The aptly titled 

Job Satisfaction (Hoppock, 1935) defines job satisfaction as any

combination of psychological, physiological, and environmental circumstances that
cause a person to truthfully say that they are satisfied with a job.

Going a little deeper and fast-forwarding to this century, job satisfaction has been
called a set of favorable or unfavorable feelings and emotions with which employees
view their work (Karatepe, Uludag, Menevis, Hadzimehmedagic, & Baddar, 2006).

Before we get to favorable feelings or proven ingredients for job satisfaction, let’s
first assess what leads to those unfavorable feelings.

0 Proven Ingredients for Job Satisfaction

We may already have an idea of ingredients

that go into making work satisfying.

Although it is subjective, job satisfaction research (Kumari, 2011) has showcased the
following:

1. Communication

Communication can be extremely important to retaining levels of satisfaction, on both

a personal and professional level. It is exhibited in allowing employees to be open,
collaborative, trustworthy, and even confrontational when needed.

2. Culture

Defining a company culture links to job satisfaction as it provides values and

guidance about topics ranging from organizational goals to appropriate levels of
interaction between employees.

3. Security

It’s no surprise that once a culture is established in a workplace, satisfaction can then
be enhanced by added feelings of security. Security may arise from knowing you
work for a viable company with long-term goals, insinuating feelings of belonging to
that company (Berg, Grant, & Johnson, 2010). This can be enhanced by having honest
communication and transparency within a company.

4. Leadership

Tied into increased motivation for employees, leadership, or influencing a group

toward the achievement of a vision or set of goals (Kinicki & Kreitner, 2006), can
lead to job satisfaction by making sure communication and instruction of tasks is
adequate and easily understood.

In turn, when employees feel that leaders can guide them through tasks, their
motivation and satisfaction increases.

With leadership having a crucial influence on job satisfaction, this related article
with leadership activities is a recommended read.

5. Opportunities

Employees can gain more satisfaction with their job when more challenging
opportunities arise. This can lead to participation in interesting and diverse projects
and get employees away from the monotony of a role.

6. Career development

Employees can become more satisfied with their job when they know there is an
individualized plan for them. Beyond the formal nature of appraisals, if there is a path
in place for growth, this can encourage employees to stay happier for longer.

7. Working conditions

Job satisfaction can be increased if a resilient workplace is a cooperative environment.

This means a place with respect for diverse ideas and opinions, honest and
constructive feedback, mentoring opportunities, and freedom from harassment.

8. Employee personality

Most ingredients linked to job satisfaction may have roots in elements outside of the
employees’ control (such as leadership from managers and communication from
company leaders), but what about the employees themselves? Can they control their
own levels of satisfaction? Bakker, Tims, and Derks (2012) talk about just that.
These researchers discuss how job satisfaction can be determined by how proactive
the employee is at work. Does the employee proactively seek out a manager for
feedback? Does the employee go the extra mile to achieve tasks within a company?
Does the employee try to stick to company goals, lead meetings, and ask questions
when unsure about how to complete a task?

If yes, these employees are ones who can show more satisfaction in the workplace.
Proactiveness in the workplace can lead to positive job appraisals, which when fed
back to the employee, can lead to satisfaction.

For more on constructive feedback, read our article discussing ways to give negative
feedback constructively.

9. Pay and benefits

Organizational success and job satisfaction are also linked to employees’ perceptions
of adequate pay and benefits (Edwards, 2008).

While pay and benefits are not the only reason employees find satisfaction in their
workplaces, research going back more than 30 years (e.g., Gerhart, 1987) shows that
pay and benefits, at least according to how employees view themselves in their roles,
has ranked high on lists of job satisfaction factors.

10. Rewards and recognition

Beyond monetary gain and being paid fairly for the work they do, job satisfaction for
employees means that promotional policies are unambiguous and in line with their
expectations.

A key finding here (Kumari, 2011) is that satisfaction at a job is not exclusively linked
to pay, but to the perceived fairness of how one is recognized at work for
achievements.

As to why job satisfaction is so important, the Employee Job Satisfaction and

Engagement Report from the Society for Human Resource Management (Lee et al.,
2016) notes four benefits of making sure employees are satisfied with their work.

1. Increased profits

This is one any manager and employee might appreciate. Keeping employees satisfied
can lead to higher sales, lower costs, and a stronger bottom line.
2. Higher productivity

Irrespective of their job titles or salary, employees who are more satisfied with their
job, whether they feel satisfied with the organizational culture, with the rewards they
are getting, or with recognition, can produce more and do it more efficiently.

3. Lower turnover

If employees are more satisfied with their job, they are less likely to leave. It also
helps to recruit better quality talent as new talent sees employee staying power as
added value.

4. Loyalty

When employees feel there is a growth path for them, they are more satisfied. In turn,
because they feel the organization has their best interests at heart, they tend to support
the organization’s mission and objectives. When this happens, employees may tell
their friends or relatives about the good nature of the organization, which helps spread
organizational goodwill.

