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Measuring of
Measuring of job satisfaction: the job satisfaction
use of quality of work life factors
Pavitra Dhamija
Faculty of Engineering and the Built Environment,
University of Johannesburg, Johannesburg, South Africa
871
Shivam Gupta Received 9 June 2018
Indian Institute of Management Sambalpur, Sambalpur, India, and Revised 2 July 2018
Accepted 7 July 2018
Surajit Bag
Faculty of Engineering and the Built Environment,
University of Johannesburg, Johannesburg, South Africa

Abstract
Purpose – Banking industry forms a part of financial services that has emerged itself as the most important
source for India’s economic growth. Job satisfaction of employees is one of the important pre-requisites to
ensure smooth functioning of banks. The purpose of this paper is to explore the association of job satisfaction
with the quality of work life factors of bank employees (n ¼ 300), followed by the essential influential
relationship of these concepts with socio-demographic characteristics, thereby, proving its own distinct
contribution to the subsist body of literature.
Design/methodology/approach – This study has considered five private sector banks in India and has used
the technique of multi-stage sampling to collect primary data. The respondents from different cadres, namely,
executive, associate and manager involved in customer-oriented interactions participated in this survey.
The analysis has been conducted by applying descriptive statistics, regression analysis (impact of the quality of
work life factors on job satisfaction) and χ2 statistics (association of the quality of work life and job satisfaction
with socio-demographic variables). The results have been compared with the Herzberg Theory of Job Satisfaction.
Findings – The results of the study show the presence of variance (R2 61.40 percent) in job satisfaction as
explained by the quality of work life constructs. The unconducive work environment has confirmed negative
association with job satisfaction. The study foresees to contribute useful information to the top management
level in the organizations to enhance employees’ overall job satisfaction.
Research limitations/implications – The opaqueness with which the Indian banking industry has its
roots and existence in India, the present study clearly has limits: the small size of the sample and the study
considered only private sector banks.
Practical implications – A planned approach at organizational and individual level is highly recommended.
The bank management must realize the importance of their devoted staff by giving them quality work
environment. The initiatives like regular exercise routines can be adopted to reduce stress. Some respondents
expressed the need for intercity branch associations, which can help them to solve common problems, better
learning opportunities with an informal atmosphere along with other training sessions organized formally.
Originality/value – The paper gives a theoretical explanation of the quality of work life and job satisfaction
factors in the Indian private banks falling under the umbrella of Indian banking industry with respect to the
employees of private sector banks.
Keywords Job satisfaction, Quality of work life, Private bank employees, Private sector banks,
Socio-demographic variables
Paper type Research paper

