A STUDY ON JOB SATISFACTION AMONG EMPLOYEES

JOB SATISFACTION
Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness or self- contentment but the
Satisfaction on the job. The term refers to the total relationship between an individual and the
employer for which he is paid. Satisfaction does mean the simple feeling –state
accompanying the attainment of any goal, the end-state accompanying the attainment by an
impulse of its objectives. Job satisfaction does mean absence of motivation at work. Resource
workers differently described the factors contributing to job satisfaction and job
dissatisfaction. Hop pock described job satisfaction as, any combination that cause and
person truthfully to say I am satisfied with my job.
Job satisfaction is defined as: “The pleasurable emotional state resulting from the appraisal of
one’s jobs as achieving or facilities the achievement of one’s job values”. In contrast job
dissatisfaction is defined as “the un pleasurable emotional state resulting from the appraisal
of one’s job as frustrating or blocking the attainment of one’s job values or as entailing
disvalues”. However both satisfaction and dissatisfaction were seen as, “a function of the
perceived relationship between what on perceives it as offering or entailing.” Job satisfaction
is denied as the, pleasurable emotional state resulting from the appraisal of one’s job as
achieving simple feeling – state accompanying the attainment of any goal, the end-state
accompanying the attainment by an impulse of it one’s job values or as entailing disvalues”.
However, both satisfactions were seen as, “a function of the perceived relation between what
on perceives it as offering or entailing.

WORKERS' ROLES IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or
her own satisfaction and well-being on the job. The following suggestions can help a worker
find personal job satisfaction.
Seek opportunities to demonstrate skills and talents. This often leads to more challenging
work and greater responsibilities, with attendant increases in pay and other recognition.
Develop excellent communication skills. Employee’s value and reward excellent reading,
listening, writing, and speaking skills know more. Acquire new job-related knowledge that
helps you to perform tasks more efficiently and effectively. This will relieve boredom and
often gets on enticed. Demonstrate creativity and initiative. Qualities like these are valued by
most organizations and often result in recognition as well as in increased responsibilities and
rewards. Develop teamwork and people skills. A large part of job success is the ability to
work well with others to get the job done. Accept the diversity in people. Accept people with
their differences and their imperfections and learn how to give and receive criticism
constructively.
See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself. This helps to give meaning to one’s existence, thus playing a
vital role in job satisfaction.
Learn to de-stress. Plan to avoid burnout by developing healthy stress-management
techniques.

ASSURING JOB SATISFACTION

Assuring job satisfaction, over the long-term, requires careful planning and effort both by
management and by workers. Managers are encouraged to consider such theories as
Herzberg’s (1957) and Maslow's (1943) Creating a good blend of factors that contribute to a
stimulating, challenging, supportive, and rewarding work environment is vital. Because of the
relative prominence of pay in the reward system, it is very important that salaries be tied to
job responsibilities and that pay increases be tied to performance rather than seniority. So, in
essence, job satisfaction is a product of the events and conditions that people experience on
their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her
promotional opportunities are good, her supervisor is supportive, and her co-workers are
friendly, then a situational approach leads one to predict she is satisfied with her job" . Very
simply put, if the pleasures associated with one's job outweigh the pains, there is some level
of job satisfaction.

NEED FOR EMPLOYEE SATISFACTION

Everyone from managers, retention agents to HR need to get a handle on employee loyalty
and satisfaction – how committed is the workforce to the organization and if workers are
really contented with the way of things for gauging their likelihood to stay with the company.
One of the main aspects of Human Resource Management is the measurement of employee
satisfaction. Companies have to make sure that employee satisfaction is high among the
workers, which is a precondition for increasing productivity, responsiveness, and quality and
customer service. The litmus test is to study turnover and average length of service. If
turnover is on the rise, loyalty levels are low and vice versa. Comparing them to industry
averages gives good idea of attrition probabilities. Staff attendance, compliance with policies
and confidence in leadership are other indirect indicators of allegiance while excessive theft
and sabotage spell obvious lack of commitment.
According to Heskett et al (1994), more satisfied employees, stimulate a chain of positive
actions which end in an improved company Identification of Variables Affecting Employee
Satisfaction and Their Impact on the Organization performance. In another research it is said
that employee satisfaction influenced employee productivity, absenteeism and retention,
Derek R. Allen & Merris Wilburn, (2002). The success of any company is directly link to the
satisfaction of the employees who embody that company, that retaining talented people is
critical to the success of any organization, Freeman, (2005) .Studies shows that businesses
that excel in employee satisfaction issues reduce turnover by 50% from the norms, increase
customer satisfaction to an average of 95 % & lower labor cost by 12%., Carpitella, (2003).
The more satisfied an employee is, the less turnover and absenteeism occurs, Maloney, &
McFillen, (1986). Judge, et. al, (1993), on the other hand, mentions that employee satisfaction
is positively correlated with motivation, job involvement, organizational citizenship
behaviour, organizational commitment, life satisfaction, mental health, and job performance,
and negatively related to absenteeism, turnover, and perceived stress and identify it as the
degree to which a person feels satisfied by his/her job. In contrast, Rousseau (1978) identified
three components of employee satisfaction: they are characteristics of the organization, job
task factors, and personal characteristics.
In the construction industry, where the quality of products is dependent on the skill of
laborers and onsite supervisors, employees play a significant role in the success and outcome
of the product and the company.
U.S. Bureau of Labor Statistics, 2004 Profit and growth are stimulated directly (and
primarily) by customer loyalty. Customer loyalty is a direct consequence of customer
satisfaction. Customer satisfaction is heavily influenced by customer perceptions of the value
of services they receive. Value is created by satisfied, loyal and productive employees.
Employees who feel a sense of teamwork and common purpose, a strong commitment to
communication, and managerial empowerment are most able, and willing, to deliver the
results that customers expect (Employee Satisfaction”, 2005) Human Relations perspective
posits that satisfied workers are productive workers (e.g., Likert, 1961; McGregor, 1960).
Thus, organizational productivity and efficiency is achieved through employee satisfaction
and attention to employees‟ physical as well as socio emotional needs. Human relations
researchers further argue that employee satisfaction sentiments are best achieved through
maintaining a positive social organizational environment, such as by providing autonomy,
participation, and mutual trust (Likert, 1961). Employees‟ job satisfaction sentiments are
important because they can determine collaborative effort. Consistent with this reasoning,
Likert (1961) has argued that collaborative effort directed towards the organization‟s goals is
necessary for achievement of organizational objectives, with unhappy employees failing to
participate (effectively) in such efforts.
In a unique study conducted by Harter et al. (2002), based on 7,939 business units in 36
organizations, the researchers found positive and substantive correlations between employee
satisfaction-engagement and the business unit outcomes of productivity, profit, employee
turnover, employee accidents, and customer satisfaction.
The predominant view has focused on the situational context (e.g., supervisory support) as a
cause of satisfaction and has argued that high-performance work practices and thus a positive
working climate foster employee satisfaction (see, e.g., Bowen, & Ostroff, 2004; Wright,
Dunford, & Snell, 2001; Wright, Gardner, Moynihan, & Allen, 2005).
Keen observation of employee reactions and conduct is by far the most obvious and easiest
technique. Casually walk around the office, watching employees working, interacting with
each other and talk to them informally. Are they smiling, energized, cooperative and alert or
listless, inactive and unhelpful? You can even employee a professional consultant as an
objective third-party to assess the work atmosphere and compare with other companies.
Taking simple observation to the next level by asking employees outright in attitude surveys,
focus groups and exit interviews and analyzing the results to determine staff attitude,
opinions and motivation. While satisfied employees are not necessarily loyal or loyal ones
always satisfied, it cannot be denied that job satisfaction fuels loyalty. After all its been
rightly said that, the more satisfied an employee is regarding his or her working conditions,
the more likely is he or she to develop a psychological attachment or commitment to the
organization. According to Mark graham Brown, (2006), there is a strong link between
employee satisfaction and customer satisfaction and between customer satisfaction and future
revenue.
Companies should try their best to evaluate why employees leave or what kindles their
dissatisfaction. Examine the root causes – where does the problem lie? Is it earnings or
benefits? Does it have something to do with job quality or workplace support? Or is lack of
appreciation or growth to blame. The onus is on the management to keep employees engaged
and happy, so as to persuade them to stay. In fact, this is critical to organizational success.
