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To study the Job Satisfaction of employees using Job Satisfaction Scale by Dr. Amar
Singh and Dr. T. R. Sharma

Amity University, Noida

PSYC624: Psychology-Advanced Practical-1

November 8th, 2021

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Introduction

Job satisfaction, an unquantifiable metric, is defined as a positive emotional response you

experience when doing your job or when you are present at work. Leading organizations are
now trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces. It’s important to remember that job satisfaction varies from employee to
employee. In the same workplace under the same conditions, the factors that help one
employee feel good about their job may not apply to another employee.

Job satisfaction as any combination of psychological, physiological and environmental

circumstances that cause a person truthfully to say I am satisfied with my job. According to
this approach although job satisfaction is under the influence of many external factors, it
remains something internal that has to do with the way how the employee feels. That is job
satisfaction presents a set of factors that cause a feeling of satisfaction. (Hoppock, 1935)
Job satisfaction focuses on the role of the employee in the workplace. Thus he defines job
satisfaction as affective orientations on the part of individuals toward work roles which they
are presently occupying (Vroom, 1964).

Job satisfaction represents a combination of positive or negative feelings that workers have
towards their work. Meanwhile, when a worker employed in a business organization, brings
with it the needs, desires and experiences which determinates expectations that he has
dismissed. Job satisfaction represents the extent to which expectations are and match the real
awards. Job satisfaction is closely linked to that individual's behaviour in the work place
(Davis et al., 1985).

Job satisfaction is a worker’s sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and
happiness with one’s work. Job satisfaction is the key ingredient that leads to recognition,
income, promotion, and the achievement of other goals that lead to a feeling of fulfilment
(Kaliski,2007).

Job satisfaction can be defined also as the extent to which a worker is content with the
rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation (Statt,
2004).

The term job satisfactions refer to the attitude and feelings people have about their work.
Positive and favourable attitudes towards the job indicate job satisfaction. Negative and
unfavourable attitudes towards the job indicate job dissatisfaction (Armstrong, 2006).

Job satisfaction is the collection of feeling and beliefs that people have about their current
job. People’s levels of degrees of job satisfaction can range from extreme satisfaction to
extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People
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also can have attitudes about various aspects of their jobs such as the kind of work they do,
their co- workers, supervisors or subordinates and their pay (George et al., 2008).
Job satisfaction is a complex and multifaceted concept which can mean different things to
different people. Job satisfaction is usually linked with motivation, but the nature of this
relationship is not clear. Satisfaction is not
the same as motivation. Job satisfaction is more of an attitude, an internal state. It could, for
example, be associated with a personal feeling of achievement, either quantitative or
qualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears as a result of the perception
that the job enables the material and psychological needs (Aziri, 2008).

Why Job Satisfaction Is so Important

By actively working on satisfaction in the workplace, you end up with employees who are
more engaged, involved, and eager to go the extra mile. This benefits your company in
several ways.
Satisfied employees translate into satisfied customers
If employees are unhappy at work, the chances are that this will reflect in their interactions
with the customer. Contact centres, specifically, cannot afford to have dissatisfied employees
– this is sure to show in every word they say and every campaign they work on. Even in non-
customer-facing jobs, low satisfaction can cause errors in the workflow – for example, a
higher defect rate in manufacturing and bad code in software development. This is why
employee satisfaction is vital for customer-centric companies.
Voluntary turnover will come down
Sometimes, turnover can be good for business, as it brings fresh talent into the organization.
But voluntary turnover looks different – you risk losing top talent you have carefully trained
over the years. Also, this talent takes with it tribal knowledge once it leaves the company,
which could toughen up the competition for your products and service offerings. On the other
hand, a satisfied workforce is less likely to quit.
You increase the chances of referrals
Employee referrals are the most effective method of recruitment, bar none. A report by
Jobvite found that referrals make up 7% of all applications but an overwhelming 40% of all
hires. An employee satisfied with the work conditions and the pay scale is far more likely to
recommend their friends than a dissatisfied employee. Non-compensation related factors
make up a big part of this benefit, as employees will assess multiple factors before
recommending someone else.
Satisfaction is directly linked to your productivity
In a positive work environment, employees are more likely to bring their best to work every
day. For example, research by the Social Market Foundation and the University of Warwick’s
Centre for Competitive Advantage in the Global Economy (CAGE) found that happy
employees are 20% more productive than unhappy employees on average! There’s also a
secondary reason for this – high-satisfaction workplaces prioritize employee wellness.
Therefore, they are more likely to look after themselves, and address stress/burnout/health
issues, before it impacts work.
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In the long term, you can dramatically reduce HR costs

