1

A study on satisfaction level of employees

with special reference to
Private sector

Chapter 1. Introduction

Job is one of the most essential elements of people’s life. Peoples lifestyle and social living is
directly dependent on their jobs. Therefore, it is necessary for every organization to have
satisfied workforce.

“Employee satisfaction” depicts employee perceptions of whether their desires are being met
in the workplace. Most of the times perceptions of overall happiness are the main drivers of
whether an employee feels satisfied. If an employee is happy on an hourly basis throughout
the day, they are likely to feel satisfied with the job . Employees who are partially happy
throughout the day may feel happy as well if they have had negative experiences with other
employers.

Satisfaction can be measured collectively throughout an organization, within a department, or

even within a single team. Measuring satisfaction of an individual employee is usually
infeasible due to high subjectivity and bias. Employers should generally focus on group
efforts to boost satisfaction in the workplace.

The success and overall productivity of an organisation is dependent on effectiveness and

efficiency of employees and greater performance depends on satisfaction of employees.
Observation from previous studies is that when employees are satisfied, they tend to perform
their best to achieve organizational goals.

Highly satisfied employees show traits such as regularity and punctuality, and are more
productive, more committed, and more satisfied in their lives. To increase the level of
satisfaction in order to improve performance, employees should be given the ample
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opportunities of advancement, i.e., pay scales, participation of employee in policy making,

and increasing organizational commitment. Similarly, safety and good relationships with
supervisor and co-workers are the biggest satisfiers; nature of the job, way of supervision, job
security, recognition, and advancement are crucial factors for employees’ organizational
commitment.

participation of employees in profit-sharing plans, pension, and job security are

positively tie in with job satisfaction, whereas many studies have suggested
opportunity for professional development as the biggest cause of employee
satisfaction.

human resource department, Managers, or employers must develop strategies that will
provide good working environment to improve employee satisfaction which in turn leads
towards greater level of performance and productivity.

Employee satisfaction and motivation aren't the same but is clearly linked to
each other. Job design aims to improve job satisfaction and performance;
methods include job enlargement job rotation and job enrichment. Other
influences on satisfaction include culture and management style, empowerment,
autonomous work position. employee involvement.

Job satisfaction is a very crucial element which is regularly measured by

organizations. The most common method of measurement is the use of rating
scales where employees report veiws on their jobs. Questions relate to
promotional opportunities, rate of pay, variety of tasks, work responsibilities,
the work itself and co-workers. Some questioners ask yes or no questions while
others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all
satisfied" and 5 represents "extremely satisfied").
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Factors influencing employee satisfaction noticed in these surveys might

include workload, compensation, perceptions of management, resources,
flexibility, teamwork, etc.

These things are all important to companies who want to keep their employees
happy and reduce turnover, but employee satisfaction is only a part of the
overall solution. In fact, for some organizations, satisfied employees are people
the organization might be better off without. Satisfaction doesn't mean high
performance or engagement. HR ideas and strategies focused on how to
improve employee satisfaction oftentimes have results that demoralize high
performers.

Employee satisfaction and employee engagement are similar concepts on the

surface, and many people use these terms interchangeably. The importance of
knowing the difference between satisfaction and engagement is critical for an
organization to make strategic decisions to create a culture of engagement.
Employee satisfaction covers the basic concerns and needs of employees. It is a
good starting point, but it usually stops short of what really matters.

Why Satisfaction in the Workplace Matters?

People have a remarkable ability to adapt to difficult circumstances. If your

employees do not feel satisfied, they are likely looking for new jobs. In extreme
cases, some employees may also adapt by sabotaging your progress or even by
committing fraud. When large groups of employees are dissatisfied, they could
form a labour union or quit simultaneously to start their own company.
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Although extreme actions taken in response to extraordinary dissatisfaction are

rare, your company could face significant losses as a consequence of even
moderate levels of unhappiness. Employees who are not satisfied at work will
put less effort into their responsibilities. Most importantly, dissatisfied
employees almost never come forward with innovative ideas. When all
members of your company are happy, on the other hand, they will feel
motivated to give back by going the extra mile.

Causes of job satisfaction

Good-Fit Company Culture

When employees like their co-workers and find commonalities among their
peers and supervisors, they tend to be more satisfied at work. When employees
connect with co-workers and develop personal relationships they usually are
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happier at work. Overall job satisfaction also correlates with how well
employees get along with their direct supervisors. Hiring managers and small
business owners should look for employees with similar backgrounds and tastes
as their current staff, and hire those who'll easily fit into the current company
culture.

Interesting and Satisfying Work

Employees are most satisfied when they find their work interesting. Being able
to retain a certain amount of autonomy allows workers to develop their own
challenges and find ways to overcome obstacles, leading to a more satisfying
work experience. Challenges and diversity in the daily grind also keep work
interesting. While the nature of specific jobs may not typically lead to a diverse
workday, successful managers should look for ways to increase challenges for
workers and vary their daily routines to provide a range of responsibilities.

Rewards and Incentives

While pay may not always be a worker's prime reason for job satisfaction, it
doesn't hurt. Incentives that include bonuses and pay raises often can help
employees overcome poor attitudes toward other, less enjoyable areas of their
work. When workers receive rewards for a job well done, they often feel more
satisfied with their jobs. Incentives such as getting a better office space, a few
extra paid vacation days and other perks can significantly increase workers’ job
satisfaction. Stock options and profit sharing can provide employees with a
feeling of ownership in the company and offer increasing satisfaction when the
results of their work show up in a check.
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Low Stress Environment

Employees who feel continuous stress and pressure to perform at work may
develop apathy, fatigue, muscle tension, headaches, substance abuse problems
and high blood pressure. Job satisfaction increases when employees can enjoy a
stress-free environment in which they know they're appreciated and they're not
in fear of losing their jobs if they make a mistake. Workers can employ
techniques to take care of themselves, such as eating a healthy diet, eliminating
negative thinking and resolving conflicts as they arise. At the same time, as a
boss you can maintain open and clear communication, give employees some
control over their production and praise effective workers regularly.

Factors Affecting Job Satisfaction

Job satisfaction is a big factor in employee engagement, and the level of

discretionary effort team members are likely to make. No doubt, people’s work
performance suffers when they don’t feel satisfied with their jobs, not to
mention their quality of life.
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Of course, every person is unique in what they wish to achieve from their work,
but there are some job satisfaction factors that psychologists usually agree on.

Job satisfaction depends on several different factors such as satisfaction with

pay, promotion opportunities, fringe benefits, job security, relationship with co-
workers and supervisors, etc.

Job satisfaction may lead to cost reduction by reducing absences, task

errors, conflicts at work and turnover.

As work is an important aspect of people’s lives and most people spend a large
part of their working lives at work, understanding the factors involved in job
satisfaction is crucial to improving employees ‘performance and productivity.
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1.Working Environment

It is essential to provide employees with a work environment that is conducive

to their overall development.They need an environment which is healthy and
safe and which caters to both personal comforts and facilitates doing a good job.
If the working conditions are good (clean, attractive surroundings), the
personnel will find it easier to carry out their jobs.

On the other hand, if the working conditions are poor (hot, noisy surroundings),
personnel will find it more difficult to get things done.Hence, it can be said that
having a friendly, and supportive environment can lead to increased job
satisfaction.

2.Fair Policies and Practice

Individuals who perceive that promotion decisions are made in a fair and just
manner are likely to experience satisfaction from their jobs.

Very often employees are demotivated and dissatisfied with their jobs because
unfair policies and practices prevail at their place of work.

It is therefore of utmost importance for an organization to have a fair and equal

system regarding practices and policies so that there is no discrimination and
frustration.

3.Caring Organization

Care can be shown in various ways, but it takes into consideration career

development, adult treatment, being taken seriously and being appreciated for a
job well done.
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When people feel that the organization; for which they are working, cares for
them and takes actions to improve their work and lives, they are happy, and this
creates higher satisfaction.

4.Appreciation

The human race loves to be appreciated.

Even for the smaller job that does one seek to have an appreciation, from
colleagues, boss, and seniors. When one gets acknowledged in front of
everyone, it gives up a boost to their morale.

When appreciation leads to encouragement, the ultimate result is reflected in the

efficiency of work automatically.

Therefore, the level of job satisfaction is always higher wherever appreciation is

higher.

5.Pay

Wages and salaries are recognized to be a significant but cognitively complex

(Carraher, & Buckley, 1996) and multidimensional factor in job satisfaction.
Money not only helps people attain their basic needs but is also instrumental in
providing upper-level need satisfaction.

Employees often see pay as a reflection of how management views their

contribution to the organization. Fringe benefits are also significant, but they are
not as influential.

One reason undoubtedly is that most employees do not even know how much
they are receiving in benefits. Moreover, most tend to undervalue these benefits
because they do not realize their significant monetary value.
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6.Age

Age is one of the factors affecting job satisfaction. Various studies carried out in
this field have shown that job satisfaction tends to increase with age.

That is older employees tend to report higher satisfaction, and younger

employees say the lowest job satisfaction rates.

7.Promotion

Promotional opportunities seem to have a varying effect on job satisfaction.

This is because promotions take some different forms and have a variety of
accompanying rewards.

In recent years, the flattening of organizations and accompanying empowerment

strategies, promotion in the traditional sense of climbing the hierarchical
corporate ladder of success is no longer available as it once was.

