Project - JSat & OrgCom - 1

A STUDY ABOUT IMPACT OF JOB SATISFACTION ON
ORGANIZATIONAL COMMITMENT IN CHAKIAT
PROJECT REPORT
Submitted by
Mr. SHAYAM SUNDAR G
(Register No: PMIR-18- 10)

In partial fulfillment of the requirement for the award of the Degree
POST GRADUATE DIPLOMA IN PERSONNEL MANAGEMENT &

INDUSTRIAL RELATIONS
Under the guidance of
Dr.M.Ramakrishanan B.Sc; M.A.,(PM&IR).,BGL.,M.B.A.,M.Phil.,Ph.D
MADRAS SCHOOL OF SOCIAL WORK
(AUTONOMOUS)
No. 32, CASA MAJOR ROAD, EGMORE
CHENNAI-600008
AUGUST 2020
BONAFIDE CERTIFICATE
This is to certify that the project titled “A STUDY ABOUT IMPACT OF JOB
SATISFACTION ON ORGANIZATIONAL COMMITMENT IN CHAKIAT” is a
bonafide project work done by Mr. SHAYAM SUNDAR G (Reg No: PMIR 18-10), a
second year student of P.G. DIP – PM & IR, Madras School of Social Work (Autonomous),
Egmore, Chennai in partial fulfillment of the requirement for the Award of the Degree of Post
Graduate Diploma in Personnel Management & Industrial Relations and that the project has
not been used previously for the award of any Degree, Diploma, Scholarship, Fellowship or
any other project title.
Signature of the HOD Signature of the Guide
Signature of the Principal

DECLARATION
I, SHAYAM SUNDAR G final year student of PGDPMIR hereby declare that the thesis
entitled “A STUDY ABOUT IMPACT OF JOB SATISFACTION ON
ORGANIZATONAL COMMITENT” is the original work done by me under the guidance
and supervision of Dr. M Ramakrishnan, in partial fulfillment of the requirements for the
award of the degree of Post Graduate Diploma in Personnel Management & Industrial
Relations, Madras School of Social work. I further declare that the research work has not
been submitted at any other University or Institution, for the award of any degree or diploma
or fellowship.
Signature of the Guide Signature of the Student
PLACE: CHENNAI
DATE:
(i)
ACKNOWLEDGEMENT
First and Foremost, I thank God for his immense blessings and making this study happen as
planned.
I would like to begin by thanking the Principal, Dr. Raja Samuel for being a pillar of support
throughout my duration as a student at Madras School of Social Work.
I would like to extend my heart-felt gratitude to Mr. M Hemakumar, Coordinator for PMIR
for his constant guidance and support.
I would like to thank my guide, Dr. M Ramakrishnan for helping me constantly with all his
inputs/feedback and finish the project on time.
Thanks to my internship guide at Chakiat, Chennai, Mr. P Shankar Menon, Director,

without whose support and encouragement, this study wouldn’t have been possible.
Last but not the least, I would like to record my profound gratitude to all the respondents who
co-operated and answered the questionnaire.
(ii)
TITLE Page no
Acknowledgement (i)
Table of Contents (ii)
List of Tables (viii)
List of Figures (ix)
List of Charts (x)
List of Symbols (xi)
Chapter I – Introduction
1.1 Background to research 2
1.2 Rationale behind the study 3
1.3 Need for the study 4
1.4 Significance of study 4
1.5 Statement of research problem 4
1.6 Basic Assumptions 5
1.7 Organization of study 5
1.8 Chapter summary 6
Chapter II - Review of literature
2.0 Chapter introduction 8
2.1 Review related to concept 8
2.1.1 The concept of job satisfaction 8
2.1.2 The concept of organization commitment 10
2.2 Review related to various models 12
2.2.1 Job satisfaction 12

2.2.1.1 Maslow’s Hierarchy of Needs 12
2.2.1.2 Job characteristics model 13
2.2.1.3 The three dimensions of Job satisfaction 16
2.2.2 Organization commitment 16
2.2.2.1 Steers’ model 16
2.2.2.2 O’Reilly and Chatman’s model 17
2.2.2.3 Mathieu and Zajac’s model 18
2.2.2.4 Meyer and Allen Tri Dimensional Model 18
2.3 Theories of Topics 19
2.3.1 Job Satisfaction 19
2.3.1.1 Dispositional Approach 19
2.3.1.2 Adam’s Equity Theory 20
2.3.1.3 Locke’s Affect Theory 21
2.3.1.4 Motivator-Hygiene Theory 21
2.3.1.5 Discrepancy theory 22
2.3.2 Organizational Commitment 22
2.3.2.1 Becker Side Bet there 22
2.3.2.2 Porter’s Affective Dependence theory 22
2.3.2.3 Currivan the Causal Model 23
2.3.2.4 Somers Combined Influence Mechanism Theory 24
2.4 Review practices of Job Satisfaction and Organization Commitment 25
2.4.1 Factors that Affect Job Satisfaction 25
2.4.2 Factors that Affect Organizational Commitment 26
2.5 Review existing research works related to your project 28
2.5.1 Job Satisfaction and Organizational Commitment 28
2.6 Variables 31
2.7 Chapter Summary 31
CHAPTER III - RESEARCH METHODOLOGY
3.1 Chapter Introduction 33
3.2 Objective of the study 33
3.3 Research design 33
3.3.1 Research Questions 34
3.3.2 Hypothesis 35
3.3.3 Unit of analysis 35
3.3.4 Linking Data and hypothesis 35
3.3.5 Field of Study 35
3.4 Sample Design 36
3.5 Primary Data collection procedure 37
3.5.1 Secondary data collection 37
3.6 Instrument development 37
3.7 Scope of study 38
3.8 Definition study dimensions 39
3.9 Chapter summary 40
CHAPTER IV - DATA ANALYSIS & INTERPRETATION
4.0 Introduction 42
4.1 Profile of Respondents 42
4.1.1 Profile of Respondent by Gender 42
4.1.2 Profile of Respondents by Age 43
4.1.3 Profile of Respondents by Educational Qualification 44
4.1.4 Profile of Respondents by Marital Status 45

4.1.5 Profile of Respondents by Location 45
4.1.6 Profile of Respondents by Division 46
4.1.7 Profile of Respondents by Department 47
4.1.8 Profile of Respondents by Managerial Level 48
4.1.9 Profile of Respondents by Work Experience 49
4.2 Reliability Statistics 50
4.2.1 Cronbach's Alpha (α) using SPSS Statistics 51
4.2.2 Interpretation of Cronbach’s alpha 51
4.3 Descriptive Statistics 56
4.3.1 Mean (x) 57
4.3.2 Standard Deviation 57
4.3.3 Values of items 57
4.3.4 Result of Descriptive Statistics 58
4.3.4.1 Job Satisfaction 58
4.3.4.2 Organizational Commitment 59
4.4 Correlation 60
4.4.1 Need for Correlation 60
4.4.2 Types of Correlation 60
4.4.3 Methods of Computing Coefficient of Correlation 61
4.4.4 Result of Correlation of Job Satisfaction and Organizational 61

Commitment
4.5 Test of Hypothesis 62
4.5.1 Non Parametric Statistical test 62
4.5.2 Reason for choosing Non Parametric Test 63
4.5.3 Two – Tailed Test 63
4.5.4 Kruskal – Wallis H Test 63

4.5.5 Kruskal Wallis test results on Economic Satisfaction dimension of Job 63
Satisfaction by grouping variable – Age
4.5.6 Kruskal Wallis test results on Security Satisfaction dimension of Job 65

Satisfaction by grouping variable - Age
4.5.7 Kruskal Wallis test results on Social Satisfaction dimension of Job 66

4.5.8 Kruskal Wallis test results on Psychological Satisfaction dimension of 67

Job Satisfaction by grouping variable - Age
4.5.9 Kruskal Wallis test results on Continuance Commitment dimension of 68

Organizational Commitment by grouping variable – Age
4.5.10 Kruskal Wallis test results on Affective Commitment dimension of 69

Organizational Commitment by grouping variable - Age
4.5.11 Kruskal Wallis test results on Normative Commitment dimension of 71

4.6.1 Kruskal Wallis test results on Economic Satisfaction dimension of Job 72

Satisfaction by grouping variable – Experience
4.6.2 Kruskal Wallis test results on Security Satisfaction dimension of Job 73

Satisfaction by grouping variable - Experience
4.6.3 Kruskal Wallis test results on Social Satisfaction dimension of Job 74

Satisfaction by grouping variable - Experience
4.6.4 Kruskal Wallis test results on Psychological Satisfaction dimension of 76

Job Satisfaction factor by grouping variable - Experience
4.6.5 Kruskal Wallis test results on Continuance Commitment dimension of 77

Organizational Commitment by grouping variable – Experience
4.6.6 Kruskal Wallis test results on Affective Commitment dimension of 78

4.6.7 Kruskal Wallis test results on Normative Commitment dimension of 79

Organizational Commitment by grouping variable - Experience
4.7 Spearman’s Coefficient of Correlation 80
4.7.1 Result of Spearman’s Correlation Test 81
4.8 Chapter Summary 83

CHAPTER V - Conclusion
5.0 Chapter Introduction 85
5.1 Summary of findings 85
5.1.1 Profile of respondents 85
5.2 Effectiveness of study dimensions 86
5.2.1 Job satisfaction 86
5.2.2 Organizational commitment 86
5.3 Correlation 87
5.3.1 Drivers of Job Satisfaction 87
5.3.2 Drivers of Organizational Commitment 87
5.4 Results of Hypothesis 87
5.4.1 Job Satisfaction 87
5.4.2 Organizational Commitment 88
5.5 Suggestions 88
5.6 Limitations 88
5.7 Conclusion 88
APPENDIX
Questionnaire 90
Bibliography 97
(viii)
LIST OF TABLE
Page
Table Title
Number
4.1.1 Profile of Respondent by Gender 42
4.2.2.1 Reliability statistics for items of study variable – Job 52

Satisfaction
4.2.2.2 Reliability statistics of Job Satisfaction variable – Economic 53

Satisfaction dimension
4.2.2.3 Reliability statistics of Job Satisfaction variable – Security 53

4.2.2.4 Reliability statistics of Job Satisfaction variable – Social 53

4.2.2.5 Reliability statistics of Job Satisfaction variable – 54

Psychological Satisfaction dimension
4.2.2.6 Reliability statistics for items of study variable – 54

Organizational Commitment
4.2.2.7 Reliability statistics Organizational Commitment variable – 55

Continuance Commitment dimension

Affective Commitment dimension
Normative Commitment dimension
4.3.3.1 Value of Items – Job Satisfaction 57
4.3.3.2 Value of Items – Organizations Commitment 58
4.3.4.1 Descriptive statistics results for study dimensions - Job 58

Satisfaction
4.3.4.2 Descriptive statistics results for study dimension - 59

4.4.4.1 Results of Correlations (r) for study dimensions – Job 61

Satisfaction
4.4.4.2 Results of Correlations (r) for study dimensions – 62

4.5.5.1 Economic Satisfaction dimension Mean Rank – Age 63
4.5.5.2 Kruskal Wallis Test Statistics on Economic Satisfaction 64

dimension – Age
4.5.6.1 Security Satisfaction dimension Mean Rank – Age 65
4.5.6.2 Kruskal Wallis Test Statistics on Security Satisfaction 65

dimension – Age
4.5.7.1 Social Satisfaction dimension Mean Rank – Age 66
4.5.7.2 Kruskal Wallis Test Statistics on Social Satisfaction dimension 66

– Age
4.5.8.1 Psychological Satisfaction dimension Mean Rank – Age 67
4.5.8.2 Kruskal Wallis Test Statistics on Psychological Satisfaction 67

dimension – Age
4.5.9.1 Continuance Commitment dimension Mean Rank – Age 68
4.5.9.2 Kruskal Wallis Test Statistics for Continuance Commitment 68

dimension – Age
4.5.10.1 Affective Commitment dimension Mean Rank – Age 69
4.5.10.2 Kruskal Wallis Test Statistics for Affective Commitment 70

dimension – Age
4.5.11.1 Normative Commitment dimension Mean Rank – Age 71
4.5.11.2 Kruskal Wallis Test Statistics for Normative Commitment 71

dimension – Age
4.6.1.1 Economic Satisfaction dimension Mean Rank – Experience 72
4.6.1.2 Kruskal Wallis Test Statistics for Economic Satisfaction 72

dimension – Experience
4.6.2.1 Security Satisfaction dimension Mean Rank – Experience 73
4.6.2.2 Kruskal Wallis Test Statistics Security Satisfaction dimension 73

– Experience
4.6.3.1 Social Satisfaction dimension Mean Rank – Experience 74
4.6.3.2 Kruskal Wallis Test Statistics for Social Satisfaction 75

4.6.4.1 Psychological Satisfaction dimension Mean Rank – Experience 76
4.6.4.2 Kruskal Wallis Test Statistics for Psychological Satisfaction 76

4.6.5.1 Continuance Commitment dimension Mean Rank – Experience 77
4.6.5.2 Kruskal Wallis Test Statistics for Continuance Commitment 77

4.6.6.1 Affective Commitment dimension Mean Rank – Experience 78
4.6.6.2 Kruskal Wallis Test Statistics for Affective Commitment 78

4.6.7.1 Normative Commitment dimension Mean Rank – Experience 79
4.6.7.2 Kruskal Wallis Test Statistics for Normative Commitment 80

4.7.1.1 Spearman’s Correlation between Job Satisfaction and 82

(ix)
LIST OF FIGURE
Figure Page
Title
Number number
2.2.1.1 Maslow Hierarchy of Needs 13
2.2.1.2 Job Characteristics Model 14
2.2.2.1 Steers’ Model; Advances in Environmental Biology, The 17

Efficiency of Allen and Meyer’s Model of Organizational
Commitment and Its Leading Role in Organizations Compared
to Other Models
2.2.2.3 Mathieu and Zajac’s model; Advances in Environmental 18

Biology, The Efficiency of Allen and Meyer’s Model of
Organizational Commitment and Its Leading Role in
Organizations Compared to Other Models
2.2.2.4 Meyer and Allen Tri Dimensional Model 19
2.3.1.2 Adam’s Equity Theory 20
2.3.1.4 Motivator-Hygiene Theory 21
2.3.2.3 Currivan Causal Model 24
3.3 Types of Research Design 34
3.4 Types of Sampling 36
4.4.2 Correlation Scatter Diagram Source 61
4.7 Study Dimension Job Satisfaction and Organizational 81

Commitment
(x)
LIST OF CHARTS
Chart Title Page

Number Number
4.1.1 Profile of Respondents by Gender 42
4.7.1.1 Spearman’s Correlation between Job Satisfaction and 82

(xi)
LIST OF SYMBOLS
Cronbach’s alpha α
Mean x̄
Standard deviation σ
Correlation r
Chi-square ࢄ૛
Asymp. Sig p
CHAPTER I
INTRODUCTION
1
Human resource is an essential asset of any organization because humans are the resource,
which gets skill and experience with the passage of time. Therefore, human resource is very
important to achieve organizational goals. Human resource department is constructed to deal
affairs that are related with the employees of the organization.
Because of the substantial influence on work attitudes like job satisfaction, employee
turnover, employee performance, and employee absenteeism, the organizational commitment
has become the center of attention for many research studies. Scholars have defined
organizational commitment in different ways depending on their background and research.
However, according to Mowday, Strees, & Porter organizational commitment is based on
three pillars:
1) A resilient confidence and recognition of the organization's goals and morals.
2) A readiness to exercise a substantial work for the organization.
3) A solid intention to remain loyal with the organization.
The purpose of the current research is to understand the possible association of organizational
commitment with job satisfaction in an Indian logistics organization named Chakiat.
1.1 Background to Research