Typically, you need to plan for both fixed and variable costs as part of your HR budget. Low
satisfaction could significantly dent the variable aspect of this equation – dissatisfied
employees require targeted surveys, specialized learning and development, additional career
assistance, and ultimately may lead to rehiring and retraining costs in the case of turnover.
All of this needs you to invest more than you had expected. By making job satisfaction a
priority at your company, you can stay ahead of the curve and ensure that there are no
unprecedented issues arising due to low satisfaction. Driven by these benefits, more and more
organizations are investing in job satisfaction initiatives. And this has had a marked impact
on job satisfaction, as seen in the following statistics.

Theories of Job Satisfaction

Fulfillment Theory: Abraham Maslow
The proponents of this theory measure satisfaction in terms of rewards a person receives or
the extent to which his needs are satisfied. Further, they thought that there is a direct/positive
relationship between job satisfaction and the actual satisfaction of the expected needs.
The main difficulty in this approach is that job satisfaction as observed by willing, is not only
a function of what a person receives but also what he feels he should receive as there would
be considerable difference in the actuals and expectations of persons.
Thus, job satisfaction cannot be regarded as merely a function of how much a person receives
from his job. Another important factor/variable that should be included to predict job
satisfaction accurately is the strength of the individuals’ desire of his level of aspiration in a
particular area. This led to the development of the discrepancy theory of job satisfaction.
Discrepancy Theory: E.A.Locke
The proponents of this theory argue that satisfaction is the function of what a person actually
receives from his job situation and what he thinks he should receive or what he expects to
receive. When the actual satisfaction derived is less than expected satisfaction, it results in
dissatisfaction.
“Job satisfaction and dissatisfaction are functions of the perceived relationship between what
one wants from one’s job and what one perceives it is offering.” This approach does not
make it clear whether or not over-satisfaction is a part of dissatisfaction and if so, how does it
differ from dissatisfaction. This led to the development of equity theory of job satisfaction.
Equity Theory: J.S.Adam
The proponents of this theory are of the view that a person’s satisfaction is determined by his
perceived equity, which in turn is determined by his input-output balance compared to his
comparison of others’ input-output balance. Input-output balance is the perceived ratio of
what a person receives from his job relative to what he contributes to the job.
This theory is of the view that both rewards — over rewards as well as under rewards lead to
dissatisfaction. An under-reward causes feelings of unfair treatment while over-reward leads
to feelings of guilt and discomfort among employees.
Two-Factor Theory: Frederick Herzberg
This theory was developed by Herzberg, Manusner, Peterson and Capwell who identified
certain factors as satisfiers and dissatisfiers. Factors such as achievement, recognition,
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responsibility, etc., are satisfiers, the presence of which causes satisfaction but their absence
does not result in dissatisfaction.
On the other hand, factors such as supervision, salary, working conditions, etc., are
dissatisfiers, the absence of which causes dissatisfaction. Their presence, however, does not
result in job satisfaction. The studies designed to test their theory failed to give any support to
this theory, as it seems that a person can get both satisfaction and dissatisfaction at the same
time, which is not a valid proposition.

Description of the test

About the test
The test has 30 statements and is a bi-dimensional instrument in which 24items are worded
positively and 6 items worded negatively. It is a 5-point Likert type instrument that assesses
positive and negative dimensions of job satisfaction.