8.Feel of Belongings

Most of the organization fails to understand this fundamental factor, whereas

many have started acting towards it.If an employee feels that he is considered an
important part of the team, he belongs to the organization then there are higher
chances of job satisfaction.

Texting or emailing an employee on his/her birthday, communicating the crisis

to even at the ground level employee, making special efforts during festive
seasons, all these small little gestures make an employee believe that he or she
belongs to the firm.This brings job satisfaction and loyalty together.
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9.Initiation and Leadership

If an employee is given an equal number of opportunities to show their talent,

take the lead and initiate then the chances of having a higher level of job
satisfaction is more.Suppose in an organization; no employee is asked to give
suggestions, nobody is bothered to inform them of the decision.

There are only a few figures who lead the team always.In such conditions, an
employee wouldn’t feel satisfied with whatever job he or she is currently doing.

10.Feel of Being Loved

It is noticed that if an employee has a good bonding with colleagues arid

seniors, then the job satisfaction level is higher.

One feels like coming to the office and performing the job. If the environment is
not friendly, office politics is at its peak, and malpractices are done, then all
these factors together leave no stone unturned in discouraging an employee
from not coming to the office.

11.Safety and Security

These days companies are taking endless measures in order to see that an
employee is catered to a different kind of facilities like health care and medical
checkups.There are a few institutions that also provide insurance policies at a
lower rate.

Hence, this aspect of safety and security plays a major role. If an employee
didn’t feel safe and secured at the organization that he or she works in, the level
of job satisfaction is ultimately going to fall.
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12.Challenges

There are a few types of employees who love to experiment; they like it when
the challenging job is assigned to them. To them, the challenge is always
associated with ability and capability.They feel that if an employee is given a
challenging job, it means that the leader trusts his or her capacity to fulfill the
expectations.

Thus, wherever challenges have involved the level of job satisfaction

automatically raises up.

13.Responsibilities

This suggests that when an employee is given a bigger responsibility it makes

him or her conscious about the fact that the employers think him or her as a
capable and trustworthy candidate.

Jobs where responsibility is involved always carry a higher level of satisfaction.

The idea of responsibility and the feel that one gets when the responsibility gets
accomplished cannot be traded for anything in the world.

If an employee is not given any responsibility to handle, ultimately the result is

that the person feels detached and doubts about self-worth which immediately
affects job satisfaction.

14.Creativity in Job

Job satisfaction is always higher wherever creativity is involved. The creative

freedom gives a sense of fulfilment whenever any project is complete.

It makes an employee feels as if the project belongs to them for their creativity
is there. Even if it is just a creative sentence that they have put in, it means a lot
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to them.On the other hand, in jobs that are monotonous, the employee won’t
feel like he or she belongs to the project. The alienation takes place, and hence
the job satisfaction level falls drastically.

15.Personal Interest and Hobbies

People who pursue their hobbies and interest as their career, gain the highest
level of satisfaction in whatever they do at their workplace.This is because their
job is not a job for them, but a way of getting closer to their interest and making
money. Whatever, they will be more than just to have a promotion.

16.Respect from Co-Workers

Employees seek to be treated with respect by those they work with. A hostile
work environment with rude or unpleasant co-workers is one that usually has
lower job satisfaction.Managers need to take a step and mediate conflicts before
they escalate into more serious problems requiring disciplinary action.

Employees may need to be reminded of what behaviours are considered

inappropriate when interacting with coworkers.Relationship with Supervisors

One of the major reasons employees think about quitting a company is that their
supervisor does not care about them.

A participative climate created by the supervisor seems to have a more

substantial effect on workers’ satisfaction than does participation in a specific
decision.Effective managers know their employees need recognition and praise
for their efforts and accomplishments.

Employees also need to know their supervisor’s door is always open for them to
discuss any concerns they have that are affecting their ability to do their jobs. It
will lead to their satisfaction in the office.
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17.Feedback

Not receiving feedback on their work can be quite discouraging for most
people. Effective feedback will help the team members know where they are
and how they can improve.Authority also needs to know what kind of feedback
the team members respond to best. Research shows that learners seek and
respond to positive feedback, while experts respond to negative feedback.

In the case of negative feedback, it’s not enough to simply point out what is
wrong. One should explain the reason something they did isn’t working, and
how it might be corrected.

18.Flexibility

Offering flexibility is a great way to show the team members that what is
expected from them. What’s more, the gift of time is one of the most
appreciated workplace perks. Smart people work best when they can choose
their schedule.Flexible hours can increase engagement and productivity. But
keep in mind that these may decrease collaboration.

19.Nature of Work

The nature of work can define the willingness to work. Most individuals have a
liking for certain tasks and would prefer to handle these tasks. One should make
sure that he/she is going for firms where he/she gets to apply the skills, abilities,
and knowledge to the fullest.

Recent research has found that such job characteristics and job complexity
mediate the relationship between personality and job satisfaction, and if the
creative requirements of employees’ jobs are met, then they tend to be satisfied.
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For each working personal job satisfaction has a different meaning. There are
different factors that influence the level of job satisfaction. The ones that are
listed above are the most common ones.

It is vital for an employee to have a satisfaction level derived from the job that
he or she is doing.

Importance of Job Satisfaction in Organization

The importance of job satisfaction for any organization is huge as it is linked to

many variables, including productivity, absenteeism, turnover.Job satisfaction
has been linked to many variables, including productivity, absenteeism,
turnover, etc.It is significant because a person’s attitude and beliefs may
affect his or her behavior.Attitudes and beliefs may cause a person to work
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harder, or, the opposite may occur, and he or she may work less.Job satisfaction
studies often focus on the various parts that are believed to be important, since
these jobs related attitudes predispose an employee to behave in certain ways.
It also affects a person’s general well being.

Consequently, if a person is dissatisfied with their work, this could lead to

dissatisfaction in other areas of their life. Keeping workers happy helps to
strengthen a company in many ways.

Importance of job satisfaction are;

● Lower Turnover.
● Higher Productivity.
● Increased Customer Satisfaction.
● Employee Absenteeism.
● Helps to Earn Higher Revenues.
● Satisfied Employees Tend to Handle Pressure.

1.Lower Turnover

Turnover can be one of the highest costs attributed to the KR department.

Retaining workers help to create a better environment, and makes it easier to
recruit quality talent and save money.A person is more likely to be actively
searching for another job if they have low satisfaction; whereas, a person who is
satisfied with their job is less likely to be job seeking.
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Medina (2012) found that job satisfaction was strongly inversely correlated with
turnover intention and this relationship was mediated by satisfaction in
workplace culture.The study provides evidence that should be further explored
to aid in the understanding of employee turnover and job satisfaction;
particularly how job satisfaction and employee turnover relate to workplace
culture.

2.Higher Productivity

Irrespective of job title and pay grade, employees who report high job
satisfaction tend to achieve higher productivity. When someone is happy with
their job, they focus well and they pay attention to their tasks.They seem
themselves responsible and accountable for achieving the organizational goal
that does make them happy.When one member of a team displays high
productivity, it is natural for other members of the team to try to increase
productivity at the desired level.

3.Increased Customer Satisfaction

Keeping employees safe and satisfied can lead to higher sales, lower costs and a
stronger bottom line.Profit can be earned by selling, the products or giving
services to the customers.If the employees are satisfied with their job then they
can give better customer service and we know that customer retention and
loyalty are dependent based on the given service of the employees.

If customers’ loyalty is increased, automatically it will lead to an increase in

profit.Loyalty: When employees feel the company has their best interests at
heart, they often support its mission and work hard to achieve its objectives
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In this situation, job satisfaction and the level of loyalty of that employee will
be increased. And, they may be more likely to tell their friends, which helps to
spread goodwill.

4.Employee Absenteeism

It is likely that a satisfied worker may miss work due to illness or personal
matters, while an unsatisfied worker is more likely to take “mental health” days,
i.e. days off not due to illness or personal reasons.

When people are .satisfied with their job they may be more likely to attend
work even if they have a cold; however, if they are not satisfied with their job,
they will be more likely to call in sick even when they are well enough, to work.

5.Helps to Earn Higher Revenues

No amount of training or motivation-would help, unless and until individuals

develop a feeling of attachment and loyalty towards their organization.
Employees waste half of their time fighting with their counterparts or sorting
out issues with them.Satisfied employees are the happy employees Who
willingly help their fellow workers and cooperate with the organization even
during emergencies. For them, their organization comes first, everything else
later.

They do not come to the office just for money but because they feel for the
organization and believe in its goals and objectives.Instead of wasting their time
in gossiping and waiting around they believe in doing productive work
eventually benefitting the organization.
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They take pride in representing their respective organizations and work hard to
ensure higher revenues for the organization.

6.Satisfied Employees Tend to Handle Pressure

Employees who are happy with their jobs are willing to participate in training
programs and are eager to learn new technologies, software which would
eventually help them in their professional careers.Satisfied employees accept
challenges with a big smile and deliver even in the worst of circumstances.
Employee satisfaction is of utmost importance for employees to remain happy
and also deliver their level best.

Satisfied employees are the ones who are extremely loyal towards their
organization and stick to it even in the worst scenario.They do not work out of
any compulsion but because they dream of taking their organization to a new
level.