In the modern business world where every moment is dynamic, the people that are being
employed by the organizations are even more so. With the Generation Z starting their
professional experience, it gives the organizations a tough time in retaining the talents. The
influence of Generation Z has also affected the Generation Y or the millennials who have
already contributed some years into professional work. The practices of changing job or
professions are becoming more common in the recent years. This practice is commonly called
as Job Hopping. It is the practice of switching jobs frequently, particularly as a means of
quick financial gain, career advancement, or just wanderlust," explains Niki Philip in the
study Job-Hopping:(2017).
Until a few decades ago, according to a popular belief, switching jobs frequently was
considered unprofessional and affected the professional growth opportunities. But now this
stigma is fading. A survey conducted by Linked in 2018, found that Generation Z has the
highest job mobility. In their result, more than 40% of the respondents were interested in
making careers in entire different industry or into a different function. The findings where
that the behaviour is common, but the professional who is most likely to change jobs belong
to Generation Z. The reason for such frequent job hopping is not specific but factored by
many causes like career progression, to be closed to home, Interest in different field, better
compensation and also the fact that they have learned all that they could from the job. At the
same time the more acceptable reasons for job change was better opportunities, change in
personal circumstances, inadequate work, Job satisfaction, different experience, and the most
recent of all, the growing popularity of freelancing.
Job satisfaction is a persisting problem for all organizations, domestic or international alike.
One of the purposes of this study is that satisfied personnel are reported to be committed
workers and commitment is an indication for organizational output and effectual operations
2
(Robbins & Coulter, 2005). Employees are the key aspect of any organization. Therefore,
satisfaction of the employees are considered as the important part of the company
performance. A satisfied employee can be more productive and thereby increasing the
revenue of the organization and also helps to achieve the goals of the organization. A
satisfied employee will be more committed to the organizational goals. Usually
organizational policies are aimed at developing loyal employee because this leads to higher
retention and lower turnover rate. The longer they work in an organization the more valuable
they will be to the organization.
Employee attitude towards the organization then gives rise to the behavioural component of
loyalty. An employee who has developed a bond to the organization is more likely to
demonstrate loyal behaviours and work towards the overall goals of the organization, such as
improved productivity, greater efficiency, and a high-quality service orientation to customers
both internal and external which can be summed up as organizational commitment.
Therefore, a satisfied employee exhibits more commitment towards the organization and
thereby a relative increase in the employee productivity and efficiency.
Both the components are intertwined in the organizational growth and development. Hence
organizations are obliged to give sufficient weightage to the job satisfaction of the employees
1.2 Rationale behind the Study

In the recent times, it has been observed that among the Millennials and Generation Z the
commitment towards the organization varies. They are more concerned with the job
satisfaction than the taking on responsibility of commitment. The reason behind this study is
to identify the factors of job satisfaction that has a significant impact on the employee’s
commitment.
Many organizations conduct job satisfaction survey at regular interval to take feedback on the
company’s policies and procedures to make adjustments to improve the productivity and
efficiency of all the people employed in the organization. It also helps the organization to
have an idea about how to have a lower turnover rate and increase employee retention.
Job Satisfaction surveys help organizations understand the employee’s opinion to make the
environment more engaged for them. It also helps the organization establish a nurturing and
supportive environment where everyone’s has opportunity for growth. These surveys act as a
two way road where the organization collects the feedback of new policies and procedure
from employees through job satisfaction and actions on the feedback will entrust the
employees with confidence on the management.
These actions increase the commitment levels among the employees. This will in turn have
big impact on the Organizations productivity and efficiency. It also has an impact on the
employee turnover. These actions have a big impact on the cost of the people management in
the organization which involves recruitment, training, salary, etc.
Hence the reason behind the study of impact of job satisfaction of employee’s commitment.
3
1.3 Need for the Study
In the recent times, all the industries have seen a significant increase in the employee
turnover, for which the reasons are stated as lack of Job satisfaction, Organization
commitment and Engagement.
Employee who are not satisfied with their jobs, are ones who constantly try look out for
opportunities. Hiring a new employee proves to be costly when compared to retaining the
current employee as the cost of hiring, training, salary, other benefits proves that.
When the needs of an individual are met they find the job satisfying. Satisfied employees
tend to be more loyal to the organization and committed employees bring added value to the
organisation, through their determination, proactive support, relatively high productivity and
an awareness of quality.
Therefore the employee commitment levels are measured to identify which all employee are
more likely to resign in the near future and which all employee will stay back with the
organization for a long time.
Also the Job satisfaction plays a major role in improving the employee commitment levels as
there are various factors associated with the employee’s satisfaction levels like Psychological,
Physical, Economic and Social.
1.4 Significance of study

When employees are committed to their work, they are more likely to be happy and
productive. Committed employees take ownership of their work and are ambassadors for
their company, both inside and outside of office doors. They are less likely to job hunt, be
tempted by recruiters who seek out candidates who are not active and are most likely to
pursue advancements and promotions.
By focusing on the factors that contribute more to employee commitment, the organization
can introduce steps to further enhance it or take corrective steps to improve it. These factors
however small may contribute a significant level to the employee commitment as the
perspective each individual vary
1.5 Statement of Research problem

Over the years organizations are looking at various options to improve the employee
retention by any or all means. Employee commitment is a key factor in improving the
employee retention in an organization and there are various reasons that an employee stays
committed to an organization. One of the reason for Organizational Commitment is job
satisfaction.
As mentioned earlier, the Generation Z has started their career and from what has been
observed, there is seems to be trend among them called Job Hopping. The most common
reason for job hopping has been identified as job dissatisfaction. While it may seem like a
minor aspect of the trend, it plays a vital role in retaining employees.
4
Organizations have observed this fall back and they have started making the work place more
engage able for the employees to create a sense of belonging for them. Highly engaged
employees with the organization goals exhibit higher productivity, increased revenue and
lower attrition.
Organizations that fail to identify the factors that cause job dissatisfaction end up not
achieving their goals in turn end up losing their critical resource, employees and their revenue
and their place in the market.
The importance of studying organizational commitment and job satisfaction is that
organizations that depend on positive relationships with clientele and co-workers cannot
afford to have employees who are not committed to the organization and leave after only a
short amount of time on the job. Organizations take various steps to create that positive
relationship. There are many factor that contribute to job satisfaction for an employee and
that can vary from individual to individual as each employee has his/her own perspective of
the same.
With reference to the above problem statement, the current study will try to understand the
extent to which factors of job satisfaction influences the employee commitment towards the
organization.
1.6 Basic Assumptions

This study assumes the following
 The study is a done as a case study, as the commitment levels of one organization is
being examined
 The study includes only selected personals on the organization
 The feedback given by the employee are unbiased
1.7 Organization of Study

The present research study will be 5 chapters long, with the first chapter starting with the
background of the study, followed by underlying reason behind the study. The importance,
the need, the assumptions made and significance of the study along with the declaration of
the research problem. The Chapter two will be discussing about the literature reviewed for
the purpose of this study with established definition and view of prominent researchers about
the study dimensions. The existing models and theories about the study dimensions along
with already presented research papers are discussed in chapter two. In chapter three the
research methodology, the objectives and method of sample selection are elaborated. Chapter
four contains the data analysis and interpretation of the analysis that forms the supporting for
the research are discussed. Findings, Conclusions and Suggestions for further Research will
be presented in Chapter 5 followed by Bibliography and References.
5
1.8 Chapter Summary
In this chapter, the researcher has covered the purpose and need behind the study. The
importance of the studying the impact of job satisfaction factors influencing organizational
commitment are discussed through the problem statement Further the chapter describes the
basic assumptions that are considered while undertaking this study. Then they had tried to
give a broader sense of the contents of the chapters that will be followed.
6
CHAPTER II
REVIEW OF LITERATURE
7
2.0 Chapter Introduction
In this chapter the researcher will discuss in detail about definitions and concepts related to
Organizational Commitment and Job Satisfaction by different authors. Existing theories and
models by various researches and authors with relation to Job Satisfaction and Employee
commitment are also discussed. The importance of studying organizational commitment and
job satisfaction is that organizations that depend on positive relationships with clientele and
co-workers cannot afford to have employees who are not committed to the organization and
leave after only a short amount of time on the job. The intention of the study was based upon
the following literature review of theories, approaches and models.
Keywords – Organizational commitment, Job Satisfaction
2.1 Review related to concepts

2.1.1 The Concept of Job Satisfaction
In spite of its wide usage in everyday life, as well as in academic and scientific research,
there has not been a universally agreeable definition for Job satisfaction. In order to define
Job satisfaction, one must be able to define the nature and importance of the work of any
individual.
Job or work is an important aspect of an individual’s life and it occupies a lot of personal and
professional time compared to any other activity. It provides the financial basis for a person’s
life (Santhapparaj & Alam, 2005). A Job can prove to be a means to achieve one’s personal
goals relating to one’s career.
Whereas Satisfaction, as defined by Thorndike & Barnhart (1979), is “fulfilment of ones
conditions or desires”. Therefore, one can say that a person is satisfied when his/her
expectations or desire or needs have been met.
Further the researcher elaborates the views of different authors towards defining Job
satisfaction as follows:
The concept of Job satisfaction was first brought to note of organizations with the beginning
of scientific management of workers’ productivity by F W Taylor in 1911 when he
introduced piece rate system and linked employees’ prosperity with organization’s
prosperity through enhancing employee productivity. Which was later followed by a study at
the Hawthorne plant of the Western Electric Company in Chicago by Elton Mayo of the
Harvard Business School. The findings from these studies provided strong evidence that
people work for purposes other than the pay which paved way for researches to further
enhance their field of study to understand other factors associated with job satisfaction.
Hoppock (1935) defined 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.
8
Bullock (1952) states that job satisfaction is an attitude which results from balancing and
summation of many specific likes and dislikes experienced in connection with the job.
Vroom (1964) - defines job satisfaction as affective orientations on the part of individuals
toward work roles which they are presently occupying. This definition focuses mainly on the
role of the employee in the workplace.
Locke (1969) defines Job Satisfaction as “a pleasurable or positive emotional state resulting
from the appraisal of one's job experience”. He also states that three factors exist in any
appraisal process of the job: the perception about the facet of the job, a value system, and an
evaluation of the relationship between the perception and the value system. People have set
goals and values in mind. If their job assists them in achieving those goals, they are satisfied.
Keith and Davis (1977) considered job satisfaction as “the favorableness or unfavourableness
with which employees view their work.it results when there is a fit between job
characteristics and wants of employees. It expresses the amount congruence between one’s
expectations of the job and the rewards that the job provides”
Davis et al. (1985) 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.
Cranny, Smith and Stone (1992) define job satisfaction as employees’ emotional state
regarding the job, considering what they expected and what they actually got out of it. In fact,
an employee with low expectations can be more satisfied with a certain job than someone
who has high expectations. If one’s expectations are met or exceeded by the job, then one is
happy and satisfied with the job.
Weiss (2002) contended that job satisfaction is an attitude, as “a positive (or negative)
evaluative judgment one makes about one’s job or job situation”. Job dissatisfaction is the
unpleasant affections that one feels if one appraises the job as a barrier in achieving one’s
values.
9
Robbins et al. (2003) add that an individual with high job satisfaction will display a positive
attitude towards their job, and the individual who is dissatisfied will have a negative attitude
about the job.
Purohit (2004) indicates that job satisfaction is a specific subset of attitudes held by
organizational members. It is the attitude one has toward specific factors, such as wages,
security of employment and conditions of work.
Armstrong’s (2006) definition of job Satisfaction refers to the attitude and feeling people
have about their work, positive and favorable towards the job indicates, job satisfaction,
negative and unfavorable attitude towards the job indicates, job dissatisfaction.
Kaliski (2007) are “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 fulfillment”
Aziri (2008) job satisfaction represents a feeling that appears as a result of the perception that
the job enables the material and psychological needs.
Chandrasekar (2011) argue that an organization needs to pay attention to create a work
environment that enhances the ability of employees to become more productive in order to
increase profits for organization. He also argued that Human to human interactions and
relations are playing more dominant role in the overall job satisfaction rather than money
whereas management skills, time and energy, all are needed for improving the overall
performance of the organization in current era.
2.1.2 The Concept of Organization Commitment

Be loyal to the company, and the company will be loyal to you, (Mowday, Porter, & Steers,
1982) a saying from the last century which implies the organizational commitment of an
individual towards its employing organization. The term commitment means, “An
engagement or obligation that restricts freedom of action.” (Oxford Dictionary).
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Becker (1960) originally described continuance commitment as one associated with "side-
bets" or investments that a person accrues over time while working for an organization. The
theory declares that individuals, regardless of the stressful conditions they may undergo, are
committed to the organization as far as they hold their positions; however, if they are given
an alternative benefit, they may be willing to leave the organization.
Kanter (1968) referred it as a process through which individual's interests become attached to
carrying out socially organized patterns of behaviors which are seen as fulfilling those
interests and as expressions of the nature/ needs of the person.
Hall, Scheider and Nygren (1970) define organizational commitment as the “process by
which the goals of the organizations and those of the individual become increasingly
integrated and consistent”.
Sheldon (1971) defines organizational commitment as an attitude or an orientation towards

the organizations, which links or attracts the identity of the person to the organizations.
Porter et al. (1974) describe organizational commitment as “an attachment to the

organization, characterized by an intention to remain in it; an identification with the values
and goals of the organization; and a willingness to exert extra effort on its behalf”.
Batemen and Strasser (1984) - According to them organizational commitment must be

studied for its relationship with the effectiveness of the employees’ behaviours and
performance; with the employees’ attitudinal and affective issues such as job satisfaction; the
employees’ job and role characteristics; as well as the personal characteristics of the
Employees such as age, and job tenure”
O’Reilly (1989) describes organizational commitment as, “an individual's psychological bond
to the organisation, including a sense of job involvement, loyalty and belief in the values of
the organisation”.
Meyer, Allen, and Smith (1993) declare that the three types of commitment, normative,
continuance and affective commitment, which they declare as a psychological state,
determining the employees’ relationship with the organizations or whether the employees
will stay with the organizations.
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Affective commitment is the employee’s emotional attachment to, identification with, and
involvement in the organization, whereas normative commitment is defined as a feeling of
obligation to continue employment. Finally, continuance commitment occurs as a result of an
awareness of the costs associated with leaving the organization. Each dimension is thought to
contribute to an employee’s relationship with the organization, has implications for his/her
continuing membership, and may be affected by different antecedents or may have different
consequences.
Balay (2000) states that organizational commitment is a feeling of bond and attachment that
links the employees and the organizations and unite them around a common value and goal.
(Ratmawati, 2007) It is mandatory that organization commitment exist with in every

employee of the organization, from managerial staff to helpers, in order to determine the
success of the organization. Employee commitment can be gained when the organization
shows the same level of commitment towards its employees. Cooperation and appreciation
between each and every members of the organization is needed to achieve the organization’s
goal. This can be achieved only if strong commitment exists within the members of the
organization.
The Business Dictionary (2013) defines organizational commitment as “Strength of the

feeling of responsibility that an employee has towards the mission of the organization”.
Job satisfaction and Organizational Commitment are interlinked with each other. One cannot
exist without the other, where satisfied employees are more committed to their organization
and committed employees are more satisfied in their organization. This thereby increases the
overall organization efficiency and individual’s productivity.
2.2 Review related to various models
2.2.1 Job Satisfaction-

2.2.1.1 Maslow’s Hierarchy of Needs -
Although commonly known in the 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 (Figure 1) consisting of:
physiological needs, safety, belongingness/love, esteem, and self-actualisation. Maslow’s
hierarchy of needs postulates that there are essential needs that need to be met first (such as,
physiological needs and safety), before more complex needs can be met (such as, belonging
and esteem).
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Fig 2.2.1.1: Maslow Hierarchy of Needs; Source: thoughtco.com
Maslow’s needs hierarchy was developed to explain human motivation in general. However,
its main tenants are applicable to the work setting, and have been used to explain job
satisfaction. Within an organizational, financial compensation and healthcare are some of the
benefits which help an employee meet their basic physiological needs. Safety needs can
manifest itself through employees feeling physically safe in their work environment, as well
as job security and/ or having suitable company structures and policies. 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, and
whether or not they feel they are a part of the team/ organizational. Once satisfied, the
employee will seek to feel as though they are valued and appreciated by their colleagues and
their organizational. The final step is where the employee seeks to self-actualise; where they
need to grow and develop in order to become everything they are capable of becoming.
Although it could be seen as separate, the progressions from one step to the next all
contribute to the process of self-actualisation. Therefore, organizational s looking to improve
employee job satisfaction should attempt to meet the basic needs of employees before
progressing to address higher-order needs.
2.2.1.2 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 three
psychological states (as shown in the figure below). Subsequently, the three psychosocial
states then lead to a number of potential outcomes, including: job satisfaction. Therefore from
an organizations’ point of view, it is thought that by improving the five core job dimensions
this will subsequently lead to a better work environment and increased job satisfaction.
13
Fig 2.2.1.2: Job Characteristics Model; Source: expertprogrammanagement.com
Five Core Job Characteristics
1. Skill Variety
Refers to the degree to which the job requires different skills and talents. Job Characteristics
Theory states that a job having more variety and thus requiring more skills and talents will
result in an employee feeling that they are doing more meaningful work.
2. Task Identity
This refers to the degree to which the tasks of the job are clearly identifiable, and have a
visible outcome. The theory states that if the employee understands what needs to be done,
understands when they are finished, and are able to see the outcome of what they achieved at
the end, then they will feel that they are doing meaningful work.
3. Task significance
Refers to the degree to which the task has impact. Impact can mean a lot of different things. It
could mean that the task has impact within the organization. It could mean that the task has
impact to the bottom line or even to society as a whole.
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4. Autonomy
Autonomy is the degree of freedom an employee has to complete their work. It is the degree
to which the employee is free to choose how to go about doing specific tasks, and the degree
to which they can choose how to schedule their tasks. The Job Characteristics Theory states
that employees with more autonomy will have a greater sense of responsibility towards the
results of their work, and therefore do a better job.
5. Feedback
Refers to the degree to which the employee is kept informed about how well they are doing in
their role. The theory states that more feedback leads to increased knowledge for the
employee about the results of their work. If an employee is given good feedback about the
work they are doing then their self-esteem will be boosted and they’ll be motivated to keep
doing what they are doing.
Moderators
The reason for using moderators are because as human and all are not wired the same. All
three moderators must have a high score, in addition to the five core job characteristics being
present in order for the three psychological states to be experienced any employee.
1. Knowledge & Skill
The knowledge and skills moderator say that if an employee has the knowledge, skill, and
competence in their role then they are more likely to experience positive emotions (the three
psychological states) towards their job, and their performance will improve.
2. Growth Need Strength
Growth need strength is the degree to which an employee has the need to grow and develop.
An Employee with a high growth need strength is going to be much more likely to react in a
positive way to new opportunities and challenges, and thus more likely to experience the
three psychological states.
3. “Context” Satisfaction
Context refers to things such as the employee’s manager, their colleagues, their pay and
benefits, and job security. When an employee is satisfied with these contextual factors then
they are more likely to respond positively to the challenges of their role and experience the
three emotional states.
Outcomes
As per the Job Characteristics Model, if the five core job characteristics are in place and the
three psychological states are achieved, then the following outcomes are likely to be achieved
by an employee.
High Internal Work Motivation: When an employee experiences all three of the
psychological states they are likely to be intrinsically motivated.
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High Growth Satisfaction: When an employee experiences the three psychological states they
are likely to feel challenged and as though they are learning through doing their job. They
will feel as though this challenge is rewarding and isn’t stretching them to a point they are
uncomfortable with. They will also feel supported.
High General Job Satisfaction: Employees who experience the three psychological states are
likely to experience higher job satisfaction.
High Work Effectiveness: This can be broken down into two constituent parts. Firstly,
experiencing the three psychological states will lead to workers performing a high quality of
work. Secondly, it will also lead to a high quantity of work.
2.2.1.3 The Three Dimensions of Job Satisfaction