VARIABLES ON WHICH EMPLOYEE SATISFACTION DEPENDS
Through review of literature, we can classify the variables in mainly two broad categories
namely,
I.Organizational Variables
II. Personal Variables
Identification of Variables Affecting Employee Satisfaction and Their Impact on the
Organization
1. Organizational Variables:
The organization determinants of employee satisfaction play a very important role. The
employees spend major part of their time in organization so there are number of
organizational variables that determine employee satisfaction of the employees. The
employee satisfaction in the organization can be increased by organizing and managing the
organizational variables or organizational factors.
Fallowing these 10 variables comes in this category:-
1. Organization Development
Organizational development is an ongoing, systematic process to implement effective change
in an organization. Its objective is to enable the organization in adopting-better to the fast-
changing external environment of new markets, regulations, and technologies. It starts with a
careful organization-wide analysis of the current situation and of the future requirements In
other words we can say that Organization development is the process through which an
organization develops the internal capacity to most efficiently and effectively provide its
mission work and to sustain itself over the long term. This definition highlights the explicit
connection between organizational development work and the achievement of organizational
mission. Fallowing these points come under this category:
Brand of organization in business field and their comparison with leading competitors.
2. Policies of Compensation and Benefit
This is the most important variable for employee satisfaction. Compensation can be described
as the amount of reward that a worker expects from the job. Employees should be satisfied
with competitive salary packages and they should be satisfied with it when comparing their
pay packets with those of the outsiders who are working in the same industry. A feeling of
satisfaction is felt by attaining fair and equitable rewards.
Fallowing these points come under this category:
Wage and salary.
 Reward and penalties.
3. Promotion and Career Development
Promotion can be reciprocated as a significant achievement in the life. It promises and
delivers more pay, responsibility, authority, independence and status. So, the opportunity for
promotion determines the degree of satisfaction to the employee. Fallowing these points
come under this category:
Opportunity for promotion.
Equal opportunity to grow despite being male or female
Training program.
Opportunity for use skills and abilities.
4. Job Satisfaction:
Job satisfaction is the favourableness or un-favourableness with which employees view their
work. As with motivation, it is affected by the environment. Job satisfaction is impacted by
job design. Jobs that are rich in positive behavioural elements- such as autonomy, task
identity, task significance and feedback contribute to employee’s satisfaction. Fallowing
these points come under this category:
Job design
Task identity
Recognition
Responsibility
Empowerment
Quantity of task.
Difficult level of task
5. Job Security
Job security is an employee's assurance or confidence that they will keep their current job.
Employees with a high level of job security have a low probability of losing their job in the
near future. Certain professions or employment opportunities inherently have better job
security than others; job security is also affected by a worker's performance, success of the
business and the current economic environment. Fallowing these points
Come under this category:
Facility of transfer
Accessible / reasonable target
Leaves
6. Working Environment & Condition
Employees are highly motivated with good working conditions as they provide a feeling of
safety, comfort and motivation. On contrary, poor working condition brings out a fear of bad
health in employees. The more comfortable the working environment is more productive will
be the employees. Fallowing these points come under this category:
Feeling safe and comfort in working environment.
Tools and equipment.
Working methods
Security guards and parking facility.
well ventilated with good light fans and air- conditioning.
Neat and clean office place, rest area and washrooms.
7. Relationship with Supervisor
A good working relationship with your supervisor is essential since, at every stage, you need
his or her professional input, constructive criticism, and general understanding. Fallowing
these points come under this category:
Relationship with immediate supervisor.
Communication between employees and senior management.
Treatment to employee.
8. Work Group
There is a natural desire of human beings to interact with others and so existence of group in
organization is a common observable fact. This characteristics result in formation of work
group at the work place. Isolated workers dislike their job. The work groups make use of a
remarkable influence on the satisfaction of employees. Fallowing these points come under
this category:
Relationship with the group members.
Group dynamics
Group cohesiveness
Need for affiliation.
9. Leadership Styles
The satisfaction level on the job can be determined by the leadership style. Employee
satisfaction is greatly enhanced by democratic style of leadership. It is because democratic
leaders promote friendship, respect and warmth relationship among the employees. On
contrary, employees working under authoritarian and dictatorial leaders express low level of
employee satisfaction. Fallowing these points come under this category:
 Prefer democratic style of leadership
Friendship, respect and warmth relationship.
10. Other Factors
There are some other important variables which affect the level of employee satisfaction in
organization. Fallowing these points come under this category:
Group outgoing (feel like a part of family).
Encouragement and feedback.
Use of internet and other technology for doing job.
II. Personal Variables:
The personal determinants also help a lot in maintaining the motivation and personal factors
of the employees to work effectively and efficiently. Employee satisfaction can be related to
psychological factors and so numbers of personal variables determine the employee
satisfaction of the employees.
Fallowing these 5 variables comes in this category:-
1. Personality
The personality of an individual can be determined by observing his individual psychological
condition. The factors that determine the satisfaction of individual and his psychological
conditions is perception, attitude and learning. Fallowing these points come under this
category:
Competencies and personality of employee are suitable for job.
Perception, attitudes and learning of employee.
2. Expectation
The expectation level of employees affects their satisfaction level. If one receives more
outcome than expected then he will be highly satisfied and vice-versa. Fallowing these points
come under this category:
Expectation of employee from the job.
3. Age
Age can be described as noteworthy determinants of employee satisfaction. It is because
younger age employees possessing higher energy levels are likely to be having more
employee satisfaction than older age employees. Fallowing these points come under this
category:
Young employees possessing high energy level so feeling more satisfied.
Old employees resist accepting new techniques.
Gender
Education
Age
Expectation
Personality
Personal
Variables
4. Education
Education plays a significant determinant of employee satisfaction as it provides an
opportunity for developing one’s personality. Education develops and improvises individual
wisdom and evaluation process.
The highly educated employees can understand the situation and assess it positively as they
possess persistence, rationality and thinking power.
Highly educated employees possess rationality and thinking power.
Education develops individual wisdom and evaluation process.
5. Gender Differences
The gender and race of the employees plays important determinants of employee satisfaction
Women, the fairer sex, are more likely to be satisfied than their counterpart even if they are
employed in same job. Fallowing these points come under this category:
Generally women are more likely to be satisfied than men.

Why is employee satisfaction important?

Importance of employee satisfaction can understand in two main areas namely:
I. For Organization II. For Employee
1. Importance of Employee Satisfaction for the Organization
• Enhance employee retention.
• Increase productivity.
• Increase customer satisfaction
• Reduce turnover, recruiting, and training costs.
• Enhance customer satisfaction and loyalty.
• More energetic employees.
• Improve teamwork.
• Higher quality products and/or services due to more competent, energized employees.
2. Importance of Employee Satisfaction for the Employee
• Employ will believe that the organization will be satisfying in the long run
• They will care about the quality of their work.
• They will create and deliver superior value to the customer.
• They are more committed to the organization.
• Their work is more productive.

How to Improve Employee Satisfaction?

Employee attitudes typically reflect the moral of the company. In areas of customer service
and sales, happy employees are extremely important because they represent the company to
the public. Satisfaction, however, is not linked solely to compensation. Sure, a raise or
benefits will probably improve employee contentment, at least temporarily, but small,
inexpensive changes can have a long-term impact. Zappos.com CEO Tony Hsieh's book
Delivering Happiness suggests that employers should follow the science of happiness.
The book stresses the importance of happy employees. Since the publication of this New
York Times Best Seller, Hsieh has expanded his message from to a bus tour to an entire
movement.
On her happiness project blog, Gretchen Rubin, author of The Happiness Project, identifies
seven areas to improve happiness in the workplace. While employees can’t weak their habits
to improve happiness, employers can also make small changes to the seven categories. A
little bit of effort can lead to happy, efficient, and loyal employees.