Employees need to be passionate about their work and passion comes only
when employees are satisfied with their job and organization on the whole.
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How Job Satisfaction Benefits the Company!

Research has concluded that there is a relationship between job satisfaction and
performance of the employees. There are two basic views of satisfaction and
performance, and they are inverted to one another.One believes that satisfaction
leads to performance, while the other believes performance leads to satisfaction.

In effect, we are saying if someone is happy with their job they will perform
better, but to be satisfied, they have to perform in their job to get that
satisfaction.
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Higher Job Satisfaction gives;

● Higher productivity.
● Less employee turnover.
● Reduce absenteeism.
● Reduces the level of unionization.
● Reduces the number of accidents.
● It helps to create a better working environment.
● Improving customer satisfaction.
● Faster and sustainable Growth.

High job satisfaction may lead to improving productivity, decreased turnover,

and improve attendance, reduce accidents, less job stress and less unionization.

If employees feel that their jobs are fun and interesting, they will be more
willing to give extra effort to work.

Thus job satisfaction benefits the whole organization.

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Theories of Job Satisfaction

Satisfaction is a psychological factor. It cannot be seen and cannot quantify. But

its expression in the human mind is understandable.

When an employee is satisfied with his assigned task and can discharge his
responsibility satisfactorily, it is called job satisfaction. Job satisfaction theories
have a strong overlap with theories explaining human motivation.

The most common and prominent job satisfaction theories are;

1. Maslow’s Needs Hierarchy Theory,

2. Herzberg’s Motivator-Hygiene Theory,
3. Job Characteristics Model,
4. Dispositional Approach.
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Hierarchy of Needs

Although commonly known in human motivation literature, Maslow’s needs

hierarchy theory was one of the first theories to examine the important
contributors to job satisfaction.The theory suggests that human needs form a
five-level hierarchy consisting of physiological needs, safety,
belongingness/love, esteem, and self- actualization.Maslow’s needs hierarchy
was developed to explain human motivation in general.

However, its main tenants apply to the work setting and have been used to
explain job satisfaction.Within an organization, financial compensation and
healthcare are some of the benefits which help an employee meet their basic
physiological needs.
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Safety needs can manifest itself through employees feeling physically safe in
their work environment, as well as job security.When this is satisfied, the
employees can focus on feeling as though they belong to the workplace.

This can come in the form of positive relationships with colleagues and
supervisors in the workplace.Once satisfied, the employee will seek to feel as
though they are valued and appreciated by their colleagues and their
organization.

The final step is where the employee seeks to self-actualize; where they need to
grow and develop to become everything they are capable of becoming.

Process Theory

Process theory describes the process of how behavior is energized, directed,

sustained, and stopped.Process theory sees job satisfaction as being determined
not only by the nature of the job and its context within the organization but also
by the needs, values, and expectations that the individuals have about their job.

There are three sub-theories of process theory have been developed.

These are the theory based on the discrepancy between what the job offers and
what is expected, theory based on what an individual needs, and theory based
on what the individual values.
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Motivator-Hygiene Theory

Herzberg’s motivator-hygiene theory suggests that job satisfaction and

dissatisfaction are not two opposite ends of the same continuum, but instead are
two separate and, at times, even unrelated concepts.

‘Motivating’ factors like pay and benefits, recognition and achievement need to
be met for an employee to be satisfied with work.

On the other hand, at the absence of ‘hygiene’ factors (such as working

conditions, company, policies, and structure, job security, interaction with
colleagues and quality of management) employees will be dissatisfied with their
jobs.
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Reference Group Theory

Reference group theory gave rise to the thought that employees compare their
inputs and outputs from his/her job to others, such as his/her friends, co-
workers, and others in the industry.

Theorists, such as Hulin and Blood (1968) have argued that the understanding
of the groups to whom the individuals relate is critical to understanding job
satisfaction.

Discrepancy Theory

Another name of Discrepancy Theory is “Affect Theory” which is developed by

Edwin A. Locke in 1976 and is considered the most famous job satisfaction
model.

Many theorists have tried to come up with an explanation for why people feel
the way they do in regards to their job. Locke developed the idea known as
discrepancy theory.

This theory suggests that a person’s job satisfaction comes from what they feel
is important rather than the fulfillment or unfulfillment of their needs.

A person’s importance rating of a variable is referred to as “how much” of

something is wanted. Discrepancy theory suggests that dissatisfaction will occur
when a person receives less than what they want.
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Job Characteristics Model

The Job Characteristics Model (JCM) explains that job satisfaction occurs when
the work environment encourages intrinsically motivating characteristics.

Five key job characteristics; skill variety, task identity, task significance,
autonomy and feedback, influence these psychological states.

Subsequently, the three psychosocial states then lead to several potential

outcomes, including job satisfaction.

Therefore from an organizations’ point of view, it is thought that improving the

five core job dimensions will subsequently lead to a better work environment
and increased job satisfaction.

These can be combined to form a motivating potential score (MPS) for a job,
which can be used as an index of how likely a job is to affect an employee’s
attitudes and behaviors.

Dispositional Approach

Another well-known job satisfaction theory is the Dispositional Theory.It is a

very general theory that suggests that people have innate dispositions
that cause them to have tendencies toward a certain level of satisfaction,
regardless of one’s job.

This dispositional approach suggests that job satisfaction is closely related to

personality. The evidence for this approach can be divided into indirect studies
and direct studies.
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Judge and colleagues have reviewed these areas in greater detail. The indirect
evidence comes from studies that do riot explicitly measure personality. This
even includes significant employment changes, such as changes in employer or
occupation.The indirect studies, however, are vulnerable to several important
criticisms, namely that other unaccounted factors might be contributing to job
satisfaction levels.

Most prominently, there is research evidence that self- esteem, self-efficacy,

emotional stability and locus of control comprise a broad personality construct,
which contributes to bow an individual sees.

A review of 169 correlations between each of four affective constructs (i.e.,

self-esteem, self-efficacy, emotional stability and locus of control) and job
satisfaction, found that as self-reported levels of self-esteem, self-efficacy,
emotion stability and locus of control increased so did job satisfaction.

Similarly, investigations into the link between the five-factor model of

personality and job satisfaction revealed neuroticism, conscientiousness, and
extraversion to have moderate relationships with job satisfaction.

People tend to evaluate their work experiences in terms of liking or disliking

their jobs and develop feelings of satisfaction or dissatisfaction regarding their
job, as well as the organization in which they work.

Many probable influences affect how favorably an individual appraises his or

her job. This is also important for the organization to retain valued employees.

For this reason, through years of extensive research, Psychologists have

identified the theories that help to measure the level of job satisfaction of the
employees.
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Ways of Measuring Job Satisfaction

Many organizations face challenges in accurately measuring job satisfaction, as

the definition of satisfaction can differ among various people within an
organization.Despite widespread belief to the contrary, studies have shown that
high-performing employees do not feel satisfied with their job simply as a result
of high-level titles or increased pay.

This lack of correlation is a significant concern for organizations since studies

also reveal that the implementation of positive HR practices results in financial
gain for the organizations.

A person’s job is more than just the obvious activities of shuffling papers,
writing programming code, waiting on customers, or driving a truck.

Jobs require interaction with co-workers and bosses, following organizational

rules and policies, meeting performance standards, living with working
conditions that are often less than ideal, and the like.

This means that an employee’s assessment of how satisfied or dissatisfied he or

she is with his or her job is a complex summation of several discrete job
elements.
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Most used approaches to measuring job satisfaction of the employees are;

1. Single Global Rating.

2. Summation Score.
o Job Diagnostic Survey.
o Job Satisfaction Index.
o Job Satisfaction Survey.
o Minnesota Satisfaction Questionnaire.
o Job Satisfaction Relative to Expectations.
o Global Job Satisfaction.
o Job Descriptive Index (JDI).

Single Global Rating

The single, global rating method is nothing more than asking individuals to
respond to one question such as; all things considered, how satisfied are you
with your job?

Summation Score

It identifies key elements in a job and asks for the employee’s feelings about
each.Typical factors that would be included are the nature of the work,
supervision, present pay, promotion opportunities, and relation with co-
workers.Besides this, in summation score, many researchers used so many ways
of measuring job satisfaction.
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Job Descriptive Index (JDI)

In 1969, this was originally developed by Smith, Kendall, and Hulin. 72 items
in this index assess five facets of job satisfaction which include: work, pay,
promotions, supervision, and coworkers.Through the combination of ratings of
satisfaction with the faces, a composite measure of job satisfaction is
determined.

Global Job Satisfaction

In 1979, Warr, Cook, and Wall developed this measure which includes 15 items
to determine overall job satisfaction.Two subscales are used for extrinsic and
intrinsic aspects of the job. The extrinsic section has eight items and the
intrinsic has seven items

Job Satisfaction Relative to Expectations

Bacharach, Bamberger, and Conley developed this measure. It assesses the

degree of agreement between the perceived quality of broad aspects of a job and
employee expectations.It is most effective to determine how job stresses role
conflicts, or role ambiguities can hinder an employee from meeting job
expectations.

Minnesota Satisfaction Questionnaire

The long-form of this survey is made up of 100 questions based on 20 subscales

which measure satisfaction with ability, utilization, achievement, activity,
advancement, authority, company policies and practices, compensation, co-
workers, creativity, independence, moral values, recognition, responsibility,
 32

security, social service, social status, supervision human relations, supervision-

technical variety, and working conditions.