A model created by Jan Collins, According to him, employees work needs fall under three
categories: physical, intellectual (or mental) and emotional. In most of the organizations,
physical and intellectual needs are easily satisfied. The most difficult aspect is coping up with
their emotional needs. This affects productivity on one hand and employee turnover on the
other.41 Employers and employees both need to put in an effort to work on the following
three dimensions or areas:
(a) The Physical aspect: It works at the conscious level which is very easily noticed by the
management.
(b) The Intellectual aspect: It also works on the conscious level but it is not necessary that
they are always visible. They may or may not be easy to judge.
(c) The Emotional aspect: This includes feelings at an unconscious level like caring,
commitment and concern. Even the results are not always as visible.
2.2.2 Organization Commitment –

2.2.2.1 Steers’ model (1977)
This model states that organizational commitment can be simultaneously an independent and
a dependent variable. As an independent variable, organizational commitment can influence
other dependent variables such as the employees’ presence, turnover, tendency to turnover,
and their job performance while as a dependent variable it can be affected by other
independent variables such as personal characteristics, professional characteristics, and
professional experiences. This model is explained in more details in Figure below.
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Fig 2.2.2.1: Steers’ Model; Source: aensiweb.com; Advances in Environmental Biology, The
Efficiency of Allen and Meyer’s Model of Organizational Commitment and Its Leading Role
in Organizations Compared to Other Models
2.2.2.2 O’Reilly and Chatman’s model (1986)

O’Reilly and Chatman’s multi-dimensional model, including Instrumental Commitment
(Compliance), Normative Commitment (Internalization and Identification), presupposes that
commitment gives a special approach and attitude toward the organization, and has a
mechanism through which this approach can be shaped. O’Reilly and Chatman, Based on
Kelaman (1958)’s view, believe that the relationship between the individual and the
organization can take the three forms of Compliance, Identification and Internalization.
Compliance is rather an expectation to obtain specific rewards from organizations than

emotional engagement. Identification takes place when the individual accepts this influence
to establish or maintain a satisfying relationship (Cited in Meyer and Herscovitch, 2001, p.
305) and finally, internalization is a behaviour reflecting the values and goals when personal
and organizational values are similar (Mowday, 1998, p. 390).
17
These two scholars later merge Identification and Internalization into one type of
commitment, namely normative commitment. They noticed that compliance is in a direct
positive relationship with turnover.
2.2.2.3 Mathieu and Zajac’s model (1990)

Mathieu and Zajac analyse the variables affecting organizational commitment, and also those
variables which are affected by organizational commitment. They also study the relationship
of organizational variables with some other variables. The model is shown in Figure below.
Fig 2.2.2.3 : Mathieu and Zajac’s model; Source: aensiweb.com; Advances in Environmental
Biology, The Efficiency of Allen and Meyer’s Model of Organizational Commitment and Its
Leading Role in Organizations Compared to Other Models
2.2.2.4 Meyer and Allen Tri Dimensional Model (1997)

Meyer and Allen (1997) use the tri-dimensional model to conceptualize organizational
commitment in three dimensions namely, affective, continuance and normative commitments.
These dimensions describe the different ways of organizational commitment development
and the implications for employees’ behavior. The following diagram represents the tri-
dimensional organizational commitment model.
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Fig 2.2.2.4: Meyer and Allen Tri Dimensional Model; Source: uir.unisa.ac.za
2.3 Theories of Topics

2.3.1 Job Satisfaction -
Job satisfaction theories have a strong overlap with theories explaining human motivation.
The most common and prominent theories in this area include: The Dispositional approach,
Adam’s Equity Theory, Locke’s Affect Theory and the Discrepancy theory. These theories
are discussed below.
2.3.1.1 Dispositional Approach
This dispositional approach suggests that job satisfaction is closely related to personality. The
dispositional approach suggests that individuals vary in their tendency to be satisfied with
their jobs, in other words, job satisfaction is to some extent an individual trait. This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs. Research also indicates that identical
twins raised apart have similar levels of job satisfaction
A significant model that narrowed the scope of the dispositional approach was the Core Self
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham
in 1997.Judge et al. argued that there are four Core Self-evaluations that determine one’s
disposition towards job satisfaction:
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 Self-esteem,
 General self-efficacy,
 Locus of control,
 Neuroticism.
This model states that higher levels of self-esteem (the value one places on his/her self) and
general self-efficacy (the belief in one’s own competence) lead to higher work satisfaction.
2.3.1.2 Adam’s Equity Theory:
This theory was contributed by J.S. Adam. The basic postulate of this theory is that
employees compare the ratio of output to inputs with that of others. According to him
inequity occurs where a person perceives that ratio of his outcomes to inputs and the ratios of
a relevant others outcome to inputs are unequal. When people feel fairly or advantageously
treated they are more likely to be motivated; when they feel unfairly treated they are highly
prone to feelings of disaffection and demotivation.
Fig 2.3.1.2: Adam’s Equity Theory; Source: economicsdiscussion.net
Inputs
This equity theory term covers the quality and quantity of the employees’ contributions to his
or her work. Typical inputs include time, effort, loyalty, hard work, commitment, ability,
adaptability, flexibility, tolerance, determination, enthusiasm, personal sacrifice, trust in
superiors, support from co-workers and colleagues, skill...
Outputs
Outputs in equity theory are defined as the positive and negative consequences that an
individual perceives a participant has incurred as a consequence of his/her relationship with
another. Outputs can be both tangible and intangible. Typical outcomes are job security,
esteem, salary, employee benefits, expenses, recognition, reputation, responsibility, sense of
achievement, praise, thanks, stimuli...
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2.3.1.3 Locke’s Affect Theory:
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is determined by a
discrepancy between what one wants in a job and what one has in a job. Further, the theory
states that how much one values a given facet of work (e.g. the degree of autonomy in a
position) moderates how satisfied/dissatisfied one becomes when expectations are/aren’t met.
When a person values a particular facet of a job, his satisfaction is more greatly impacted
both positively (when expectations are met) and negatively (when expectations are not met),
compared to one who doesn’t value that facet. To illustrate, if Employee A values autonomy
in the workplace and Employee B is indifferent about autonomy, then Employee A would be
more satisfied in a position that offers a high degree of autonomy and less satisfied in a
position with little or no autonomy compared to Employee B. This theory also states that too
much of a particular facet will produce stronger feelings of dissatisfaction the more a worker
values that facet.
2.3.1.4 Motivator-Hygiene Theory

Herzberg’s motivator-hygiene theory suggests that job satisfaction and dissatisfaction are not
two opposite ends of the same range, but instead are two separate and, at times, even
unrelated concepts. ‘Motivating’ factors like promotion, recognition and achievement need to
be met in order for an employee to be satisfied with work. On the other hand, ‘hygiene’
factors (such as, working conditions, company policies and structure, pay and benefits, job
security, interaction with colleagues and quality of management) are associated with job
dissatisfaction (refer figure below).
Fig 2.3.1.4 : Motivator-Hygiene Theory; Source: researchgate.net
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Because both the hygiene and motivational factors are viewed as independent, it is possible
that employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene
factors are low the employee is dissatisfied, but when these factors are high it means the
employee is not dissatisfied (or neutral), but not necessarily satisfied. Whether or not an
employee is satisfied is dependent on the motivator factors. Moreover, it is thought that when
motivators are met the employee is thought to be satisfied. This separation may aid in
accounting for the complexity of an employee’s feelings, as they might feel both satisfied and
dissatisfied at the same time; or neither satisfied nor dissatisfied.
2.3.1.5 Discrepancy theory

The concept of discrepancy theory is to explain the ultimate source of anxiety and dejection.
An individual who has not fulfilled his responsibility feels the sense of anxiety and regret for
not performing well. They will also feel dejection due to not being able to achieve their hopes
and aspirations. According to this theory, all individuals will learn what their obligations and
responsibilities are for a particular function, and if they fail to fulfill those obligations then
they are punished.
2.3.2 Organizational Commitment -
2.3.2.1 Becker (1960) Side Bet theory

According to Becker’s theory, the relationship between an employee and the organization is
founded on behaviours bounded by a “contract” of economic gains. Employees are
committed to the organization because they have some hidden vested investments or side-
bets. These side-bets are valued by the individual because of the accrual of certain costs that
render disengagement difficult. In fact Becker‟s theory identifies organizational commitment
as a major predictor of voluntary turnover. Even though the side-bet theory was abandoned as
a leading proponent of organizational commitment concept, yet the influence of this approach
is very evident in Meyer and Allen‟s Scale (1991), better acknowledged as continuance
commitment.
2.3.2.2 Porter’s (1974) Affective Dependence theory

Organizational commitment was further advanced by Porter et al. (1974). The focus of the
focus shifted from tangible side-bets to psychological connection developed towards the
organization. The affective dependence school attempted to describe commitment as a kind
of attitude-centered but “economic-contract”, a combination of attitude and interest in
economic gains from associating with the company. Employee retention was attributed not
only to economic gains, but more so to affective influence. Porter and his followers hence
define commitment as “the relative strength of an individual’s identification with and
involvement in a particular organization” (Mowday, Steers and Porter 1979; p.226).
22
Organizational Commitment, therefore, comprises of three components,
a) A strong belief in and acceptance of the organization's goals and values. (Acceptance)
b) A willingness to exert considerable effort on behalf of the organization. (Participation)
c) A strong desire to maintain membership in the organization… (Loyalty)
It was even proposed that commitment was sometimes a better alternative construct to predict
turnover intentions as opposed to job satisfaction. It is characterized by a belief in and strong
acceptance of the company’s values, norms and goals, the willingness to exert substantial
effort for the wellbeing and prosperity of the organization, and a resilient aspiration to serve
the organization with loyalty and commitment (Mowday et al., 1979). Porter et al. concept of
organizational commitment is grounded on the basic assumption of Becker’s theory, i.e.,
commitment and employee turnover are highly correlated. Based on Porter, Steers, Mowday
and Boulian’s approach to OC, a tool in the form of an organizational commitment
questionnaire was developed that captured not only the attitudinal notion of commitment, but
also encapsulated the consequences of commitment. Due to the inherent limitations of the
Organizational Commitment Questionnaire, Meyer and Allen (1984), O’Reilly and Chatman
(1986) proposed the multi-dimension model.
2.3.2.3 Currivan (1999) the Causal Model

Currivan proposed ambitious research that suggested four possible causal models
(satisfaction comes before commitment, commitment comes before satisfaction, satisfaction
and commitment have a reciprocal relationship, and satisfaction and commitment have no
significant relationship), assuming the view dominant up to now, that job satisfaction was the
cause of greater organisational commitment. The results could not determine this causality
significantly. Hence, the continuing view is that both work together in obtaining high
correlations in cross-sectional models, in other words, according to the Affective
Attachments Theory (Lowler, 1992), both are correlated since the more immediate positive
emotions such as satisfaction cause more lasting affiliative attitudes such as organisational
commitment.
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Fig 2.3.2.3: Currivan Causal Model; Source: researchgate.net
2.3.2.4 Somers Combined Influence Mechanism Theory (2009):

This theory is directed towards exploring the combined influence of commitment on outcome
variables associated with employee retention and citizenship behaviour which is an extension
of the O’Reilly & Chatman’s theory that identified OCB (Organizational Citizenship
Behaviour) as an outcome of the psychological attachment of employees towards their
organization.
Meyer and Herscovitch’s (2001) suggested that there are eight commitments in organizations
that include: highly committed, affective dominant, continuance dominant, normative
dominant, Affective Commitment–Continuance Commitment dominant, Affective
Commitment –Normative Commitment dominant, Continuance Commitment –NC dominant,
and uncommitted. In the study from these five commitment profiles emerged: highly
committed, affective–normative dominant, continuance–normative dominant, continuance
dominant, and uncommitted. The results showed that the most positive work outcomes were
associated with the affective– normative dominant profile which included lower turnover
intentions and lower levels of psychological stress. There were no differences among the
commitment groups for lateness, and the continuance–normative dominant group had the
lowest levels of absenteeism (Somers, 2009).
Somers suggested that the commitment processes are highly complex as these involve the
human psyche and emotions. The relative levels of commitment of each employee affect how
the psychological state of commitment is experienced.
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2.4 Review practices of Job Satisfaction and Organization Commitment
2.4.1 Factors that Affect Job Satisfaction
Job satisfaction in the modern world can be described as one of the most important but
controversial problems in the business world. This means the general attitude of the employee
towards his work. It is a pleasant or positive emotional state that comes from evaluating your
work or work experience. He also shows how satisfied the person is with his work. The
happier they work, the more satisfied they are. "It cannot be defined as motivation, but it is
clearly related to it." “Although there are several factors that affect job satisfaction, there is
no clear standard to show which aspects of work should be considered as a factor in job
satisfaction. Ina Alina (2010) presented eight different elements:
a) Payment: when there is salary, you can influence an employee to devote his time and work
to pay. One of the Hygiene Factors of Hyper bargain Theory (1964)
b) Working hours: - Pores (2003) analysed that "working time affects quality of life and
relationships with family and friends and hence employee satisfaction".
c) Working conditions: There are several factors in the work environment, including lighting,
building design, air quality, temperature and external noise.
d) Supervision. The relationship between an employee and his / her manager is important to
increase job satisfaction.
e) Stress: The more stress workers experience, the less likely they will be satisfied with their
job.
f) Human Resources: "The role of the HR manager is directly related to employee

satisfaction".
g) Work Design: "Diversity, Motivation, Remuneration, Promotion, Employee Recognition

and Independence - These are job satisfaction features".
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h) Demographic characteristics: action factors such as age, gender, educational qualifications
and experience are demographic characteristics. Studies have shown that these properties
have positive and negative correlations.
i) Promotion: Employee encouragement and job satisfaction have a strong connection. It also
shows a significant link between employee development, the size of the organization and the
use of employee talent.
2.4.2 Factors that Affect Organizational Commitment