13 Steps or things which we can do to increase employee satisfaction and loyalty thereby
increasing our business revenue and profit are as follows:
1. Clear, Concise and Consistent Communication
In many organizations, employee doesn’t know what is mission, vision, objects. Building a
corporate culture that requires employees to be an integral part of the organization can be an
effective way of getting the most from the talents or competencies brought to the organization
by each employee. We should keep employees informed on the company’s position, progress
made, issues/challenges, and how they directly contribute to the success of the business.
2. Getting to Know Your Employees and Create a Team
It can be done by the hiring right employee for right job and clearly defined and
communicated employee expectations. Every organization should spend time to instil trust
and accountability, lying out clear expectation and securing their commitment to the business
and build a culture around working together to meet challenges, create new advantage, and
propel the business to greater success.
3. Training and Other Improvement Programs
Provide necessary education, training and coaching that increases employees skills and shows
the employee that you are interested in their success and readiness for new responsibility.
4. Empower Employees Across the Company
Step up appropriate levels of new responsibility across the company. Push appropriate
decision making and allow people close to the issue to make the call. Make sure your
employee knows that you trust them to do their job to the best of their ability.
5. Work It
We can increase employee satisfaction by making job rotation, job enlargement like
knowledge enlargement and task enlargement as well as job enrichment. Target should be
accessible for employee.
6. Fair Compensation and Benefits
Policies of compensation and benefits are most important part of organization. But you
should build your policies at “suitability” not “the best”.
7. Opportunity for Promotion and Career Development
Develop programs to promote all titles in the organization and build programs for career
development of each title. Organization should give opportunity to every employee for using
their abilities, skills and creativeness.
8. Monitor Performance and Reward for Contribution
People naturally keep score. Use this to as advantage by monitoring positive contribution and
behaviour, rewarding as appropriate. Motivate others to reach new performance levels by
knowing how they measure up to expectation. We should build the proper evaluation and fair
and encourage employees perform work.
9. Provide Regular, Honest Feedback
Don’t wait for a crisis situation to give feedback. Instead, give regular constructive input into
the employee’s performance across a wide variety of issues, build loyalty, challenge to new
levels of performance and keep it real.
10. Build Corporate Culture
We should focus on making proper communication channel, good and supportive relationship
with co-workers and with supervisor. Employee satisfaction can be increased by
demonstrating respect for everyone in the organization or company.
11. Provide Best Equipment and Safe Working Condition
Invest in employees by making sure their tools and equipments don’t keep them from being
successful. Give them the very best tools to deliver the very best performance to the
company, customers and the marketplace. Companies should build occupational health and
safety program.
12. Use of Information Technology
Creating a work environment in which employees are productive is essential to increased
employee productivity, their satisfaction as well as profits for any organization, corporation
or small business. There is no shortage of information on ways to motivate employees, but
more and more companies are realizing that there is a strong correlation between flexibility in
the workplace and employee satisfaction and productivity. The concept of telecommuting is
certainly not new. However, recent advances in cloud computing and collaboration software
make telecommuting programs easier to implement from a technological standpoint.
Concerns about cost, security, features and reliability have all been laid to rest with the
introduction of hosted, Software as a Service applications. With an Internet connected
computer, employees can securely access centralized data, collaborate with remote team
members and host interactive web meetings and presentations. The rise of cloud computing
technology and Wi-Fi availability has enabled access to remote servers via a combination of
portable hardware and software.
How to measure employee satisfaction?
We can conduct a employee satisfaction survey by methods as follows:
1. Job Descriptive Index (JDI)
Job Descriptive Index is a scale used to measure five major factors associated with job
satisfaction: Work itself, Supervision, Pay, Promotion, Co-workers. The JDI was first
introduced in 1969 and since then has been used by over 1,000 organizations in many sectors.
2. Job In General Scale (JIG)
Job In General Scale is a method of employee satisfaction and developed as a global measure
of job satisfaction. JIG is similar to JDI, it introduced 1969 by Smith, Kendall, & Hulin, was
modified in 1985 by the JDI Research Group.
3. Minnesota Satisfaction Questionnaire (MSQ)
The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employee’s
satisfaction with their particular job.
Method includes 100 items measuring 20 facets of job satisfaction.
There are three version are available: two long forms (1977 version and 1967 version) and a
short form.

Herzberg's Motivation-Hygiene Theory of Motivation

As pointed by Vroom (1964), the word "motivation" is derived from the Latin word movere,
which means "to move". Motivation is an internal force, dependent on the needs that drive a
person to achieve. Schulze and Steyn (2003) affirmed that in order to understand people's
behaviour at work, managers or supervisors must be aware of the concept of needs or
motives, which will help "move" their employees to act. According to Robbins (2001),
motivation is a needs-satisfying process, which means that when a person's needs are
satisfied by certain factors, the person will exert superior effort toward attaining
organizational goals.
Theories of motivation can be used to explain the behaviour and attitude of employees
(Rowley, 1996; Weaver, 1998). The theories include content theories, based on the
assumption that people have individual needs, which motivate their actions. Theorists such as
Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for
their works in this field. In contrast to content theories, process theories identify relationships
among variables which make up motivation and involve works from Heider (1958), Vroom
(1964), Adams (1965), Locke (1976) and Lawler (1973). The main focus of this paper,
however, is on Herzberg's theory of motivation. Tan Teck-Hong and Amna Waheed
Herzberg's motivation-hygiene theory, also known as the two-factor theory, has received
widespread attention as having a practical approach toward motivating employees. In 1959,
Herzberg published his analysis of the feelings of 200 engineers and accountants from over
nine companies in the United States. These professionals were asked to describe experiences
in which they felt either extremely bad or exceptionally good about their jobs and to rate their
feelings on these experiences. Responses about good feelings are generally related to job
content (motivators), whereas responses about bad feelings are associated with job context
(hygiene factor). Motivators involve factors built into the job itself, such as achievement,
recognition, responsibility and advancement. Hygiene factors are extrinsic to the job, such as
interpersonal relationships, salary, supervision and company policy (Herzberg, 1966).
In the retail setting, Winer and Schiff (1980) have conducted studies using Herzberg's two-
factor theory. They found that "achievement" was the highest rated motivator. Likewise,
"making more money" received the second-highest rating in the study, followed by "chances
of promotion" and "recognition". In contrast, Lucas (1985) discovered that the "supervisor-
employee relationship" was a significant factor influencing worker satisfaction in a study of
U.S. retail stores, and two hygiene factors were reported as significant, namely "company
policy" and "relationship with peers".
Herzberg perceived motivational and hygiene factors to be separated into two dimensions
affecting separate aspects of job satisfaction. This belief differed from the traditional
approach of viewing job satisfaction and dissatisfaction as opposite ends of the same
continuum (Herzberg, 1966). Hygiene factors prevent dissatisfaction but they do not lead to
satisfaction. They are necessary only to avoid bad feelings at work. On the other hand,
motivators are the real factors that motivate employees at work.
The two-factor theory was tested by many other researchers, who showed very different
results. Some research has shown that some of the factors declared by Herzberg (1966) as
hygiene factors are actually motivators. The results of Herzberg's theory can vary if the test is
conducted in different industries. The differences are due to the intensity of the labour
requirement and the duration of employment (Nave, 1968). Extensive commentary has
emerged about how to distinguish between hygiene factors and motivators. While some
factors have proved to fall clearly in one of the two categories, other factors, particularly
salary, have proven to be ambiguous as to whether they are motivators or a hygiene factors.
 CHAPTER-II
REVIEW OF THE LITERATURE
INTRODUCTION
Although it has been more common to investigate employee attitude data at the individual
employee level, researchers have begun to explore similar relationships at the business-unit
level and the organizational level. Research conducted under the rubric of organizational
climate has had success in aggregating individual employees’ perceptions and investigating
their relationship to both organizational-level and individual-level outcomes (see, e.g.,
Schneider, White, & Paul, 1998; Zohar & Luria, 2005). In addition, there are a handful of
studies that have explored the relationship between aggregated employee job satisfaction
attitudes and organizational (or unit-level) performance.