Job Satisfaction Survey

This was developed by Spector and contains 36 items based on nine job facets.
The job facets include pay, promotion, supervision, benefits, contingent rewards
operating procedures, co-workers, nature of work and communication.

When it was initially developed, it was specific to job satisfaction in human

service, nonprofit and public organizations.

Job Satisfaction Index

Schriescheim and Tsue developed this measure. It consists of six items that
form an index that determines overall job satisfaction. The items are work,
supervision, co-workers, pay, promotion opportunities, and the job in general.

Job Diagnostic Survey

Hackman and Oldham developed this survey which measures both overall and
specific facets of job satisfaction.

There are three dimensions of overall job satisfaction which include general
satisfaction, internal work motivation, and growth satisfaction, which are
combined into a single measure.

The facets which are measured on the survey include security, compensation,
co-workers, and supervision.
 33

Components of Job Satisfaction

Job satisfaction is one of the most widely used variables in organizational

behavior.It is an employee’s attitudinal response to his or her organization.

As an attitude, the components of job satisfaction are summarized as evaluative,

cognitive, and effective, behavioral components.

As with all attitudes, the relationship between Satisfaction and behavior, most
specifically job performance and membership, is complex.

Components of job satisfaction are;

● Evaluative Component.
● Cognitive Component.
● Affective Component.
 34

The Evaluative Component

An individual’s overall response to the employing organization is summarized

in the evaluative component. It represents dislike vs. like for the organization.

When asked for a single response to the question, how satisfied are you with
your job, individuals’ response to their overall evaluation.

In this case, a 5 point positive-negative scale is used where 1 indicates most

negative situation and 5 indicates most positive situation to express overall
favorable or unfavorable rating of their current job.

The Cognitive Component

An individual’s perceptions, opinion, beliefs and expectations regarding the

organization are the focus of his or her cognitions. In this case, different items
are measured to assess the cognitive component of job satisfaction.

Here participants rated the adjectives from 1 (Strongly describes) to 5 (Not

applicable) how well each term reflected their thoughts or beliefs associated
with their current job.

The Affective Component

This component represents the feeling induced by the organization. In general,

positive affect results from information, feedback, and situations that affirms or
reinforces the individual’s self-worth and self-concept, while negative affect is
evoked by invalidating situations.

Self-worth is validated when individuals feel accepted as valued members of the

organization and their competencies and core values are confirmed.
 35

The study which is related to finding out the components of job satisfaction,
examined two components, these arc- affective and cognitive component.

Cognitive and affective components have a great impact on measuring the level
of employees’ job satisfaction. It further proposed including an evaluative
component to improve the prediction of job satisfaction.

But this study found minimal support for the inclusion of an evaluative
component in the measurement of job satisfaction because it is dependent on a
single fact.
 36

 Causes of Job Dissatisfaction

Job dissatisfaction refers to unhappy or negative feelings about work or the

work environment.

There exist many factors which may result in job dissatisfaction.

Some of them are poor working conditions, overwork, low levels of pay, no
scope of promotion or career advancement and lack of recognition.

But what is worst are the consequences of job dissatisfaction which affect both
the employees and the organization.

It may result in loss of motivation, lack of interest, frustration, poor

productivity, absenteeism, and even high turnover rates.

There are several specific causes for job dissatisfaction, but it is understood
there are four main areas that reside in this issue.

Causes of Job Dissatisfaction are;

1. Underpaid.
2. Limited Career Growth.
3. Lack of Interest.
4. Poor Management.
5. Unsupportive Boss.
 37

6. Lack of Meaningful Work.

7. Opportunities for growth or incentives for meaningful work.
8. Work and Life Balance.

The effects of low job satisfaction can be far-reaching and this issue is of

concern for small business owners as well as large companies.

Underpaid

Not being paid what one is worth is called being underpaid.

If a person does not think they are being paid enough to do their job, then they
perceive themselves to be underpaid. If they research the wages for that job and
find they are indeed being underpaid, then their dissatisfaction is
warranted.From a company’s perspective, it is a valuable and important issue
because individuals who are dissatisfied with the money they are making, for
the job they do, will most likely leave the organization.

Limited Career Growth

Not having the opportunity to climb the ladder and grow the career is another
area that can foster dissatisfaction with a position.For this aspect, it is important
to understand that not everyone wants to move up the ladder.

This could mean that the employee will potentially leave for another
organization that might have better career growth opportunities.
 38

Lack of Interest

This is a very straightforward concept; that one should not start his career with a
job which is not an interested area of that person.A lack of interest in work is
another reason why employees are unhappy. Most employees want to perform
job duties that are engaging and challenging.

Monotonous work causes an employee to experience boredom. Bored-and

unchallenged employees experience little incentive to concern themselves with
workplace productivity.

Poor Management

The management team plays an important role in an organization. Managers are

responsible for motivating employees, planning, organizing and controlling
within the organization.

A key reason employees perform poorly in the workplace is poor

management.Managers with poor leadership skills tend to offer little feedback
on employees’ performances. Not having the leadership required is another
reason for dissatisfaction.

People want to be led. They want to work with people who inspire them and
have a vision.Without those people, an employee can feel as if the company is
just drifting through space, waiting to run into something.
 39

Unsupportive Boss

With companies downsizing and keeping resources at a minimum, managers

become more concerned about the bottom line rather than the very people who
can have a direct effect on the bottom line.

Managers who disengage from their employees and focus only on results
without providing inspiration, motivation or support are often unaware that they
may be a major cause of job dissatisfaction.

Lack of Meaningful Work

The lack of meaningful work plays a big part in job dissatisfaction. Employees
lose interest in work that offers no challenge.

Opportunities for growth or incentives for meaningful work.It’s easy to

disengage from a job and organization that doesn’t value its employees or offer
incentives for job growth.When employees feel their contributions are
significant, they feel happy at their work and work harder.

Work and Life Balance

Companies that fail to recognize the need for employees to maintain a healthy
life and work balance are ultimately affecting their productivity levels.

Even if a company can’t offer salary increases, one way to improve job
satisfaction is to create trade-offs for life and work balance.

Instead of offering raises, companies might consider incentives such as paid

days off, flexible scheduling, and rewards such as tickets to movies, plays, or
sporting events.
 40

Effects of Low Job Satisfaction

Job dissatisfaction produces low morale among workers and low morale at work
is highly undesirable.

If employees have the feeling that their occupations are meaningless and boring,
they will have a negative attitude which will definitely lead to a decline in
productivity.

The effects of low job satisfaction can be far-reaching and this issue is of
concern for small business owners as well as large companies.

If employees are not happy with their jobs, several areas of their work are
affected and their behavior can also affect other employees.

Effects of low job satisfaction are;

1. Job Stress.
2. High Employee Turnover Rates.
3. Lack of Productivity.
4. Profit.
5. Customer Retention.
 41

Job Stress

When employees are not happy with their jobs, they are much more likely to
experience and report stress on the job. Workers who are satisfied or happy at
work are much less likely to report feeling stressed out by their job.

This is basic human nature — if a person is not doing something he/she enjoys,
chances are he/she is going to feel dissatisfied and even little things will make
him/her feel stressed out and unhappy.

High Employee Turnover Rates

Low job satisfaction also creates high turnover rates with employees. Sooner or
later, the employee is going to quit so that they can find a job they actually
enjoy doing.

Many industries such as food service suffer from high turnover rates and the
inability to retain qualified workers. It is up to small business owners and
managers to find a way to increase job satisfaction, particularly in difficult
industries in which the jobs are tough and the pay is low.

Lack of Productivity

Low job satisfaction coupled with low employee morale equals a lack of
productivity in the workplace. Again, we have basic human nature at
work.When someone is unhappy, they don’t focus well and they don’t pay
attention to their tasks.They find hundreds of other things to do that do make
them happy.
 42

When one member of a team displays low productivity, it is only natural for
other members of the team to feel dissatisfied as a result, and their productivity
will begin to decline as well.

Profit

The value of the product is based on customer perception. According to Guide

Star Research, part of the perception of value by the clients is the satisfaction
and dedication of the employees.Customers see employee satisfaction as a
commitment by the company to general quality.

If the employees are not satisfied with their jobs, then they cannot give a better
service to the customers and it will lead to a lower level of profit to the
organization.

Customer Retention

When customers have an issue with the company or product and they get
excellent service from satisfied employees, then that creates satisfied customers.

The company is more likely to retain satisfied clients when the staff continually
shows the ability to exceed customer expectations.

Customer retention is critical in maintaining a steady flow of revenue. If the

employees are not satisfied they cannot retain the valued customers.

Therefore, we can say that job dissatisfaction affects both the organization and
the employees negatively. If job dissatisfaction prevails, the organization is
likely to be affected by poor customer service, quality production, and
profitability.
 43

It is clear and obvious that employees lacking loyalty and commitment will
show very little original thinking and will absent themselves very often from
work.All these put together will clearly result in poor performance and low
profitability for the organization.
 44

What Is the Private Sector?

