

9. Communication

It includes job situation, which involves spreading the information in

any direction within the organization. Terms such as information of
employee’s status, information on new developments, information on
company line of authority, suggestion system, etc, are used in
literature to represent this factor.

10.Benefits

It includes those special phases of company policy, which attempts to

prepare the worker for emergencies, illness, old age, also. Company
 allowances for holidays, leaves and vacations are included within this

factor.

2.7 REASONS OF LOW JOB SATISFACTION

Reasons why employees may not be completely satisfied with their jobs:

1. Conflict between co-workers.

2. Conflict between supervisors.

3. Not being opportunity paid for what they do.

4. Have little or no say in decision making that affect employees.

5. Fear of loosing their job.

2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or

obligation.
If there will be low job satisfaction among the employees the rate of

absenteeism will definitely increase and it also affects on productivity of

organization.
Job High B
Sa
tisf
acti
ons

Low
A

Rate of Turn Over

In the above diagram line AB shows inverse relationship between job
satisfaction and rate of turnover and rate of absenteeism. As th job satisfaction
is high the rate of both turn over and absenteeism is low and vise a versa.

2. HIGH TURNOVER

In human resource refers to characteristics of a given company or

industry relative to the rate at which an employer gains and losses the staff. If
the employer is said to be have a high turnover of employees of that company
have shorter tenure than those of other companies.

3. TRAINING COST INCREASES

As employees leaves organization due to lack of job satisfaction. Then

Human resource manager has to recruit new employees. So that the

training expenditure will increases.

2.9 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one

recent study even found that if college students majors coinsided with their

job , this relationship will predicted subsequent job satisfaction.

 However, the main influences can be summerised along with the

dimentions identified above.

The work itself

The concept of work itself is a major source of satisfaction. For example,

research related to the job charactoristics approach to job design, shows
that feedback from job itself and autonomy are two of the major job
related motivational factors. Some of the most important ingridents of a
satisfying job uncovered by survey include intersting and challenging work,
work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex,

multidimentional factor in job satisfaction. Money not only helps people
attain their basic needs butevel need satisfaction. Employees often see pay
as a reflection of how managemnet view their conrtibution to the
organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of

benefits they prefer within a total package, called a flexible benefit plan,
 there is a significant increase in both benefit satisfaction and overall job

satisfaction.

Promotions

Promotional opportunities are seem to be have avarying effect on job

satisfaction. This is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily

good worker. In other words, if management could keep the entire worker’s
happy”, good performance would automatically fallow. There are two
propositions concerning the satisfaction performance relation ship. The first
proposition, which is based on traditional view, is that satisfaction is the effect
rather than the cause of performance. This proposition says that efforts in a
job leads to rewards, which results in a certain level of satisfaction .in another
proposition, both satisfaction and performance are considered to be functions
of rewards.

Various research studies indicate that to a certain extent job satisfaction

affects employee turn over, and consequently organization can gain from
lower turn over in terms of lower hiring and training costs. Also research has
shown an inverse relation between job satisfaction and absenteeism. When
job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:

1. Recognition as an individual

2. Meaningful task

3. An opportunity to do something worthwhile.

4. Job security for himself and his family

5. Good wages

6. Adequate benefits

7. Opportunity to advance

8. No arbitrary action- a voice a matters affecting him

9. Satisfactory working conditions

10.Competence leadership- bosses whom he can admire and respect

as persons and as bosses.

However, the two concepts are interrelated in that job satisfaction can
contribute to morale and morale can contribute to job satisfaction.

It must be remembered that satisfaction and motivation are not synonyms.

Motivation is a drive to perform, where as satisfaction reflects the
individual’s attitude towards the situation. The factors that determine
whether individual is adequately satisfied with the job differs from those
that determine whether he or she is motivated. the level of job satisfaction
is largely determined by the comfits offered by the environment and the
situation . Motivation, on the other hand is largely determine by value of
reward and their dependence on performance. The result of high job
satisfaction is increased commitment to the organization, which may or
may not result in better performance.