Starbucks

good leadership strengths, recognition, and reward given to employees increased job

satisfaction and in turn increased profits 

Job Satisfaction and Motivation

According to Latham (2012), motivation is a cognitive resource allocation process in
which a person makes choices as to the time and energy to be allocated to an array of
motives or tasks. The key word here seems to be choice.

When an employee is able to make a choice, they feel more motivated to perform a
task. When an employee is more motivated to perform and complete a task, this tends
to be linked with higher job satisfaction (Jalagat, 2016).

Choice, as directed or allowed by organizational policy, can lead to further motivation

and, in turn, job satisfaction as well as performance. This seems to be echoed by the
work of Ilies and Judge (2003).

Ilies and Judge (2003) discuss how leaders interact with employees, specifically by
talking to them more as a person, and how assigning tasks and providing a career path
can affect their motivation level.
When determining job satisfaction, it is key to remember that human factors such as
motivation, excitement, satisfaction, and dissatisfaction must be considered. This is
clearly indicated by the Starbucks example.

When employees are encouraged to be great leaders and to engage in challenging

opportunities, such as at Google, they can end up feeling more satisfied with their job.

Important among them are discussed hereunder:

(i) Personal Factors:
They include workers’ sex, education, age, marital status and their
personal characteristics, family background, socio-economic
background and the like.
(ii) Factors Inherent in the Job:
These factors have recently been studied and found to be important in
the selection of employees. Instead of being guided by their co-
workers and supervisors, the skilled workers would rather like to be
guided by their own inclination to choose jobs in consideration of
‘what they have to do’. These factors include- the work itself,
conditions, influence of internal and external environment on the job
which are uncontrolled by the management, etc.
(iii) Factors Controlled by the Management:
The nature of supervision, job security, kind of work group, and wage
rate, promotional opportunities, and transfer policy, duration of work
and sense of responsibilities are factors controlled by management. All
these factors greatly influence the workers. These factors motivate the
workers and provide a sense of job satisfaction.
Job Satisfaction – Variables
Several studies have been carried out in the past of determine the
correlates of high and low job satisfaction. These studies have related
job satisfaction to two types of variables- organizational and personal.

Findings with regard to some of these variables are given

below:
I. Organizational Variables:
(1) Occupational Level:
The higher the level of the job, the greater the satisfaction of the
individual. This is because higher level jobs carry greater prestige and
self-control. This relationship between occupational level and job
satisfaction stems from social reference group theory in that our
society values some jobs more than others.
Hence, people in valued jobs will like them more than those who are in
non-valued jobs. The relationship may also stem from the need
fulfilment theory. People in higher level jobs find most of their needs
satisfied than when they are in lower level ones.
(2) Job Content:
Greater the variation in job content and the less the repetitiveness
with which the tasks must be performed, the greater the satisfaction of
the individuals involved. Since job content in terms of variety and
nature of tasks called for is a function of occupational level, the
theoretical arguments given above apply here also.
(3) Considerate Leadership:
People like to be treated with consideration. Hence considerate
leadership results in higher job satisfaction than inconsiderate
leadership.
(4) Pay and Promotional Opportunities:
All other things being equal these two variables are positively related
to job satisfaction.
(5) Interaction in the Work Group:
Here the question is- when is interaction in the work group a source of
job satisfaction and when it is not?
Interaction is most satisfying when:
(i) It results in the cognition that other person’s attitudes are similar to
one’s own, since this permits the ready calculability of the other’s
behaviour and constitutes a validation of one’s self;
(ii) It results in being accepted by others; and
(iii) It facilitates the achievement of goals.
II. Personal Variables:
For some people, it appears most jobs will be dissatisfying,
irrespective of the organizational conditions involved, whereas for
others, most jobs will be satisfying. Personal variables like age,
educational level, sex, etc., are responsible for this difference.
(1) Age:
Most of the evidence on the relation between age and job satisfaction,
holding such factors as occupational level constant, seems to indicate
that there is generally a positive relationship between the two
variables up to the preretirement years and then there is a sharp
decrease in satisfaction.
An individual aspires for better and more prestigious jobs in later
years of his life. Finding his channels for advancement blocked his
satisfaction declines.
(2) Educational Level:
With occupational level held constant there is a negative relationship
between the educational level and job satisfaction. The higher the
education, the higher the reference group which the individual looks to
for guidance to evaluate his job rewards.
(3) Sex:
There is as yet no consistent evidence as to whether women are more
satisfied with their jobs than men, holding such factors as job and
occupational level constant. One might predict this to be the case,
considering the generally lower occupational aspiration of women.
Many other correlates of job satisfaction have been found by several
other studies. Thus, Stagner, Flebbe and Wood in their study of 715
male unionised rail-road workers done in 1952 have found general
working conditions, union management relations, general quality of
supervision and grievance handling procedure as correlates of job
satisfaction.
Gadel in his study of 301 female typists and clerks, done in 1953,
found ease of commuting to work co-workers, working hours and
company prestige as correlates. Ross and Zander in their study of
skilled women workers in a large company, done in 1957, found
recognition autonomy, doing important work and fair evaluation of
work done, as important correlates.
Durganand Sinha in his study of office and manual workers done in
1958 has found job status, type of work, supervisory behaviour and
work group as correlates.
Job satisfaction tends to correlate with a number of other variables in
the organization.
Relations with some variables are given below:
i. Job-Satisfaction and Turnover:
Job-satisfaction consistently correlates with turnover. It might have
been seen that employees having low job-satisfaction leave their
employer as early as possible. So, low job satisfaction increases the
turnover and high job satisfaction decreases it. Thus it has a negative
correlation with labour turnover.
ii. Job-Satisfaction and Absenteeism:
Absenteeism has the same relationship with the job satisfaction as has
the turnover. Both are negatively correlated. Employees who have low
job satisfaction tend to remain absent off and on from their job.
iii. Job-Satisfaction and Community Condition:
Job- satisfaction is influenced by community conditions. It is generally
advocated that poor community conditions pull down job satisfaction
and better community conditions push it up. But this is not always
true. What usually happens is that employees compare their
community conditions with their job conditions. If job conditions are
better than that of community conditions, job satisfaction is higher.
Most usually, workers compare job’s ‘way of life’ with the community
way of living and they are more satisfied when these two values come
reasonably close together. If job’s way of life is better than the
community way of life, job satisfaction is higher and if job’s way of life
is worse than the community way of living, job satisfaction will be
lower.
Satisfaction and Turnover:
It has been found that employees who are not satisfied with their jobs
will have high turnover. Employees who are satisfied will not have
high turnover. Satisfaction is also negatively related to turnover but
the co-relation is stronger than what we found in absenteeism.
Employee performance is a moderating factor of the satisfaction—
Turnover relationship.