The private sector constitutes the segment of the economy owned, managed and
controlled by individuals and organizations seeking to generate profit.
Companies in the private sector are usually free from state ownership or control.
However, sometimes the private sector can collaborate with the government in a
public-private partnership to jointly deliver a service or business venture to a
community. A private sector company can come to existence through the
privatization of a public organization or through a new enterprise by private
individuals. Businesses in the private sector stabilize prices by creating fair
market conditions.

What is the role of the private sector?

The role of the private sector is integral to the development of an economy.
Here are some specific roles of the private sector:

● Significant stakeholders of the economy: The private sector is an

important player in the economy due to the input it makes to the national
income. Particularly, it delivers vital goods and services, contributes to
tax revenues and ensures the efficient flow of capital.
● Generate employment: The private sector plays the pivotal role of
generating employment opportunities within its community. A significant
number of businesses are under the control of the private sector, which
suggests that these firms provide more jobs than the public sector.
● Assist in development: The private sector plays a dominant role in
different types of developments. Specifically, it enhances the process of
industrialization and community improvement. By introducing new
commodities, equipment, machinery and technology, companies in the
private sector produce innovative ideas that modify methods of
production and lead to better economic development. Alternatively, the
 45

private sector contributes to community development through promoting

community businesses, local exchange systems, cooperatives and
informal credit. It also attracts potential investors who promote and
expand existing companies.
● Provision of goods and services: The private sector is the main provider
of goods and services. It promotes human capital development, which
gives it the ability to produce more goods and services and therefore
satisfy market demand.
● Promote diversification of business: The private sector is full of firms
conducting varied businesses. Essentially, this sector provides new
companies with the opportunity to develop no matter the type of business.
With this freedom, private companies are able to diversify their
operations.

Main features of the private sector

The main feature of the private sector is its management by private individuals
without government involvement, but there are more features of the private
sector:
● Profit motive
● Private ownership and control
● No state participation
● Independent management
● Private finance
● Work culture of employees

Profit motive
The primary focus of companies in the private sector is making a profit. By
operating within the regulations and compliances of the respective country,
companies in the private sector typically manage to realize more profits
compared to firms in the public sector. Additionally, profits provide reward for
the risk taken and the required return on capital.

Private ownership and control

Private entrepreneurs are responsible for owning, controlling and managing the
private sector. The management may be either by a single individual or by a
group of people. When the ownership belongs to a single person, the private
sector company is referred to as a sole proprietorship. Alternatively, a group of
persons may jointly own a firm in the form of a cooperative society, partnership
or a joint-stock company.
 46

No state participation
Private sector entities have less exposure to government interference. There is
no participation by the state or central governments in the ownership and
control of a private sector undertaking.

Independent management
The management of the private sector relies entirely on its owners. In the case
of a sole proprietorship, the manager makes all of the decisions and acts on
behalf of the company in legal matters. On the other hand, the management of a
joint-stock company depends on a group of directors who are elected
representatives of the shareholders.

Private finance
The private sector obtains capital from its owners or shareholders. Different
types of private sector undertakings have varied means of raising capital. A sole
trader contributes capital for a sole proprietorship, and partners invest capital in
case of a partnership. Alternatively, a joint-stock company raises capital through
the issue of share and debentures (a type of long-term debt). Requesting loans
for long- and short-term needs or funds is also another way the private sector
raises capital.
Private sector companies receive very little financial support from the
government unless they are large and significant for a country. Depending on
the financial strength of the private sector, companies with stronger financials
have better capacities to mobilize more funds from the market.

Work culture of employees

The private sector has a competitive work culture, characterized by
performance-based career growth and better compensation. Private sector
companies strive to create the best work environment for their employees to
maintain a competitive advantage over other firms in the private sector.

CHAPTER 2. RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select,

process, and analyze information about a topic. In a research paper, the methodology section
allows the reader to critically evaluate a study’s overall validity and reliability. It allows the
readers to evaluate the validity and reliability of the study in the research paper. In simple
 47

words, it describes what you did and what made you reach this obtained result. The
methodology section answers two main questions: How was the data collected or generated?
How was it analyzed?

2.1 OBJECTIVES OF THE STUDY

*To study the level of job satisfaction among private sector employees.

*To study the working environment of employees for the view point of Job satisfaction.

*To study the perception about job satisfaction amongst the employees in private sector.

*To study the effects of job satisfaction on performance and productivity amongst the
employees.
*To study initiatives taken by the management for job satisfaction of their employees.

2.2 HYPOTHESIS OF THE STUDY

1. H1. Their is a significant relationship between work experience and overall job
satisfaction.
H0 Their is a no significant relationship between work experience and overall job
satisfaction.
 48

2. H1 Their is a significant relationship between gender and overall job satisfaction.

HOTheir is a significant relationship between gender and overall job
Satisfaction.

3 H1 There is a significant relationship between marital status and overall job satisfaction.
H0 There is no significant relationship between marital status and overall job satisfaction.

2.3 SCOPE OF THE STUDY

*Job satisfaction is an important output that employees work for organisation.

*It comprises of extrinsic and intrinsic factors and helps mantain an able and willing
workforce.

*It is an interesting and significant area for conducting research.

*The study made on topic of job satisfaction will reveal the factor of feelings of employees.

2.4 SIGNIFICANCE OF THE STUDY

In todays working conditions level of job satisfaction directly affects the organisational goals.
Higher job satisfaction results in higher productivity and commitment towards the
organisation. The working environment plays a crucial role as it affects the life of individuals,
their perception,behaviour etc. The study will provide an basic idea about satisfaction levels
of employees and identifying problems resulting in dissatisfaction.
 49

2.5 LIMITATIONS OF THE STUDY

*This study is subjected to the basis and prejudices of the respondents, hence 100% of
accuracy cannot be assured.
*The period was too short. So it was not possible to collect relevant information with in that
period.
*The findings are based on the answers given by the employees, so any error or bias may
affct the validity of the finding.

2.6 SELECTION OF THE PROBLEM

Satisfied employee refers to productive employee, any grievance relating to organizational or

personal to a greater extent influence on the job.
So every organization gives higher priority to keep their employees satisfied by providing
several facilities which inturn improves satisfaction and alsoreduces dissatisfaction.
Job Satisfaction is considered as major issue by an entrepreneur where efforts are taken and
programs are initiated.
Employee dissatisfaction results in absenteeism, job turnover, lower productivity. committing
of mistakes, diverting energy for different types of conflicts.Thus organisations try their best
to avoid such problems to happen and improve satisfaction levels.
This study is conducted to identify the level of satisfaction in terms of strongly agree to
strongly disagree on various job related factors.

2.7 SAMPLE SIZE

The sample size used for this study is 100 respondents. The data is selected from managers;
co workers and training staff from HR all the 100 responses are given correct information and
necessary tasks. Each category is as essential and informative for research.
 50

2.8 DATA COLLECTION

The present data for study is collected from the primary sources. The primary sources of data
are collected through questionnaire form and the secondary data is in the form of magazine,
web and from other areas.After collection of secondary data, the data will be evaluated by the
process of set variables i.e. setting the data in a systematic manner that will make it easier for
researcher to define and explain each variable. Furthermore, all data will be compiled and
will be arranged in a tabular and graphical form by which it will make the researcher comply
to proceed for comparison. Comparative representation of data will also make the findings in
a more general framework.

2.9 TECHNIQUES AND TOOLS

In this project percentage analysis is used. The percentage method is used to know the
accurate percentage of the data taken. The following formula was used. Percentage of
respondent = No of respondent /favorable Total no of respondent*100. From the above
formula we can get percentage of the data given by the respondents.

2.10 TYES OF DATA COLLECTION

Primary Data: - Primary data is collected from questionnaire from the Google form. It has
multiple choice question, open ended and close ended questions and multiple grid questions.

Secondary Data:- It is collected from the internet, webs and articles, Newspapers, CD DVD
ETC.
 51

2.11 RESEARCH DESIGN

This is the short detail about the research and analysis of the study for better understanding.

CHAPTER 3. LITERATURE REVIEW

Savery (1989)
highlighted the job satisfaction of nurses in Perth, Western Australia. The jobsatisfaction
level of the nurses was mainly due to interesting and challenging work which wasfollowed by
a feeling of achievement wherein, he even said salary was ranked as a very lowsatisfier. The
job satisfaction level increased as the person grew old where in the variableslike gender, time
in hospital, position held were controlled. Organizations should alwaysfocus on satisfying the
three basic needs (Individual motivators, Employee relationships and personal relationships)
of an employee which will in return help the employees in achieving job satisfaction.

Melvin (1993)
stated that the environmental design of an organization plays a very importantrole in job
satisfaction at the same time it also plays an important role in employees high
jobinvolvement. A good environmental design of an organization helps in resolving the
conflictsand confusion. The author even cites that it is the responsibility of the management
 52

to designthe environment in such a manner that it reduces the dissatisfaction where in the
work tasks,working patterns are properly mentioned.

MacDermid(1999)
studied the job satisfaction level of workaholics. He said there are sixvariables of workaholic
patterns i.e. Workaholics, Enthusiastic Workaholics, WorkEnthusiastic, Unengaged Workers,
Relaxed Workers and Disenchanted Workers. The jobsatisfaction level and career satisfaction
level was much more in Enthusiastic Workaholics ,Work Enthusiastic, Relaxed Workers than
Workaholics, Unengaged Workers andDisenchanted Workers because of the future career
prospects, working involvement, driveand work enjoyment.