A wide range of factors affects an individual’s level of satisfaction. While

organizational rewards can and do have an impact, job satisfaction is
primarily determine by factors that are usually not directly controlled by
the organization. a high level of job satisfaction lead to organizational
commitment, while a low level, or dissatisfaction, result in a behavior
detrimental to the organization. For example, employee who like their
jobs, supervisors, and the factors related to the job will probably be loyal
and devoted. People will work harder and derive satisfaction if they are
given the freedom to make their own decisions.
Title :- A Job Satisfaction and Its Influential Factors

Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is

influenced by the levels of Occupation, Job involvement and Participation. The

sample for the study consisted of 250 officers and 250 clerical cadres belonging to

a Nationalized bank in Western India. The study confirmed the hypothesis and it

was found that Job Satisfaction of the Bank employees was positively affected by

the Occupational level, Job involvement and participation.

Title:- A Quantitative Approach for Analysing Motivational Factors

Balgir (1991) attempted 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 Organisations. 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

motivating factors in that order which strongly influence Indian Mangers.

Title :- A Study on Employee Job Satisfaction in Different Sectors

Mathew (1991) tested the relationship between Satisfaction and Organisational

commitment 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 commitment was

stronger.

Title:- Job Satisfaction-Occupational stress relationship

Mehra and Mishra (1991) in their study explored the potential moderator effect

of mental health on the Intrinsic Job Satisfaction-Occupational stress relationship.

The study was conducted on 250 blue collar industrial workers of UPTRON India

Ltd. The findings of the study showed that mental health has a moderating effect

on the Intrinsic Job Satisfaction-Occupational stress relationship.

Title:- The investigation explored the nature of relationship between Job

Satisfaction

Dhar and Jain(1992) carried out an investigation amongst academicians. The

investigation explored the nature of relationship between Job Satisfaction, Job

Involvement, Age and Length of service. An important finding of the study was

that Job Involvement and Job Satisfaction are positive correlates which imply that

involvement in Job increases Job Satisfaction and vice-versa.

Title:- The relationship between employee Job Satisfaction and Organisational

effectiveness

Syeed (1992), made an endeavour to determine the relationship between employee

Job Satisfaction and Organisational effectiveness. The sample for the study

consisted 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 Organisational effectiveness along with personal attributes

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 Organisation through its human

resource development policies and practices created better environment for

employees, resulting in greater satisfaction which in turn enhanced Organisational

effectiveness.

Title:- A study on faculty Job Satisfaction and their views on management

Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views

on management of the two universities in Andhra Pradesh. The sample consisting

of 200 teaching faculty and 100 members were selected randomly from each

university and the attempt was made to measure Job Satisfaction of the faculty in

universities of Andhra Pradesh. The study found that the factors such as freedom in
job, scope for self-improvement, income and job security were causing satisfaction

while bureaucratic rules, no recognition for work and routine work were causing

dissatisfaction to them.

Title:- the research on employee’s attitudes and Job Satisfaction.

Sarri and Judges’ (2004), article provided greater understanding of the research on

employee’s attitudes and Job Satisfaction. The article identified three gaps between

Human resource practice and the scientific research in the area of employee

attitudes in general and the most focal employee attitude in particular –Job

satisfaction: the causes of employee attitudes, the result of positive or negative job

satisfaction and how to measure and influence employee attitudes. Suggestions for

practitioners are provided on how to close the gaps in knowledge and for

evaluating implemented practices.

Title:- Job Satisfaction and relationship between the variables in a national sample

Worrell (2004) examined and described the levels of Job Satisfaction and

relationship between the variables in a national sample of school psychologists

belonging to the National Association of School Psychologists (NASP). Data were

collected through mailed survey packets including a data form including

Minnesota Satisfaction Questionnaire. 234 full time practitioners responded. Result

indicated that 90% of school psychologists were satisfied or very satisfied with
their jobs. The findings showed a gradual increase in overall satisfaction when

compared to 1982 and 1992 that reported being satisfied or very satisfied with their

jobs. Participants in the current sample were more satisfied with their job security,

independence and creativity.