In recent times a phenomenon amongst the software engineers whose

performance is high, their turnover has been noticed as high because
of competition for personal growth. Organization lures the competent
person for their organizational growth. Organization cares for such
high performers and their retention. Poor performers do not leave the
organization for fear of lack of job opportunity outside.
With regards to job satisfaction, it is a general attitude that employees have towards their jobs
within an organization. Job satisfaction is usually influenced by certain factors some of which
include the type of work the employee performs, equitable rewards, benefits and
compensation, working conditions and the type of managerial or leadership style that is used
to manage employees within the organization (Kinicki and Kreitner 2006: Phillips 2005).

Literature Review
The issue of workers’ turnover has been of keen interest to managers and researchers where
both parties have tried to determine the effect of certain aspects of work on employee turnover
within organizations (Mudor and Tooksoon 2011). Considerable research has shown that the
major causes of employee turnover within organizations include job dissatisfaction and low
organizational commitment which contributes to the rates of employee turnover that exist in
organizations (Iverson and Currivan 2003).

Job dissatisfaction is usually caused by inappropriate working conditions, poor compensation

and benefits and also bad worker – manager relationships which make some employees leave
employment. Low organizational commitment usually arises when employees lack proper
motivation to perform their work duties and their loyalty to the organization is low (Lambert
et al 2001, Kail and Cavanaugh 2010).

Apart from job dissatisfaction, another factor that contributes to high employee turnover rates
is the prospect of receiving better salary in another organization. This mostly occurs in the
higher levels of management but in some cases, employees who have high satisfaction in their
jobs voluntarily leave. This is usually attributed to compensation benefits and wages that are
better than those offered by the organization (Griffeth and Hom 2006).
Considerable research has, however, shown that receiving better compensation and benefits is
not the main cause of employee turnover within organizations. Researchers such as Maslow,
McGregor and Herzberg noted that employees left their jobs based on the inability of
managers to meet their basic work needs that did not necessarily relate to payment and
compensation. These researchers highlighted that payment and compensation were not a
direct determinant of whether employees would be satisfied with their jobs (Vidal et al 2007).

Other contributing factors to employee turnover include poor managerial practices where
employees working under poor leadership and ineffective managers are under pressure to
resign their jobs because of a general feeling of being undervalued and ignored. If the
managers within the organization undervalue their employees or demand too much from
them, this might increase the risk of employee turnover (Grigoroudis and Siskos 2010).

Poor management policies might also contribute to high employee turnover rates especially if
they are related to workers’ benefits and incentives that are not considerate to employee’s
needs. Employee turnover is generally a serious obstacle to the overall productivity and
performance of an organization because having fewer staff members makes it difficult to
perform general business operations (Griffeth and Hom 2004).

The impact of job satisfaction on employee turnover is usually based on intrinsic and extrinsic
levels where intrinsic satisfaction deals with the degree of satisfaction employees usually
experience when they perform their work.