1. Introduction
Private banking, a concentrated form of human capital, is one of the key contributors to
the Indian service sector (Kaura, 2013). With the introduction of liberalization and
globalization, competition has increased manifold which has further increased the
Benchmarking: An International
Journal
Vol. 26 No. 3, 2019
The researchers are grateful to the participants and acknowledge their cooperation for becoming pp. 871-892
effective respondents, and other bank officials for their permission to contact various participants for © Emerald Publishing Limited
1463-5771
the plausible completion of this study. DOI 10.1108/BIJ-06-2018-0155
BIJ importance of customers significantly (Oly Ndubisi and Kok Wah, 2005; Fram and
26,3 McCarthy, 2011; Ganguli and Roy, 2011; Kaura and Datta, 2012; Padmavathy et al., 2012).
A highly motivated and satisfied employee will have positive attitude toward customers
which can incite banks’ business (Colwell et al., 2008; Bedi, 2010; Ladhari et al., 2011;
Shainesh, 2012; Gulati, 2015; Wong et al., 2016; Sufian et al., 2017). The improved quality of
work life can enhance the job satisfaction level of employees and decrease stress, thereby,
872 lessening employee turnover (Seiders et al., 2007; Lenka et al., 2009; Chmiel et al., 2017;
Diriwächter and Shvartsman, 2018). Job satisfaction symbolizes feeling of contentment,
freedom of thought, distance from stress and confident approach toward job requirements
by the employees. It signifies futurist and influential concerns for employers and
employees in every organization (Baumann et al., 2012; Pinar et al., 2012; Fazlollahtabar
et al., 2016; Alfayad and Arif, 2017; Thies and Serratt, 2018). It has been explained as a mix
of three aspects, i.e. physiological, environmental and psychological circumstances which
direct an employee to react decisively in relation to overall satisfaction received from
different aspects of their job (Katzell, 1975). The available theory conceptualizes job
satisfaction as the quality of work life outcome that elicits comprehensive effects of a
workplace on employees’ well-being. Bank employees provide heterogeneous and diverse
financial services to the customers at large (Coyne et al., 2008; Karrir and Khurana, 1996;
Conway and Briner, 2015; Yadav and Rangnekar, 2015; Ramanathan et al., 2016;
Yadav et al., 2016; Karbassi Yazdi et al., 2017; Owen et al., 2018). Testa (2001) discussed
that the concepts, i.e. quality of work life and job satisfaction are different from each other
and hold individual importance in the organization. Manojlovich and Laschinger (2002)
opined that different socio-demographic factors (gender, age, education, income work
experience, designation and marital status) also affect the job satisfaction level and
quality of work life (Dutta and Dutta, 2009; Grote and Raeder, 2009; Gomathi and Swapna,
2012; Eren et al., 2013; Gupta and Hyde, 2013; Jung et al., 2017) of employees involved in
customer-oriented transactions.
The quality of work life concept has also fascinated researchers from years and has been
an area of interest to psychologists and sociologist, but now it has gained momentum among
scholars and academicians as well (Schalock, 1990; Sirgy et al., 2001; Back et al., 2011). The
compromise that an employee does with his/her work life quality further reduces their job
satisfaction (Boisvert, 1977; Ference, 1982; Poser et al., 1983; Kandasamy and Ancheri, 2009;
Chiang and Birtch, 2011; Slimane, 2017). The aim for improved productivity through human
assets can be achieved only when they experience satisfaction with respect to task identity
(Karatepe and Uludag, 2007), goal orientation, guidance and consultancy, performance
appraisal, co-workers relationships, job involvement, career development, freedom to be
decisive, authority and responsibility, continuance in the same job and compensation (Berger
and Vanger, 1986; Vansteenkiste et al., 2007; Deery, 2008; Singh and Gupta, 2015; Al Mehrzi
and Singh, 2016; Gelard and Rezaei, 2016; Gupta et al., 2018). It is worthwhile to mention that,
if the employees of any concern are satisfied in relation to their work life quality, they can
certainly produce good results (Brunges and Foley-Brinza, 2014; Yuh and Choi, 2017).
The study aims to identify that how different factors of the quality of work life (job awareness
and commitment, perceived job motivators, perceived organizational culture, unconducive
work environment, employee satisfaction and continuance) are responsible for job satisfaction
(dissatisfaction) of service industry employees. The present research is limited to the
employees of banking sector. It tries to understand different aspects of the quality of work life
and job satisfaction in relation to Indian private sector banks. The reason for selecting Indian
banking industry was that the Indian economy is substantially governed by the services
provided by various banks (Gallardo et al., 2010; Sundaray and Sahoo, 2013; Van der Berg and
Martins, 2013). Furthermore, the services and work life quality has evidenced a drastic change
with the expansion of Indian baking industry post-liberalization including private banks
(Heskett and Schlesinger, 1994; Rudež and Mihalič, 2007; Coyne et al., 2008; Brunges and Measuring of
Foley-Brinza, 2014). Private sector banks follow an innovative approach and expect job satisfaction
technological contribution by their employees. Given this background, it has been assumed
that the work culture and performance-related parameters keep on changing in tandem
with changes in the external banking industry environment, thereby, increasing complexities
for the employees.
Also, the present research shall be completed in three phases while covering the 873
employees of three groups operating under the Indian banking industry, i.e. private banks,
public banks and foreign banks. Likewise, there shall be a noteworthy contribution to the
existing body of literature. However, this study is the first phase and has focused only
private sector bank employees’ working in the pre-decided geographical scope. Now, the
uniqueness of this study is that it will be carried out in phases and shall contribute a
comparative analysis of all the three groups ultimately with respect to the same
geographical area. Also, the selected factors of the quality of work life and job satisfaction
have been chosen carefully while keeping in mind the requirements and problems of the
targeted audience. In tune with the above-mentioned background, the objectives of this
study are to investigate the effects of the quality of work life factors on the job satisfaction
level of private bank employees; explore the association between the socio-demographic
profiles and different sub-factors of the quality of work life and job satisfaction of the
respondents; and to initiate a model that shows the association of different factors of
the quality of work life and job satisfaction along with socio-demographic variables of
bank employees. This study is an attempt to fill the existing gap with respect to the
above-mentioned objectives. Although several studies (Leiter and Maslach, 2003;
Karatepe and Uludag, 2007; Li and Yeo, 2011; Gomathi and Swapna, 2012; Eren et al., 2013;
Belias et al., 2015) have evidenced the presence of the quality of work life and job
satisfaction with various sub-factors, the consulted literature could not confirm the
presence of selected sub-factors together and their importance for the bank employees.
Furthermore, looking at the dearth of empirical studies, specifically the combination of the
considered sub-factors of the quality of work life and job satisfaction, the study has tried
to answer the following research questions:
RQ1. Do different factors of the quality of work life affect the job satisfaction level of
bank employees?
RQ2. Are socio-demographic variables (gender, age, work experience, job title
and salary) related to the quality of work life and job satisfaction of
bank employees?
RQ3. Is there a model showing relationship between different factors of the quality of
work life and job satisfaction along with socio-demographic variables in relation to
bank employees?
The following section discusses the already contributed work for the quality of work life
and job satisfaction in different sectors. It discusses the importance of the quality of work
life to reduce dissatisfaction, improve performance, retention and employee morale. These
factors have been extensively researched in literature. The current study extends the
existing work while focusing only on the banking industry.