Ostroff (1992): has Studying a sample of 364 schools, investigated the relationship between
employees’ attitudes and organizational performance. Ostroff found that aggregated teacher
attitudes such as job satisfaction and organizational commitment were concurrently related to
school performance, as measured by several performance outcomes such as student academic
achievement and teacher turnover rates. Across 12 organizational performance indexes, the
magnitudes of the correlations between teacher satisfaction and performance ranged from .11
to .54, with a mean of .28. When the unique characteristics of the schools were statistically
controlled for, teacher satisfaction and other job-related attitudes continued to predict many
of the organizational performance outcomes. Results were strongest for teacher satisfaction;
thus, organizations with more satisfied employees tended to be more effective than
organizations with dissatisfied employees. This study indicates that satisfaction is an
important social process factor that fosters organizational effectiveness. The major limitation
of this study pertains to the nature of the study sample; all organizations were secondary
schools. The extent to which similar relationships would hold for organizations in other types
of industries (manufacturing, service, etc) and occupations cannot be determined.
Ryan, Schmitt, and Johnson (1996) has Investigated similar relationships between
aggregated employee attitudes, firm productivity, and customer satisfaction. The authors
measured these relationships at two points in time from 142 branches of an auto finance
company. Results indicated employee morale was related to subsequent business
performance indicators, customer satisfaction sentiments, and turnover ratios. These
researchers attempted to study the causal relations among the variables; however, their
attempts lead to mostly inconclusive findings. Interestingly, they did find evidence suggestive
of customer satisfaction as a causal influence on morale (a finding that is opposite of the
directionality assumed by the literature). Although a tentative finding, Ryan et al. (1996)
discussed several possible explanations for it. For instance, the customer satisfaction index
was monitored closely by unit managers and success or failure likely translated into
management practices that influenced employees’ job attitudes. Moreover, the researchers
speculated that the particular setting may be unusual in that customer satisfaction might be
inversely related to the amount of contact with the organization (e.g., customers without
problems with the processing of their payments are likely to have less interaction with
company representatives than customers with such problems). Similar to Ostroff’s (1992)
study, the major concern with Ryan et al.’s (1996) research is that the data were all from one
organization which limits the general inability of the findings.
Harter et al. (2002) has the authors conducted a met analysis of studies previously
conducted by The Gallup Organization. The study examined aggregated employee job
satisfaction sentiments and employee engagement, with the latter variable referring to
individual’s involvement with as well as enthusiasm for work. Based on 7,939 business units
in 36 organizations, the researchers found positive and substantive correlations between
employee satisfaction-engagement and the business unit outcomes of productivity, profit,
employee turnover, employee accidents, and customer satisfaction. More importantly, these
researchers explored the practical utility of the observed relationships. For example, business
units in the top quartile on the employee engagement measure yielded 1 to percentage points
higher profitability. Similar findings were found for productivity. Specifically, business units
in the top quartile on employee engagement had, on average, from $80,000 to $120,000
higher monthly revenue or sales. Based on these data, it seems clear that aggregated measures
of employee satisfaction and employee engagement are meaningfully related to business
outcomes at a magnitude that is important to many (if not all) organizations. In comparison to
prior studies, the strength of Harter and his colleagues’ research is the large number of
participants (n = 198,514), business units (n = 7,939), and firms (n = 36) included, thereby
providing a level of precision and statistical power rarely found in scholarly (i.e., non-
proprietary) research.
Schneider et al. (2003) has Report analyses of employee attitude survey data aggregated to
the organizational level of analysis. These authors explored the relationships between several
facets of employee satisfaction and organizational financial (return on assets; ROA) and
market performance (earnings per share; EPS) using data from 35 organizations over a period
of eight years. Thus, in contrast to previous studies, Schneider and his colleagues’ study was
able to make some inferences about directional causality (i.e., are employee attitudes a
stronger cause of organizational performance than the reverse). Their results showed
consistent and statistically significant positive relationships (over varied time lags) between
attitudes concerning satisfaction with security, satisfaction with pay, and overall job
satisfaction with financial (ROA) and market performance (EPS). Although these findings are
consistent with applied researchers’ and managers’ implicit beliefs, their study was not
without some surprises. One of the more surprising findings was related to overall job
satisfaction and the performance criteria. Results demonstrated that the causal directionality
flows from financial and market performance to overall job satisfaction. This latter result
does not deny the fact that there were significant relations going from overall job satisfaction
to ROA and EPS; nevertheless, the reverse direction relationships tended to be stronger in
magnitude. Moreover, the relationship between satisfaction with pay and the performance
indicators appeared to be reciprocal in nature. The obvious strength of this research study is
the longitudinal nature of both the aggregated employee data and the financial and market
performance data. By collecting longitudinal data on both sets of variables, these researchers
were able to examine and begin to disentangle a set of very important but complex
relationships.
Harter, Schmidt and Hayes (2002) has Mentioned that 7,855 articles having being
published between 1976 and2000, on job satisfaction. Cole and Cole in their study
mentioned that majority of the research examining the employee satisfaction-performance
relationship has been conducted on the micro level of analysis and a handful of studies have
explored the relationship between aggregated employee job satisfaction attitudes and
organizational (unit level) performance (Ostroff 1992; Ryan, Schmitt and Jonson 1996;
Harter, et.al 2002; Schnieder, Hanges, Smith and Salvaggio 2003; Bowen and Ostroff 2004;
Wright, Dunfold, and Snell 2001; Wright, Gardner, Moynihan and Allen 2005). Cole and
Cole mentioned that the current understanding of how aggregated employee attitudes
influence and are influenced by important business outcomes is limited and they based on the
evidence to date) concluded that employee satisfaction is related to meaningful business
outcomes and these relationships generalize across companies (and industries). They have
also mentioned at their study that there is potential for longitudinal research in the area of
aggregated employee satisfaction and this longitudinal study would suggest not only some
directionality from employee attitudes to business outcomes (as well as the reverse) but a
reciprocal relationship in some cases.
Khan (2001) In his study mentioned that there is deliberate feminization of the workforce of
the garment Industry in Bangladesh and there are three reasons behind this deliberate
feminization. These are: (1) Garment factory owners perceived that like the poor women
workers of other Asian NICs who had been socially and economically oppressed for so long
and who have low aspirations wages, teen age girls and young women from rural areas of
Bangladesh have low aspiration wages. so, they appointed mainly unskilled teen age girls or
young women mainly from the rural areas; (2) Since they are already in a susceptible socio-
economic condition, as compared to their male counter parts, will agree to work for extra
hours and if situation demands it will be easier to dismiss them; (3) most garment factory
owners perceived them as docile, trustworthy and manageable. The author also mentioned in
his study that most Bangladeshi garment factory owners have failed to see any causal
relationship between lab or standards and productivity outcomes. Therefore, many of them
have become cost effective mainly by lowering labour standards and taking opportunities for
low-wage employment due to the profusion of a young female labour force.
Delahanty (1998) has Mentioned that workers of garment factories in Bangladesh frequently
suffer from hacking coughs, severe eye strain due to poor lighting and working hours,
respiratory problems, low back and joint pain and urinary tract infections because they are
denied access to toilet facilities. The authors also mentioned that travel to and from factories
are dangerous and women are often sexually harassed.
Paul- Majumder and Begum (2000) has Found (most of the data of this study have been
collected from the survey of 1990; 1993 and 1997) that male and female workers of garment
industry work about 12 hours a day, there is absence of leave facilities and weekly holiday.
They found that although the workers were paid for overtime work on weekly holiday, no
alternative holidays were given to these workers whereas workers in other export and non
export industries enjoy almost all weekly holidays. Prospects of promotion for the workers in
the garment industry are slandered. Most of the garment factories are overcrowded, congested
and poorly ventilated. The consequences of these sub-standard working conditions garment
workers in Bangladesh are exposed to toxic substances and dust. The workers, particularly
the operation and sewing helpers, who are mostly female, continuously breathe in these
substances. Most of the garment factories do not have adequate fire protection measures and
toilet facilities are very poor. The study found that garment workers in Bangladesh suffer
from the absence of lunchroom, lack of pure drinking water and lack of canteen facilities. and
they are not entitled to any fringe benefits including accommodation allowance, health care,
emergency funds and transportation.
Absar (2001) has study mentioned that Bangladesh has the cheapest unit of labour cost in
South Asia. It costs only 11 cents to manufacture a shirt in Bangladesh whereas it costs 79
cents in Sri lanka and 26 in India. Clearly, the comparative advantage of Bangladesh in this
case lies in having the cheapest unit labour cost. The author also mentioned that workers of
garment factories in Bangladesh are asked to work whole months at a time without a single
day off.