Extrinsic satisfaction refers to the feeling of comfort and ease that employees have towards
their superiors, peers and the organization in general (Mathis and Jackson 2008). Job
satisfaction is important in the organizational level as satisfied workers are important
contributors to the effectiveness and efficiency of the organization (Robbins 2009).
While there is no accurate conceptualization of job satisfaction in existence within the
organization, various researchers such as Naumann believe that intrinsic and extrinsic job
satisfaction is positively correlated to organizational commitment which refers to the belief
and trust that employees have in organizational values and objectives and how these aspects
affect their attitudes toward the organization (Callaway 2006).

Employees are generally satisfied with their jobs if they are content with the nature of their
work within the organization and also satisfied with the type of relationship they have with
their supervisors, co-workers and managers (Koy 2001). The relationship that exists between
job satisfaction and employee turnover is one that is discordant in nature given that job
satisfaction is viewed to be a positive aspect while employee turnover is meant to be negative
for any organization (Phillips and Phillips 2011).

Causal study conducted by Elangovan (2001, cited by Termsnguanwong 2009) revealed that
job stress was the major contributor to the discordant relationship that existed between job
satisfaction and employee turnover where organizational commitment yielded support to the
causal relationship between the two aspects. This process is demonstrated in the diagram.

In the diagram above, organizational commitment demonstrates the direct effect it has on
employee turnover within organizations. According to Elangovan, organizational
commitment will negatively impact the employee turnover as long as commitment within the
causal relationship is negatively affected by job satisfaction.

Such an implication means that any interventions directed towards reducing employee
turnover rates within organizations should be focused on improving organizational
commitment by the employees instead of job satisfaction (Amah 2009). Other studies
conducted to demonstrate a similar study as shown by Elangovan include Igbaria and
Guimaraes’ research in 1993 as well as Stepina and Boyle’s work in 2003 where a theoretical
model to explain the influence of organizational commitment on job satisfaction was
developed (Termsnguanwong 2009).

Another study conducted by Slattery and Selvarajan (2005) demonstrated that job satisfaction
and organizational commitment had an impact on the rate of turnover amongst temporary
workers or employees engaged on temporary basis. Their study focused on examining how
job satisfaction and organization commitment were related to the temporary agencies and
organizations and also how a temporary worker’s attitude influenced their turnover intentions
towards the client organization they work for (McBey and Karakowsky 2000). The results of
the study showed that temporary employees had similar levels of job satisfaction when
compared to the permanent personnel.

The general assumption follows that satisfied employees are more committed to the
organization and have a lower intention of quitting when compared to the employees who
have a poor or low job satisfaction (Altarawmneh and Al-Kilani 2010). The results of the
study also demonstrate that organizational commitment acts as a mediator in the relationship
between job satisfaction and employee turnover for both the employee and the organization.
Slattery and Selvarajan (2005) highlighted in their study that organizational commitment in
turnover intentions acted as a factor of job satisfaction and as an explaining determinant of
employee turnover rates in organizations.

Research Methodology
The type of research technique that will be used in this study is qualitative research which
involves reviewing various pieces of literature and academic journals so as to gain a
perspective of the topic that is under study. Qualitative research is a technique that is used to
collect and analyse information that lacks any numerical basis and data. Cases are selected
purposefully in qualitative research with the main aim of gaining a contextual background for
the study (Denzin and Lincoln 2005).

Qualitative research will be suitable for this study as it will enable the researcher to answer
certain important questions that will be raised during the course of the study. Qualitative
research in this study will also enable the researcher to determine how important the job
satisfaction is in employee turnover as well as its relevance in reducing the rates of employee
turnover within organizations.

Qualitative approaches are more beneficial than quantitative ones as they give a diversity of
responses to various questions posed within the study. They also allow the researcher and the
research findings to adapt to any new developments or issues that might take place during the
data collection and analysis process (Lindlof and Taylor 2002).

The potential respondents of this study will be employees working for an ICT company based
in Cambridge, UK where the effect of job satisfaction on employee turnover will be
investigated. Other aspects that affect employee turnover, such as organizational commitment,
working conditions, competitive salaries or wages in the ICT as well as perceived job
alternatives in the industry, will also be examined in the study (Khosrowpour 2002).

This particular focus on the ICT industry is mostly attributed to the dynamic nature of the
technological environment which constantly faces the introduction and development of new
technological innovations. The dynamic nature of the industry means that the employee
turnover is high as most employees look for jobs in ICT companies that offer better salaries,
wages and benefits. The rate of employee turnover is also high taking into account the
demanding nature of work, responsibilities and duties (Abrahamson et al 2006).
According to Burk and Richard, another reason for focusing on the IT industry is that job
satisfaction within this industry has a direct relation with an employee’s choice of staying
with an organization. The estimates of employee turnover costs within the IT industry amount
to between 70% and 200%, and the areas of business that are mostly affected by these high
costs include advertising, IT training, information system design and development. According
to Abrahamson et al (2006), the highest numbers of employee turnovers within the ICT
industry come from employees who occupy positions such as software developers, computer
engineers and programmers as they often experience low morale and motivation.