Beumont (1982)
in his article highlights the job satisfaction level of general household inUnited States &
Britain where in there is a close fit relationship in U.S than Britain. In thestudy he found that
in U.S there is a positive relationship between Job Satisfaction and Agewhere as in Britain it
was considerably low.

Partridge (1981)
studied the job satisfaction level of women in Britain in which he foundthat the job
satisfaction level of women was more as compared with black men, as theynormally have
low expectations from their jobs. At the same time they have a greater feelingthat the
alternative jobs available to them differs very less than those available to them.

Paul E. Spector (1997)

summarizes the findings concerning how people feel towards work,including: cultural and
gender differences in job satisfaction and personal and organizational causes; and potential
consequences of job satisfaction and dissatisfaction. He provides with a pithy overview of
the application, assessment, causes and consequences of job satisfaction.

Sophie Rowan (2008) reveals how to create a happier work life, without changing career.
She provides practical and realistic guidance on how one can achieve optimal job satisfaction
and overcome the obstacles that make so many of us unhappy at work.

Robert M. Hochheiser (1998) reassessed the meaning of the workplace and proposed a
simple formula for success- Forget the idea that hard work alone leads to success and instead
focus on building good relationships. He asserts that the best way to win at work is to
understand what is needed to support the egos of bosses, peers, and subordinates. Accurate
assessment of those needs can then be indirectly associated with one's own personal goals
and exploited to make substantive workplace gains. Methods of determining needs are given
for a variety of situations,and strategies are offered to help make some of the worst work
situations at least marginally better through networking and personal development.

C. J. Cranny, Patricia Cain Smith, Eugène F. Stone (1992) reveals perceiving future
opportunity can actually be more motivating than actually receiving a raise, getting promoted,
or being given additional responsibilities.
 53

Jane Boucher (2004) offers practical advice for improving both your attitude about your job
and the job itself. She shows workers how to cope with keeping their jobs in this difficult
economy.

Chris Stride, Toby D. Wall, Nick Catley (2008) presented widely used measurement scales
of Job Satisfaction, Mental Health, Job-related Well-being and Organizational Commitment,
along with benchmarking data for comparison. The benchmarking data is based on a sample
of almost 60,000 respondents from 115 different organizations across a wide spectrum of
industries and occupations. Information is given by occupational group, and is further broken
down by age and gender.

Joanna Penn (2008) teaches how to improve your position in your current employment,
gaining more from your job, discovering more about yourself and what it is you would be
happy doing,stress management and people management .

Evren Esen (2007) examined in terms of industry and staff size as well as employee age and
gender more than 20 indicators of job satisfaction including career-advancement
opportunities, benefits, the flexibility to balance life and work, and compensation.

Elwood Chapman (1993) helps to determine employee level of satisfaction and then assists
in making positive changes to increase both satisfaction level and quality of work.

Patricia Buhler, Jason Scott (2009) present an academic argument for building an
employee-centered culture. They also examined a real-world case study of a company that
has experienced the economic benefits of this practice, making it abundantly clear that
modern businesses can't afford not to make employee satisfaction a top priority

Morge (1953) in his study on the Job satisfaction of the employees of white collar jobs found
that fifty five male teachers were satisfied with their job with oppose to thirty five percent
female employees who were not satisfied with their job. This study highlighted the
relationship between gender and job satisfaction and concluded that satisfaction is affected by
gender.

Gardon (1955) in his research on the Job satisfaction of the workers of industrial concern and
human needs industries found that if person„s individual needs are satisfied then their job
satisfaction increases; thereby reflecting a positive relation with the job satisfaction.

Bidwel and Charles (1956) studied on the Job satisfaction and school management and
concluded that effective education is necessary to develop good image of the school and that
teachers„Job satisfaction increased by perfect management.

Sinha and Singh (1961) studied the relationship between job satisfaction and absenteeism. A
random sample was selected from various departments of Tisco, Jamshedpur. The sample
consisted of high and low absentee workers. Respondents consisted of 50 each from both the
categories. Job satisfaction questionnaire consisted of items of four components of job
 54

satisfaction namely nature of work, wages and security, supervisors and supervision and
company„s overall personnel policy. It was found that low absentees were significantly more
satisfied with their job than high absentees.

Sinha and Sharma (1962),conducted a research on attitude and job satisfaction with the help
of randomly selected 100 workers which were from a light engineering factory around
Culcutta. It was found that job satisfaction was inversely related to favorable attitude towards
the union. This implies, greater the job satisfaction, the less favorable was the attitude
towards the union.

Prasad (1964) studied the personality and the relative elements of Job satisfaction namely age
and experience. In his study he concluded that the age of professionals had no effect on job
satisfaction, while job satisfaction increase with the frequencies of experience thereby
showing significant relation with the Job satisfaction.

Rajgopal (1965) in his study explored the relationship between satisfaction and productivity
of textile mills workers belonging to high and low productive mills. Six mills, three high and
three low (Productivity was indexed in terms of operative hours per unit of Production four
the past three years) were chosen for the study. 75 workers each from high Productive and
low Productive mills were chosen for the study. They were asked to indicate their degree of
satisfaction/dissatisfaction on a 5-point scale ranging from extreme satisfaction to extreme
dissatisfaction on thirty items representing seven aspect of work (i.e., salary, job,
management, working condition, welfare facilities , coworkers, and union management
relations). The results highlighted that high productive mill workers were significantly more
satisfied with five of the seven aspect excluding job and coworkers.

Lodahl&Kejner (1965) found in a study that Job satisfaction is affected by meaningfulness

of work and adequacy of supervision.

Kapoor and Rao (1969) had examined the age and attitude towards officers in understanding
the Job satisfaction of 146 female employees. His research highlighted that female employee
and married female employee having more than twenty five years of age always oppose
against injustice and struggle against management too.

Jawa (1971) collected data on 70 semi-skilled workers in his study on anxiety and job
satisfaction. On the basis of the anxiety scale filled by the respondents and their scores,
anxiety was divided into three groups of high, average and low anxiety. In addition to this a
satisfaction questionnaire was also filled by the respondents. The results indicate a trend of
increasing satisfaction with decreasing anxiety level

Smith, Scott and Hulin (1977) selected 4000 managers of the 145 company for the sample of
the study on Job satisfaction of professional employees of the company. It was found out
through this research that satisfaction increase with the age. Thus, indicating a positive
relation of Job satisfaction with the age.
 55

Richmond, Mccroskey and Davis (1982), stated that “moderately satisfied employees may be
more productive than dissatisfied employee; extremely satisfied employees may form the
type of work group known as the “happiness for lunch bunch”

(McCroskey, Larson & Knapp, 1971) and be more of a social group than a work group, hence
lowering productivity.

Bhatt (1987) studied the personality determinations of Job satisfaction of college teachers of
Saurashtra University and all college teachers were included in the sample of the study. It
was found that female teachers were more satisfied than male teachers, also no significant
difference was found in the mean scores of married and unmarried teachers. It was also found
that Job satisfaction had no significant relation with the age, area of the work, educational
qualification and experience.

Sharma(1987) examined the effects of work culture on employee satisfaction, sense of

participation, role stress and alienation in private sector and public sector and found that the
private sector and the public sector varied significantly on the dominant culture variables and
there was significant correlation between the work culture variable and role stress variables.

Rajendran (1987) in a public sector industry highlighted a significant correlation between

work culture and employee satisfaction.

Rain et al., (1991) stated that job satisfaction has a correlation with life satisfaction. People
who are satisfied with life will tend to be satisfied with the job and vice versa

Cardona (1996) in a survey of members of the Association for Investment Management and
Research found that 81% of the managers were satisfied or very satisfied with their job. Most
managers named professional achievement, personal or professional growth, the work itself
and their degree of responsibility more important than compensation as the factors that create
positive feelings about their job. Factors like company policies, administration, relationships
with supervisors, compensation and the negative impact of work on their personal lives were
viewed as those which create negative feelings about the job. National Center for Education
Statistics, (1997) in a report on job satisfaction among American teachers identified that more
administrative support and leadership, good student behavior, a positive school atmosphere,
and teacher autonomy as working conditions associated with higher job satisfaction. A weak
relationship was found between faculty satisfaction and salary and benefits. Research also
shows that demographic variable such as age and gender have little or no significant impact
on job satisfaction

Yankelovich Partners (1998) in their study surveyed 10,339 workers 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
 56

four major geographic regions studied, importance of potential advancement and the
opportunity to build skills as a way to maintain employability and job security was
emphasized by the workers.

Karl & Sutton (1998) found that from an employee point of view, job satisfaction is a
desirable outcome in itself. While from a managerial or organizational effectiveness point,
job satisfaction is important due to its impact on absenteeism (1) turnover, (2) and pro-social
“citizenship” behaviors such as helping coworkers, helping customers, and being more
cooperative. Thus it becomes important for the managers to understand what employees
value in order to redesign jobs, reward systems, and human resource management policies
that will result in optimum job satisfaction and productivity.