Organizations that change employee attitudes towards their work and the organization will
have employees who are more satisfied. They will be willing to "go the extra mile," be at
work when they are supposed to be, get their work done with quality, and stay with the
organization. This in turn will produce tangible results for the organization in the form of
increased productivity (and a decrease in overtime needed), decreased turnover and
associated recruitment costs to fill the open position, decreased safety incidents and
associated costs, and higher sales volumes. As is the case of importance of work
commitment, communication is vital to keeping employees engaged in their work and loyal
to the company.
The following are few key aspects to improve job satisfaction among employees
1. Flexibility
2. Organization culture
3. Establish trust with senior management through communion and transparency
4. Expanding benefits – like healthcare for dependents, paid week off.
5. Job Security
6. Strengthen employee relationship with co-workers
7. Increased Employee Engagement
8. Provide opportunity for career advancement
9. Skill development
10. Reward and recognition for Employee performance.
One way to bring about organizational commitment in employees is to develop empowerment

and empowered employees. Empowerment means giving employees the authority, skills, and
self-control to perform their tasks (Park & Rainey, 2007). Empowerment has been associated
with increased motivation, satisfaction, organizational commitment, and, ultimately, job
performance. According to Park and Rainey (2007), “Empowered employees should have
higher levels of motivation, commitment, and other positive job attitudes”. There are several
ways an employer can empower their employees in the workplace. These include: Assigning
tasks that will allow your subordinates to grow and take on additional responsibilities,
explaining the reason for the task being given, giving clear and concise directions, allowing
and encouraging questions from employees, demonstrating that you trust your employees,
soliciting suggestions from your employees as to better ways of completing tasks, and things
of this nature that have a direct effect on the work being completed and the job itself
26
(Bowden & Lawler, 1995). In conjunction with empowerment employers also need to focus
on creating meaningful, challenging, and interesting work. Each of these conditions were
found to be associated with affective and normative commitment (Park and Rainey, 2007).
Increasing organizational commitment within employees through affective and normative
commitment was shown to have a “significant effect on job satisfaction, perceived
performance, and quality of work” (Park and Rainey, 2007).
Dessler (1980) explains eight steps for creating and developing organizational commitment in
employees. They include:
1. People-first values: It means the organization, from beginning, must hire those people who
have the organization’s desired values. This selection can be implemented through
conducting different interviews.
2. Two-way communication: It insists that managers and employees should enjoy a close
communication which provides the employees with the opportunity to freely express their
opinions, and inspires non-biased and fair behavior; though these measures are not enough
and final, they are necessary to start with.
3. Communion: It refers to the homogenization of employees based on the values, goals,

skills, and sifting those who are not homogeneous; it can be done through forming small
working teams; motivating employees by job rotation; and applying a religious or ritual
incentive.
4. Safety or security: Safety and security are in close relationship with organizational
commitment of the employees. Security has different economic, social, affective, and
psychological dimensions.
5. Transcendental meditation: It points that employees need some values to believe in, and a
sense of mission to be committed to.
6. Value-based hiring: It means not sheer emphasis on skills, but also consideration of
personal values in the process of hiring as the values and experiences of the individual being
consistent with the needs of the organization.
7. Hard-side reward practicing: It means giving rewards such as gifts, loans, and providing
some facilities in due occasions, beside other soft types, which motivate the employees.
8. Actualizing: Actualizing is the final step which is built on the above seven steps that
facilitate employees’ actualizing what they can be.
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To conclude, he reminds that commitment at different levels may have both negative and
positive outcomes for, and effect on the employees and organizations. Therefore, managers
and others in charge cannot all at once provide all the conditions and requirements to develop
Organizational Commitment in all employees. Based on the status and strategy of the
organization, however, some of the above arrangement can be adopted to apply the desired
discipline and control to the organization.
2.5 Review existing research works related to your project
2.5.1 Job Satisfaction and Organizational Commitment

The importance of studying organizational commitment and job satisfaction is that
organizations that depend on positive relationships with clientele and co-workers cannot
afford to have employees who are not committed to the organization and leave after only a
short amount of time on the job. A positive relationship with stakeholders is critical for
continued success of Extension (Seevers, Graham, Gamon, & Conklin, 1997). Mueller,
Boyer, Price, and Iverson (1994) stated that "when employees are both satisfied with their
jobs and committed to the organization, the bond with the organization will be strengthened
and will result in greater cooperation and a reduced likelihood of quitting". However, job
satisfaction and organizational commitment have been shown to be different in relation to
employee attitudes about their work. Job satisfaction is more focused on the individual's
response to the job or to specific aspects of the job, such as pay, supervision, and working
conditions. Commitment, on the other hand, is more global in relation to the attitude of the
employee toward the organization, as well as its goals and values (Mowday, Steers, & Porter,
1979). Within Extension, one needs to know more about the job satisfaction and commitment
of agents, especially as they relate to intent to quit.
Many studies have acknowledged that job satisfaction is an important predictor and
Antecedent of organizational commitment and it has an impact on organizational
commitment in different way (Porter et al., 1974; Mottaz, 1987; Williams & Anderson, 1991;
Vanderberg & Lance, 1992; Young, Worchel & Woehr, 1998; Testa, 2001). There is also
evidence on the basis of the conclusions of many researches that job satisfaction leads to
commitment among workers (Vedamanickam, 2001; Samaratunge, 2003; Kanter, 2004;
McNulty & Ferlie, 2004; George & Jones, 2008; Mohamad khani & Nasiri, 2012; Kahtani,
2012). Job satisfaction acts as a dominant variable to the relationship between co-workers’
relationship and organizational commitment (LinandLin, 2011). Ilhami (2012) revealed and
concluded that high levels of job satisfaction results in higher commitment. In another study
extrinsic, intrinsic and general satisfaction is found to be associated to organizational
commitment (Samavi, 2011; Hashmi & Naqvi, 2012). The findings of the study carried out
by Azeem & Akhtar (2014) demonstrates a moderate level of job satisfaction and
organizational commitment among the Saudi employees working in public sector
organizations. Job satisfaction facets and organizational commitment were found to be
positively related. As far as the demographic variables are concerned, only tenure was found
significantly related to commitment. It was also found that Job satisfaction facets and job
tenure were the significant predictors of organizational commitment. In a study conducted by
28
Mohammad & Eleswed (2013) which aim was to examine the relationship between job
satisfaction and organizational commitment and to investigate the impact of demographics
key variables on job satisfaction and organizational commitment in a private financial
institution in the Kingdom of Bahrain was found a positive relationship between job
satisfaction and organizational commitment.
Shah, Faisal & Imam, Abeer. (2014)

Their study, on the Impact of Job Satisfaction on Organizational Commitment in IT Sector
Employees of Pakistan, found that there exists a positive relationship between job satisfaction
and organizational commitment, which strengthen the impact of one employee attitudinal
outcome on the other in a same direction, i.e., increase in job satisfaction increases the
organizational commitment. Survey was conducted through the questionnaires, which was
developed from the various studies.
Bindu N. Menon (2015)

In her research on a Empirical study on Impact of Job satisfaction on Employee commitment
among the employees of Kolhapur Based Industries, she found that there exist a direct
relationship between the best of Job satisfaction and their relationship with the employee
commitment. The focus was on the pay, Security, social, Supervisor and growth which were
considered as the basic factors for any employee satisfaction. It was also advised that
Continuous training and equitable rewarding system for improved performance after training
helps in increasing the satisfaction levels among the employees. And also along the earlier
mentioned factors organizations which provide growth opportunities and job security reduces
employee turnover which is an indicator for employee satisfaction.
Mrs. Shweta Rajput, Mr. Mayank Singhal, Mr. Shivkant Tiwari (2016)
The objectives of the study were to find out the impact of job satisfaction on employee
loyalty among academicians and to find out the various factors underlying Job satisfaction
and employee loyalty. The findings of the research conclude that there is a significant impact
of job satisfaction on employee loyalty among academicians. The underlying factors of job
satisfaction emerged from this study are career growth, motivation, work place environment
and self-satisfaction. The underlying factors of employee loyalty emerged from this study are
belongingness, job involvement and organizational commitment.
Maria Dalkrani, Efstathios Dimitriadis (2018)

They conducted a study among the employees of private sector in Greece to identify the
relationship between the factors of Job Satisfaction and the Organizational Commitment.
They mostly questioned the employees of service industry in the year 2018. As a result of
their analyses, it was understood that job characteristics such as objectives, instructions, etc.,
are the most important factor in employee satisfaction, followed by work conditions and
social aspects of the job. On the other side, employees are not so satisfied with payments and
promotion opportunities. This study proves the positive relationship of “Job Characteristics”,
29
“Work Environment” and “Social Aspects of job” with the “organizational commitment”.
The impact of “Rewards” and “Promotion” is not supported because of non-significance.
Mitali Das Mohapatra, Ipseeta Satpathy, B.C.M Patnaik (2019)

This research has been done to understand the effect of organizational commitment on job
satisfaction and to investigate the demographic factors influencing job satisfaction among the
employees of an Information technology (IT) sector organization situated in Odisha. This
research finds out demographic factors like gender and age of the employees have a non-
significant association with job satisfaction which implies that increase in the age or
differences in gender does not necessarily make an impact on job satisfaction level of an
employee however it leads to reduction in continuance commitment. Regression analysis
findings reflected that affective, normative and continuance commitment had a significant
influence on job satisfaction.
D Saini & S P Kuchimanchi (2019)

The aim of this study was to investigate the relationship between Job satisfaction and
Organizational commitment of employees working in public undertaking in India. The study
found a strong positive (+0.01) relationship between Job satisfaction and Organizational
commitment. The study also found that male employees have higher levels of Job satisfaction
and Organizational commitment when compared to female employees for the same
designation and under the same organization.
Ali Tatar (2020)

The results of the analysis have shown that organizations which give attention to the needs
and desires of their employees, and allow ideas and information exchange between their
employees, will positively affect the level of job satisfaction among their employees, which is
very important factor to achieve the organizational commitment. The high level of job
satisfaction will increase the level of organizational commitment among all employees, and
will increase the organization ability in keeping their upstanding employees. Satisfaction with
work, satisfaction with pay and incentives, satisfaction with opportunities for growth,
progress and career advancement, satisfaction with the style of leadership and supervision,
satisfaction with the work group and social relations between employees, and satisfaction
with work conditions such as safety, healthy and stability, all these factors have shown very
significant impact on the level of organizational commitment. Therefore it was recommended
that the management of any organizations should consider these factors and give serious
attention to improve their application, due to their positive impact on the organizational
commitment.
ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION: A STUDY OF

EMPLOYEES IN THE INFORMATION TECHNOLOGY INDUSTRY IN
BANGALORE, INDIA by Jasmine Sonia, Christ University (2010) In her study she
found that the level of organizational commitment was moderate, with relatively higher
30
variability in affective commitment among the 300 IT Employees in Bangalore city. Mean
value was highest for Continuance commitment indicating employees are staying back with
the organization because of the cost of leaving the organisation or it’s too much trouble to go
somewhere else. IT employees were showing only a moderate level of job satisfaction.
Amongst the items comprising the scale for job satisfaction, the items with highest
satisfaction levels were related to the social aspects of the job, working conditions (excluding
working hours), interest (from intrinsic aspects of the job), job security, communication, and
ease of the job (as an intrinsic aspect of the job). On the other hand, employees had lowest
satisfaction levels for working hours, supervision, appreciation from management, and salary.
It shows that IT employees are dissatisfied with the working hours, supervision, appreciation
from management and the salary they are getting. To increase the Job satisfaction and
commitment it is very important to identify the motivational factors. . The most important
motivational factors for IT employees as per the study were good wages, promotion/growth,
job security, interesting work, and appreciation of work.
2.6 VARIABLES
 Job Satisfaction – an individual’s feeling of satisfaction rising from the job he / she is
in.
 Organizational Commitment – is the individual’s attachment towards his/her
organization.
2.7 Chapter Summary

This chapter details the review of existing literature on the effect of job satisfaction on
organizational commitment, view of various researchers and their implications. Various
model and practices in existence are also discussed. Existing research by different authors
were discussed to establish the relation to current study. The variables of study were declared
here.
31
CHAPTER III
RESEARCH METHODOLOGY
32
This chapter consists of a review of the research methodology and design employed in the
current research. Moreover, an explanation presented on the methods of collecting data of
study, the instrument used for data collection and analysis of the data. In this chapter the
researcher declare the hypothesis that is to be tested and the description about the study
organization.
3.2 Objective of the study

Further to the discussion on the earlier chapter about the literature that was reviewed for the
current research, it was observed that job satisfaction and organizational commitment has a
higher influence on the productivity, efficiency and employee turnover within an
organization. Hence it was decided to investigate the levels of job satisfaction and
organizational commitments exist in the study organization and establish the impact of job
satisfaction on organizational commitment.
The following lines explain the objectives of the research
Objective 1 – To study the influence of select demographic variables on Economic, Social,
Job Security and Psychological Factors of Job Satisfaction.
Objective 2 – To study the influence of select demographic variables on Affective,
Continuance, and Normative factors of Employee commitment to the organization.
Objective 3 – To find out the relative levels of Job Satisfaction and Employee commitment.
Objective 4 – To examine the correlation among study dimensions of study variables Job
Satisfaction and Organizational Commitment
3.3 Research design

Research design is the framework of research methods and techniques chosen by a
researcher. The design allows researchers to improve in on research methods that are suitable
for the subject matter and set up their studies up for success. There are many different types
of research design, as shown in the figure below.
33
Fig 3.3: Types of Research Design; Source: Slideplayer.com
Descriptive research aims to accurately and systematically describe a population, situation or

phenomenon. It can answer what, when, where, when and how questions, but not why
questions. Descriptive research studies are those studies which are concerned with describing
the characteristics of a particular individual, or of a group, frequencies, trends, and categories.
Descriptive research is usually defined as a type of quantitative research, though qualitative
research can also be used for descriptive purposes. The research design should be carefully
developed to ensure that the results are valid and reliable.
Survey research design a type of descriptive research is employed in carrying out the current
study. Survey research allows the researcher to gather large volumes of data that can be
analysed for frequencies, averages and patterns. Questionnaire was circulated among the
respondents via mail as they were spread across different locations.
3.3.1. Research Questions

1. Does the study dimensions - Economic, social, psychological and job security has
significant effect on Job Satisfaction.
2. Does the study dimension – Affective, continuance and normative has significant effect on
Organizational commitment.
3. Find the relative levels of Job satisfaction and Organizational commitment among the
employee
4. Find the correlation among study dimension of study variables, Job Satisfaction and
Organizational Commitment.
34
3.3.2. Hypothesis
As discussed in the previous chapter on review of literature, the exist a sufficient research and
studies that acknowledge that job satisfaction is an important predictor and Antecedent of
organizational commitment and it has an impact on organizational commitment in different
ways.
With respect to the current study, the Hypothesis that is being tested is that Job Satisfaction
has got a significant influence on Organizational Commitment in the study organization.
3.3.3 Unit of analysis

A unit of analysis is the most basic element of a scientific research project. The unit of
analysis is the person or object from which the researcher collects data. It answers the
question of ‘what’ and ‘who’ is being studied in a research. It includes individuals, groups of
individuals, organizations of individuals, countries, technologies and objects that are the aim
of the investigation. It is the subject of study around which the analysis is based on.
The study is conducted in a single organization, which is having about 550+ employees and
branches in most of the port cities of India. The data is collected from 50 respondents of 4
different branches covering junior, middle and senior levels of the management. The
respondents are from documentation and operations background of the logistics industry.
3.3.4 Linking Data and hypothesis

Quantitative analysis is a method that uses numerical data to identify statistical relationships
between variables. Quantitative data are usual of numerical, ordinal, nominal types of data.
For example, surveys, questionnaires, and evaluations that include multiple choice items and
ratings provide quantitative data for analysis. Hence questionnaire method of data collection
is used for the current study, as for analysis the feedback from the employees of the study
organization is needed for validating the hypothesis. The questionnaire was approved by
project guide and the study organization has also approved the usage of questionnaire.
3.3.5 Field of Study

The study is conducted in Chakiat group of companies, an Indian Logistics organization,
which is involved in Customs Broking, Freight Forwarding, Liner agency and transportation
activity for more than half a century. It is a family run and professionally managed
organization which has experienced work force of 550+ employees’ pan India spread across
13 branches.
35
The organization’s workforce is seen to have its employees staying with it for at least 5 years
as minimum to maximum retiring from the company which has been first and the last for
many. This observation paved way for the current research study.
3.4 Sample Design

A sample is representative of the universe or population for the purpose of the study. It is a
subset containing the characteristics of a larger population A sample design is a definite plan
for obtaining a sample from a given population. It refers to the technique or the procedure the
researcher adopts in selecting items for the sample. Sample design is determined before data
are collected. Below the chart showing the basic representation of the Sampling Design types
Fig 3.4: Types of Sampling
Source: Datapott.com
For the current study, Non Probability sampling method was considered, it is a method which
does not afford any basis for estimating the probability that each item in the population has of
being included in the sample. The researcher has considered convenience sampling method
for sample selection. The purpose of choosing this method of sampling is that the population
of the study organization is distributed demographically, the researcher wanted to get the
feedback of the strata which represents the population since collecting data from the entire
population was time consuming and choosing a population that can visibly be a
representative of the population.
As mentioned earlier the sample size for the current study is 50, and the sample size was
finalized based on the guidance from the project guide.
36
3.5 Primary Data collection procedure
Primary data is data that is collected by a researcher from first-hand sources, using methods
like surveys, interviews, or experiments. It is collected with the research project in mind,
directly from primary sources.
For this study the Primary data was collected through Questionnaire which consists of 19
questions under Job satisfaction and 12 questions under Organizational commitment, a total
of 31 questions.
Since the population for observation is spread across four branches, the questionnaire was
circulated through email and the responses were collected in Google forms. As the
respondents were from different locations the researches had to reach out to every possible
respondent to check if they needed any clarifications of the questionnaire.
3.5.1 Secondary data collection

Secondary data is data gathered from studies, surveys, or experiments that have been run by
other people or for other research. Hence the secondary data was collected from books,
journals, websites, articles related to the analysis.
3.6 Instrument development