2. Literature review
The extant literature confirms the contribution of several researchers who have
conducted studies across industries while taking into consideration these two variables,
i.e. quality of work life and job satisfaction. But, the present study adopted a strategy
and focused to review studies that comprise the sub-factors under the quality of work
BIJ life and job satisfaction selected for the present study to form a strong theoretical
26,3 background to justify the gap. Some specifically chosen studies confirm that job
satisfaction, as a concept, entails different meaning for different individual employees
(Babin and Boles, 1996; Scandura and Lankau, 1997; Diaz-Serrano and Cabral Vieira,
2005; Ali et al., 2017). Being one of the important facets covered under human resource
management, job satisfaction can be grouped with numerous features (nature of work,
874 supervision, fringe benefits, contingent rewards, operating procedures and co-workers)
that complete a job profile (Babakus et al., 1996; Hagedorn, 1996; Azeem, 2010).
As appraised by Blau (1964, 1999) satisfaction related to job has been strongly
researched variable in the scope of organizational behavior due to its wide prevalence in
the personal as well as professional life of the individual employees. Various researchers
have highlighted significance of job satisfaction and its antecedents in their studies
(Smith et al., 1983; Rusbult et al., 1988; Judge and Watanabe, 1993; Sousa-Poza and
Sousa-Poza, 2000; Zablah et al., 2012; Boichuk and Menguc, 2013; Kumar et al., 2013;
Kumar and Pansari, 2015; Menguc et al., 2016; Mahapatra and Mahapatra, 2017).
Currie and Eveline (2011) stated that job satisfaction is much more than attitude
explaining ones’ internal state, either qualitatively or quantitatively. Beardwell and
Thompson (2014) related positive approach toward job with job satisfaction, and
negative approach toward job with job dissatisfaction. Job satisfaction is one of the key
ingredients to achieve recognition, compensation and promotion to embrace a feeling of
fulfillment (Oshagbemi, 1997; Karatepe and Uludag, 2007; Naim and Lenka, 2016, 2017;
Rashid et al., 2016). Karin Andreassi et al. (2014) opined that the presence of enhanced
salaries, enough rewards and desirable co-worker’s associations can enhance the job
satisfaction level of employees. Singhapakdi et al. (2015) concluded that effective
supervision and allotment of meaningful assignments increase the satisfaction level of
employees whereas the excess amount of paper work, inequitable benefit packages and
low remuneration as compared to their counterparts decrease their satisfaction level.
Some researchers proposed to incorporate high quality in performance appraisal system
with specific reference to job satisfaction because low-quality performance appraisal
experiences of employees would result in lower job satisfaction and increase employees
quitting intentions (Bain, 2011; Darehzereshki, 2013; Kamal and Lukman, 2017; Ibidunni
et al., 2018). Job satisfaction is the appropriateness or inappropriateness from employees’
perspective to put across their work-related opinions, to when there is a fit between job
characteristics and wants of the employees (Keith and Newsto, 1994). Wrzesniewski
et al. (1997) stated that higher the employees are designated (managers), the greater
would be their expectations regarding better quality of work life. Some studies
explained that the dissatisfaction related to work complexity, limited personal growth
opportunities and insufficient top management support can be prevented by the
implementation of flexible working hours, management development programs and
managerial support (effective grievance management) to raise job satisfaction level of
employees (Havlovic, 1991; Nadler and Lawler, 1983; Leiter and Maslach, 2003; Rose
et al., 2006; Li and Yeo, 2011).
Now, after going through the review process, it has been realized that although the
researchers across disciplines have extensively researched the concepts of job satisfaction
and quality of work life, none of them have addressed the selected sub-factor collectively
with respect to bank employees. Accordingly, there is a need to explore the association
between job satisfaction and quality of work life of bank employees in the desired
geographical scope, followed by the essential influential association of these concepts with
socio-demographic characteristics, thereby, proving its own distinct contribution with an
indicative model. This study is a modest attempt to put across the reasons of dissatisfaction
among private sector bank employees.
3. Conceptual framework and hypotheses development Measuring of
Out of all parameters intended to contribute toward higher job satisfaction, quality of work job satisfaction
life is termed as an intrinsic tool which, if used effectively, can route organizations to attain
higher level of job satisfaction among employees (Fields and Thacker, 1992; Cohen et al.,
1997; Mosadeghrad et al., 2011). Some studies have also connected sustainability with
human element in the organizations. It has been opined that if there exists sustainability
among people in the organizations, it can fetch better results from employees in terms of 875
commitment and motivation (Pfeffer, 2010; Speth, 2010; Scully-Russ, 2012; Singh, 2018).
A plethora of factors can persuade employees’ job satisfaction level in the organization
which is expected to change in equation with social, demographic and economic
developments (Sureshchandar et al., 2001; Colwell et al., 2008; Lenka et al., 2009; Belias et al.,
2015; Miao et al., 2017). Therefore, the present study postulates (see Figure 1) that:
H1a. Job awareness and commitment positively impacts job satisfaction of bank
employees.
H1b. Perceived job motivators influence job satisfaction of bank employees.
The conducive work environment acts as a stimulus for better quality of work life and large
Indian organizations genuinely lack employee satisfaction in this context (Philipson and Soares,
2005; Bowen, 2016; Pugh and Subramony, 2016; Bellou et al., 2017). Some authors (Singh, 2016;
Bozionelos and Singh, 2017) explored the concept of work environment and confirmed its
importance for the benefit of employees. Pradhan et al. (2017) explored the importance of
organizational learning as it increases the job satisfaction level of employees. Smerek and
Peterson (2007), Darehzereshki (2013) and Kamal and Lukman (2017) predicted the existence of
relationship between organizational culture and employee satisfaction related to their values,
beliefs and opinions in the organization. Hence, it is hypothesized (see Figure 1) that:
H1c. Unconducive work environment is negatively associated with job satisfaction of
bank employees.