Rogers (2010) In his writing mentioned that Bangladeshi garment workers are the lowest
paid garment workers in the world. Although their minimum wage was supposed to have
risen to about $40 a month in November 2010, many garment factory owners are still paying
the old minimum wage of $24 a month. He also mentioned that most Bangladeshi garment
workers do not belong to unions and most of the union leaders are working for the interest of
the garment factory owners and those who are actually trying to help them are being harassed
by the employers.
Islam and Swierczek (2003) has Analyzed the impact of technological change on job
satisfaction of women garment workers in Bangladesh. The specific relationship between job
satisfaction and the overall impact defined in socio economic terms shows that fair pay; task
significance, bureaucracy, conflicts and information sharing are significantly related. Task
significance and information sharing are positively related to the overall impact. Unfairness
in pay, high bureaucracy and higher level of conflicts cause a limited positive overall impact
on women workers. The positive relationships to technological change include improvement
of task significance, salary increase, improvement of the quality of supervision, improved
quality of relation and increase benefits. The negative consequences are unfair pay, work
dissatisfaction, bureaucracy, conflicts between management and workers, decreased
promotion for workers.
Vroom (1964) in his definition on job satisfaction focuses on the role of the employee in the
workplace. Thus he defines job satisfaction as affective orientations on the part of individuals
toward work roles which they are presently occupying.
Davis et al (1985) has One of the most often cited definitions on job satisfaction is thru one
given by Spector according to whom job satisfaction has to do with the way how people feel
about their job and its various aspects. It has to do with the extent to which people like or
dislike their job. That why job satisfaction and job dissatisfaction can appear in any given
work situation.
Job satisfaction represents a combination of positive or negative feelings that workers have
towards their work. Meanwhile, when a worker employed in a business organization, brings
with it the needs, desires and experiences which determinates expectations that he has
dismissed. Job satisfaction represents the extent to which expectations are and match the real
awards. Job satisfaction is closely linked to that individual's behaviour in the work place.
Kaliski(2007)has Job satisfaction is a worker’s sense of achievement and success on the job.
It is generally perceived to be directly linked to productivity as well as to personal well-
being. Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for
one’s efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfilment.
George et al (2008) has Job satisfaction is the collection of feeling and beliefs that people
have about their current job. People’s levels of degrees of job satisfaction can range from
extreme satisfaction to extreme dissatisfaction. In addition to having attitudes about their jobs
as a whole. People also can have attitudes about various aspects of their jobs such as the kind
of work they do, their co-workers, supervisors or subordinates and their pay.
Mullins( 2005) has Job satisfaction is a complex and multifaceted concept which can mean
different things to different people. Job satisfaction is usually linked with motivation, but the
nature of this relationship is not clear. Satisfaction is not the same as motivation. Job
satisfaction is more of an attitude, an internal state. It could, for example, be associated with a
personal feeling of achievement, either quantitative or qualitative.
Luthans(1998) Has The preponderance of research evidence indicates that there is no strong
linkage between satisfaction and productivity. For example a comprehensive meta-analysis of
the research literature finds only a.17 best estimate correlation between job satisfaction and
productivity . Satisfied workers will not necessarily be the highest producers. There are many
possible moderating variables , the most important of which seems to be rewards. If people
receive rewards they feel are equitable , they will be satisfies and this is likely to result in
greater performance effort. Also, recent research evidence indicates that satisfaction may not
necessarily lead to individual performance improvement but does lead to departmental and
organizational level improvements. Finally there is still considerable debate weather
satisfaction leads to performance or performance leads to satisfaction.
Sweney and McFarlin(2005) Has Even though the effects are modest the fact that job
satisfaction contributes to decreasing the level of employee absenteeism remains. So
satisfaction is worth paying attention to , especially since it is potentially under your control –
unlike some of the other causes of absenteeism (e.g. illness, accidents). But awe said
circumstances can alter this equation. As a manager you could be implicitly encouraging
absenteeism by informing company policies. If people are paid for sick days, and if they must
be “used or lost” this is pretty strong encouragement for employees to be absent. In other
words, you’ve helped create a culture of absenteeism that can overcome the “satisfaction”
effect.
Ebru(1995) Has Job satisfaction of the librarian naturally depends on the economically,
social and cultural conditions in a given country (Ebru, 1995). A librarian who can not get a
sufficient wage will be faced with the problem of maintaining his or her family's life. This
problem puts the librarian far from being satisfied. Especially the social facilities
(transportation services, and consumer cooperatives –cash boxes) are sufficient because of
the economic conditions. Low wages and lack of status and social security affect motivation.
Job satisfaction cannot be talk of where there is absence of motivation. Job satisfaction of the
librarian who has an important place in the information society will affect the quality of the
service he renders. In this respect, the question of how the material and moral element affect
the job satisfaction of the librarians gains importance.
Paramer and East (1993) Have discussed previous job satisfaction research among Ohio
academic library support staff using Paul E. Specter's job satisfaction survey. The 434
respondents indicated general satisfaction among females with less experience who worked
in public services. Tregone (1993) tried to determine the levels of cooperation of media
specialists and public librarians. A significant correlation was shown between the level of
satisfaction and the type of library, although librarians in public libraries showed greater
Satisfaction.
Locke and Lathan (1976) Has comprehensive definition of job satisfaction as pleasurable or
positive emotional state resulting from the appraisal of one’s job or job experience. Job
satisfaction is a result of employee's perception of how well their job provides those things
that are viewed as important. According to (Mitchell and Lasan, 1987), it is generally
recognized in the organizational behaviour field that job satisfaction is the most important
and frequently studied attitude. While Luthan (1998) posited that there are three important
dimensions to job satisfaction:
Job satisfaction is an emotional response to a job situation. As such it cannot be seen, it can
only be inferred.
Job satisfaction is often determined by how well outcome meet or exceed expectations. For
instance, if organization participants feel that they are working much harder than others in the
department but are receiving fewer rewards they will probably have a negative attitudes
towards the work, the boss and or co-workers.
On the other hand, if they feel they are being treated very well and are being paid equitably,
they are likely to have positive attitudes towards the job. Work Motivation, Job Satisfaction,
and Organisational Commitment of Library Personnel in Academic and Research.
McDuff( 2001)Has It may be assumed that female clergy have lower satisfaction than do
male clergy due to lower pay and respect and more family stress. A gender paradox is found
within work satisfaction and clergy, however, and female clergy are generally as satisfied or
more satisfied than are their male counterparts despite perceiving the system as unjust,
receiving less pay, having fewer opportunities for advancement, and having smaller churches
with smaller budgets.
Lee & Olshfski (2002)Has It is well known that clergy work beyond the regular 40 hour
work week and do so during unscheduled times at locations other than their “workplace,”
such as visiting the hospital when a parishioner has had a heart attack or attending ballgames
of youth in the church. Weaver, Flanelly, Larson, Stapleton & Koenig (2002) compiled a
helpful research review on mental health issues among clergy. In it, they note that “on
average, United Methodist clergy spend 56.2 hours per week in ministry, and 12 evenings a
month away from home on church duties” and that 25% of surveyed pastors work more than
60 hours per week (citing Gallup & Lindsay 1999). Work hours have also been shown to be
related to increased job stress, especially related to family, in physicians (Rovik et al. 2007)
and to emotional exhaustion in those doing people work (Daalen, Willemsen, Sanders, &
Veldhoven 2009). These long work hours may be indicative of a strong commitment by
clergy to their congregations and community. Personal dedication, investment in one‟s job,
and commitment increase job satisfaction in clergy and religious order workers (Wittberg
1993). Anecdotal accounts can certainly verify this commitment, and it is something clergy
have in common with fire fighters.
Stempien & Loeb(2002) Has Uncertainty of job expectations, volume of work,
incompatibility of expectations, and work-family conflict increase emotional exhaustion, and
uncertainty of expectations decreases job satisfaction (Hang-yue, Foley, & Loi 2005).