The Instrument that was used for data collection is a Questionnaire. As the researcher was
trying to assess two variable among the employees of the organization, Job Satisfaction and
Organizational Commitment, the Questionnaire contains 2 parts. The Questioner for Job
Satisfaction was adapted from Opatha, H.H.D.N.P. (2001), Factors Contributing to Labour-
Management Relationships in Sri Lanka: An Empirical Analysis in Manufacturing Sector,
which forms the part A of the Questionnaire. And the Questionnaire for Organizational
Commitment was adapted from Opatha,H.H.D.N.P. (2015), Organizational Behaviour: The
Human Side of Work, which forms the part B of the Questionnaire.
There are about 9 demographic variables such as age, gender, educational qualification,
marital status, division, department, branch, management level and work experience. These
questions also form the part of the questionnaire to help understand the factors that contribute
to the Job Satisfaction and Organizational Commitment.
There are 4 study dimensions under Job satisfaction and 3 under Organizational
Commitment.
37
Job Satisfaction Dimensions
1) Economic Satisfaction – consists of 3 items which evaluate the pay satisfaction
2) Security Satisfaction – consists of 4 items which evaluate the job security, safety within
the organization.
3) Social Satisfaction – consists of 2 items which evaluate the opportunity of socializing

within and outside the organization.
4) Psychological Satisfaction – consists of 10 items which evaluate the opportunity for

promotion, achievement, develop new skill and knowledge, independency in working
style.
Organizational Commitment Dimensions
1) Continuance Commitment – consists of 4 items which the awareness of the cost

associated with that of the leaving the organization.
2) Affective Commitment – consists of 4 items that assess the emotional attachment to the
organization.
3) Normative Commitment – consist of 4 items that asses the obligation felt towards the
organization and the peers.
The scaling technique used here is 5 point Likert scale, where the scale ranges from Highly
unsatisfied to Highly satisfied for Job satisfaction and Strongly Disagree to Strongly agree for
Organizational commitment. Where the rating starts from 1 for highly unsatisfied/ strongly
disagrees to 5 for highly satisfied/ strongly agree.
3.7 Scope of study

The study cover the employees the Indian logistics organization which is spread across
multiple branches. For the study, the sample is selected from 4 major branches that has the
maximum population and there are total of 50 respondents for the study. All the respondents
are from the junior, middle and senior management levels from both documentation and
operations roles.
38
The selection of respondents is based on the fact that everyone in the organization has his/her
own opinion of Job Satisfaction and Organization commitment and freedom to express the
same. These opinions have a considerable effect on the organizations efficiency and
productivity.
3.8 Definition study dimensions
Job Satisfaction Dimensions
In Job satisfaction there are lot of dimensions which influences the overall satisfaction of an
employee like working conditions, company policies and structure, pay and benefits, job
security, socialization, reward and recognition, etc.. For the current study the researcher had
considered the economic, social, job security and psychological dimensions of job
satisfaction.
1) Economic Satisfaction – the satisfaction experienced by the compensation pay, incentive

and other monetary benefits received from the organization
2) Security Satisfaction – the satisfaction from job security and safety provided by the
organization.
3) Social Satisfaction – the satisfaction from socializing with peers from within and outside
the organization.
4) Psychological Satisfaction – the satisfaction experienced from the opportunity provided

for promotion, achievement, develop new skill and knowledge in the organization,
freedom for independent working style.
Organizational Commitment Dimensions
In Organizational Commitment, there are many types of commitment that can be described
by an employee towards the organization. For the study the researcher has considered the
Affective, Continuance and Normative commitments exhibited by the employees.
1) Continuance Commitment – is concerned with the awareness of the cost associated with
that of the leaving the organization.
2) Affective Commitment – is concerned with the emotional attachment to the organization.
39
3) Normative Commitment – is concerned with the obligation felt towards the organization
and the peers.
3.9 Chapter summary

In this chapter, the researcher had discussed the objectives of the study, the type of research
design used, the formulation of hypothesis, the study organization as the unit of analysis, the
sample design. The instrument and rating scale used for the primary data collection and the
review of literature for secondary data collection are discussed here. The scope of the study
and the category of respondents of the study organization are described in this chapter.
40
CHAPTER IV
DATA ANALYSIS & INTERPRETATION
41
4.0 Introduction
This chapter elaborates the analysis, interpretation and presentation of data collected for the
current research with regard to the objectives of the study which were discussed in the earlier
chapter.
Data analysis is the most crucial part of any research. Data analysis summarizes collected
data. It involves the interpretation of data gathered through the use of analytical and logical
reasoning to determine patterns, relationships or trends.
This chapter will be discussing about the profile of the respondents, based on age, gender,
marital status, etc., followed by the reliability of the measurement scale and interpretation of
Cronbach’s alpha. Then the discussion will followed by Descriptive Statistics of the data and
the interpretation of mean and standard deviation. The major part of the chapter is covered by
hypothesis testing using Kruskal-Wallis H test (Non-Parametric test) followed by Spearman
Correlation to complete the analysis. Finally the chapter is concluded by chapter summary.
4.1 Profile of Respondents

4.1.1 Profile of Respondent by Gender
Tabel 4.1.1: Profile of Respondent by Gender
Variables Frequency Percentage
Gender Male 46 92.0
Female 4 8.0
Total 50 100.0
From the above table it can be observed that most of the respondents are male – that is
92% of the sample population are male. The female population constitute to only 8% of the
total population.
42
Chart 4.1.1: Profile of Respondents by Gender
4.1.2 Profile of Respondents by Age

Table 4.1.2: Profile of Respondents by Age
Age 25-35 9 18.0
36-45 22 44.0
46-55 17 34.0
56 & above 2 4.0
Total 50 100.0
Mean 2.24
The above table shows that 44% of the respondents fall under the lower middle age category
i.e. 36 – 45 years age group and 34% of the respondents fall under the upper middle age
category i.e. 46-55 years age group. It is also noted that 18% of the respondents belong to the
young adult category of 25 -35 age group while 4% of the respondents are near the retirement
age. The average age of the respondents is 2.24 years where the minimum age is 25 and
maximum age is 58.
Chart 4.1.2: Profile of Respondents by Age
43
4.1.3 Profile of Respondents by Educational Qualification
Table 4.1.3: Profile of Respondents by Educational Qualification
Educational Diploma 1 2.0

Qualification
Under Graduate 15 30.0
Post Graduate 21 42.0
Professional Qualification 6 12.0
Others 7 14.0
Total 50 100.0
The educational qualifications of the respondents are categorised into 5 types, where only 6
respondents are professionally qualified and 21 respondents are post graduates followed by
15 respondents are under graduates. There is only one diploma holder and 7 respondents do
not possess any qualification.
Chart 4.1.3: Profile of Respondents by Educational Qualification
44
4.1.4 Profile of Respondents by Marital Status
Table 4.1.4: Profile of Respondents by Marital Status
Marital Married 46 92.0

Status
Unmarried 4 8.0
Total 50 100.0
It can be observed from the above table that 92 % of the respondents are married and only 8%
of the respondents are unmarried.
Chart 4.1.4: Profile of Respondents by Marital Status
4.1.5 Profile of Respondents by Location

Table 4.1.5: Profile of Respondents by Location
Location Cochin 8 16.0
Chennai 21 42.0
Mumbai 9 18.0
45
Tuticorin 12 24.0
Total 50 100.0
From the above table it can be observed that 42% of the respondents are based out of Chennai
branch followed by 24% of the respondents are from Tuticorin branch. 18% respondents are
rom Mumbai branch and 16% of the respondents are from the Cochin branch.
Chart 4.1.5: Profile of Respondents by Location
4.1.6 Profile of Respondents by Division

Table 4.1.6: Profile of Respondents by Division
Division Customs Brokers 15 30.0
Freight Forwarding 16 32.0
Liner Agency 11 22.0
NVOCC 2 4.0
ISO Tanks 3 6.0
Transport 3 6.0
Total 50 100.0
46
As the study organization is mainly concentrated in logistics activity, the respondents profile
is divided into 6 divisions based on the field of working. From the above table it can be
infered that 32% of the respondents are from freight forwarding division, closely followed by
customs broking division with 30% of the respondents from that division. 22% of the
respondents are from Liner Agency. ISO tank and Transport divisions each have about 6% of
the respondents. NVOCC division merely have 4% of the respondent population.
Chart 4.1.6: Profile of Respondents by Division
4.1.7 Profile of Respondents by Department

Table 4.1.7: Profile of Respondents by Department
Department Export 28 56.0
Import 5 10.0
Coastal 1 2.0
NVOCC 4 8.0
ISO Tanks 1 2.0
Transport 2 4.0
Accounts 9 18.0
Total 50 100.0
47
As mentioned above the study organization is dealing with logistics hence the department are
grouped in to 7 major departments. From the table one can understand that 56% of the
respondents are from Export department that is more than half of the respondents are from
Export department. 18% of the respondents are from Accounts department and 10% of the
respondents are from Import department. 8% of the respondents are from NVOCC, 4% of the
respondents are from transport department. 2% of the respondents are form Coastal and ISO
Tank department each.
Chart 4.1.7: Profile of Respondents by Department
4.1.8 Profile of Respondents by Managerial Level

Table 4.1.8: Profile of Respondents by Managerial Level
Managerial Junior Level 2 4.0

Level
Middle Level 28 56.0
Senior level 20 40.0
Total 50 100.0
It is noticed from the above table that the designations are categories into 3 types, junior level
consist of Junior Executives, Executives and assistants. Middle level consist of senior
executives and assistant managers whereas Senior Level consist of deputy managers,
manages and general managers. The above table shows that middle level has the most
48
number of the respondents i.e. 56% of the respondents. 40% of the respondents are from
senior level of management and a negligible percentage of 4% of the respondent are in the
junior level.
Chart 4.1.8: Profile of Respondents by Managerial Level
4.1.9 Profile of Respondents by Work Experience

Table 4.1.9: Profile of Respondents by Work Experience
Work up to 5 years 14 28.0

Experience
6-10 years 13 26.0
11-15 years 11 22.0
16 years & above 12 24.0
Total 50 100.0
Mean 2.42
Work experience of the respondents can be used to understand the extent of organizational
commitment among the respondents. As shown in the above table the respondents with
experience up to 5 years is 28% followed by 26% of the respondents have 6-10 years of
experience. 24% of the respondents have 16 plus years of experience and 22% of the
respondents have 11-15 years of experience.
49
Chart 4.1.9: Profile of Respondents by Work Experience
4.2: RELIABILITY STATISTICS

In statistics, reliability is the consistency of a measure. A measure is said to have a high
reliability if it produces similar results under consistent conditions. That is, if the testing
process were repeated with a group of test takers, essentially the same results would be
obtained.
There are four different approaches to check the reliability of a measure
 Test – Retest
 Internal Consistency
 Split half Reliability
 Inter Rater Reliability
Test-Retest: Respondents are administered identical sets of a scale of items at two different
times under equivalent conditions. The degree of similarity between the two measurements is
determined by computing a correlation coefficient. The higher the correlation coefficient in
reliability analysis, the greater the reliability. This does have some limitations. Test-Retest
Reliability is sensitive to the time interval between testing. The initial measurement may alter
the characteristic being measured in Test-Retest Reliability in reliability analysis.
Internal Consistency Reliability: In reliability analysis, internal consistency is used to
measure the reliability of a summated scale where several items are summed to form a total
score. This measure of reliability in reliability analysis focuses on the internal consistency of
the set of items forming the scale.
50
Split Half Reliability: A form of internal consistency reliability. The items on the scale are
divided into two halves and the resulting half scores are correlated in reliability analysis.
High correlations between the haves indicate high internal consistency in reliability analysis.
The scale items can be split into halves, based on odd and even numbered items in reliability
analysis. The limitation in this analysis is that the outcomes will depend on how the items are
split. In order to overcome this limitation, coefficient alpha or Cronbach’’s alpha is used in
reliability analysis.
Inter Rater Reliability: Also called inter rater agreement. Inter rater reliability helps to
understand whether or not two or more raters or interviewers administrate the same form to
the same people homogeneously. This is done in order to establish the extent of consensus
that the instrument has been used by those who administer it.
4.2.1 Cronbach's Alpha (α) using SPSS Statistics

The reliability of the questionnaire was already validated in similar previous research paper
by Opatha, H.H.D.N.P. in 2001 and in 2015. In order to reconfirm the reliability, it is once
again tested using Cronbach's Alpha.
Cronbach's alpha is the most common measure of internal consistency ("reliability"). It is a
measure of scale reliability. Cronbach's alpha is not a statistical test – it is a coefficient of
reliability (or consistency). A “high” value for alpha does not imply that the measure is one-
dimensional.
Theoretically, Cronbach’s alpha result gives a number from 0 to 1, but one can also get
negative numbers as well. A negative number indicates that something is wrong with the
data. The general rule of thumb is that a Cronbach’s alpha of .70 and above is good, .80 and
above is better and 0.90 and above is best.
It is most commonly used when you have multiple Likert questions in a survey/questionnaire
that form a scale and you wish to determine if the scale is reliable.
In the current study the researcher has made use of similar multiple Likert scale questions in
their measure of job satisfaction and organizational commitment. Hence Cronbach’s alpha is
used to measure the internal consistence of the measure.
4.2.2 Interpretation of Cronbach’s alpha:
The minimum acceptable value for Cronbach's alpha (ca) is 0.60; below this value the
internal consistency of the common range is low. And the maximum expected value is 0.90;
Above this value is perceived as redundancy or duplication.
The following tables shows the results of reliability statistics – Cronbach’s alpha value for
study variable Job Satisfaction taken for this research study-
51
Table 4.2.2.1: Reliability statistics for items of study variable – Job Satisfaction; n = 50
Cronbach's
S.no Items
Alpha
The salary paid in the company is sufficient to satisfy food and

1. .900
clothing needs
2. My income offers the possibility to save some money for .900

housing and other personal needs
3. I have a comfortable work atmosphere in the Organization .908
4. In my organization’s job security is assured .902
5. I am satisfied with the organization’s annual pay rise .898
6. I enjoy safe working conditions .903
7. Benefits provided by organizations such as health care, .903

retirement and insurance are adequate
8. The opportunity is provided by the organization to make friends .901
and socialize
9. My relationship with my immediate Supervisor or Manager is .901
excellent
10. Internal equity-My pay matches the relative value of my work .898
11. External equity- My pay is equal to the pay that of similar .901
employees receive in other firms.
12. Promotion prospects in the Organization is good .897
13. Management motivates me to achieve high .899
14. Permission granted to me by management to create new and .904

original ideas.
15. Opportunity to use my various skills and knowledge is available .899
in my job.
16. Opportunity to complete the work (from start to finish) is good .899
17. Importance of my job on others’ lives is known to me. .901
18. The management has granted me authority to schedule and .904

monitor my work
19. The management provides me details about my work .899
performance, success and development
The above table shows the reliability statistics of the items incorporated in the questioner by
the researcher for the study variable job satisfaction. It can be seen that Cronbach’s alpha
values lie between 0.80 and 0.90. This shows that the reliability of the items in the study
dimension is found to good.
52
Under the study variable, Job satisfaction, the following table describes the levels of
reliability that was found for different dimensions
Table 4.2.2.2: Reliability statistics of Job Satisfaction variable – Economic Satisfaction
dimension;
Reliability Statistics
Cronbach's No of
Variables
Alpha Items
Economic
.609 3
Satisfaction
Economic satisfaction denotes the satisfaction towards pay and benefits received by the
respondents in their current job. There are 3 items in the questionnaire that measure the
economic satisfaction among the respondents in the study organization. Cronbach’s Alpha is
rated at .60 of the scale which is good for reliability
Table 4.2.2.3: Reliability statistics of Job Satisfaction variable – Security Satisfaction

dimension;
Cronbach's No of
Variables
Alpha Items
Security
.702 4
Satisfaction
Security satisfaction denotes the job security and safety experienced by the respondents in the
study organization. There are 4 items in the questionnaire that measure the security
satisfaction among the respondents in the study organization. Cronbach’s Alpha is rated at
.70 of the scale which is good for reliability.
Table 4.2.2.4: Reliability statistics of Job Satisfaction variable – Social Satisfaction

dimension;
Cronbach's No of
Variables
Alpha Items
Social
.707 2
Satisfaction
53
Social Satisfaction denotes the sufficient opportunities in the study organization to socialize
with internal and external colleagues and make friends. There are 2 items in the questionnaire
that measure the social satisfaction among the respondents in the study organization.
Cronbach’s Alpha is rated at .70 of the scale which is good reliability.
Table 4.2.2.5: Reliability statistics of Job Satisfaction variable – Psychological