Gohil(1999) studied on the motivation vis-à-vis job satisfaction and organizational perception
of bank employees in Saurashtra region and was confined to the officer and clerical staff of
the public sector commercial banks of the Saurashtra region. The study was conducted on
780 employees and a significant difference was found in the average scores of job satisfaction
of managerial cadre and clerical. A significant difference was also observed between (a)
academic qualification and means scores of job satisfaction, (b) family tension and means
scores of job satisfaction, (c) family environment and means scores of job satisfaction. The
study also highlighted correlation in length of service and mean scores of job satisfaction.

Ali and Akhtar (1999) studied and explored the effect which work culture has on employee
satisfaction and found that those who scored high on work culture also differed significantly
on satisfaction scale.

Wiggins & Bowman (2000)studied the relationship among career experience, life
satisfaction, and organizational factors for managers. The study was conducted in healthcare
organizations. Nine domains of important job skills, knowledge, and abilities necessary for
success as healthcare managers were identified in a two stage Delphi analysis of American
College of Healthcare Executives (ACHE) members. Cost/finance, leadership, professional
staff interactions, healthcare delivery concepts, accessibility, ethics, quality/risk management,
technology, and marketing were the nine domains.

Resheske (2001) examined job satisfaction among full time faculty of the College of Human
Development at Wisconsin University. Thirty-six full time faculty members were included in
the study. The results indicated that overall the faculty of the College of Human Development
at UW-Stout was satisfied with their current employment and that group cohesion does play a
role in overall job satisfaction.The study also determined that job autonomy, working with
the students and fellow colleagues and supervisors were the top three best reasons for
working here. It was also concluded that pay, having more time and assistance with meeting
deadlines and having equal workloads between colleagues were the three top priorities for
improving the work environment.
 57

Harter (2002),selected 7,939 business units in 36 organizations for the sample of the study on
job satisfaction sentiments and employee engagement. The study examined aggregated
employee job satisfaction sentiments and employee engagement.

Schneider (2003)studied the relationships between several facets of employee satisfaction and
organizational financial (return on assets; ROA) and market performance (earnings per share;
EPS). The study included 35 organizations over a period of eight years. Significant positive
relationships were found between attitudes concerning satisfaction with security, satisfaction
with pay, and overall job satisfaction with financial (ROA) and market performance (EPS).

Niranjana and Pattanayak(2005) tried to explore the dynamics of organizational citizenship

behavior, learned optimism, and organizational ethos represented by OCTAPACE in service
and manufacturing organizations in India. The manufacturing sector was found to have a
better work culture whereas service sector had high organizational citizenship behavior and
learned optimism.

Singh (2009) revealed a significant difference between high and low work culture groups
which is related to their satisfaction with management. The possible reason for it being the
obligation towards others produced a sense of responsibility within individuals which made
them more satisfied in comparison to low scorers on this dimension.

Vagh (2010) highlighted that most of the employees of Municipal Corporation of Saurashtra
Region were not satisfied. Employees of the Municipal Corporations have many questions
and there is a strong need to give the attention on solution of employees questions as and
when it arises.

Adeniji (2011) in his study on Organizational Climate and Job Satisfaction among Academic
Staff in Some Selected Private Universities in Southwest Nigeria. The study was based on the
responses received from 293 respondents of five private Universities in the South-West Zone
of Nigeria. The results showed a positive relationship between organizational climate and job
satisfaction. Herzberg„s Two-Factor theory was used as a framework for this study

Dev (2012) in his study on Public and Private Sector Banks found that clients of private
sector banks are more satisfied than those of public sector banks in most of the dimensions
except Interest rates and other Charges and Accessibility whereas the clients of public sector
banks are more satisfied than the clients of private sector. One area where both types of
Banks are lacking the most is Customer orientation. Performance norms have also suffered in
all types of banks. It was also observed that banks in India, especially the public sector banks
need to equip themselves with the latest technology.

Gurusamy&Mahendran (2013), in their study found that Salary occupy the First Rank for
determining job satisfaction compared with other major determinants. The study was
conducted on 300 respondents and was limited to the automobile industries of India.
 58

CHAPTER4.

DATAANALYSIS, INTERPRETATION AND PRESENTATION.

1. DEMOGRAPHIC FEATURES OF RESPONDENT?

 59

The above table shows the total demographic features with regards to gender are a
demographic variable. The total number of respondents was 100 from which 56 male and 44
females contributed to data. The 56% male and 45% female of total respondent.

2. AGE GROUP (IN YEARS) OF RESPONDENT?

TABLE NO 2.

AGE GROUP OF RESPONDENTS

 60

FIGURE NO 2.

AGE GROUP OF RESPONDENTS

The above Pie chart shows the age of the respondents represent the age 20 to above50. So,
here the highest number of employees working in factory was age group of 30-40. Total
number of respondents was 100. From which 21 employees fall under 20 to 30 age, 33
respondents fall under 30 to 40 age group, 27 respondents fall under 40-50 age group, rest 19
fall under above 50 age group.

3. MARITAL STATUS OF RESPONDENT?

 61

TABLE NO 3.

MARITAL STATUS

FIGURE NO 3.
MARITAL STATUS
 62

The above pie chart represents the marital status of the respondents. The total number of
the respondent was 100. From which 52% are married, Widow and Divorced respondent are
likely to be same in percentage i.e. 7% and 8%. Only 1% differences in both the status.
Divorced 8, Married 52, Separated 6, Single 27, Widow 7.

4. QUALIFICATION DETAIL OF EMPLOYEES

EDUCATION

Count of Education
Qualification Bachelor Diploma Masters Others Total
Degree

23 12 46 19 100

TABLE NO 4.

EDUCATION QUALIFICATION
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FIGURE NO 4.

EDUCATION QUALIFICATION

The above bar chart shows the qualification detail of the respondent. The total number of the
employee was 100. The highest number was 46 which is represented to Master degree and
the least number of employees has done in diploma i.e. 12 respondents. The no of
respondents with Bachelors Degree are 23 and respondents with other qualifications are 19.
The difference in masters and bachelors degree respondents is 23%.

5. DEPARTMENT IN WHICH RESPONDENT ARE WORKING

DEPARTMENT NAME. Count of Departments

Accounts Dept. 23

HR Dept. 18

Marketing Dept 24

Production Dept. 21
Others. 14
Total 100
 64

TABLE NO 5.

DETAIL OF DEPARTMENT

FIGURE NO 5.

DETAILS OF DEPARTMENT

The above given table shows the total count of department in which total number of
respondents were 100. From those 100 respondents 23% work in accounts dept,18% work
in HR Dept.,24% work in Marketing Dept, 21% work in production dept and 14% work in
other dept.

6.How is the ‘working environment’?

‘WORKING ENVIRONMENT’ NO. OF RESPONDENTS

Participative 43

Autonomy 21
 65

Capricious(unpredictable) 28

Red Tapism ( Excessive paperwork) 8

TOTAL 100

TABLE NO 6.

WORKING ENVIRONMENT

FIGURE NO 6.

WORKING ENVIRONMENT

When employees were asked about working environment in their particular organisation,
majority of them (43%) said participative and 21%, 28%, 8% said autonomy, capricious and
red tapism consequently. Opinion of the respondents was significantly different on asking
about working environment.

7. Whether the work allotted was as per qualification and skills of the employees?
 66

OPINION NO. OF RESPONDENTS

Strongly agree 21

Agree 34

Disagree 26
Strongly disagree 19

TOTAL 100

TABLE NO.7

OPINION ON QUALIFICATION

FIGURE NO 7

OPINION ON QUALIFICATION

When the respondents asked whether the Work allotted to them is according to their
qualification, then as a group of 21% and 34% were strongly agree and agree respectively
and 26% and 19% were disagree and strongly disagree correspondingly. The opinion of
 67

respondents was significantly different when it comes to allotment of work according to the
skills.

8. Are you satisfied with the top management?

OPINION NO. OF RESPONDENTS

Strongly agree 28

Agree 33

Disagree 22
Strongly disagree 17

TOTAL 100

TABLE NO.8

OPINION ON TOP MANAGEMENT

FIGURE NO. 8

When employees were asked - whether they were satisfied with the top Management, then
majority of 28% and 33% were strongly agree and agree respectively while only 22% and
 68

17% were disagree and strongly disagree respectively. Opinion of the respondents was
significantly different.

9. Working hours are satisfactory?

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 37

AGREE 20
DISAGREE 28
STRONGLY DISAGREE 15
TOTAL 100

TABLE NO. 9

OPINION ON WORKING HOURS

FIGURE NO. 9

When it is asked to respondents that are you satisfied with the working hours, 37% and 20%
strongly agree and agree respectively and 28% and 15% were disagree and strongly
disagree correspondingly. Opinion of respondents was significantly dissimilar when it comes
to working hours.
 69

10. Employees have necessary authority to perform their duties effectively.

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 26
AGREE 29
DISAGREE 25
STRONGLY DISAGREE 20
TOTAL 100

TABLE NO. 10
OPINION ON AUTHORITY

FIGURE NO. 10
OPINION ON AUTHORITY

On asking to the employees that you have necessary authority to perform your duties, then
26% and 29% said strongly agree and agree respectively and 25% and 20% said disagree
and strongly disagree in that order. The opinion of respondent was significantly identical.