Influence within the church (Wildhagen, Mueller & Wang 2005) and authority (Miner,
Sterland, & Dowson 2006) also seem to relate to job satisfaction. This sense of control in the
workplace also contributes to job satisfaction in firefighters (Lourel, Abdellaoui, Chevaleyre,
Paltrier & Gana 2008), and autonomy was related to decreased emotional exhaustion in those
doing people work (Daalen, et al. 2009). Nelsen and Everett (1976) suggest the members‟
willingness to be taught is related to job satisfaction, and it has been shown that a feeling of
frustration when teaching contributes to low job satisfaction in special education teachers.
Ologunde (2005) Has Found that satisfaction with the nature of work is negatively related to
turnover intention in hersample of University Teachers in South-western Nigeria. Koh and
Goh (1995) also found that satisfaction with the nature of work was negatively associated
with turnover intention in their sample of clerical employees in the banking industry in
Singapore. This relationship it is believed will hold for other jobs and industries likewise.
Debrah (1993) This study noted that a supervisor with poor interpersonal skills and who is
also inflexible very quickly drives employees away. Muchinsky (1990) argues that
insufficient information on how to perform the job adequately, unclear expectations of peers
and supervisors, ambiguity of performance evaluation methods, extensive job pressures, and
lack of consensus on job functions or duties may cause employees to feel less involved and
less satisfied with their jobs and careers, less commitment to their organization, and
eventually display a propensity to leave the organization (Tor et al., 1997). If roles of
employees are not clearly spelled out by management/supervisors, this would accelerate the
degree of employees quitting their jobs due to lack of role clarity.
Hoole & Vermeulen (2003) Has as discussed earlier, the linkage of Job Satisfaction and
Motivation may due to their close related factors. Organizational factors that individuals’
experienced may motivate them to exert additional efforts, atthe same time fulfil their
emotional demand that leads to Job Satisfactions. According to Chess (1994),certain
motivation factors are contributing to the prediction of Job Satisfaction. Further shared
factorsbetween Motivation and Job Satisfaction were found from literatures such as Power
(Hoole & Vermeulen,2003), Job Security (Davy, et. a;., 1997; Ritter & Anker, 2000),
Financial Rewards (Thomson, 2003),Promotion (Hoole & Vermeulen, 2003), as well as
Promotion (Moynihan & Pandey, 2007). Summarizefrom above statements, it is possible that
same input factors will turn up both Motivation and Job Satisfaction.
Adamson et al (1995) Has Found that British nurses perceived themselves to be more
dissatisfied than Australian nurses (po0:001). The British nurses perceived their professional
status to be lower (po0:01),their relationship with hospital administrators to be poorer
(po0:01), and their working conditions to be less adequate than Australian nurses (po0:01).
They also reported more conflict between the idealized perspective of work gained during
training and actual work practice (po0:01), and were less satisfied with their professional
organization (po0:01). The British nurses were also more concerned about the lack of
communication between nurses and doctors (po0:01) and reported being less respected by
other allied health professionals, hospital administrators and doctors (po0:01). However,
there was no overall significant difference between the Australian and British nurses
regarding perceived level of autonomy of the medical profession (p40:01).
Nolan et al.’s (1995) Has Job Satisfaction Questionnaire was also utilized in a series of
studies in the different countries to assess nurses’ job satisfaction and morale (Nolan et al.,
1995, 1998; Lundh, 1999). It comprises 16 items addressing aspects of the work
environment, perceptions of change in the last 12 months and overall satisfaction and morale.
Responses are rated on a 5- point Likert scale (‘strongly agree/increased a lot’ to ‘strongly
disagree/ decreased a lot’). Nolan et al. (1995) found that level of job satisfaction had
remained stable and two factors were dominant in nurses’ understanding of satisfaction and
morale, namely: the perceived ability to deliver good patient care and good collegiate
relationships with co-workers. Together, these accounted for more than 50% of all the
additional positive comments received. Nolan et al. (1998) further found that the vast
majority of respondents (85%) considered that their work was interesting, and this was one of
the most significant factors influencing job satisfaction. Regarding job satisfaction and
morale, 35% of respondents considered that their job satisfaction had decreased in the last
year and 69% felt that overall morale had fallen.
Price (2002) Has The study explored key areas of job satisfaction using the Mueller and
McCloskey’s (1990a, b) Satisfaction Scale. It is a 5-point Likert scale (5=very satisfied,
1=very dissatisfied) comprising 31 items on eight dimensions: extrinsic rewards, scheduling,
balance of family and work, co-workers, interaction opportunities, professional opportunities,
praise and recognition, control and responsibility. The global scale’s correlation coefficient
was reported as 0.89 and the validity ranged from 0.53 to 0.75, with the scale correlating
positively with several established satisfaction scales. The results demonstrated that over half
of the respondents (58%) were generally satisfied with their job. They identified that highest
satisfaction was related to co-workers and extrinsic rewards (mean=3.8 and 3.5, respectively)
and that most dissatisfaction was with the amount of control and responsibility they had and
with professional opportunities (mean=2.7 and 2.6, respectively). The individual items on this
scale with which nurses were most satisfied were identified as annual leave, nursing peers
and hours worked (79%, 78% and 76% of respondents scored 4 or 5, respectively), and for
dissatisfaction compensation for working weekends and control over work conditions and
childcare facilities (55%, 55% and 46% of respondents scored 1 or 2, respectively). Using the
same scale, Wang (2002) found that Chinese nurses were more dissatisfied than satisfied
(mean=2.51) and were mostly dissatisfied with pay (mean=1.85) and job promotion
(mean=1.97).
Lee et al.’s (2003) Has South Korean study showed that the most frequently mentioned
reasons for nurses’ intending to leave their jobs were work overload, rotating shifts and
conflict in interpersonal relationships. A total of 24%, 15% and 35% of variance regarding
depersonalization, emotional exhaustion and personal accomplishment, respectively, was
explained by the individual characteristics, job stress and personal resources. It was
particularly noteworthy that nurses who experienced higher job stress showed lower
cognitive empathy and empowerment, and worked on night shifts at tertiary hospitals were
more likely to experience burnout.
Gauci Borda and Norman (1997) Has Found a significant positive relationship between job
satisfaction and intent to stay (rs ¼ 0:48; po0:005) and negative relationships between job
satisfaction and frequency of 1 day absence and short-term absence (lasting 3 days or less) (rs
¼ _0:14; po0:05; respectively) among Maltese nurses.
Yin and Yang’s (2002) Has Meta-analysis also found that the strongest individual and
organizational factors related to nurse turnover were job satisfaction (rxy ¼ _0:23; po0:05),
autonomy (rxy ¼ _0:23; po0:05), advancement opportunity (rxy ¼ _0:22;po0:05), job stress
(rxy ¼ 0:21; po0:05), pay (rxy ¼ _0:20; po0:05), group cohesion (rxy ¼ _0:19; po0:05),
marital status (rxy ¼ 0:14; po0:05) and with job autonomy and their individual need for
autonomy
Spector(1997) Has Workplace turnover is destructive to nursing and patient outcomes as it
leads to losing competent and qualified nurses. However, developments of coping strategies
demand a clear understanding of workplace variables that either motivates nurses to remain
employed or lead them to leave their current jobs Objective. This study was designed to
assess factors influencing job satisfaction and intention to turnover among nurses in Sidama
zone public health facilities, in Southern Ethiopia.Method. Cross-sectional study design was
carried out on 278 nurses using both qualitative and quantitative data collection methods
from May 12 to June 05, 2010. Result. A total of 242 nurses were interviewed giving a
response rate of 87%. Nearly two-third (68.6%) of the participants were female, and the mean
age was 28 (±6.27) years for both sexes. All job satisfaction subscale except benefit and
salary subscale were significant predictors of overall job satisfaction. Satisfactions with work
environment and group cohesion (AOR: 0.25 [95% CI: 0.12, 0.51]), single cohesion (AOR:
2.56 [95% CI: 1.27, 5.13]), and working in hospital (AOR: 2.19 [95% CI: 1.12, 4.30]) were
the final significant predictors of anticipated turnover of Sidama zone nurses Conclusions.
More than any factors managers should consider the modification of working environment
and group cohesions rather than trying to modify nurses to retain and maintain more
experienced nurses for the organizations.