Satisfaction dimension;
Cronbach's No of
Variables
Alpha Items
Psychological
.867 10
Satisfaction
Psychological Satisfaction denotes the satisfaction rising out of job role, working atmosphere,
organization climate, superiors, peers and subordinates. There are 10 items in the
questionnaire that measure the psychological satisfaction among the respondents in the study
organization. Cronbach’s Alpha is rated at .80 of the scale which is good reliability.
The following tables shows the results of reliability statistics – Cronbach’s alpha value for
study variable Organization Commitment taken for this research study-
Table 4.2.2.6: Reliability statistics for items of study variable – Organizational

Commitment; n = 50
S.no Items Cronbach's
Alpha
1. I feel like staying with the current organization where I work .882
because I am a more senior person.
2. I have to remain here because my resigning will lose my .863
retirement benefits, close friends etc.
3. I have no any other option other than staying on my current job. .872
4. If I resign now from the current organization I will have a great .878
risk about my life.
5. I feel I am strongly and emotionally attached to the current .883
organization.
6. I really have a high affection about my organization. .883
7. My values match with organizational values highly. .880
54
8. I can achieve my life mission of serving people to upgrade their .876
standard of living by working for my current organization.
9. I can’t leave this organization because my close friends want .864
me to stay with them.
10. My employer helped me tremendously when I was helpless. .878
Hence I remain in the current organization.
11. I respect my superior greatly and believe in him/her. So I have .871
no intention of resigning.
12. I can’t resign because others would think badly about me for .873
leaving.
The above table shows the reliability statistics of the items incorporated in the questioner by
the researcher for the study variable Organizational Commitment. It can be seen that
Cronbach’s alpha values lie in 0.80. This shows that the reliability of the items in the study
dimension are found to be good.
Table 4.2.2.7: Reliability statistics Organizational Commitment variable – Continuance
Commitment dimension;
Cronbach's N of
Alpha Items
Continuance
.785 4
Commitment
Continuance commitment show the awareness of the respondent to the cost associated with
leaving the organization. There are 4 items in the questionnaire that measure the Continuance
Commitment among the respondents in the study organization. Cronbach’s Alpha is rated at
.70 of the scale which is good reliability.
Table 4.2.2.8: Reliability statistics Organizational Commitment variable – Affective

Cronbach's N of
Alpha Items
Affective .851 4
Commitment
55
Affective commitment shows the emotional attachment of the respondent towards the
organization. There are 4 items in the questionnaire that measure the Affective Commitment
among the respondents in the study organization. Cronbach’s Alpha is rated at .80 of the
scale which is good reliability.
Table 4.2.2.9: Reliability statistics Organizational Commitment variable – Normative

Cronbach's N of
Alpha Items
Normative
.786 4
Commitment
Normative commitment show the obligation felt by the respondent towards the organization.
There are 4 items in the questionnaire that measure the Normative Commitment among the
respondents in the study organization. Cronbach’s Alpha is rated at .70 of the scale which is
good reliability.
4.3 Descriptive Statistics

Descriptive statistics are brief descriptive coefficients that summarize a given data set, which
can be either a representation of the entire or a sample of a population. Descriptive statistics,
in short, help describe and understand the features of a specific data set by giving short
summaries about the sample and measures of the data. People use descriptive statistics to
repurpose hard-to-understand quantitative insights across a large data set into bite-sized
descriptions. Descriptive statistics are broken down into measures of central tendency and
measures of variability.
The important statistical measures that are used to summarise the survey/research data are:
(1) Measures of central tendency (Mean, Median and Mode) - describe the centre position of
a distribution for a data set.
(2) Measures of dispersion (Range, Variance & Standard Deviation) - aid in analysing how
spread-out the distribution is for a set of data.
(3) Measures of asymmetry (skewness) - shows the manner in which the items are clustered
around the average.
(4) Measures of relationship – is used to understand the correlation and association among the
variables
56
4.3.1 Mean (𝑥̅ ) -
Mean, also known as arithmetic average, is the most common measure of central tendency
and may be defined as the value which one gets by dividing the total of the values of various
given items in a series by the total number of items. Its chief use consists in summarising the
essential features of a series and in enabling data to be compared. It is open to algebraic
treatment and is used in further statistical calculations. It is a relatively stable measure of
central tendency.
4.3.2 Standard Deviation (𝜎)-
Standard deviation is most widely used measure of dispersion of a series and is commonly
denoted by the symbol ‘ s ’ (pronounced as sigma). Standard deviation is defined as the
square-root of the average of squares of deviations, when such deviations for the values of
individual items in a series are obtained from the arithmetic average.
A low standard deviation indicates that the values tend to be close to the mean (also called
the expected value) of the set, while a high standard deviation indicates that the values are
spread out over a wider range.
The standard deviation is used mostly in research studies and is regarded as a very
satisfactory measure of dispersion in a series. It is open to mathematical manipulation
because the algebraic signs are not ignored in its calculation. It is less affected by fluctuations
of sampling. These advantages make standard deviation and its coefficient a very popular
measure of the scattered ness of a series. It is popularly used in the context of estimation and
testing of hypotheses.
4.3.3 VALUES OF ITEMS:
The scaling technique used here is Ordinal scale with interval rating following which the
choices/preference rates from 1 to 5 for Job satisfaction measure
Table 4.3.3.1: Value of Items – Job Satisfaction

Rating Scale Value Value Information
1 Highly Unsatisfied
2 Unsatisfied
3 Neither Unsatisfied nor Satisfied
4 Satisfied
5 Highly satisfied
57
Whereas for Organizational Commitment the scaling technique is described as follows
Table 4.3.3.2: Value of Items – Organizations Commitment

Rating Scale Value Value Information
1 Strongly Disagree
2 Disagree
3 Indifferent
4 Agree
5 Strongly Agree
4.3.4 Result of Descriptive Statistics
4.3.4.1 Job Satisfaction-
Table 4.3.4.1: Descriptive statistics results for study dimensions - Job Satisfaction
n = 50
Study No of Mean Std.
Dimensions Items Deviation
Economic 3 11.680 2.289

Satisfaction
Security 4 15.660 3.041

Satisfaction
Social 2 7.840 1.658

Satisfaction
Psychological 10 38.160 6.987

Satisfaction
As mentioned earlier, the scaling technique used in this study is ordinal scale with interval
rating.
The above tables shows that the values of mean and standard deviation of the study
dimensions under job satisfaction are positive
In the given table the first study dimension, Economic Satisfaction, consists of 3 items which
explores the pay and compensations levels of the study organization. In this ordinal scale
(11.680/3 = 3.894) the respondents on an average are satisfied with the pay and compensation
level of the study organization which is the positive side of the scale.
Followed by the second study dimension Security satisfaction, which consist of 4 items that
tries to understand the job security and safety in the study organization. Here
58
(15.660/4=3.915)the average response of the sample population is that they are satisfied with
the job security and safety provided by the study organization.
The third study dimension Social Satisfaction, which consist of 2 items that describes the
socializing opportunities provide in the study organization. Here (7.840/2=3.920) the average
response of the respondents points out that they have satisfactory level of opportunity to
socialize in the study organization.
The last study dimension Psychological satisfaction consist of 10 items which tries to
understand the organizational climate, working environment, support from peers, supervisor
and subordinates. Here (38.160/10=3.816) the average response of the respondents shows us
that they are satisfied with the organizational climate and working environment.
The variance from the factors of study dimensions - job satisfaction, it found that the
Psychological satisfaction among the sample population lie closer to the 1𝜎 level. Whereas
the remaining dimensions of job satisfaction - economic satisfaction, security satisfaction and
social satisfaction are closer to the mean of the distribution.
4.3.4.2 Organizational Commitment -
Table 4.3.4.2: Descriptive statistics results for study dimension - Organizational
Commitment; n = 50
Study No of Mean Std.
Dimensions Items Deviation
Continuance 4 11.580 4.286

Commitment
Affective 4 16.160 3.328

Commitment
Normative 4 12.240 4.133

Commitment
The above tables shows that the values of mean and standard deviation of the study
dimensions under Organizational Commitment are positive.
The first study dimension is Continuance Commitment which consists of 4 items that tries to
explore the monetary benefits associated with being employed with the study organization.
Here (11.580/4= 2.895) the average response of the respondents show that they are
indifferent towards the continuance commitment i.e. they neither feel committed nor feel
disengaged based on the monetary benefits associated with the job in the study organization.
The second study dimension Affective commitment which consists of 4 items that tried to
explore the emotional attachment felt by the respondents towards the study organization.
Here (16.160/4=4.040) the average responses of the respondents show that they agree to the
fact that they are emotionally attached to the study organization.
The third study dimension Normative Commitment which consists of 4 items that tries to
show the obligation felt by the respondent towards the study organization. Here (12.240/4 =
59
3.060) the average response of the respondents show that the employees feel indifferent
towards the normative commitment i.e. they neither feel committed nor feel disengaged
based of the obligation they have towards the organization.
The variance of the study dimension of Organizational Commitment shows that all the factors
are positioned closer to the mean of the distribution.
4.4 CORRELATION:
Correlation is a statistical technique that can show whether and how strongly pairs of
variables are related. It’s a common tool for describing simple relationships without making a
statement about cause and effect. Correlation shows the strength of a relationship between
two variables and is expressed numerically by the correlation coefficient.
In other words, If the change in one variable appears to be accompanied by a change in the
other variable, the two variables are said to be correlated and this interdependence is called
correlation or variation.
The correlation coefficient's values range between -1.0 and 1.0. A perfect positive correlation
means that the correlation coefficient is exactly 1. A perfect negative correlation means that
two assets move in opposite directions, while a zero correlation implies no linear relationship
at all.
4.4.1 Need for Correlation

Correlation gives meaning to a construct. Correlational analysis is essential for basic psych
educational research. Indeed, most of the basic and applied psychological research is
correlational in nature.
4.4.2 Types of Correlation

In a bivariate distribution, the correlation may be:
 Positive Correlation – When an increase in one variable (X) is followed by a
corresponding increase in the other variable (Y); the correlation is said to be positive
correlation.
 Negative Correlation – When the increase in one variable (X) results in a
corresponding decrease in the other variable (Y), the correlation is said to be negative
correlation.
 Zero Correlation - Zero correlation means no relationship between the two variables
X and Y; i.e. the change in one variable (X) is not associated with the change in the
other variable (Y).
 Linear Correlation – It is the ratio of change between the two variables either in the
same direction or opposite direction and the graphical representation of the one
variable with respect to other variable is straight line.
60
Fig 4.4.2 – Correlation Scatter Diagram Source – aplustopper.com
4.4.3 Methods of Computing Coefficient of Correlation:
a) Scatter diagram method
b) Pearson’s Product Moment Co-efficient of Correlation.
c) Spearman’s Rank Order Co-efficient of Correlation.
4.4.4 Result of Correlation of Job Satisfaction and Organizational Commitment
Table 4.4.4.1: Results of Correlations (r) for study dimensions – Job Satisfaction
Study Dimension Pearson Correlation

Economic Satisfaction .737**
Security Satisfaction .809**
Social Satisfaction .677**
Psychological Satisfaction .944**
**. Correlation is significant at the 0.01 level (2-tailed).
All the study dimensions are put into 2-tailed test.

The above table presents the results of correlation and all the study dimensions are exhibiting
significant positive high correlation. The highest correlation is noticed in Psychological
Satisfaction(r = 0.944; p < 0.01) and next highest comes in Security Satisfaction(r = 0.809;p
< 0.01) followed by economic satisfaction factors (r = 0.737;p < 0.01). While Social
Satisfaction (r = 0.677; p < 0.01) have got lesser correlation comparatively.
61
Table 4.4.4.2: Results of Correlations (r) for study dimensions – Organizational
Commitment
Study Dimension Pearson Correlation
Continuance Commitment .891**
Affective Commitment .681**
Normative Commitment .927**
**. Correlation is significant at the 0.01 level (2-tailed).
All the study dimensions are put into 2-tailed test.

The above table presents the results of correlation and all the study dimensions are exhibiting
significant positive high correlation. The highest correlation is noticed in Normative
Commitment(r = 0.927; p < 0.01) and next highest comes in Continuance Commitment(r =
0.891; p < 0.01). While Affective Commitment (r = 0.681; p < 0.01) have got lesser
correlation comparatively.
4.5 Test of Hypothesis –

Hypothesis testing is used to assess the credibility of a hypothesis by using sample data. The
test provides evidence concerning the credibility of the hypothesis, given the data. Statistical
analysts test a hypothesis by measuring and examining a random sample of the population
being analysed.
For the current study, the researcher has chosen non parametric test for testing samples.
4.5.1 Non Parametric Statistical test-
A non-parametric statistical test is a test whose model does not specify conditions about the
parameters of the population from which the sample was drawn. They are sometimes called
distribution-free tests because they are based on fewer assumptions (i.e. they do not assume
that the outcome is approximately normally distributed). They do not require measurement so
strong as that required for the parametric tests. Most non-parametric tests apply to data in an
ordinal scale, and some apply to data in nominal scale.
There are some situations when it is clear that the outcome does not follow a normal
distribution. These include situations:
 when the outcome is an ordinal variable or a rank,
 when there are definite outliers or
 when the outcome has clear limits of detection.
In nonparametric tests, the hypotheses are not about population parameters. Instead, the null
hypothesis is more general. In a nonparametric test the null hypothesis is that the two
populations are equal, often this is interpreted as the two populations are equal in terms of
their central tendency.
62
4.5.2 Reason for choosing Non Parametric Test:
To achieve correct results from statistical analysis, the situation of using non-parametric tests
should be known. This analysis however has some underlying conditions where this test must
be used. They are –
a) The sample size is small.
b) The analysed data is ordinal.
c) Use of non-probability for its simplicity and robustness.
4.5.3 Two – Tailed Test:
In statistics, two-tailed test is a method in which the critical area of a distribution is two-sided
and tests whether a sample is greater than or less than a certain range of values. It is used in
null-hypothesis testing and testing for statistical significance. In the current study, the
researcher alternate hypothesis is stated as not equal to (≠) the null hypothesis.
4.5.4 Kruskal – Wallis H Test:
The Kruskal-Wallis H test also called the one-way ANOVA on ranks is a rank-based
nonparametric test that can be used to determine if there are statistically significant
differences between two or more groups of an independent variable on a continuous or
ordinal dependent variable.
In this test, demographic variables which influences Job Satisfaction and Organizational
Commitment is taken by fixing a range value from minimum to maximum and is tested with
all study dimensions. Based on the review of literature, the following demographic variables
are chosen for formation of hypothesis - Age, work experience.
4.5.5 Kruskal Wallis test results on Economic Satisfaction dimension of Job Satisfaction
by grouping variable – Age
Table 4.5.5.1: Mean Rank - Age

Study Age N Mean
Dimension Rank
Economic 25-35 9 23.89

Satisfaction
36-45 22 24.50
46-55 17 26.32
56 & above 2 36.75
Total 50
63
Table 4.5.5.2: Kruskal Wallis Test Statistics for Economic Satisfaction dimension - Age
Test Statistics
Chi-square (𝑋 ) 1.499
Df 3
Asymp. Sig. (p) .682
The test statistics table presents the chi square value (Kruskal Wallis), the degree of freedom
and the significant level.
TESTING HYPOTHESIS:
HO1.1: While examining Job Satisfaction, the study dimension- Economic satisfaction factor
has not shown any significant differences across age group.
HA1.1: While examining Job Satisfaction, the study dimension- Economic satisfaction factor
has shown significant differences across age group.
The above hypothesis has been put into Kruskal Wallis H test. All the data pertaining to study
dimension are analysed by entering the grouping variable and defining range.
For this study alpha value is kept as < 0.05 and it is seen from the table, the observed chi
square value equals 1.499 with three degrees of freedom. The associated p value is labelled
‘asymp.sig” is reported as 0.682. Further it is found from the above table that the age as a
demographic variable had a mean rank for 25 to 35 years – 23.89, 36 to 45 years – 24.50, 46
to 55 years – 26.32 and greater than 56 years & above – 36.75
Since the calculated value (p) = 0.682 is greater than the alpha value 0.05, the null hypothesis
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Economic
Satisfaction factor exhibited no significant differences across age group in influencing
Job Satisfaction. It is supported by chi-square (𝑿𝟐 ) = 1.499 (3, n=50) = 0.682, p<0.05 and
accordingly it is concluded that across age groups the Economic Satisfaction is same.
64
4.5.6 Kruskal Wallis test results on Security Satisfaction dimension of Job Satisfaction
by grouping variable - Age
Study Age N Mean Rank
Dimension
Security 25-35 9 29.06

Satisfaction
36-45 22 23.77
46-55 17 24.97
56 & above 2 33.00
Total 50
Table 4.5.6.2: Kruskal Wallis Test Statistics for Security Satisfaction dimension - Age
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO1.2: While examining Job Satisfaction, the study dimension- Security satisfaction factor
has not shown any significant differences across age group.
HA1.2: While examining Job Satisfaction, the study dimension- Security satisfaction factor
has shown significant differences across age group.
demographic variable had a mean rank for 36 to 45 years – 23.77, 46 to 55 years – 24.97 25
is accepted.
65
The results of Kruskal Wallis test indicate that the study dimension-Security
accordingly it is concluded that across age groups the Security Satisfaction is same.
4.5.7 Kruskal Wallis test results on Social Satisfaction dimension of Job Satisfaction by
grouping variable - Age
Dimension
Social 25-35 9 19.33