Quality of Work Life

Job Awareness and Commitment (H1a)

Socio-Demographic
Variables
Perceived Job Motivators (H1b)
H2a
Gender, Age, Work
Unconducive Work Environment (H1c)
Experience, Job Title,
Salary
Perceived Organizational Culture (H1d )

Employee Satisfaction and Continuance (H1e) H2b

Job Satisfaction
Figure 1.
Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards, Operating Hypotheses
Procedures, Co-Workers, Nature of Work, Communication development model
BIJ H1d. Perceived organizational culture positively impacts job satisfaction of bank employees.
26,3 H1e. Employee satisfaction and continuance positively influences the job satisfaction of
bank employees.
As far as socio-demographic factors are concerned, existing literature supports the association
of job satisfaction and socio-demographic profiles (gender and age) of employees (Dormann
876 and Zapf, 2001; Ho and Au, 2006), work experience and education level (Fairbrother and
Warn, 2003) and level of income (Clark, 1997; Coomber and Barriball, 2007; Bowen, 2016;
Singh et al., 2016; Pugh and Subramony, 2016; Bellou et al., 2017). Leiter and Maslach (2003)
reported a significant positive association of the quality of work life with work experience and
age of industrial workers in Bangladesh, followed by the positive association of income and
quality of work life among hospital employees (Furnham, 1990; Singh, 2006; Royuela et al.,
2008; Hussain et al., 2017). Thus, it is assumed (see Figure 1) that:
H2a. There is an association between socio-demographic variables (gender, age, work
experience, job title and salary) and quality of work life of employees in bank.
H2b. There is an association between socio-demographic variables (gender, age, work
experience, job title and salary) and job satisfaction of bank employees.

4. Research methods
4.1 Sample design and participants
The present research investigates the association of job satisfaction with quality of work
life of 300 bank employees while considering their socio-demographic profiles.
The researcher covered five private sector banks, namely, Industrial Credit and
Investment Corporation of India (ICICI), Housing Development Finance Corporation Bank
(HDFC), Axis Bank, Kotak Mahindra Bank and Yes Bank with their branches located in
Chandigarh and its adjoining areas with the application of multi-stage sampling
technique, i.e. in the first stage, the mentioned banks were selected on the basis of total
income (Nair and Tankha, 2015) and highest number of branches (Nair and Tankha, 2015)
in Chandigarh and its adjoining areas. In the second stage, the selected branches were
segregated into three strata, i.e. branches with less than 10 employees, between 10 and 20
employees and more than 20 employees. The respondents from different cadres, namely,
clerk/executive, officer/associate and manager/sr associate involved in customer-oriented
interactions (public dealing) were requested to contribute in this survey. A sum of 397
questionnaires were circulated, for which, an uneven response from banks with respect to
filled questionnaires has been received from the respondents with a response rate of
75.6 percent. However, a sum of 300 ((ICICI Bank (C-20, O-20, M-20), HDFC Bank
(C-20, O-20, M-20), Axis Bank (C-20, O-20, M-20), Kotak Mahindra Bank (C-20, O-20, M-20)
and Yes Bank (C-20, O-20, M-20)) questionnaires has been selected to proceed further for
an unbiased comparative analysis between both the banks.

4.2 Measures
The survey questionnaire consisted of two established instruments.
Quality of work life. The measure of Quality of Work Life Scale validated by Anbarasan
and Mehta (2009) with reference to pharmaceuticals, insurance, banking and finance
organizations was considered. It is comprised of five factors, i.e. unconducive work
environment, job awareness and commitment, perceived job motivators, employee
satisfaction and continuance and perceived organizational culture explaining 41
statements on five-point Likert scale (from 1 ¼ strongly agree to 5 ¼ strongly disagree)
with reliability value of 0.902.
 Job satisfaction. The Job Satisfaction Survey as a measure of job satisfaction developed Measuring of
by Spector (1985) with reference to human service organizations (public and private) was job satisfaction
followed. It contained nine factors, i.e. pay satisfaction, co-workers satisfaction, promotion
satisfaction, operating procedures satisfaction, fringe benefits satisfaction, supervision
satisfaction, contingent rewards satisfaction, nature of work satisfaction and
communication satisfaction describing 36 statements on five-point Likert scale (from
1 ¼ strongly satisfied to 5 ¼ strongly dissatisfied) with reliability value of 0.895. 877
5. Data analysis and findings
The findings based on descriptive statistics, χ2 and multiple regression analyses along with
multicollinearity results have been summarized into different sections (Sections 4.1–4.4).