Limitations of the Study

The major limitation of this study is the lack of adequate information that can provide a direct
link between job satisfaction and employee turnover within organizations. The amount of
literature that exists on the subject propagates that there is an indirect link existing between
the two aspects with two notable studies by Elangovan (2001, cited by Termsnguanwong
2009) as well as Slattery and Selvarajan (2005) demonstrating that job satisfaction directly
affects organizational commitment which in turn affects employee turnover. The limited
amount of literature and scholarly articles that would describe the relationship between job
satisfaction and employee turnover made it difficult to gain substantial information for the
study.

Conclusion
The purpose of this study is to conduct a literature review of the importance of job satisfaction
as well as its influence on the employee turnover rates within organizations.

The study has revealed that job satisfaction influences the rates of employee turnover in an
indirect way where job satisfaction affects worker commitment to the organization which in
turn affects the turnover intentions of employees within the organization. The discussion has
also highlighted the fact that job satisfaction is important in reducing the rates of turnover as
employees who are satisfied with their work will have a lower intention of leaving the
organization for alternative employment.

References
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Altarawmneh, I. & Al-Kilani, M. H. 2010, ‘Human resource management and turnover

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Amah, O. E. 2009, ‘Job satisfaction and turnover intention relationship: The moderating
effect of job role centrality and life satisfaction’, Research and Practice in Human Resource
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Publishers, Florida, US.

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3rd edn, Sage Publications, Thousand Oaks, California.

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turnover, Information Age Publishing, New York.

Grigoroudis, E. & Siskos, Y. 2010, Customer satisfaction evaluation: Methods for measuring

and implementing service quality, Springer Science, New York.
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JAC : A Journal Of Composition Theory Volume XIII, Issue XI, NOVEMBER 2020 ISSN : 0731-6755 Page No:
303

This review article contains

literature review of the
various research articles,
related research
paper, theses, or
organizational reports. The
author had reviewed almost
16 research articles,
research papers, theses, or
organizational reports with a
view to understand the job
satisfaction of
the academicians and
Industrial employees from
previous studies all over the
world. The study
reveals that the employee job
satisfaction and contentment
is very crucial aspects for
organizational development,
employee productivity,
employee commitment, quality
of work and
many more aspects. It is
observed that a significant
amount of research work has
been carried out
on the area of job satisfaction
with several dimensions of it
including varied types of issues.
Warn (2003) emphasized aspects of the workplace, contributing to depression and lack of job
satisfaction. Stress is normally caused by a lack of power over the intended effects. At the workplace,
tension is felt because of a lack of authority, job conflicts, and uncertainty, contributing to frustration.
The principle of checkability brings a solution to lower pressures and contributes to job fulfillment in
which a person has an attitude of desires and needs that depends on the aspirations of the individual
and governs multiple facets of the working situation. A supportive working atmosphere, such as a
positive environment for studying or no abuse at work or anxiety in the workplace, helps minimize
depression and achieve job satisfaction.

Zaki (2003) Explains Lebanese non-management banking employees' work satisfaction and results. The
researchers found a substantial link in terms of pay and supervision between work satisfaction and
gender. Only satisfied people within the company are willing to carry out their roles and obligations.
Women workers were happy with the salaries, while men were happier with supervision. The author
himself often claims this does not matter because the self-rate is inflated, and his colleagues' success is
usually underestimated.

Austin (2007) The major reasons for managers' work satisfaction in Cyprus are "self-fulfillment,"
"independence," and "job environment." Fair salaries, well-educated subordinates, the prospects for
self-realization are development opportunities. Employers can reflect on the three aspects of
community independence of their work setting to ensure the framework's flow contributes to job
satisfaction, i.e., age, sex, number of years in the company, public and private sector, number of workers
oversaw.

Omey (2007) Discusses the connection between education and work satisfaction. Although there's a
relationship, he claims there's no relationship, too. In contrast with the lower-skilled employees, higher-
education workers are often happy, as they receive a better-quality job. He continues that under-trained
employees can also be better pleased with the "good job psychological advantages. Employee quality
varies with the educational level and results in various levels of work fulfilment. Job features play a
major role, and you have the chance to use your skills. The author thus argues that organizations should
concentrate more on standards of work than education.

Hawley (2008) Discusses the degree and the factors impacting the teachers' happiness in the beginning.
Teachers are pleased with their jobs, and academic proficiency, race, socio-economic status, teacher's
degree, and whether their mother was a teacher are the variables contributing to their work
satisfaction. The teaching license plays an important part here because it demonstrates the expertise
and experience that the instructor wants to be taught.
Silverthrone (2008) The contribution to job content and the associated effects, such as output and
tension, of the individually variable locus of control was studied. Findings suggest that a low degree of
work tension and a greater level of satisfaction and efficiency are the product of the internal position of
control. The external control locus doesn't reduce work stress, while the internal control locus decreases
work stress by reducing efficiency and happiness.