Satisfaction
36-45 22 27.82
46-55 17 24.35
56 & above 2 37.50
Total 50
Table 4.5.7.2: Kruskal Wallis Test Statistics for Social Satisfaction dimension - Age
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO1.3: While examining Job Satisfaction, the study dimension- Social satisfaction factor has
not shown any significant differences across age group.
HA1.3: While examining Job Satisfaction, the study dimension- Social satisfaction factor has
shown significant differences across age group.
66
to 45 years – 27.82, and greater than 56 years & above – 37.50
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Social Satisfaction
factor exhibited no significant differences across age group in influencing Job
Satisfaction. It is supported by chi-square (𝑿𝟐 ) = 3.805 (3, n=50) = 0.283, p<0.05 and
accordingly it is concluded that across age groups the Social Satisfaction is same.
4.5.8 Kruskal Wallis test results on Psychological Satisfaction dimension of Job

Dimension
Psychological 25-35 9 27.44

Satisfaction
36-45 22 26.20
46-55 17 21.97
56 & above 2 39.00
Total 50
Table 4.5.8.2: Kruskal Wallis Test Statistics for Psychological Satisfaction dimension -
Age
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO1.4: While examining Job Satisfaction, the study dimension- Psychological satisfaction
factor has not shown any significant differences across age group.
HA1.4: While examining Job Satisfaction, the study dimension- Psychological satisfaction
factor has shown significant differences across age group.
67
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Psychological
accordingly it is concluded that across age groups the Psychological Satisfaction is same.
4.5.9 Kruskal Wallis test results on Continuance Commitment dimension of

Organizational Commitment by grouping variable – Age
Dimension
Continuance 25-35 9 21.28

Commitment
36-45 22 25.45
46-55 17 27.09
56 & above 2 31.50
Total 50
Table 4.5.9.2: Kruskal Wallis Test Statistics for Continuance Commitment dimension -
Age
Test Statistics
Df 3
68
TESTING HYPOTHESIS:
HO1.5: While examining Organizational Commitment, the study dimension- Continuance
Commitment factor has not shown any significant differences across age group.
HA1.5: While examining Organizational Commitment, the study dimension- Continuance
Commitment factor has shown significant differences across age group.
Since the calculated value (p) = 0.727is greater than the alpha value 0.05, the null hypothesis
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Continuance
Commitment factor exhibited no significant differences across age group in influencing
Organizational Commitment. It is supported by chi-square (𝑿𝟐 ) = 1.308 (3, n=50) =
0.727, p<0.05 and accordingly it is concluded that across age groups the Continuance
Commitment is same.
4.5.10 Kruskal Wallis test results on Affective Commitment dimension of

Table 4.5.10.1 Mean Rank - Age
Dimension
Affective 25-35 9 21.89

Commitment
36-45 22 23.70
46-55 17 27.82
56 & above 2 41.75
Total 50
69
Table 4.5.10.2: Kruskal Wallis Test Statistics for Affective Commitment dimension -
Age
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO1.6: While examining Organizational Commitment, the study dimension- Affective
HA1.6: While examining Organizational Commitment, the study dimension- Affective
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Affective
Organizational Commitment. It is supported by chi-square (𝑿𝟐 ) = 3.867 (3, n=50) =
0.276, p<0.05 and accordingly it is concluded that across age groups the Affective
Commitment is same.
70
4.5.11 Kruskal Wallis test results on Normative Commitment dimension of
Dimension
Normative 25-35 9 27.83

Commitment
36-45 22 23.50
46-55 17 26.65
56 & above 2 27.25
Total 50
Table 4.5.11.2: Kruskal Wallis Test Statistics for Normative Commitment dimension -
Age
Test Statistics
Chi-square (𝑋 ) .785
Df 3
TESTING HYPOTHESIS:
HO1.7: While examining Organizational Commitment, the study dimension- Normative
HA1.7: While examining Organizational Commitment, the study dimension- Normative
square value equals .785 with three degrees of freedom. The associated p value is labelled
years & above – 27.25 and greater than 25 to 35 years – 27.83.
is accepted.
71
The results of Kruskal Wallis test indicate that the study dimension-Normative
Organizational Commitment. It is supported by chi-square (𝑿𝟐 ) = .785 (3, n=50) =
0.853, p<0.05 and accordingly it is concluded that across age groups the Normative
Commitment is same.
4.6.1 Kruskal Wallis test results on Economic Satisfaction dimension of Job Satisfaction
by grouping variable – Experience
Table 4.6.1.1: Mean Rank - Experience
Study Experience N Mean Rank
Dimension
Economic Up to 5 years 14 26.64

Satisfaction
6-10 years 13 24.65
11-15 years 11 22.55
Total 50
Table 4.6.1.2: Kruskal Wallis Test Statistics for Economic Satisfaction dimension –
Experience
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO2.1: While examining Job Satisfaction, the study dimension- Economic satisfaction factor
has not shown any significant differences based on Experience.
HA2.1: While examining Job Satisfaction, the study dimension- Economic satisfaction factor
has shown significant differences based on Experience.
72
square value equals .903 with three degrees of freedom. The associated p value is labelled
to 35 years – 26.64 and greater than 56 years & above – 27.79.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Economic
satisfaction factor exhibited no significant differences across work experiences in
influencing Job Satisfaction. It is supported by chi-square (𝑿𝟐 ) = .903 (3, n=50) = 0.825,
p<0.05 and accordingly it is concluded that across varied experiences, the Economic
satisfaction is same.
4.6.2 Kruskal Wallis test results on Security Satisfaction dimension of Job Satisfaction
by grouping variable - Experience
Dimension
Security Up to 5 years 14 30.68

Satisfaction
6-10 years 13 23.88
11-15 years 11 23.59
Total 50
Table 4.6.2.2: Kruskal Wallis Test Statistics Security Satisfaction dimension -

Experience
Test Statistics
Df 3
73
TESTING HYPOTHESIS:
HO2.2: While examining Job Satisfaction, the study dimension- Security satisfaction factor
has not shown any significant differences based on Experience.
HA2.2: While examining Job Satisfaction, the study dimension- Security satisfaction factor
has shown significant differences based on Experience.
demographic variable had a mean rank for 56 years & above – 22.96, 46 to 55 years – 23.59,
36 to 45 years – 23.88 and greater than 25 to 35 years – 30.68.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Security
satisfaction factor exhibited no significant differences across work experiences in
influencing Job Satisfaction. It is supported by chi-square (𝑿𝟐 ) = 2.519 (3, n=50) =
0.472, p<0.05 and accordingly it is concluded that across varied experiences, the
Security satisfaction is same.
4.6.3 Kruskal Wallis test results on Social Satisfaction dimension of Job Satisfaction by
grouping variable - Experience
Dimension
Social Up to 5 years 14 26.00

Satisfaction
6-10 years 13 18.73
11-15 years 11 31.05
Total 50
74
Table 4.6.3.2: Kruskal Wallis Test Statistics for Social Satisfaction dimension -
Experience
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO2.3: While examining Job Satisfaction, the study dimension- Social satisfaction factor has
not shown any significant differences based on Experience.
HA2.3: While examining Job Satisfaction, the study dimension- Social satisfaction factor has
shown significant differences based on Experience.
years & above – 27.17, and greater than 46 to 55 years – 31.05.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Social Satisfaction
factor exhibited no significant differences across work experiences in influencing Job
Satisfaction. It is supported by chi-square (𝑿𝟐 ) = 4.792 (3, n=50) = 0.188, p<0.05 and
accordingly it is concluded that across varied experiences, the Social Satisfaction is
same.
75
4.6.4 Kruskal Wallis test results on Psychological Satisfaction dimension of Job
Satisfaction factor by grouping variable - Experience
Table 4.6.4.1: Mean Rank – Experience
Dimension
Psychological Up to 5 years 14 30.71

Satisfaction
6-10 years 13 20.19
11-15 years 11 26.45
Total 50
Table 4.6.4.2: Kruskal Wallis Test Statistics for Psychological Satisfaction dimension -
Experience
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO2.4: While examining Job Satisfaction, the study dimension- Psychological satisfaction
factor has not shown any significant differences based on Experience.
HA2.4: While examining Job Satisfaction, the study dimension- Psychological satisfaction
factor has shown significant differences based on Experience.
demographic variable had a mean rank for 36 to 45 years – 20.19, 56 years & above – 24.29,
46 to 55 years – 26.45, and greater than 25 to 35 years – 30.71.
76
is accepted.
The results of Kruskal Wallis test indicate that the study dimension-Psychological
Satisfaction factor exhibited no significant differences across work experiences in
influencing Job Satisfaction. It is supported by chi-square (𝑿𝟐 ) = 3.655 (3, n=50) =
0.301, p<0.05 and accordingly it is concluded that across varied experiences, the Job
Satisfaction is same.
4.6.5 Kruskal Wallis test results on Continuance Commitment dimension of

Dimension
Continuance Up to 5 years 14 23.14

Commitment
6-10 years 13 26.38
11-15 years 11 26.91
Total 50
Table 4.6.5.2: Kruskal Wallis Test Statistics for Continuance Commitment dimension -
Experience
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO2.5: While examining Organizational Commitment, the study dimension- Continuance
Commitment factor has not shown any significant differences based on Experience.
HA2.5: While examining Organizational Commitment, the study dimension- Continuance
Commitment factor has shown significant differences based on Experience.
77
demographic variable had a mean rank for 25 to 35 years – 23.14, 56 years & above – 26.00,
36 to 45 years – 26.38 and greater for 46 to 55 years – 26.91.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Continuance
Commitment factor exhibited significant differences across work experiences in
influencing Organizational Commitment. It is supported by chi-square (𝑿𝟐 ) = 0.536 (3,
n=50) = 0.911, p<0.05 and accordingly it is concluded that across varied experiences, the
Continuance Commitment is the same.
4.6.6 Kruskal Wallis test results on Affective Commitment dimension of Organizational

Commitment by grouping variable – Experience
Table 4.6.6.1: Mean Rank
Dimension
Affective upto 5 years 14 23.14

Commitment
6-10 years 13 21.46
11-15 years 11 29.05
Total 50
Table 4.6.6.2: Kruskal Wallis Test Statistics for Affective Commitment dimension -
Experience
Test Statistics
Df 3
78
TESTING HYPOTHESIS:
HO2.6: While examining Organizational Commitment, the study dimension- Affective
HA2.6: While examining Organizational Commitment, the study dimension- Affective
to 55 years – 29.05 and greater for 56 years & above – 29.38.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Affective
Affective Commitment is the same.
4.6.7 Kruskal Wallis test results on Normative Commitment dimension of

Organizational Commitment by grouping variable - Experience

Dimension
Normative Up to 5 years 14 26.86

Commitment
6-10 years 13 21.12
11-15 years 11 26.59
Total 50
79
Table 4.6.7.2: Kruskal Wallis Test Statistics for Normative Commitment dimension -
Experience
Test Statistics
Df 3
TESTING HYPOTHESIS:
HO2.7: While examining Organizational Commitment, the study dimension- Normative
HA2.7: While examining Organizational Commitment, the study dimension- Normative
to 55 years – 26.59 and greater for 56 years & above – 27.67.
is accepted.
The results of Kruskal Wallis test indicate that the study dimension- Normative
Normative Commitment is the same.
4.7 Spearman’s Coefficient of Correlation

Charles Spearman’s coefficient of correlation (or rank correlation) is the technique of
determining the degree of correlation between two variables in case of ordinal data where
ranks are given to the different values of the variables. The main objective of this coefficient
is to determine the extent to which the two sets of ranking are similar or dissimilar.
80
When the data are not available to use in numerical form for doing correlation analysis but
when the information is sufficient to rank the data as first, second, third, and so forth, quite
often use the rank correlation method and work out the coefficient of rank correlation.
The value of Spearman’s rank correlation coefficient will always vary between ±1, +1,
indicating a perfect positive correlation and –1 indicating perfect negative correlation
between two variables. All other values of correlation coefficient will show different degrees
of correlation.
For the current study, the researcher has considered all the study dimensions of job
satisfaction and organizational commitment. Here the researcher is trying to identify the
relation between job satisfaction and organizational commitment.
Job Organizational
Satisfaction Commitment
Fig 4.7 – Study Dimension Job Satisfaction and Organizational Commitment
81
4.7.1 Result of Spearman’s Correlation Test –
Table 4.7.1.1: Spearman’s Correlation between Job Satisfaction and Organizational
Commitment
Value Asymptotic Approximate Approximate

Standard T Significance
Error
Interval by Pearson's R .397 .118 2.995 .004

Interval
Ordinal by Spearman .408 .120 3.092 .003

Ordinal Correlation
N of Valid Cases 50
The above table presents the Spearman’s Correlation test results and the significant level.
Chart 4.7.1.1: Spearman’s Correlation between Job Satisfaction and Organizational

Commitment – Scatter Chart
60
50
40
30
20
10
0
0 10 20 30 40 50 60
Job Satisfaction
The above chart presents the Spearman’s Correlation test results in a scatter chart.
82
TESTING HYPOTHESIS:
HO4.1: There is no significant correlation between Job Satisfaction and Organizational
Commitment.
HA4.1: There is a significant correlation between Job Satisfaction and Organizational
Commitment.
The above hypothesis has been put through Spearman’s rank order correlation test. All the
actual observations has been replaced by their ranks, giving rank 1 to the highest value, rank
2 to the next highest value and following this very order ranks are assigned for all values. If
two or more values happen to be equal, then the average of the ranks which should have been
assigned to such values had they been all different, is taken and the same rank (equal to the
said average) is given to concerning values. The second step is to record the difference
between ranks for each pair of observations, then square these differences to obtain a total of
such differences
From the result of the Spearman’s correlation on ordinal by ordinal values, It has been
observed that the r value is 0.408 which comes in the rejection region and, therefore, reject
the null hypothesis at 0.05 level and accept the alternative hypothesis. Hence it was conclude
that correlation between Study dimension of study variable Job Satisfaction and Study
dimensions of study variable Organizational Commitment is positive. This conclusion is
further supported by the scatter chart presented in Chart 4.7.1.1.
4.8 Chapter Summary

In this chapter the researcher has elaborately discussed about the analysis of the data
collected from the sample population by way describing the profile of the respondents using
demographic variables, then found the reliability of the measurement scale, followed by
Kruskal Wallis test on the study dimensions based on the demographic factors as grouping
variables. Then the correlation between the study dimensions to identify the degree of
correlation among the study variable, then the descriptive statistics of the data is analysed.
Finally the researcher used the Spearman’s correlation test to understand the relationship
between the study variables of Job Satisfaction and Organizational Commitment.
83
CHAPTER V
CONCLUSION
84
This chapter deals with the statistical findings of the data interpreted in the previous chapter.
The reporting from the findings from testing of hypothesis using Kruskal Wallis test,
descriptive statistics and correlation of the study dimensions of the study variables.
In the following headings the researcher will be discussing about the demographic variable
findings, the factors that are significant to study dimension of job satisfaction and the study
dimension of commitment that show significant levels among the respondents using the
results of hypothesis testing to arrive at a conclusion. Followed by limitations of the current
study and then suggestion for improvement of research study. The last part of this chapter
will hold the questionnaire and bibliography.
5.1 Summary of findings

5.1.1 Profile of respondents
The interpretation of the demographic variables namely gender, age, educational
qualification, marital status, location, managerial level, department, division and work
experience are elaborated with regard to sample size of 50 respondents drawn for the study
organization and the findings are generalized as follows
1. Gender:
Twenty third – twenty fifth of the work force are represented by male.
2. Age
Eleven - twenty fifth of the respondents fall under the lower middle age category whereas
Seventeen – fiftieth of the respondents fall under the upper middle age category.
3. Educational Qualification
Twenty one – fiftieth of the respondents are post graduates followed by three - tenth of
them being under graduates.
4. Marital Status
Similar to gender, Twenty third – twenty fifth of the population are married
5. Location
Twenty one – fiftieth of the respondents are from Chennai location followed by six –
twenty fifth of the respondents from Tuticorin location.
6. Managerial Level
Majority of the respondents belong to the middle management level with Fourteen –
Twenty Fifth.
85
7. Department
More than half the population is from export department which is Fourteen – Twenty
Fifth of the respondents.
8. Division
With Eight-twenty fifth of the respondents are from freight forwarding division, three -
tenth of the respondents are from customs brokers division.
9. Work experience
Nearly three - tenth of the work force has less than five years of experience, followed by
thirteen -fiftieth of the work force having 6-10 years of experience.
Thus, from the above statements the demographic variables for the entire population can be
understood. These variables are useful to establish the typical evaluation of the current
employees working in the study organization. The main point to be noted is that the above
mentioned demographic variables are potential factors which have a significant influence on
employee job satisfaction and organizational commitment.
5.2 Effectiveness of study dimensions