5.1 Descriptive statistics

The descriptive statistics consists of socio-demographic profiles of 300 respondents (which is 3
percent of the population). Krejcie and Morgan (1970) suggested that a sample size of 384
respondents/participants is adequate for one million population, with 95 percent confidence
and 5 percent margin of error. The analysis indicates (see Table I) that 181 respondents are
males and 119 respondents are females. A major share of 163 respondents belongs to the age
category of 31–40 years, followed by 40, 85 and 12 respondents, who enveloped themselves in
the age-group of 21–30, 41–50 and above 50 years of age, respectively. Out of surveyed
respondents, 172 are graduates, 85 are post-graduates and only 43 possess professional
degrees. Furthermore, compensation wise, 73, 119, 88 and 20 respondents earned monthly
salary of below Rs15,000, Rs15,000–30,000, Rs30,000–45,000 and above Rs45,000, respectively.
Out of collected data, majority of the respondents possess below 5 years of job experience (154)
in private banks, trailed 61 (5–10 years) and 85 (above 10 years). Designation wise, 101
respondents are clerk/executive, followed by 117 and 82 as officer/associate and manager/
sr associate, respectively. However, 264 are unmarried and 36 respondents are married.

Socio-demographic variable Category Frequencya

Gender Male 181

Female 119
Age (years) 21–30 40
31–40 163
41–50 85
Above 50 12
Educational qualification Graduate/bachelor 172
Post-graduate/master 85
Professional degree 43
Compensation (Rs/month) Below Rs15,000 73
Rs15,000–30,000 119
Rs30,000–45,000 88
Above Rs45,000 20
Work experience (years) Below 5 154
5–10 61
Above 10 85
Marital status Married 264
Unmarried 36
Designation ( job title) Clerk/executive 101
Officer/associate 117
Manager/sr. associate 82 Table I.
Note: aAll frequencies are in absolute numbers Descriptive statistics
BIJ 5.2 Influence of quality of work life factors on job satisfaction
26,3 This section covers the results of regression analysis showing the influence of the quality of
work life factors, namely, job awareness and commitment (H1a), perceived job motivators
(H1b), unconducive work environment (H1c), perceived organizational culture (H1d) and
employee satisfaction and continuance (H1e) on job satisfaction (see Tables II and III). The
value of R2 (0.614) in the regression model summary indicates that the quality of work life
878 factors substantially explains the variance in the job satisfaction of bank employees. The key
explanatory factors considered under the quality of work life in relation to private bank
employees are statistically significant. Furthermore, job awareness and commitment
(β ¼ 0.370, po0.05), perceived job motivators (β ¼ 0.342, po0.05), perceived organizational
culture (β ¼ 0.528, po0.05) and employee satisfaction and continuance (β ¼ 0.378, po0.05)
have positive influence on the job satisfaction level of employees working in private banks
implying that the more satisfaction received by the employees with respect to job awareness
and commitment, perceived job motivators, perceived organizational culture and employee
satisfaction and continuance, better are the chances of their higher job satisfaction level.
Conversely, the unconducive work environment (β ¼ −0.648, po0.05) found to have negative
effects on job satisfaction level of employees confirming that the more dissatisfaction
experienced by the employees due to the presence of unconducive work environment, the
lesser are the prospects of their higher job satisfaction level in the organization and vice versa.
Thus, it can be ascertained that H1a–H1e are supported. The results closely parallel with the
earlier findings contributed by Testa (2001), Hegney et al. (2006), Chang et al. (2009), Biggs
(2011), Dehghan Nayeri et al. (2011) and Al Zaabi et al. (2017).
The present findings show a vivid association of job satisfaction with different factors of
the quality of work life. This research highlighted that employees were very much
dissatisfied due to prevalence of unconducive work environment in their organizations. This
factor has been very well explained by the respondents in relation to job insecurity
especially among female employees as they considered economic security and independence
as the most important element in their personality. The employees believe that excessive
workload and time pressures result in anxiety which ignites stress and disturbs their
routine activities. The discrepancies in the physical work environment, namely, lack of
hygienically maintained canteen for the staff, comfortable work space with proper

Model R R2 Adjusted R2 SE of the estimate

Table II.
Regression model 1 0.840 0.614 0.603 0.5757
summary: quality of Notes: Predictor: job awareness and commitment ( JAC), perceived job motivators (PJM), unconducive work
work life and job environment (UWE), perceived organizational culture (POC), employee satisfaction and continuance (ESC);
satisfaction Criterion: job satisfaction