Antvor (2010) discusses the national culture's impact on the national work satisfaction level but
discusses its role on other measures of the employment aspects at the same time. While there was a
cultural impact on domestic job satisfaction, they claimed that all work satisfaction factors were not
unique to the cultural context. The findings of a cross-border work satisfaction survey must be
compared with management.

Artz (2010) Studies the relationship between rewards and work satisfaction for Outer. Benefits from the
periphery do not necessarily contribute to workplace satisfaction. In so long as the employee has the
impression that he can fulfill his desires, it is still appropriate. It is also noticed that it does not fulfill the
employee's expectations, which contributes to discontent. Organizations need to evaluate their
processes more effectively and, if possible, provide fringe incentives and offer workers the chance to
make use of them, thereby generating satisfaction with their work.

Mudor and Tookson (2011) discuss the relationship between human capital administration, employee
satisfaction, and attrition eventually. Monitoring, recruitment, and compensation procedures, which are
the three factors of HRM practices, are extremely counterproductive to employee satisfaction. Efficient
workers lead to continuous employment and fair wages for employees. Job quality contributes directly
to turnover.

Ramayah (2011) evaluates whether mentoring results in work satisfaction within the Malaysian context.
His results suggest that career mentoring is connected to every aspect of work satisfaction. The aspects
of job satisfaction analyzed were: jobs themselves, employees, managers, and promotion. At a higher
education level, mentors often play an important role and deliver meaningful job results directly. But
psychological mentoring has no essential connection to the three variables that fulfill the job (co-
workers, the job itself, and promotion). The study also suggests that since therapeutic mentoring
contributes to non-monetary happiness, workers would not appreciate it in the longest possible term.

Nir (2012) studies the importance of teachers' perceived organizational support on Job Satisfaction.
There are two aspects to satisfaction, mainly intrinsic and extrinsic. Earned status and respect are
extrinsic factors that play an important role in employee satisfaction. Self-efficacy, as an intrinsic factor,
helps as it promotes individual selffulfillment. When an organization value its employee's contribution
and cares about their well-being, employees are intrinsically and extrinsically satisfied.

Aristovnik (2014) discusses the influence of organizational and environmental factors on employee job
satisfaction. The police employees rated salary and security as the least motivator and support from the
management as high. Police employees rate trust and belongingness as the key factor in job satisfaction.

Kumari and Pandey (2011) State that for any country, both the public and private sector are equally
important and these two are fundamental criteria for every nation to thrive and expand. Here, the level
of workplace satisfaction has been checked for work ambivalence (the state of having mixed feelings or
contradictory ideas about something). The manager received a higher output ranking if the ambivalence
of the workers was lower and vice versa. Jobs happiness and success have little connection if the
ambivalence to the work rises. Organizations should also concentrate on clarifying their jobs to the
workers in order to properly appreciate the task.

Seniwoliba A.J. (2013), analysed career quality satisfaction levels of teachers in the public high school in
Temale Metropolis in Ghana and was found to motivate employees and contribute successfully to the
achievement of job satisfaction through factors extrinsic to pay, rewards, working conditions, protection
(medical and future pension benefits). In terms of worker satisfaction, the wages and working conditions
are greater and organisations should still concentrate on it and take steps to enhance it by expanding.
Organizations must preach fair wages for equal status.

Witte (2012) discussed the element of job satisfaction highlighted on group discrepancies. The research
was carried out in Belgium in the banking industry. For the hypothesis test, a model was developed. The
paradigm is "job demand management support," and the study showed that the demand for work had
the greatest impact in explaining satisfaction in relation to working circumstances and less in relation to
explaining satisfaction with task contents.

Saari & Judge (2004) discussed attitudes towards employee satisfaction, discussed the employee's mood
is linked to the job where an employee loves the job, the content level rises with increasing the success
of the company as a whole.

Singh & Jain (2013), Employee happiness and its impact on results were highlighted. The behavior of
workers represents the company's morality. The satisfied staff has a significant role in customer care and
sales because they communicate regularly with the customer. The office is the gateway to employee
fulfillment. Good labor practices and good working conditions also improve workers' efficiency,
profitability, satisfaction, and retention.

Shanmugapriya. S (2016), in his study, the employees of public sector banking opined that the state
banks had a sea turn in their success in analyzing determinants of job satisfaction. Moreover, the
economic and financial market reforms have begun. Various factors have made India one of the world's
fastest-growing economies, including opening the global markets, reforming the banking system, rising
investment levels, the proactive regulatory landscape, and its demographic profile. There is no question,
for a functioning financial environment, a safe banking sector is important. Indian banks have good
human capital and operating technologies oriented, being the largest and most profitable domestic and
global scenarios.