5.2.1 Job satisfaction
Descriptive statistical analysis of study dimensions of study variable - job satisfaction which
was surveyed, ranked, and indexed based on relative values for the purpose of understanding
the effectiveness of drivers of Job satisfaction among employees.
The study dimension – Social Satisfaction ranks first as the most influencing factor with a
mean value of 7.840
The study dimension – Economic Satisfaction comes in the second position of influencing
factor with a mean value of 11.680
Security Satisfaction factor is in the third place as an influencing factor with a mean value of
15.660
Whereas, the Psychological Satisfaction ranks the last position in influencing factor of drivers
of Job Satisfaction with a mean value of 38.160
5.2.2 Organizational commitment -
Descriptive statistical analysis of study dimensions of study variable - organizational

commitment which was surveyed, ranked, and indexed based on relative values for the
purpose of understanding the effectiveness of drivers of organizational commitment among
employees.
The study dimension – Continuance commitment ranks first as the most influencing factor
with a mean value of 11.580
86
The study dimension – Normative Commitment comes in the second position of influencing
factor with a mean value of 12.240
Whereas, the Affective Commitment ranks the last position in influencing factor of drivers of
organizational commitment with a mean value of 16.160
5.3 Correlation
5.3.1 Drivers of Job Satisfaction –
Pearson correlation test results are used to examine driving factors of Job Satisfaction.
Findings from the test on the drivers of job satisfaction exhibited significant positive high
correlation.
Highest correlation is noticed in Psychological Satisfaction and next consecutive highest

correlations are noticed in Security and Economic satisfaction of the study dimensions. Social
satisfaction factor has lesser correlation comparatively from other study dimensions.
5.3.2 Drivers of Organizational Commitment–
Pearson correlation test results are used to examine driving factors of Organizational
Commitment. Findings from the test on the drivers of organizational commitment exhibited
significant positive high correlation.
Highest correlation is noticed in Normative Commitment and next highest correlation is

noticed in continuance commitment factor. Affective Commitment factor has lesser
correlation comparatively from other study dimensions.
5.4 Results of Hypothesis

Testing the hypothesis using Kruskal Wallis test to reveal the relationship between selective
demographic variables on various study dimensions of Job Satisfaction & Organizational
Commitment.
5.4.1 Job Satisfaction –
Summary of test outcome is narrated below-
The demographic variable – Age & Work Experience; has exhibited significant influence on
all the study dimensions, economic, security, social and psychological satisfaction, of the
study variable job satisfaction. Hence it is concluded that the study dimensions exhibit no
differences with the above-mentioned variables and in all aspects, influence of job
satisfaction among the employees of the study organization is the same.
87
5.4.2 Organizational Commitment –
Summary of test outcome is narrated below-
The demographic variable – Age & Work Experience; has exhibited significant influence on
all the study dimensions, Affective, Continuance and Normative Commitment of the study
variable Organizational Commitment. Hence it is concluded that the study dimensions exhibit
no differences with the above-mentioned demographic variable and in all aspects,
Organizational Commitment of the employees of the study organization remains the same.
5.5 Suggestions
It is observed from the study, that there is a need to enhance some of the factor of job
satisfaction by way of providing opportunities for socializing, develop new connections, etc
because of the relatively low score of social satisfaction when compared to other study
dimensions. The organization need to bring about a sense of community with in their
employees to establish a long strong relationship among co-workers and friends outside
office.
Also from the study it can be seen that the employees have low affective commitment. These
types of committed worker actively endorse what the company is doing and remain employed
there because they want to. Affective committed employees save the organization money and
create positive cultures through supporting the company vision. Hence the organization can
take measures like, employee engagement, provide feedback, clear communication, provide
career growth opportunities for the employees to build a strong bond with the organization.
Also the study on the impact of job satisfaction on organizational commitment can be
extended across the branches of the study organization to get a wider perspective of the
employees.
5.6 Limitations
The findings of this study must be seen considering some limitations.
1. This could be the type of instrument used by the researcher to the respondents.
2. Items in questionnaire could be misunderstood by some respondents so they would
have not given the right choice of answer.
3. Only a selected few locations were considered for sampling.
4. The respondent can be biased.
5.7 Conclusion
With reference to the objectives of the study set to examine the correlation among the study
dimension of the study variables job satisfaction and organizational commitment. All the
results of the statistical analysis of data have shown that there exists a positive correlation
among the study variable in the organization of study. Also the relative levels of job
satisfaction and organization commitment have shown to be at positive level.
88
The study dimensions exhibit no differences with respect to the demographic variables; Age
and Wok experience, and the influence of job satisfaction and organizational commitment
among the employees of the study organization have shown to be same.
On the whole, it is concluded from the analysis on the basis of empirical evidence the job
satisfaction in the study organization is at the helm and the levels of satisfaction correlation
with levels of organizational commitment is high and positive among the employees of the
study of organization.
89
APPENDIX
THE IMPACT OF JOB SATISFACTION ON EMPLOYEE’S COMMITMENT IN

CHAKIAT
QUESTIONNAIRE
Part-A: Employee Personal Details
Instructions: Please indicate your response to the following questions by filling in the
appropriate square with check or cross mark it or entering wherever necessary.
1. Gender:
1 Male
2 Female
2. Age: _____________
1. 25-35
2. 36-45
3. 46- 55
4. 56 & above
3. Educational Background:
1 Diploma Holder
2 UG
3 PG
4 Professional Qualification
5 Others, please mention-
4. Marital Status:
1 Married
2 Unmarried
3 Seperated
90
5. Location:
1 Cochin
2 Chennai
3 Mumbai
4 Tuticorin
6. Division:
1 Customs Broker
2 Freight Forwarding
3 Liner Agency
4 NVOCC
5 ISO Tank
6 Coastal
7 Transport
7. Department:
1 Export
2 Import
3 Coastal
4 NVOCC
5 ISO Tanks
6 Transport
7 Accounts
8 Others
8. To which managerial level do you belong?

 1. Entry level 2.Junior level  3.Middle level  4.Senior Management level
91
9. Years of Experience in Chakiat:
1 Up to 5Yrs
2 6-10 Yrs
3 11-15 Yrs
4 16 & Above Yrs
Part-B: Employee Opinion:

There are statements given below, on a five point scale you are requested to circle the number
which indicate the satisfactory level in your opinion:
Neither
Highly unsatisfied Highly
S.no Items Unsatisfied Satisfied
unsatisfied nor Satisfied
satisfied
The salary paid in the
company is sufficient
1. 1 2 3 4 5
to satisfy food and
clothing needs
My income offers the
possibility to save
2. some money for 1 2 3 4 5
housing and other
personal needs
I have a comfortable
3. work atmosphere in 1 2 3 4 5
the Organization
In my organization’s
4. 1 2 3 4 5
job security is assured
I am satisfied with the
5. organization’s annual 1 2 3 4 5
pay rise
I enjoy safe working
6. 1 2 3 4 5
conditions
Benefits provided by
organizations such as
7. health care, retirement 1 2 3 4 5
and insurance are
adequate
PLEASE DO NOT LEAVE ANY ITEMS BLANK
92
Neither
satisfied
The opportunity is
provided by the
8. 1 2 3 4 5
organization to make
friends and socialize
My relationship with
my immediate
9. 1 2 3 4 5
Supervisor or
Manager is excellent
Internal equity-My
pay matches the
10. 1 2 3 4 5
relative value of my
work
External equity- My
pay is equal to the
11. pay that of similar 1 2 3 4 5
employees receive in
other firms.
Promotion prospects
12. in the Organization is 1 2 3 4 5
good
Management
13. motivates me to 1 2 3 4 5
achieve high
Permission granted
to me by
14. management to 1 2 3 4 5
create new and
original ideas.
Opportunity to use
my various skills and
15. 1 2 3 4 5
knowledge is
available in my job.
Opportunity to
complete the work
16. 1 2 3 4 5
(from start to finish)
is good
93
Neither
satisfied
Importance of my job
17. on others’ lives is 1 2 3 4 5
known to me.
The management has
granted me authority
18. 1 2 3 4 5
to schedule and
monitor my work
The management
provides me details
19. about my work 1 2 3 4 5
performance, success
and development
Part-C: Employee Opinion
Please indicate the extent to which you agree or disagree with the following statements as it
applies to you personally in current job:
Strongly Strongly
S.No Items Disagree Indifferent Agree
Disagree Agree
I feel like staying with the

current organization where I
1. 1 2 3 4 5
work because I am a more
senior person.
I have to remain here

because my resigning will
2. 1 2 3 4 5
lose my retirement benefits,
close friends etc.
I have no any other option

3. other than staying on my 1 2 3 4 5
current job.
If I resign now from the

current organization I will
4. 1 2 3 4 5
have a great risk about my
life.
94
Strongly Strongly
S.No Items Disagree Indifferent Agree
Disagree Agree
I feel I am strongly and

5. emotionally attached to the 1 2 3 4 5
current organization.
I really have a high affection

6. 1 2 3 4 5
about my organization.
My values match with

7. 1 2 3 4 5
organizational values highly.
I can achieve my life mission

of serving people to upgrade
8. their standard of living by 1 2 3 4 5
working for my current
organization.
I can’t leave this

organization because my
9. 1 2 3 4 5
close friends want me to stay
with them.
My employer helped me
tremendously when I was
10. 1 2 3 4 5
helpless. Hence I remain in
the current organization.
I respect my superior greatly

and believe in him/her. So I
11. 1 2 3 4 5
have no intention of
resigning.
I can’t resign because others

12. would think badly about me 1 2 3 4 5
for leaving.

Do you agree that the job satisfaction influences the organizational commitment?
Yes 1 No 2
95
Please put forth your suggestions for improving Job satisfaction?
1
2
3
4
How to improve commitment levels of employees?
1
2
3
4
 Thank You *
96
BIBLIOGRAPHY
1. Shah, Faisal & Imam, Abeer. (2014) - Impact of Job Satisfaction on Organizational
Commitment in IT Sector Employees of Pakistan.
2. Azman Ismail & Mohd Ridwan Abd Razak (2016) – Effect of Job Satisfaction on
3. Chetna Pandey & Rajni Khare (2012) – Impact of Job Satisfaction and Organizational
Commitment on Employee Loyalty.
4. Anis Eliyana,, Syamsul Ma’arif, Muzakki (2019) - Job satisfaction and organizational
commitment effect in the transformational leadership towards employee performance.
5. Dr. Shine David (2015)- Impacts of Job Satisfaction and Organizational commitment:
A Study Describing Influence of Gender Difference on Job Satisfaction and
6. Imam, Abeer & Raza, Aiman & Ahmed, Mansoor (2014) - Impact of Job Satisfaction
on Organizational Commitment in Banking Sector Employees of Pakistan.
7. Srivastava, Shalini (2013) - Job Satisfaction and Organisational Commitment

Relationship: Effect of Personality Variables.
8. James P. Curry, Douglas S. Wakefield, James L. Price and Charles W. Mueller (2017)
- On the Causal Ordering of Job Satisfaction and Organizational Commitment.
9. Sinem Aydogdu, Baris Asikgil (2011) An Empirical Study of the Relationship

Among Job Satisfaction, Organizational Commitment and Turnover Intention.
10. Menon, Bindu. (2015). The Impact of Job Satisfaction on Employee Commitment: An
Empirical Study of Kolhapur Based Industries.
11. Chandrasekar K (2011) – Workplace Environment and Its Impact on the

Organizational Performance in Public Sector Organizations.
12. Dr Anita (2011) – A Study on Job Satisfaction of Paper Mill employees with special
reference to Udumalpet and Palani Taluk.
13. Rajput, Shweta & Singhal, Mayank & Tiwari, Shivkant (2016) - Job Satisfaction and
Employee Loyalty: A study of Academicians.
14. Stefan Gaertner (1999) - Structural Determinants of Job Satisfaction and

Organizational Commitment in Turnover Models.
97
15. Bakotić, Danica & Babić, Tomislav (2013) - Relationship between working
conditions and job satisfaction: The case of Croatian shipbuilding company.
16. José Cabral Vieira (2019) - Climbing the Ladders of Job Satisfaction and Employees’
Organizational Commitment: A Semi-Nonparametric Approach.
17. Michael J. Martin, Eric K. Kaufman (2013) - Do Job Satisfaction and Commitment to
the Organization Matter When It Comes to Retaining Employees?.
18. Sai Pranav Kuchimanchi, Deepika Saini (2019) - Relationship between job
satisfaction and organizational commitment of employees working in a public
undertaking: a pilot study.
19. Maria Dalkrani, Efstathios Dimitriadis (2018) - The Effect of Job Satisfaction on
Employee Commitment.
20. Das Mohapatra, Mitali & Satpathy, Ipseeta & Patnaik, B. (2019) - Organizational
Commitment and Job Satisfaction in Information Technology Sector.
21. Jasmine Sonia (2010) – Organizational Commitment and Job Satisfaction: A Study of
Employees in the Information Technology Industry in Bangalore, India.
22. Tatar, Ali. (2020). Impact of Job Satisfaction on Organizational Commitment.
23. Gholam Reza Zandi, Ayesha Aslam, Muhammad Umar Nasir, Dong Jiayi (2018) -
The Effect of Job Satisfaction on Organizational Commitment: a Study of Employee’s
Performance in Malaysian Call Centres.
24. Muhammad Saqib Khan, Irfanullah Khan, Dr. Ghulam Muhammad Kundi, Dr.
Shadiullah Khan, Dr. Allah Nawaz, Farhatullah Khan, Naseem Bakht Yar (2014) -
The Impact of Job Satisfaction and Organizational commitment on the Intention to
leave among the Academicians.
25. Kalarani G (2011) - Job satisfaction and organizational commitment of employees in

the IT industry of Kerala.
26. Aswathy, R., & Gupta, R.K. (2010) - Organisational commitment of Indian Managers
in multinational companies.
27. Camp, D.Scott (2001) - Assessing the effects of organizational commitment and job
satisfaction on turnover; An event history approach.
98

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A STUDY ABOUT IMPACT OF JOB SATISFACTION ON

ORGANIZATIONAL COMMITMENT IN CHAKIAT

Mr. SHAYAM SUNDAR G

(Register No: PMIR-18- 10)

POST GRADUATE DIPLOMA IN PERSONNEL MANAGEMENT &

Dr.M.Ramakrishanan B.Sc; M.A.,(PM&IR).,BGL.,M.B.A.,M.Phil.,Ph.D

MADRAS SCHOOL OF SOCIAL WORK

No. 32, CASA MAJOR ROAD, EGMORE

Signature of the HOD Signature of the Guide

Signature of the Principal

Signature of the Guide Signature of the Student

Thanks to my internship guide at Chakiat, Chennai, Mr. P Shankar Menon, Director,

Table of Contents (ii)

List of Tables (viii)

List of Figures (ix)

List of Charts (x)

List of Symbols (xi)

1.1 Background to research 2

1.2 Rationale behind the study 3

1.3 Need for the study 4

1.4 Significance of study 4

1.5 Statement of research problem 4

1.6 Basic Assumptions 5

1.7 Organization of study 5

1.8 Chapter summary 6

Chapter II - Review of literature

2.0 Chapter introduction 8

2.1 Review related to concept 8

2.1.1 The concept of job satisfaction 8

2.1.2 The concept of organization commitment 10

2.2 Review related to various models 12

2.2.1 Job satisfaction 12

2.2.1.2 Job characteristics model 13

2.2.1.3 The three dimensions of Job satisfaction 16

2.2.2 Organization commitment 16

2.2.2.1 Steers’ model 16

2.2.2.2 O’Reilly and Chatman’s model 17

2.2.2.3 Mathieu and Zajac’s model 18

2.2.2.4 Meyer and Allen Tri Dimensional Model 18

2.3 Theories of Topics 19

2.3.1 Job Satisfaction 19

2.3.1.1 Dispositional Approach 19

2.3.1.2 Adam’s Equity Theory 20

2.3.1.3 Locke’s Affect Theory 21

2.3.1.4 Motivator-Hygiene Theory 21

2.3.1.5 Discrepancy theory 22

2.3.2 Organizational Commitment 22

2.3.2.1 Becker Side Bet there 22

2.3.2.2 Porter’s Affective Dependence theory 22

2.3.2.3 Currivan the Causal Model 23

2.3.2.4 Somers Combined Influence Mechanism Theory 24

2.4 Review practices of Job Satisfaction and Organization Commitment 25

2.4.1 Factors that Affect Job Satisfaction 25

2.4.2 Factors that Affect Organizational Commitment 26

2.5 Review existing research works related to your project 28

2.5.1 Job Satisfaction and Organizational Commitment 28

CHAPTER III - RESEARCH METHODOLOGY

3.1 Chapter Introduction 33

3.2 Objective of the study 33

3.3 Research design 33

3.3.1 Research Questions 34

3.3.3 Unit of analysis 35

3.3.4 Linking Data and hypothesis 35