Independent variable Dependent variable βa t-value Significance level

Constant 2.052 0.029

Job awareness and commitment Job satisfaction 0.370 6.387 0.000
Perceived job motivators Job satisfaction 0.342 4.938 0.018
Unconducive work environment Job satisfaction −0.648 −8.428 0.000
Table III. Perceived organizational culture Job satisfaction 0.528 8.760 0.003
Regression analysis: Employee satisfaction and continuance Job satisfaction 0.378 5.546 0.001
quality of work life Note: aβ coefficient is the standardized regression coefficient, which allows comparison of the relatives on the
and job satisfaction dependent variable of each independent variable
ventilation and lightening, etc., created concern for the respondents in some branches. The Measuring of
respondents mentioned that non-availability of instant medical facilities (medical officer) job satisfaction
considering today’s unpredictable health problems also bothers them. Another element put
across by the employees was the injustice in terms of harassment. They explained it as one
of the consequences of biasness by their supervisors. The researchers’ observation in
connection with positive activities/elements which actually raises the satisfaction level of
employees includes task identification of employees by their supervisors, proper 879
explanation of their goals/targets/expectations by the organization, clarity on their
day-to-day routine problems to boost their self-belief and presence of cohesive
organizational culture which create opportunities for employees to present their opinion
related to organizational difficulties concerning their subordinates and supervisors with due
diligence, without hurting their self-respect. Furthermore, employees expect to have firm
reasons which seriously directs them continue in the present organization, namely,
assignment of task which explores their potential, identification of their weaknesses and
suitable measures to strengthen them through trainings or employee assisted programs.
The problem of multicollinearity is expected to happen when a strong correlation
between two or more predictors is evidenced in a regression model. To figure out the
problem of multicollinearity, the value of variance inflation factor (VIF), which must not
exceed 10, and tolerance value (TV ), which should be closer to 0, have been calculated for
the quality of work life and its dimensions (see Table IV ). It clearly states that the present
sample is free from the problem of multicollinearity as VIF o10 and TV is nearer to 0 in
private banks.

5.3 Association of quality of work life with socio-demographic variables

The association of different socio-demographic aspects with the quality of work life (H2a)
has been discussed in this section (see Table V ). The p-values of χ2 test for work experience
(p ¼ 0.046), job title (p ¼ 0.001) and salary (p ¼ 0.022) are less than the expected level of
significance (0.05) which confirms their association with the quality of work life, i.e. the
respondents agreed that the movement in these demographic variables affects their
organizational quality of work life, whereas gender (p ¼ 0.052) and age (p ¼ 0.054) do not
affect the quality of work life of private bank employees. Hence, it can be concluded that
H2a is partially supported, which is also supported by Fried and Ferris (1987), Hossain,
Wrzesniewski et al. (1997), Royuela et al. (2008) and Bharathi et al.
Based on the results and direct interaction with the respondents, it can be inferred that
with an increase in the number of years of work experience, an employee expects better
quality of work life with respect to their work recognition, interpersonal requirements (more
attention from seniors, juniors and peers to satisfy their self-esteem) and sufficient authority
for allocated tasks. Designation wise, the respondents discussed that with an upgraded
designation (clerk/executive→officer/associate→manager/sr associate) employees expect
more job enrichment in terms of different assignments/projects with equitable authority to

Variables Tolerance value (TV ) Variance inflation factor (VIF)

Job awareness and commitment 0.862 1.160

Perceived job motivators 0.827 1.209
Unconducive work environment 0.819 1.221
Table IV.
Perceived organizational culture 0.802 1.247 Multicollinearity
Employee satisfaction and continuance 0.842 1.188 statistics: quality of
Note: Multicollinearity occurs with the existence of strong correlation between two or more predictors in the work life and job
regression model satisfaction
BIJ χ2 test Agree Undecided Disagree Total Inference
26,3
Gender
Male 146 20 15 181 PV ¼ 0.052, df ¼ 2, CV ¼ 3.331
Female 94 15 10 119
Age (years)
880 21–30 27 7 6 40 PV ¼ 0.054, df ¼ 6, CV ¼ 4.829
31–40 121 32 10 163
41–50 65 12 8 85
Above 50 11 1 0 12
Work exp. (years)
Below 5 119 21 14 154 PV ¼ 0.046, df ¼ 4, CV ¼ 2.530
5–10 41 11 9 61
Above 10 60 18 7 85
Job title
Clerk 75 15 11 101 PV ¼ 0.001, df ¼ 4, CV ¼ 6.348
Officer 83 24 10 117
Manager 62 11 9 82
Salary (Rs/month)
Below 15,000 59 8 6 73 PV ¼ 0.022, df ¼ 6, CV ¼ 5.508
15,000–30,000 85 21 13 119
Table V.
30,000–45,000 70 10 8 88
Association of quality
of work life with Above 45,000 16 1 3 20
socio-demographic Notes: PV ¼ p-value; CV ¼ χ2 value. Results are shown at the 0.05 level of significance. Figures in
variables parentheses indicate percentage

perform in their positions. They aspire to gain versatility in their respective roles.
Furthermore, respondents reported that they expect a regular hike in their income, to have
better standard of living with reference to luxurious lifestyle, something which they can
enjoy after fulfilling their basic routine needs.