Reliability and Validity of Test

Reliability: The test-retest reliability works out to be 0.978 with N=52 and a gap of 25 days
Validity: The scale compares favourably with Muthayya’s job satisfaction questionnaire
giving a validity coefficient of 0.743

Review of Literature

Ahmad, Jasimuddin and Kee (2018) conducted a study on Organizational climate and job
satisfaction: The purpose of this paper is to provide some insights on the interplay of
organizational climate and job satisfaction, taking personality traits as a moderator.
The paper reviews the extant literature from which it develops a theoretical model which is
then tested empirically in the Malaysian context, using hierarchical regression methodology.
The paper reviews the extant literature from which it develops a theoretical model which is
then tested empirically in the Malaysian context, using hierarchical regression methodology.
The paper provides valuable information to leaders and managers in understanding which
personality works better in the potential casual linkage between organizational climate and
overall job satisfaction.
This paper also helps practitioners to understand better why the same climate can have
different impacts on different people.

Kaur and Malodia (2018) conducted a study on Influence of Emotional Labour on Job
Satisfaction among Employees of Private Hospitals: The objective of this study is to find out
the influence of emotional labour on job satisfaction among employees in selected private
hospitals of Punjab. The data were collected from 586 employees through stratified random
sampling.
Dutch questionnaire on emotional labour (D-QEL) developed and validated by Näring&
Brouwers (2007) and job satisfaction tool by Sharma and Tripathy (2010) were used to
collect the data. Descriptive statistics was applied to check the level of emotional labour and
job satisfaction, t-test and ANOVA were applied for testing hypothesis. Structural equation
modelling was applied to find out the influence of emotional labour on job satisfaction.
There was no significant difference in the level of emotional labour and job satisfaction for
demographic variables such as age, gender, marital status, designations and years of
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experience. There was a significant influence of emotional labour on job satisfaction of the
employees in selected private hospitals of Punjab. Emotional labour was negatively related
with job satisfaction. Out of various dimensions of emotional labour: deep acting and
emotional consonance had emerged as major cause of job satisfaction

Jahanbani and Mohammadi, Noruzi and Bahrami (2018) conducted a study on Quality of
Work Life and Job Satisfaction Among Employees of Health Centers in Ahvaz, Iran: The
current study aimed at investigating the QWL and JS in the employees of health centers in
Ahvaz, Iran.
In the current descriptive-analytical study, 143 technical staff of health centers in East of
Ahvaz were selected by the multistage random sampling method in 2015. Data were collected
using 2 questionnaires. Data were analyzed through descriptive statistics, the Pearson
correlation coefficient and multiple linear regression with SPSS version 21.
Overall, the Walton QWL questionnaire scored 72.95 and the JS survey scored 126.08 were
in the moderate level in the current study. There was a significant relationship between QWL
and JS (P = 0.00).Moreover, there was a significant relationship between JS and all
components of QWL (P = 0.00). The highest and lowest correlation was related to social
cohesion (0.539) and safe environment (0.212), respectively. Results of the regression
analysis showed that the QWL explained 39.6% of the variance affecting the JS (R2 = 0.396,
P = 0.00). Among the dimensions of QWL, growth and security (β = 0.190, P = 0.03), rule of
law (β = 0.277, P = 0.00) and social cohesion (β = 0.321, P = 0.00) explained the variance
affecting the JS significantly.
Due to the highest correlation between JS and social cohesion, superintendent of health
centers should strive to increase the JS through development of teamwork, respect, and group
decision-making.

Soomro and Shah (2019) conducted a study on Determining the impact of entrepreneurial
orientation and organizational culture on job satisfaction, organizational commitment, and
employee’s performance: The purpose of this paper is to investigate the impact of
entrepreneurial orientation and organizational culture on job satisfaction, organizational
commitment and employee’s performance.
This is a quantitative approach, which is based on cross-sectional data. In total, 326 usable
cases are processed to infer the results through the structural equation model.
The results revealed a positive and significant impact of organizational commitment, job
satisfaction and organizational culture on employee’s performance. An entrepreneurial
orientation has a positive and significant impact on organizational commitment. Job
satisfaction is impacted by organizational commitment, while organizational culture is
influenced by job satisfaction. On the other hand, entrepreneurial orientation has a non-
significant impact on employee’s performance.
Employers may shape the organizational culture and boost the general level of job
satisfaction of their employees. Further, the study enriches the organizational behavior
literature by recognizing and empirically validating the impact of entrepreneurial orientation
and organizational culture on job satisfaction, organizational commitment, and employee’s
performance in the small and medium enterprises sector of Pakistan.