Title:- Job Satisfaction of the women managers working in automobile

Manufacturing Industry

Santhapparaj (2005) studied the Job Satisfaction of the women managers working

in automobile Manufacturing Industry in Malaysia. It was based on primary survey

from 200 women managers. The study investigated the relationship between

specific aspects of Job Satisfaction and the personal characteristics of women

managers. It was also aimed to retest the Herzberg’s Two-Factors theory. The

correlation analysis showed that there was a significant negative correlation

between education level and pay, promotion people on present job and job in

general. The percentage of overall satisfaction was 75.59%. The results did not

support the Hezberg’s theory and concluded that no separate and distinct factors

lead to job satisfaction or dissatisfaction, but if they were together contributed to

job satisfaction or dissatisfaction. The study reveals that there was a need for

change in the Organisational culture and the management should create the

environment for social and organisational network. The factor which was relatively

less satisfied was the pay and this can be improved only through dialogue which
involve cost to the organisation and the less level of satisfaction on present job

could be easily improved by job rotation, providing challenging job and so on.

Title: - job satisfaction of the women managers working in automobile industry

Santhapparaj, et.al. (2005) were assessed the job satisfaction of the women

managers working in automobile industry in Malaysia based on primary survey

from 200 woman managers. The result showed that female managers were

generally satisfied with their job. Highest level of satisfaction occurs in the areas of

supervision, job in general, and present job and present pay. However, relatively

more number of women managers was dissatisfied with their co-workers, pay and

present job. The correlation analysis showed that there was a significant negative

correlation between age, education and various job factors that determine the job

satisfaction.

Title:- Quality of Work life and Job satisfaction

Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT

Companies professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The

objectives of the study were to explore the levels of Job Satisfaction and

relationship between demographic characteristics and satisfaction, to find

differences exists between demographic characteristics with overall Job

Satisfaction, to identify specific Indicators that causes dissatisfaction and to

examine the hierarchy of needs among IT Professionals. The questionnaire was

administered to collect primary data. The study revealed that higher income groups

and higher experienced were the most dissatisfied with Job Security. It was also

showed that the most satisfied employees in IT Industry were of Hyderabad,

followed by Chennai and Bangalore respectively.

Title:- work-related behavioural measures of job stress, Satisfaction and

performance of professional

Chen and Silverthrone (2008) examined the relationship between Locus of Control

(LOC) and the work-related behavioural measures of job stress, Satisfaction and

performance of professional accountants who work for Certified Public Accountant

(CPA) firms in Taiwan. The main objective of the study was to assess how LOC

impacts individuals and behaviour in the work place in three primary areas: Job

Stress, Job Satisfaction and Job performance. A total of 620 survey instruments

were mailed to 310 Certified Public Accountant firms in Taiwan with two surveys

sent to each firm. The findings indicated that one aspect of an accountant’s

personality, as measured by locus of control, plays an important role in predicting

the level of Job satisfaction, stress and performance. Individuals with a higher

internal locus control are more likely to have lower levels of job stress and higher

levels of job performance and satisfaction.

O’Leary, Patrick, et.al (2008) studied the relationship between job characteristics

and job satisfaction amongst physicians in Russia. This research included rewards,

other people, nature of work and organisational context. The instrument used in

this study was based on the Physicians work-life survey (PWS) created by Konrad

et.al (1999) and representing the Society for General Internal Medicine. The survey

was distributed to physicians in four Russian cities. The sample included 2,325

physicians. The research had a large number of female respondents. The study

found that the male doctors report higher levels of Job satisfaction than Female

doctors and polyclinic doctors report higher level of satisfaction than those

employed by Hospitals. The majority of doctors are satisfied with patient’s

relationship, colleagues and staff relationship, and prestige and the majority of

physicians were dissatisfied with administration and time constraints. The

dissimilar finding in the study was that women physicians appear more likely to be

satisfied with their compensation than do their male counterparts. The study also

found that doctors were more likely to be satisfied if they maintained clinical

autonomy, if they were paid well, if they did not have excessive bureaucratic

interference.