Hans de Witte, Katharina naswall (2010) Has Contribution analyses whether temporary
work and (the subjective perception of) job insecurity are associated with a reduction in job
satisfaction and organizational commitment, as proposed in the literature. An interaction
between temporary work and job insecurity is also tested. Data from four European countries
(Belgium, the Netherlands, Italy and Sweden) are used to test the robustness of the
hypotheses. The results show that temporary work is not associated with a reduction in job
satisfaction and organizational commitment. Job insecurity is associated with a lower score
on both outcome variables, as hypothesized. In two countries, an interaction was found: job
insecurity was only associated with a reduction in job satisfaction and organizational
commitment among workers with a permanent contract, suggesting that the psychological
contract was violated for this category of workers.
Janssen, Yperen(2004) Has Organizational theorists have divided job performance in two
categories: task performance and dispositional performance. Task performance is defined as
tasks and responsibilities of each person and related directly to all things that must be done by
that person such as monitoring absent or present employee. Proper understanding of this
needs definite standards. The other performance is dispositional which help organizational
and social network to survive(Kwong, 2003).Matavidlo(2003) make differences between task
performance and dispositional one. The first include parts that expressed in formal job and
the latter include those behaviours effect on psychological, sociological and organizational
aspects. Job performance can be studied by two aspects: hob creativity and job role. In-role
performance: behaviours related to tasks and responsibilities which are expressed in job
description. Innovative performance: include creative solutions of employee for solving
problems in work environment and the same as external role of performance which is
important in organization success.
Lu, et al, (2005) Has External environment effects on human sensations in work place. Thus,
as job is a large part of life, so job satisfaction effect on total satisfaction of human. We can
conclude that there is a mutual effect between job satisfaction and life so managers should
not only monitor the job situations but also check their employee life conditions(Devies,
storm , 1991). When employees are hired, they will have a set of needs, wishes and previous
experiences which make totally the job expectations. Organization’s reactions and responses
to these needs will produce negative or positive attitude among personnel toward their job.
Actually job satisfaction shows the relation between human expectations and advantages
taken from job (Willem, 2007).In organizational behavior, it is focused on job satisfaction. It
disappears as soon as it appears so need to be noticed continuously (tsigils,et.al,
2004).Gordon believes that job satisfaction is an emotional reaction of person perception that
whether his job satisfies his needs and requests. Also, it must be in accordance with personal
needs (Fairbrother,2008). and reaction of employee against their tasks (Madhavan, 2000).
Spector(1997) believes that job satisfaction shows people emotion about their job generally
or about some parts of it (i.e. organization, job, supervisory, coworkers, salary and income
and promotions). Smith, Kendall and Hullin (1969)express five aspects that can be used to
determine job satisfaction: being satisfied from job (i.e. interesting tasks and opportunities for
learning and training), being satisfied from supervisor (i.e. technical and managing abilities
and their considerations about employees), being satisfied from co-workers (technical
qualification and support they show), being satisfied from promotion (achieving real
opportunity to advance), being satisfied from income (amount of income, its equality and
way of paying to stuffs). Effective factors of job satisfaction divided in two categories:
environmental and personal factors. The examples for the first one are, job level, its content,
conservative management, income and promotion opportunity, and examples for the latter are
as follows: age, education and gender. The higher level of responsibility and independency in
job, the better it will be. The higher ranking person have, higher level of factor needed to be
satisfied with(Korman,2005). Worse performance and quitting the job, lead to negative
effects on productivity.
Hanif and Kamal (2009) Has Argues that if companies makes favorable strategies and rules
for the employees related to pay scales, policy development, staff input, and the work
environment, may lead to employee engagement, satisfaction and increased employee loyalty
with the organization because satisfied employees are more likely to be welcoming and
attentive which attracts customers and the employees not satisfied with the job can lead to
customer unhappiness. Abdulla et al. (2011) examines the relationship between job
satisfaction and environmental and demographic factors and found environmental factors
(such as salary, promotion and supervision) better predictors of job satisfaction as compared
to demographic factors (such as sex, age and education level as well as other factors related
to their work experience, such as job level, shift work, and years of experience). Rumman
(2011) concludes that there is no statistically significant association between demographic
factors, and their working environment in travel and tourism companies in Amman and a
statistically significant correlation was found between the nature of the employee's job and
job satisfaction in the travel and tourism companies in Amman. Employee satisfaction relates
to the design of compensation system for a business, because payment strategies based on
compensation system and should appreciate (Lai, 2011). Lai (2011) argue that an efficient
compensation system result in organizational growth and expansion and exhibit a positive
relationship between employee satisfaction and job-based wages, skill-based pay and
performance-based pay. The study concludes that the intrinsic factors of motivation,
including recognition, work, career opportunities, professional growth, responsibility, good
feeling about the organization that has a significant correlation with job satisfaction, while
hygiene (external) factors have no significant relationship with job satisfaction of employees
satisfaction.
Dr.Riyaz Ahmad Rainyee,Arfat Ahmad(2014) Has Organizational commitment and job
satisfaction are widely studies as predictors ofemployee turnover intentions. Many studies
reported significant relationships among job satisfaction, organizational commitment, and
turnover intentions. However, the relation between them is still controversial. In this context,
this paper makes a humble attempt to clear the concept behind these relationships among
these variable.
Sara Howardd and Hamma (2011) Has Argue that job satisfaction is not a sufficient
predictor of employee turnover. Aoron and Ronit (2007) found that among the attitudes, job
satisfaction is the strong predictor of absenteeism while as commitment forms, particularly
organizational commitment are strongly related to employee turnover. Replicated by Simen
and Baris (2011), finds though autonomy, development of competence and organizational
support enhance job satisfaction but, employee associate their retention behaviour to the level
of organizational commitment. A. R. Elangovan (2001) Further argues that satisfaction does
not directly affects turnover but through organizational commitment. Taunton et al. (1997)
reported that organizational commitment was a stronger predictor of turnover intensions than
job satisfaction in their causal model. Appelbaum at. Et., (2009) demonstrated that
employee’s turnover rate is affected by organizational commitment which in turn can be
enhanced through effective management and communication while the association of
turnover rate and job satisfaction was not supported.
Donglus (1999) Has conducted research on 482 teachers from Chicago Public Schools. The
structure equation model with two wave panel data reveals no significant effect between job
satisfaction and organizational commitment. The results suggest that the relationship between
two employee orientations is spurious, the result of common cause as it was demonstrated
that routinization, However Tibrat and Teerawat (2005) using SEM technique they finds
although the job satisfaction and organizational commitment have no direct effect on
turnover, these factors still show negative effect via work commitment to turnover intentions
of IT employee working in Thailand peer support and work overload have significant effect
on both organizational commitment and job satisfaction. Few studies available in the
literature have tried to answer the dichotomy of these relationship and any develop the
rationalization about the relationship between job satisfaction, organizational commitment
and employee turnover intentions. such as Lynn and Harry (1989), research on bank teller
and hospital professionals, suggests that specific job attitudes are more closely associated
with the task –related out comes such as performance rating, whereas global organizational
attitudes are more closely associated with the organizational related attitudes like employee
turnover. It is further argued that the degree of association between intentions to stay, job
satisfaction and organizational commitment vary according to the degree of professionalism.
As such professional primary commitment is towards their occupations rather than the
organizations. As the consequent, it was found that organizational commitment was strongly
related than job satisfaction with turnover intentions for the bank teller but not for the
hospital professionals. Goulders (1957) suggests a theoretical framework for understanding
these differences. He argued that there exists two group of employee and named them as
cosmopolitans “those who are low on loyalty to the organization, high on commitment to
specialized role skills and likely to use an outer reference group” while as he viewed locals as
“those who are high loyal to their employing organization and low to specialized role skills
and likely to use inner reference group”.More recently, Sara et, al., (2011), conducted a
exploratory study on 287 nurses employed on public and private hospitals in Belgium, with
the notion that impact of satisfaction and commitment on employee turnover may depend on
the population understudy. They further argues, in order to fully capture the mechanism
underlying the employee turnover, population should be divided into the meaningful cohorts
to understand to understand the specific need of each group. Subsequent individual difference
analysis using cluster regression revealed the existence of two sub-groups of nurses each a
different turnover antecedent’s pattern. Group one sample of 76, were job satisfaction turned
to be a sole determinant of turnover intentions. This group was named as satisfaction focused
group. While in group sample of 211, were both satisfaction and organizational commitment
turnout to sole determinant of turnover intentions. This group was named as satisfaction and
commitment focuse group. This group were younger and less tenure employee and displayed
higher turnover intentions as they were less satisfied and less committed to their
organizations.