11 Do Employees share experience to help each other?

 70

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 22

AGREE 41

DISAGREE 20
STRONGLY DISAGREE 17
TOTAL 100

TABLE NO. 11
OPINION ON SHARING EXPERIENCE

FIGURE NO. 11
OPINION ON SHARING EXPERIENCE

When respondents were asked-whether the employees share experience to help each other,
then mass of 22% and 41% were strongly agree and agree respectively and only of 20% and
17% were disagree and strongly disagree on this fact. The opinion of respondents was
significantly dissimilar.
 71

12. Target accomplishment facilitates appreciation and rewards to the employees

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 37

AGREE 25
DISAGREE 20

STRONGLY DISAGREE 18

TOTAL 100

TABLE NO. 12

OPINION ON APRECIATION AND REWARDS

FIGURE NO. 12

OPINION ON APRECIATION AND REWARDS

 72

When employees were asked- whether they get rewards if targets are accomplished, then
mass of 37% and 25% were strongly agree and agree respectively and said that it improves
productivity and only 20% and 18% were disagree and strongly disagree accordingly.The
opinion of respondents was significantly different when it comes to get rewards on targets
accomplishment.

13 Physical working condition are satisfactory?

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 36

AGREE 22

DISAGREE 23
STRONGLY DISAGREE 19
TOTAL 100

TABLE NO. 13
OPINION ON WORKING CONDITIONS
 73

FIGURE NO. 13
OPINION ON WORKING CONDITIONS

On asking to the employees that working condition in your organization is satisfactory then
19% were strongly agree and 22% agree in that order and crowd of 36% respondents were
disagree and 23% were strongly disagree about it. The opinion of respondents was
significantly different.

14. Top management involve employees in decision making process.

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 21
AGREE 23
DISAGREE 34
STRONGLY DISAGREE 22
TOTAL 100

TABLE NO. 14
OPINION ON TOP MANAGEMENT
 74

FIGURE NO. 14
OPINION ON TOP MANAGEMENT

When employees were asked- whether the that management involves employees in the
decisions making process, only 21% were strongly agree and 23% were agree While as a
group of 35% and 21% were disagree and strongly disagree respectively. The opinion of
respondents was significantly identical on this fact.

15. Welfare facilities are Satisfactory

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 29

AGREE 26
DISAGREE 21
STRONGLY DISAGREE 24
TOTAL 100

TABLE NO 15
OPINION ON WELFARE FACILITIES
 75

FIGURE NO. 15

OPINION ON WELFARE FACILITIES

When employees were asked- whether the Welfare facilities are satisfactory of their
particular organisation, then 29% were strongly agree and 26% were agree While only 21%
and 24% were disagree and strongly disagree respectively. The opinion of respondents was
significantly same on this fact.

16. Which factor motivates you most?

OPINION NO OF RESPONDENTS

SALARY 32
PROMOTION 24
LEAVE 18
MOTIVATIONAL TALKS 9
RECOGNITION 17
TOTAL 100

TABLE NO 16
OPINION ON MOTIVATIONAL FACTORS
 76

FIGURE NO. 16
OPINION ON MOTIVATIONAL FACTORS

When employees were asked- How you remain motivated, then as a group of 32% said
Salary and 24% said Promotion, 18% said Leave, 9% said Motivational talks and 17% said
Recognition respectively. The opinion of respondents was significantly different regarding
this issue.

17 Organization recognizes and acknowledges your work

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 25

AGREE 28

DISAGREE 27

STRONGLY DISAGREE 20

TOTAL 100

TABLE NO. 17

OPINION ON RECOGNITION
 77

FIGURE NO. 17

OPINION ON RECOGNITION

On employees were asked whether the Organization recognizes and acknowledges your
work, then mass of 25% and 28% of respondents were strongly agree and agree and only
27% and 20% of respondents were disagree and strongly disagree about it respectively. The
that opinion of the respondents was significantly identical.

18 Compensation is satisfactory according to the work.

OPINION NO. OF RESPONDENTS

STRONGLY AGREE 30

AGREE 26

DISAGREE 21

STRONGLY DISAGREE 23

TOTAL 100
 78

TABLE NO. 18

OPINION ON COMPENSATION

FIGURE NO. 18

OPINION ON COMPENSATION

When employees were asked- whether their organisation provides satisfactory

compensation according to the Work, then 30% strongly agreed and 26% were agree with
this statement and merely 21% and 23% respondents were disagree and strongly disagree
simultaneously. The opinion of respondents was significantly same on above asked issue.

19 Rate overall satisfaction with Job

OPINION NO. OF RESPONDENTS

HIGHLY SATISFIED 27

SATISFIED 33

DISSATISFIED 24
 79

HIGHLY DISSATISFIED 16

TOTAL 100

TABLE NO. 19

OPINION ON OVERALL SATISFACTION

FIGURE NO. 19

OPINION ON OVERALL SATISFACTION

When it was asked to rate the overall satisfaction with your Job, then 27% were strongly
agree and 33% were agree While only 24% and 16% were disagree and strongly disagree
respectively. The opinion of respondents was significantly different on this fact.

20 Level of satisfaction towards Training facilities provided by the organization.

OPINION NO. OF RESPONDENTS

HIGHLY SATISFIED 15
 80

SATISFIED 56

DISSATISFIED 18

HIGHLY DISSATISFIED 11

TOTAL 100

TABLE NO. 20

OPINION ON TRAINING FACILITIES

FIGURE NO. 20

OPINION ON TRAINING FACILITIES

From the above pie charts we observe that 15% of employees are highly satisfied and 56%
of employees are satisfied when asked about training facilities provided by their company.
24% of employees are dissatisfied and 16% are highly dissatisfied.

21 Promotion is given according the performance of the employee

 81

OPINION NO. OF RESPONDENTS

AGREE 43

STRONGLY AGREE 20

DISAGREE 24

STRONGLY DISSAGREE 13

TOTAL 100

TABLE NO. 21

OPINION ON PROMOTION

FIGURE NO. 21

OPINION ON PROMOTION

From the pie chart we observe that 20% of employees are strongly agreed and 43%of
employees are agreed that they told that promotion is given according the performance of the
employee. 24% of employees are in strongly disagreed and 10% of employee are disagreed.
 82

22. Long term job nature

OPINION NO OF RESPONDENTS

STRONGLY AGREE 27

AGREE 49

DISAGREE 14

STRONGLY DISAGREE 10

TOTAL 100

TABLE NO. 22
OPINION ON JOB NATURE

FIGURE NO. 22

OPINION ON JOB NATURE

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From the above chart we observe that 27% of employees are strongly agreed and 49%of
employees are agreed that the job nature is long.14% of employee are disagreed and 10% of
employees are strongly agreed that the job nature is not long.

TESTING OF HYPOTHESIS

1 H1. Their is a significant relationship between work experience and overall job
satisfaction.
H0 Their is a no significant relationship between work experience and overall job
Satisfaction.

OVERALL JOB EXPERIENCE

SATISFACTION

OPINION LESS LESS THAN LESS 15 OR TOTAL

THAN 10YRS THAN MORE YRS
5YRS 15YRS

AGREE 7 16 18 10 51

STRONGLYAGREE 5 13 12 6 36
DISAGREE 3 2 4 1 10

STRONGLY 0 1 2 0 3
DISAGREE

TOTAL 15 32 36 17 100

Anova: Single Factor

SUMMARY
Groups Count Sum Average Variance
Column 1 4 15 3.75 8.9166667
Column 2 4 32 8 58
Column 3 4 36 9 54.666667
Column 4 4 17 4.25 21.583333
 84

ANOVA
Source of
Variation SS df MS F P-value F crit
Between
Groups 83.5 3 27.833333 0.7776484 0.5287239 3.4902948
Within
Groups 429.5 12 35.791667

Total 513 15

2. H1 Their is a significant relationship between gender and overall job satisfaction.

HOTheir is a significant relationship between gender and overall job
Satisfaction.

OVERALL JOB
SATISFACTION GENDER
OPINION MALE FEMALE

TOTAL
AGREE 27 23 50

STRONGLY 22 17 39
AGREE
DISAGREE 5 3 8

STRONGLY 2 1 3
DISAGREE
TOTAL 56 44 100

Anova: Single Factor

SUMMARY
Groups Count Sum Average Variance
152.66666
Column 1 4 56 14 7
114.66666
Column 2 4 44 11 7

ANOVA
 85

Source of Variation SS df MS F P-value F crit

0.1346633 0.726239 5.987377
Between Groups 18 1 18 4 6 61
133.6666
Within Groups 802 6 7

Total 820 7

3 H1 There is a significant relationship between marital status and overall job satisfaction.
H0 There is no significant relationship between marital status and overall job satisfaction.

Overall job Marital status

Satisfaction
Opinion Married Divorced Separated Single Widow TOTAL

Agree 27 4 3 16 5 55

Strongly 22 2 3 8 2 37
Agree
Disagree 3 1 0 2 0 6

Strongly 0 0 0 1 1 1
Disagree
52 7 6 27 8 100
TOTAL

Anova: Single Factor

SUMMARY
Groups Count Sum Average Variance
Column 1 4 52 13 182
Column 2 4 7 1.75 2.9166667
Column 3 4 6 1.5 3
Column 4 4 27 6.75 47.583333
Column 5 4 8 2 4.6666667

ANOVA
Source of
Variation SS df MS F P-value F crit
Between
Groups 395.5 4 98.875 2.0584663 0.137407 3.055568
Within
Groups 720.5 15 48.033333
 86

Total 1116 19