Title:- A study defined job satisfaction as any combination of emotional, physical

and ecological conditions

Origo and Pagani (2008) investigated the relationship between flexibility and Job

Satisfaction. In their analysis they verified whether various aspects of flexibility

namely functional and quantitative flexibility, produce different impact on overall

extrinsic and intrinsic Job Satisfaction. They also tested whether the impact of

flexibility on Job Satisfaction varied with workers characteristics. Empirical

evidence was based on a representative sample of European employees taken from

a specific wave of the Euro barometer Survey. The study found that there was a

positive link between functional flexibility and Job Satisfaction and there was

either no effect or a negative impact of quantitative flexibility. The positive impact

of functional flexibility was greater when compared to the satisfaction for intrinsic

aspects of the job. Estimate by workers characteristics highlighted interesting

differences by age, skill and country of residence.

Title:- says employee satisfaction is correlated with work culture in public sector

industry

Mau, et.al.16(2008) examined the Job Satisfaction of beginning teachers and the

factors influencing their satisfaction and investigated if students who persisted in

teaching aspiration were more likely to be satisfied with their work. 450 tenth

grade students from a nationally representative sample, who aspired to be teachers,

were examined over ten year period regarding their career choices. A Job

Satisfaction model was tested using clusters of variables as guided by Social

Cognitive Career Theory (SCCT). The study found that the students who persisted

in teaching were significantly more satisfied than those who did not persist and

those with non-teaching career. Beginning teachers were more satisfied with their

jobs than those in other occupations. Teachers who had teaching license also

reported that they were more satisfied than those who did not have license. The

social-contextual factors i.e. race, socioeconomic status, teaching license, parent’s

education and occupation were the best predictors of Job Satisfaction.

Title:- relationship between each dimension of public service motivation and

public servant’s Job Satisfaction

Liu, et.al.17 (2008) investigated the dimensionality and generalizability of Public

Service Motivation and also examined the relationship between each dimension of

public service motivation and public servant’s Job Satisfaction. Exploratory factor

analysis and confirmatory factor analysis techniques were applied to survey data of

191 public servants in China. The result indicated that the public service

motivation observed in the West existed in china, but the generalizability of the

construct was limited. Three of the four dimensions of public service motivation

(attraction to public policy making, commitment to the public interest and self-

sacrifice) existed in China, but the fourth dimension (compassion) was

unconfirmed.
Chileshe and Haupt18 (2009) investigated the perceived age differences in Job

Satisfaction of construction workers in South Africa. The main objectives of the

study were to identify the major variables affecting the relative aspects of work

within the South African Construction industry and to investigate the impact of age

on the satisfaction derived from work. A total of 300 questionnaires were sent to

potential respondents. A total of 65 usable questionnaires were returned. Result of

the study indicated that Job Satisfaction differential does not exist between

younger and older workers. Although both younger and older workers ranked the

relationship with workmates as being poor, age does not have an influence on the

effects of the aspects of work. In terms of the effects of Job Satisfaction younger

workers reported higher scores than older workers on ‘indifference’, whereas the

younger workers ranked poor recognition of abilities as the most effect in

comparison to the older workers who reported suffering from a “lack of alertness”

as the most ranked effect.

Gunlu, et.al.19 (2009) examined the effect of Job Satisfaction on Organisational

commitment for managers in large-scale hotels in the Aegean region of Turkey

and, in addition, examined whether there is significant relationship between the

characteristics of the sample, organisational commitment and Job satisfaction. Two

structured questionnaire were administered to large scale hotel managers in the

tourism industry. The population was selected randomly with a sampling ratio of

25 percent. A total of 48 managers in four-star hotels and 75 managers in five-star

hotels were reached for a total sample of 123 managers. A total of 43 managers

were middle level, whereas 80 were lower level managers such as supervisors. The

data were analysed using statistical package for Social Sciences version 13. The

findings of the study indicated that extrinsic, intrinsic and general job satisfaction

had a significant effect on normative commitment and affective commitment.

Bellou20 (2009) examined the influence of gender and age on relationship between

organisational culture and Job satisfaction. One hundred and twenty five (125)

usable questionnaires were gathered from three Public Hospitals located in a major

Greek City. The measures adopted include the Organisational Culture Profile and

Job Descriptive Index. The statistical analyses include descriptive statistics,

stepwise regression analyses and t-test. The finding of the study was that the

employee’s gender and age influenced the way that the organisational values

affected their Job Satisfaction.