Neeraj Kumari (2016) pursued observational research on behavior and criteria in the service sector
against job satisfaction. The research is done with a certain framework and observations into the life
insurance scheme. Throughout the analysis, it is found that life insurance employees are usually
satisfied. The researcher stresses the facets of incentives and financial advantages, and personal
recognition, which has a dominant function to play, factors such as the company's goals, the reputation
and credibility of the company, sustainability with the role, and the personality of the employee. The
researcher further suggested that managers take care of recruiting and personnel decisions to make a
constructive contribution to the human resource to effectively aware of the organization's future needs.

Crispen Chipunza, Bulelwa Malo (2017) concluded that an optimistic view for the employees on the
organization's community, successful relationships with co-workers, supervisors' encouragement.
Participants are fairly pleased with job prospects, and the wages were not satisfactory. Finally, the
connection between the atmosphere of the company and satisfaction at the job is important

George Kafui Agbozo et al. (2017) , in the study on the effect of work environment on job satisfaction:
Data from Ghana's banking sector suggests that most bank workers are physically happy with their
working environment. The researcher concluded that the atmosphere has a powerful impact on
workers' happiness, therefore highlighting the need for management to improve employees' working
practices to maximize efficiency.

36-nov2020.pdf (jctjournal.com)

The voluntary turnover is the action initiated by the employee to voluntarily leave the company that
employs him. This phenomenon has negative repercussions on the psychology and productivity of
employees as well as on the overall performance of the company. In addition, the theory of planned
action, the intention of the rotation becomes effective when individuals perceive that they control the
decision to leave. Indeed, researchers have dedicated a greater interest to the intention of voluntary
turnover. This attention on the part of academicians can be explained by the fact that the role of this
intention as an immediate determinant of voluntary turnover is confirmed by several works. During this
work, we were able to explain the mobilized explanatory theories of intention of voluntary turnover as
part of this research work. Namely: the theory of organizational equilibrium, the theory of social
exchange, the unfolding theory and Job embeddedness theory.

4.pdf (aijssnet.com)

Employee Turnover: Literature Review (ukessays.com)

Elaine Ferndale, Scullion Paul (2012):- This articles it explains the role and functions of the corporate
human resource function in multinational corporations keeping the global talent management within its
major consideration. it also studies the individual eagerness to be portable, especially in emerging
markets, and the organizational capability needed to manage this talent which in later stages helps the
organization to motivate and retain the talents.

2) John L. Michela, (2007):- The article mainly focuses on the employee and employer relationship,
understanding employees’ positive reactions to immediate superiors and what influences their
individual behaviors. Group of people in the organization taken as sample group which will also forecast
the employee obligation, turnover, work stress and its effect on behavior.

3) Amin, M Ruhul and Banerjee, Sharmistha (2010):- In this Article five leading steel mills in India are
taken into consideration. The study was conducted about the environmental reasons like lighting in the
office, location constraints, and general surrounding factors of the office can be the factor for the
turnover.
4) Maiya, Umesh (2011):- Critical Issues in Downsizing in India:- The article discusses about the
principled issues of downscale or employee turnover. And also discusses the human relation touch in
the organization, friendly nature with the respect to human being and self-esteem to decrease the
employee turnover.

5) Zheng WeiBo, Sharan Kaur and Tao Zhi (2010):- A critical review of employee turnover model (1938-
2009) and development in perspective of performance:- This Article tries to express the different kind of
a theoretical overview of the different periods of cause and sphere of influence or aim of retaining
employees at all level. It further focuses on the consequence of performance from the stage of public
capital in research.

6) Varma, Arup (2012):- Antecedents of employee performance:- An empirical investigation in India: -

The purpose of this paper is to studies the relationship between climate of the organization or the
constraints of the job place creating a bottleneck in the employees motivation , and the main quality of
renovation of leadership, with employee’s effort or attitude toward the performance.

7) Biswas, Soumendu (2009) :- Job Satisfaction and Job Involvement as Mediators of the Relationship
Between Psychological Climate and Turnover Intention:- In this ar- 2 X INDIAN JOURNAL OF APPLIED
RESEARCH RESEARCH PAPER Volume : 4 | Issue : 2 | Feb 2014 | ISSN - 2249-555X ticles the variety of
factors that radically distress employees’ attitude towards their performance it also studies the
employees insight about their job atmosphere. This study put forwards the two variables of job
satisfaction and job involvement as peacekeepers between psychological climate and intentions of the
employee towards the turnover.

8) Peter J. Jordan, Ashlea Troth (2010):- Emotional intelligence and leader member exchange the
relationship with employee turnover intentions and job satisfaction:- The model of emotional
intelligence proposed by Mayer and Salovey (1997) Employee turnover intentions, this study reveals the
emotion factors of individual , emotion factors of others, managing individual emotion factors and
managing the emotion factors of others. The article studies the complementing the job of the
employees of same platform have a strong effect on emotions and later it effects the turnover
intentions.