Chan (2019) conducted a study on Participative leadership and job satisfaction: The purpose
of this paper is twofold: first, to examine the relationships between participative leadership
and employees’ work engagement and job satisfaction; and second, to determine whether the
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level of fun experienced at work moderates the effect of participative leadership on job
satisfaction.
The participants were 177 employees in a retailing store in Hong Kong. Hierarchical multiple
regression was conducted with the control variables to ascertain the relationships among
participative leadership, level of fun experienced at work, work engagement and job
satisfaction.
The results indicated that participative leadership was positively related to employees’ work
engagement and job satisfaction. Employees’ work engagement mediated the relationship
between participative leadership and job satisfaction. This positive relationship between
participative leadership and job satisfaction was stronger when employees had more fun at
work.
This paper’s findings imply that participative leaders can engage in role modeling by
providing more fun workplace activities to employees, which will increase their work
engagement and job satisfaction.

Mitja .G, Johan R.E , Boštjan.B ( 2020) conducted a study on The influence of
organizational values on job satisfaction of employees : The objective of this research was
therefore to identify if there is a statistically significant influence on job satisfaction from
organizational values.
The article is based on a quantitative approach where we have performed a survey among
employees in a selected sector. In the questionnaire we asked respondents to evaluate what
kind of organizational values the organization they work for does promote, later we asked
respondents to evaluate what influences their job satisfaction, and in the final part we have
collected demographical data.
The results show a weak, but still detectable, positive correlation between organizational
values and job satisfaction of employees with regard to work itself. Additionally, we have
found a positive correlation between organizational value innovation and satisfaction with
working conditions.
There is an influence of organizational values on job satisfaction of employees with regard to
job satisfaction with work itself. This indicated that employees feel the influence of promoted
organizational values and that it does influence their job satisfaction.

Loan (2020)conducted a study on The influence of organizational commitment on

employees’ job performance: The impact of organizational commitment on employees’ job
performance was studied extensively in the West, while few studies were conducted in non-
western countries. Moreover, there are not many studies about the effects of job satisfaction
on this relationship. The purpose of this research was to study the effect of organizational
commitment on job performance through the mediating role of job satisfaction.
For the purpose, four hypotheses were developed, the first three predicted positive
relationships between organizational commitment, job satisfaction and job performance and
the last one suggested the mediating effect of job satisfaction. 547 employees in Vietnamese
enterprises were surveyed.
The results of the study supported all the hypotheses. Accordingly, organizational
commitment had a positive impact on job performance; organizational commitment had a
positive impact on job satisfaction; job satisfaction had a positive impact on job performance
when organizational commitment was controlled. The strength of the relation between
organizational commitment and job performance was significantly reduced when job
satisfaction was added to the model, suggesting the mediating role of job satisfaction.
It is suggested that merely positive relationship between organizational commitment and job
performance may not automatically lead an employer to achieve the outcome - job
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performance. Therefore, the secret of success lies in improving job satisfaction through
solutions to enhance organizational commitment, thereby increase job performance.

Cherif (2020) conducted a study on The role of human resource management practices and
employee job satisfaction in predicting organizational commitment in Saudi Arabian banking
sector: The purpose of this study was to investigate the role of human resource management
and employee job satisfaction in predicting organizational commitment in the Saudi Arabian
banking sector.
For the purpose of this study, quantitative survey research was employed. The independent
variables are human resource management and employee job satisfaction, while the
dependent variable is organizational commitment.
Human resource management correlated positively with employee job satisfaction and
organizational commitment. On the other hand, employee job satisfaction was found to be
positively correlated with organizational commitment. The two independent variables made
significant individual contributions to the prediction of organizational commitment.
Having high levels of job satisfaction among bank employees will prevent low levels of
turnover rate, absenteeism and levels of productivity and increase organizational
commitment. HRM practices, on the other hand, help in career development opportunities
and hence provide better job opportunities. This study can recommend that to ensure high
levels of job satisfaction among employees and enhanced organizational commitment,
organizations, especially banks, should emphasize more on HRM practices.