The history of job satisfaction stems back to the early 1900’s with the situationist

perspective on job satisfaction. This perspective states that satisfaction is

determined by certain characteristics of the job and characteristics of the job

environment itself. This view has been present in the literature since the first

studies by Hauser, Taylor and the various projects at the Western Electric plants in
Hawthorne (Cranny, Smith & Stone 1992). These studies follow the assumption

that when a certain set of job conditions are present a certain level of job

satisfaction will follow. The Hawthorne Studies are considered to be the most

important investigation of the human dimensions of industrial relations in the early

20th century. They were done at the Bell Telephone Western Electric

manufacturing plant in Chicago beginning in 1924 through the early years of the

Depression. The Hawthorne plant created an Industrial Research Division in the

early 1920’s. Personnel managers developed experiments to explore the effects of

various conditions of work on morale and productivity (Brannigan & Zwerman

2001). “Today, reference to the “Hawthorne Effect” denotes a situation in which

the introduction of experimental conditions designed to identify salient aspects of

behavior has the consequence of changing the behavior it is designed to identify.

The initial Hawthorne effect referred to the observation that the productivity of the

workers increased over time with every variation in the work conditions introduced

by the experiments” (Brannigan & Zwerman 2001). Simply stated when people

realize that their behavior is being watched they change how they act. The

development of the Hawthorne studies also denotes the beginning of applied

psychology, as we know it today. These early studies mark the birth of research on

job satisfaction relating to ergonomics, design and productivity

One of the most popular and researched measures of job satisfaction is the Job

Descriptive Index (JDI). “The JDI is a 72-item adjective checklist type

questionnaire developed by Smith, Kendall, and Hulin in 1969” (Gregson, 1991).

This measure basis itself on five facets of job satisfaction. The first facet is the

work itself, satisfaction with work itself is measured in terms of the core job

characteristics such as autonomy, skill variety, feedback, task identity, and task

significance (Hackman & Oldham, 1975). Supervision, the second facet, is

measured in such ways as how supervisors provide feedback, assess employee’s

performance ratings, and delegate work assignments. Coworkers, the third facet,

are measured in terms of social support, networking, and possible benefits attached

to those relationships (Cranny, Smith & Stone, 1992). Pay, the fourth facet, is an

important source of satisfaction because it provides a potential source of self-

esteem as well as the generic opportunity for anything money can buy (Brockner,

1988). Obviously satisfaction with pay is measured primarily by current income

but also by opportunities for salary increases. Promotion is the final facet and the

one that the JDI explicitly assesses how perceptions about the

future can affect job satisfaction. Today the facets of the JDI are generally assessed

by modifying the adjective checklist and using a Likert scale on statements such

as, “opportunities for advancement are plentiful” measured from one (strongly

disagree) to five (strongly agree) (Cranny, Smith & Stone, 1992).

Another popular and highly researched measure of job satisfaction is the

Minnesota Satisfaction Questionnaire (MSQ). The MSQ can be scored for twenty

facets; scores from one question for each facet provide a single overall composite

score. The MSQ is commonly used in conjunction with the Minnesota Importance

Questionnaire (MIQ). “These instruments were designed for use with adult career

counseling clients with work experience. They are particularly useful for clients

that might be called “carrer changers,” that is, adults with considerable work

experience in one or more chosen occupations who are dissatisfied with their work

and remain undecided about their career future” (Thompson & Blain, 1992).

A study conducted in Europe, Asia, Africa, and the Americas reported similarities

among workers. “10,339 workers were surveyed across 10 European countries,

Russia, Japan, and the United States. Researchers consistently identified the same

top five key attributes in a job: ability to balance work and personal life, work that

is truly enjoyable, security for the future, good pay or salary and enjoyable co-

workers. Across the four major geographic regions studied, workers specifically

emphasized the importance of potential advancement and the opportunity to build

skills as a way to maintain employability and job security” (Yankelovich Partners,

1998 p.42). A survey polling members of the Association for Investment

Management and Research found that 81% of the managers said they were
satisfied or very satisfied with their job. When asked to identify the factors that

create positive feelings about their job, most managers named professional

achievement, personal or professional growth, the work itself and their degree of

responsibility more important than compensation. Factors they viewed as creating

negative feelings about their jobs were company policies, administration,

relationships with supervisors, compensation and the negative impact of work on

their personal lives (Cardona, 1996, p.9). In order to decrease some of these

negative feelings and increase productivity it has been proposed to reduce the

number of work days employees miss by increasing job satisfaction, redesigning

disability plans and involving supervisors in management (Maurice, 1998, p.13).