5.4 Association of job satisfaction with socio-demographic variables

The results reveal the association of various socio-demographic variables with job satisfaction
(H2b) (see Table VI). The p-values of χ2 test show that job satisfaction level of respondents is
affected by each socio-demographic variable taken up in the present study, i.e. gender
(p ¼ 0.018), age (p ¼ 0.023), work experience (p ¼ 0.031), job title (p ¼ 0.003) and salary
(p ¼ 0.006) as their values are less than the expected level of significance (0.05). The results
confirm that an employee being a male or female, falling under different age groups, deployed
on different designations, namely, clerk/executive→officer/associate→manager/sr associate
and manager, drawing stipulated or incentive-based salary expects satisfaction related to their
respective jobs. Therefore, it can be inferred that H2b is supported. The results are in
consonance with Clark (1997), Dormann and Zapf (2001), Rogers and May (2003), Coomber
and Barriball (2007) and Shanafelt et al. (2015).
The analysis reveals that females expected more facilities (like organized rest rooms in case
of medical emergencies). The respondents falling in the age bracket of 31–40 years are more
concerned for higher job satisfaction level as they were dissatisfied with the existing
organization culture, i.e. work time and schedule inflexibility. Furthermore, bank employees
expect superior benefits when they reach a higher level of organizational hierarchy, i.e. cab
facility expected by managers needs to be mentioned as one of them. Another observation
reveals that apart from the natural scenario to encourage good education, managers
χ2 test Agree Undecided Disagree Total Inference
Measuring of
job satisfaction
Gender
Male 118 14 49 181 PV ¼ 0.018, df ¼ 2, CV ¼ 5.236
Female 79 11 29 119
Age (years)
21–30 24 3 13 40 PV ¼ 0.023, df ¼ 6, CV ¼ 3.323 881
31–40 102 13 48 163
41–50 53 9 23 85
Above 50 8 0 4 12
Work exp. (years)
Below 5 86 11 57 154 PV ¼ 0.031, df ¼ 4, CV ¼ 4.402
5–10 40 5 16 61
Above 10 51 9 25 85
Job title
Clerk 53 11 37 101 PV ¼ 0.003, df ¼ 4, CV ¼ 8.533
Officer 63 7 47 117
Manager 61 7 14 82
Salary (Rs/month)
Below 15,000 49 7 17 73 PV ¼ 0.006, df ¼ 6, CV ¼ 6.567
15,000–30,000 54 9 56 119
Table VI.
30,000–45,000 59 8 21 88
Association of job
Above 45,000 15 1 4 20 satisfaction with
Notes: PV ¼ p-value; CV ¼ χ2 value. Results are shown at the 0.05 level of significance. Figures in socio-demographic
parentheses indicate percentage variables

discouraged higher education for their subordinates, while quoting that higher education leads
to higher expectations. They opine that an employee might feel underutilized and degraded
resource while performing the routine task required in most of the jobs, even when their salary
is higher than their counterparts. Also, respondents explained that looking at the present state
of inflation, whatever they earn might be sufficient for them in the eyes of top authorities, but
it does not suffice their financial responsibilities. The employees (married) expected more
satisfaction in terms of work life balance including healthy superior subordinate relationships,
as it would support them to fulfill their family responsibilities more effectively.

5.5 Comparison of present findings with Herzberg’s theory

The existing literature confirms the wide presence of Herzberg Motivation Hygiene Theory.
This theory was coined by Frederick Herzberg (1986). The other names for this theory are
two-factor theory and job satisfaction theory. Herzberg opined that job satisfaction and job
dissatisfaction are two independent aspects. This theory explains that there are some
motivating factors which are also called as satisfiers (recognition, achievement,
responsibility, work itself, advancement and growth); and there are few hygiene factors
that are termed as dissatisfiers (supervision, interpersonal relations, working conditions,
status, company policy, salary, personal life and job security) (Maidani, 1991; Park and
Ryoo, 2013; Alshmemri et al., 2017; Holmberg et al., 2017).
Now, motivation refers to the forces that push or propel bank employees to assure their
basic requirements or wants. The findings of this study have confirmed lack of motivation
among employees. Also, the results of the present study show partial acceptance of
Herzberg’s Motivation Theory (see Figure 2, the words highlighted as red are showing
interchanged factors). Thus, the bank authorities must consider growth, recognition,
BIJ TRADITIONAL THEORY PRESENT FINDINGS
26,3 Motivation/ Hygiene/ Motivation/ Hygiene/
Satisfiers Dissatisfiers Satisfiers Dissatisfiers
Growth;
Interpersonal
Salary; Relations;
882 Interpersonal Supervision;
Recognition; Relations; Recognition;
Achievement; Supervision; Personal Life;
Growth; Company Policy; Achievement; Company Policy;
Advancement; Working Salary; Status
Responsibility; Conditions; Advancement;
Figure 2. Work Itself Personal Life; Job Security;
Comparison of present Status; Responsibility;
results with Job Security Working
Herzberg’s theory
Conditions;
suggestive model
Work Itself

achievement, advancement, responsibility and work itself as satisfiers which were earlier
considered as dissatisfiers along with interpersonal relations, supervision, personal life,
salary, job security and working conditions, whereas company and status shall be
considered as dissatisfiers which were earlier as satisfiers.

6. Conclusion and recommendations

The present study landed with some worthy contributions toward literature. Along with
some general suggestions discussed in the previous paragraphs like adequate
compensation, unbiased promotional policies, transparent appraisal system, etc., there are
few more points with specific reference to bank employees, which have been framed on the
basis of observations of the researcher during survey. Overall, the essence of dissatisfaction
has been discovered among respondents, except a few who are placed on senior positions in
the private banks considered in the study.