Methodology
Materials Requires•
- Job Satisfaction Scale Questionnaire
- Job Satisfaction Scale Manual
- Response Sheet
- Paper
- Pen

Demographic Details
Name: XYZ
Age : 45
Gender: Female
Qualification: Graduate

Instructions
“Here are a few statements, dealing with your job, vis-a-vis yourself. Eachstatement has five
alternatives. You are requested to select just one alternative, which candidly expresses your
response and encircle the same. Usually the spontaneous choice is the most correct response.
Therefore, you need not unnecessarily give a longer thought over any statement. Act
spontaneously. Kindly make sure that you have dealt with all statements. Thanks. Rest
assured your responses will not be in any way a reflection of your job or your personality”
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Administration of the Test

The job satisfaction scale can be conducted or administered individually or to a group of
people and has no fixed time limit. The subject is asked to read the following instructions and
ask questions if they have any doubt

Introspective Report
“The test was interesting”

Observational Report
The subject was focused while giving the test

Scoring
The scale has both positive and negative statements. Items at Sr. No, 4, 13, 20, 21, 27 and 28
are negative, others are all positive. The positive statements carry a weightage of 4, 3, 2, 1
and 0 and the negative statements carry a weightage of 0, 1, 2, 3 and 4, the total score gives a
quick measure of satisfaction/dissatisfaction of a worker towards his job. As indicated earlier
by adding the score on particular statements satisfaction/dissatisfaction can also be
found in particular areas say financial or job inherent and so on.

Result

Total score Norm range Degree of satisfaction

74 74 or above Extremely Satisfied

Discussion & Analysis

The aim of the test was to measure the level of job satisfaction of the subject with the help of
Job Satisfaction Scale (JSS). Using the scale, satisfaction or dissatisfaction of a worker can be
seen on any factor/variable. This is relevant as it allows organisations to assess and improve
work environment and quality to enhance employee productivity.
For instance, Research shows that, Organizational climate affect differently on different
people’s job satisfaction. (Ahmad.K.B , Jasimuddin.S.M , Kee.W.L ,2018). A similar
research showed that Emotional labour was negatively related with job satisfaction. (Kaur.S,
Malodia.L (2018). Due to the highest correlation between JS and social cohesion,
superintendent of health centers should strive to increase the JS through development of
teamwork, respect, and group decision-making. (Jahanbani.E , Mohammadi.M , Noruzi.N.N ,
Bahrami.F ,2018). Employers may shape the organizational culture and boost the general
level of job satisfaction of their employees. (Soomro.B.A , Shah.N , 2019). A study findings
imply that participative leaders can engage in role modeling by providing more fun
workplace activities to employees, which will increase their work engagement and job
satisfaction. (Chan.S.C , 2019). There is an influence of organizational values on job
satisfaction of employees with regard to job satisfaction with work itself. This indicated that
employees feel the influence of promoted organizational values and that it does influence
their job satisfaction. (Mitja .G, Johan R.E , Boštjan.B , 2020). A study recommended that to
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ensure high levels of job satisfaction among employees and enhanced organizational
commitment, organizations, especially banks, should emphasize more on HRM practices.
(Cherif .F , 2020)

Conclusion

Overall, the subject seems to be extremely satisfied with her job and mostly satisfied from
almost all aspect of her job. There is positive influence of organizational commitment on
employees’ job performance (Loan.L.M, 2020) which means that it is highly liken that the
subject has better job performance as compared to employees who are more
dissatisfied.

References

Ahmad, K.B, Jasimuddin, S.M, Kee, W.L (2018). Organizational Climate and Job
Satisfaction: Do Employees’ Personalities Matter? Emerald Insight.

Kaur, S, Malodia, L (2018). Influence of Emotional Labour on Job Satisfaction among

Employees of Private Hospitals, Journal of Health Management 19(3).

Jahanbani, E , Mohammadi, M , Noruzi, et al., (2018). Quality of Work Life and Job
Satisfaction Among Employees of Health Centers in Ahvaz, Iran, Jundishapur. Journal of
Health Sciences: 10(1).

Chan, S.C. (2019). Participative Leadership and Job Satisfaction. Leadership &
Organization Development Journal, 40, 319-333
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Appendix