Job satisfaction is a very important attribute which is frequently measured by

organizations. Organizational scholars have long been interested in why some

people reports being very satisfied with their jobs, while others express much

lower levels of satisfaction. (Locke, 1976). The drive to understand and explain job

satisfaction has been motivated by useful and practical reasons, as it could increase

productivity, enhance organizational commitment, lower absenteeism and

turnover, and ultimately, increase organizational effectiveness. Essentially, this

facet is critically important among Air Defence operators as their roles and tasks

involved maintaining national security that demands highly skilled manpower with

correct attitude, knowledge and skill. In this respect, it requires time, effort and
high cost to train and retrain an airman to the level required to perform a specific

task.

Job satisfaction also affects humanitarian interests as employees deserve to be

treated with respect and have their psychological and physical well-being

maximized. Schnake (1991) stated that a satisfied worker usually meets or exceeds

the fulfillment of their formal job requirements. While a dissatisfied workers

displays a tendency for counterproductive behaviors such as withdrawal, burnout,

and workplace aggression (Spector, 1997) that is undesirable in well discipline

establishment in RMAF.

There are many definitions of job satisfaction. Job satisfaction is commonly

defined as the extent to which employees like their work. (Agho, Mueller and

Price, 1993). It is generally conceptualized as general attitude toward an object and

the job (Lofquist and Dawis, 1969). Locke (1976) gives a comprehensive

definition of job satisfaction as pleasurable or positive emotional state resulting

from the appraisal of one’s job experience. Job satisfaction has been defined as a

pleasurable emotional state resulting from the appraisal of one’s job; an affective

reaction to one’s job (Cranny, Smith and Stone, 1992); and an attitude towards

one’s job (Brief, 1998). Weiss (2002) has argued that job satisfaction is an attitude

but points out that researchers should clearly distinguish the objects of cognitive

evaluation which can affect beliefs, behaviours and certain extent of emotion. This
definition suggests that employees develop attitudes towards their jobs by taking

into account thier beliefs, behaviors and feelings. Another distinct definition of job

satisfaction is that an employee’s affective reactions to a job based on comparing

actual outcomes with desired outcomes (Cranny el at, 1992). It is generally

recognized as a multifaceted construct that includes employee feelings about a

variety of both intrinsic and extrinsic job elements (Robbins and Judge, 2007).

Herzberg developed one of the earliest theories relating to job satisfaction in the

1950s. The Two-Factor Theory, also known as Motivator– Hygiene Theory,

emphasizes that there are factors in the workplace that create satisfaction referred

as motivators and those which lead to dissatisfaction if they are not present or

hygiene factors (Hackman, Oldham, 1976). There are four motivators in the

theory: achievement, recognition, responsibility, and advancement. There are five

hygiene factors: monetary rewards, competent supervision, policy and

administration, working conditions and peer relationship. The implication of the

theory is that satisfaction and dissatisfaction are not opposite ends of the same

scale and that job satisfaction may merely be an absence of job dissatisfaction

(Robbins and Judge, 2007). Herzberg argues that it is necessary to have hygiene

factors at an acceptable level simply to reach a neutral feeling about the job. The

theory is simple and supports the argument that manager should take effort on
improving hygiene factor from the workplace and also emphasize on motivation

factor to develop the right people on the job.

The Locke’s Range Affect Theory was developed in 1976, it is considered as one

the most famous job satisfaction models and is used by many researchers. 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. This theory also states

that how much one values a given facet of work moderates the satisfaction one

achieves when expectations are met. Conversly, dissatisfaction occurs when

expectations are not met.