9) Chendroyaperumal. C. Dr: Retention strategies from 5000 year-old Indian wisdom on human resource
Management :- (2010):- In this article, Human capital is taken as an important factor for any profitable
organization. To retain such a costly capital, first organization should have a strong entry point where
only talented people are taken and jobs are assigned as per the qualification of employee. It also
discusses about the employer helpful nature towards the employee during the time of crises, respect of
the employee in the job place as an individual first.

10) Tim Lewder, A Ghost in the Machine: The Important Role of Workplace spirituality, (2008) This
paper or article concentrates of culture well being in an organization, spirituality in an organization . The
more focuses is given on the leader of the organization, ethical issues and unethical issues in the
organization. In the paper also helps to focus more on the purity or spirituality of the work place.

11) Sally Woodward, (Centre for Personnel Research, The City University Business School, London), Allan
P.O. Williams, (Centre for Personnel Research, The City University Business School, London), Employee
Opinion Surveys in Work Redesign (2008):- The employee belief survey on the work place helps the
employer to have a strong policy on work redesign which not only enables employees to give their
positive output to the process.

12) John Gennard, (Department of Human Resource Management, University of Strathclyde, Glasgow,
UK), The financial crisis and employee relations, (2009):- This article revels the financial crunches in the
organization. which not only effects the profitable of the organization but also the employer and
employee relation. where the employee do naot have faith on the employer and starts thinking of
career and the advancement of the self career. In this case individualism comes in and failure of
collectivism starts.

13) Cottrell Terry, Returns and investment moving on: salaries and managing turnover, (2011):- This
study tries to revel the importance of salary in motivating the employees to be loyal. How the word of
mouth is strongly effects the employee and its attitude towards the company he is working for or
dreaming to be part of that company in future. This deals with Liberian and non Liberian of an
institution.

14) Sanjeev P. Sahni and Vaijayanthee Kumar, Can We Blame the Climate of an Organization for the
Stress Experienced by Employees? (2012):- The article discusses the impact of stress in the employee’s
job life and personal life . It mainly deals with the negative effect of the stress on the employee life. The
negative vibes in the working environment is the main cause of stress. which has strong effect on work
life satisfaction and work and personal life balance.

15) Biswas Soumendu, Varma Arup, Employee Relations, (2011):- This article is all about the healthy
relationship between employee and employer, their influential behavior, attitude towards each other.
The Article also states that unhealthy relationship not only affects the productivity of the organization
but also the environment of the work place. It also discusses about the behavior of the leaders which is
the foremost platform to create believe and trust among the employee and employer, which later stage
in builds a sense of belongingness and commitment of the employees toward the organization.

16) Lynda Jiwen Song , Anne S. Tsui, Kenneth S. Law:- Unpacking Employee Responses to Organizational
Exchange Mechanisms: The Role of Social and Economic Exchange Perceptions, (2009) :- Company form
stages of collective and monetary trade of affairs with their employees. In this study, it is revealed that,
what is the employee’s reaction to different level instrument of Managerial styles.

17) Vida Skudiene , Vilte Auruskeviciene ,(2010):-The contribution of corporate social responsibility to
internal employee motivation of the employees in a very positive way because it is believed the good
surrounding helps to grow and sustain the growth for a longer period of time. The contribution of the
organization towards the people also helps the organization be achieve the number one position in the
competitive world. It also helps to build the healthy and social environment.

18) Gerdien Regts, Eric Molleman, “To leave or not to leave: When receiving interpersonal citizenship
behavior influences an employee’s turnover intention”- (2013):- In this article it explains the employees
intention to leave the organization and to study the intention of turnover of coworkers through a steady
study of peer relationship. Different types of intention models are studied and the weight of sociable
environment in regards to the intention of leaving the organization.

19 ) Ryan D. Zimmerman, Wendy R. Boswell, Abbie J. Shipp, “Explaining the Pathways Between
ApproachAvoidance Personality Traits and Employees’ Job Search Behavior” (2012):- In this paper it was
explained how personality decodes into leaving activities. To tackle this question, the article explains
that the approach prevention character traits real-time optimistic and unenthusiastic effects on job
search attitudes of individuals who are already working with corporate houses hanging down on goal
importance’s, searching of job and its self-usefulness, professed job confront, exhausted at Job place ,
alleged monetary shortfall, and work happiness.

20) Mel Fugate, Gregory E. Prussia, Angelo J. Kinicki, “Managing Employee Withdrawal/Turnover During
Organizational Change The Role of Threat Appraisal”,(2010):- This article inspect the past history and
penalty of worker’ the danger of appraisal during organizational change. Constructive change point of
reference and change linked to justice are checked as past history of danger and frequent figure of
employees withdrawing themselves from the job is the outcome. Absenteeism is always a result of
intimidation Appraisal and objective to quit is also a outcome of the threat and this also forecast
intentional turnover rate.

February_2014_1391258979_a81fc_94.pdf (worldwidejournals.com)