6.1 Theoretical implications

The importance of bank employees can be realized from their contributions toward day-to-
day customer-oriented activities that take place in different private banks. The various
factors, namely, use of upgraded technologies and equipment, enlarged customer base,
online banking (transactions), improved banking habits and awareness among customers,
increased banking hours for public dealing, provision of diverse and niche products
provided to the customers, etc., are constantly creating new opportunities and presenting
new challenges for bank employees. This study has extensively discussed the concepts of
job satisfaction and quality of work life related to private bank employees in Chandigarh
and its adjoining areas, strengthening that these results can be generalized to other
industries as well, if the same factors are considered as parameters. Furthermore, it
presents an indicative model (see Figure 3) enlightening the results of the present research,
followed by the scope for future research studies as this study can be very well replicated
and conducted with reference to public bank employees. The results of unconducive work
environment have turned out to be highly alarming factor, which has cleared the path to
perform an advance research in future, with the deployment of this variable individually.
Also, the insignificant association of socio-demographic variables (gender, marital status,
age and education) with the quality of work life requires further exploration. The concerns
 R2
Measuring of
Quality of Work Life (0.614) job satisfaction
Job Awareness and Commitment ( = 0.370)

Perceived Job Motivators ( = 0.342)

Unconducive Work Environment ( = –0.648)

883
Perceived Organizational Culture ( = 0.528)

Employee Satisfaction and Continuance ( = 0.378)

Gender ( p =
Job Satisfaction
Work Exp. ( p = 0.018), Age ( p =
0.046), Job Title 0.023), Work
Pay, Promotion, Supervision,
( p = 0.001), Exp. ( p = 0.031),
Job Title ( p =
Fringe Benefits, Contingent
Salary ( p = 0.022) Rewards, Operating Procedures,
0.003), Salary
( p = 0.006) Co-Workers, Nature of Work,
Communication Figure 3.
Suggestive model

or suggestions which need to be highlighted as implications include the alleviation

of stress among respondents. Stress is the consequence of long working hours, job
insecurity, insufficient support from supervisors (reported by some employees), difficult
co-workers and peers, individual behavioral patterns (anger, hostility, impatience and
aggression), family problems, etc. A private conversation with the employees unveiled
their dependency on alcohol, increased smoking and other unethical recreational
activities, which results in health disorders (high blood pressure, disturbed metabolism,
etc.). These actions are ultimately resulting in absenteeism (Schaufeli et al., 2009),
lateness, turnover and inefficiency which is an indirect cost paid by both employers
and employees.

6.2 Practical implications

To curb the aforesaid ailments, a planned approach at organizational and individual level is
highly recommended. The initiatives like regular exercise routines, formation of health club/
gym, medication programs and mandatory routine health checkup at organizational level
are few strategies that can be adopted to reduce stress. Some respondents expressed the
need for intercity branch associations, which can help them to solve common problems,
better learning opportunities with an informal atmosphere along with other trainings
organized formally. Furthermore, the worksite-based programs, also called as employee
assistance programs, can benefit both employers and employees by resolving official/
personal concerns that affect their job satisfaction. The presence of dissatisfaction among
the bank employees with respect to incoherent co-worker’s relationships and complex
official procedures can be minimized through the implementation of assistance programs.
Another implication is to value individual opinions by granting required freedom of speech
BIJ to employees, so that they can put across their ideas/beliefs. Bank employees must be
26,3 trained to understand different cultural backgrounds of their co-workers and facilitate
friendly work environment to reduce cultural gaps among themselves. The present study
recommends that bank authorities should implement the concept of work and enrichment,
which can reduce the work life complexities of bank employees. An interesting outcome as
reported by respondents involves the compulsory and sponsored participation of employees
884 into meditation programs (e.g. Art of Living Workshop) for an uplifted motivational spirit
and self-confidence. The surveyed bank employees strongly recommended the five days’
work routine culture, as it is greatly required to accomplish their other (personal)
commitments in relation to government organizations. The suggestion to increase
organizational communication and participative decision-making process is recommended
to reduce feeling of organizational injustice among bank employees. The indicative model
supports the above-discussed points. The model (see Figure 3) explains the negative
presence of unconducive work environment. It enlightens the alarming requirement of
conducive work environment for bank employees. Furthermore, it ensures the active role
played by the socio-demographic variables. The model explains that along with other
factors, these variables also influence the expectations of bank employees in relation to their
work life quality and job satisfaction.

6.3 Limitations and scope for future research

The study put forward some limitations and clears the path for future research. First, the
sample size (300) is small, when compared to the entire population working in respective
private banks in Chandigarh and its adjoining areas. Second, the study considered only
private sector banks, thereby, confirming a scope for a comparative between private and
public sector banks for other scholars, willing to extend and contribute their research on the
quality of work life and job satisfaction within the banking industry, or with some different
target audience (yet unexplored) in the service sector.

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Corresponding author
Shivam Gupta can be contacted at: connectwithshivamgupta@gmail.com

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