Maryam,Saeed,Hashmi,AhsanHashmi and Raazia rshad(2014) Has empowerment on job
satisfaction in context to banking sector of Pakistan. This study is unique in a way that it has
studied the impact of psychological empowerment on job satisfaction at three managerial
levels i.e. Top level, middle level and lower level. Primary data has been collected from
employees working in different banks in four major cities of Pakistan. The study has used
survey approach for data collection. Scale from previous studies has been used to measure
psychological empowerment and job satisfaction which consists of 12 items and 16 items
respectively. The study documents that Psychological empowerment positively affects job
satisfaction for senior, middle and lower level managers in banking sector of Pakistan.
Adeniji, Anthonia Adenike(2011)This study attempts to establish the relationships that exist
between the different variables of organizational climate and job satisfaction among
academic staff in some selected private Universities in South-West Nigeria. It also sets to
ascertain if those related factors in organizational climate can cause satisfaction among
academics thereby impacting on their academic excellence; and to determine if there are
differences in the way senior academics and junior academics perceive the existing
organizational climate. A total of 384 copies of questionnaires were administered to selected
five (5) private Universities in the South-West Zone of Nigeria but a total of 293
questionnaires were returned fully and appropriately filled. The study made use of both
descriptive and inferential statistics such as frequencies, means, and standard deviation,
including Pearson Product Moment Correlation Coefficient, Multiple Regression and
Analysis of Variance (ANOVA) to obtain results. The results indicate that there is a
significant positive relationship between organizational climate and job satisfaction among
academics in Southwest Nigeria at F= 453.524, df= 292, significant at 0.000 and at a
correlation of 0.671, also significant at 0.01 level (2-tailed) . That the climates of an
organization and job satisfaction vary together. Not only that, in the overall analysis that was
done on the perception in the way junior and senior academics experience their
organizational climate, it was found that there is a significant difference in the way both the
senior and junior academics experience their organizational climate at F= 430.768. Further
study research was recommended in comparative study on private and public University
academics to view their perception of organizational climate in relation to their job
satisfaction.
Newstrom and Davis (1997) Has job satisfaction is a set of favourable feelings and emotions
with which employees view their work. Schermerhorn, Hunt and Osborn (1994: 144) see job
satisfaction as the degree to which individuals feel positive or negative about their jobs.
According to this definition, the individual expresses satisfaction as he interacts with his
work environment and attaches meaning to what is happening around him.
Bester, Richter and Boshoff (1997) Has We are said job satisfaction is the match between
what the employee wants from the employer and the job and what he receives. It is the extent
to which the job meets the individual‘s needs, expectations and requirements. It is further
indicated that if employees are happy, it would lead to higher productivity, improved physical
health and promotes a more positive attitude towards the organization. This results in staff
remaining at the same institution instead of leaving frequently.
Marriner ,Tomey (1996) has job satisfaction as a match between the employee‘s interest
with the organizational goals. Job satisfaction includes aspects like satisfaction with work,
supervisor, work conditions, pay opportunities and practices in the organization. In practice,
25 the views of these authors are appropriate as employees generally feel satisfied when they
receive good pay and good supervision. Gibson, Ivancevich and Donnelly (1997) and Luthan
(1998) identify dimensions that are associated with job satisfaction, namely salaries, job
promotion opportunities, supervision and co-workers.
Hulin, Roznowski and Hachiya (1985) Has Subsequently elaborated upon by Hulin (1991),
proposed a model of job satisfaction that attempted to integrate previous theories of attitude
formation. According to the model, job satisfaction is a function of the balance between the
role inputs, what the individual puts into the work role (e.g. training, experience, time and
effort), and role outcomes, including what is received (pay, status, working conditions and
intrinsic factors). The more outcomes received relative to inputs invested, the higher work
role satisfaction would be, all else equal. According to Cornell model, the individual‘s
opportunity costs affect the value individuals place on inputs. In periods of labour oversupply
i.e. (high unemployment), the individual will perceive their inputs as less valuable due to the
high competition for few alternative positions, and the opportunity cost of their work role
declines (i.e. work role membership is less costly relative to other opportunities). Therefore,
as unemployment (particularly in one‘s local or occupational labour market) rises, the
subjective utility of inputs falls- making perceived value of inputs less relative to outcomes-
thus increasing satisfaction. Finally, the model proposes that an individual‘s frames of
reference, which represent past experience with outcomes, influenced how individuals
perceive current outcomes received. The fewer or less valued, the outcomes received in the
past and as current employment opportunities erode, the same outcomes per inputs would
increase job satisfaction (i.e. more was received than had been in the past). Again, the reverse
scenario is also true. Although the breadth and integration of the Hulin model is impressive,
direct tests of the model are lacking. One partial test (Judge&Hulin 1993) of the model was
not particularly supportive; therefore, more research on it is needed.
DR. K. SUNDAR; P. ASHOK KUMAR(2011) has Job satisfaction occupies a place of
pivotal importance in human resource management. Many studies undertaken in this field
have also established its efficacy in achieving organizational goals. Since an organization
with a happy work force is considered to be a hallmark of efficiency. To secure the enormous
advantage flowing from it, a study of job satisfaction assumes importance. In view of this, an
attempt is made to measure the impact of demographic factors on job satisfaction among the
employees of different cadres of Vellore division, Tamil Nadu, India. The study is expected
to uncover areas of satisfaction as well as dissatisfaction among the respondents. It may show
a clear direction along which the authority should move so that with a satisfied and
committed work force, the LIC can accomplish its organizational goals more effectively. The
present study is confined to employees working in Vellore division. The present study is
based purely on primary data. It has been collected through a questionnaire designed for the
study. The proportionate systematic random sampling method has been adopted for the study.
The conclusion will be given.
Guzzo.R (1992) A study on “How job satisfaction and job performance are and are not
linked”, has found that most employees derive job satisfaction where challenges involved are
moderate‟. They have also perceived better pay and promotional policies to be contributing
to job satisfaction.
Sundar. K (1994) has the firm opinion that though a variety of causes contribute to job
satisfaction, the right to be consulted supplies the sinews of psychological energy and a
happy of mind. In his study of 200 workers in National Textile Mills, Coimbatore, he has
established that “the participative system has done a lot in improving two-way
communication, in bettering the superior-subordinate relations, and in increasing job
satisfaction”
KaifiAzami (2003) In this study on job satisfaction at Shaf leather products, Periamet
Limited, Chennai”, found that very poor pay offered inter alia by the company significantly
dampened job satisfaction of workers though the workers were satisfied with the majority of
the aspects of job satisfaction. He suggested that the scale of pay may be restructured in a
way to provide adequate comfort to improve the living and working conditions of the
employees.
Orisatoki, Rand Oguntibej (2010) has Reveal that managers who want to maintain a high
level of job satisfaction among their workforce must try to understand the needs of each
employee. For example, managers can enhance worker satisfaction by placing people with
similar backgrounds and experiences in the same workgroups. Also, managers can enhance
job satisfaction by carefully matching workers with their preferred type of work.
Arunima, Shrivastava and Poojapurang (2009) have made an empirical study on job
satisfaction between private and public sector banks. They have concluded that while public
sector bank employees are highly satisfied with job security, fringe benefits and the work
environment, their counterparts in private sector banks are dissatisfied with the aforesaid
variables.
Karimi (2008) Has Work-to-family interference has significant and negative effects on job
satisfaction among 387 Iranian male and female employees. The results showed that high
levels of work family interference are associated with low job satisfaction and with work
roles; the individual‟s job satisfaction is lower.
Chen, et. al.,(2006) Has Employee satisfaction has been a focus for research and practice for
thelast two decades in particular (Greasley, et. al., 2005) and considered to be a critical issue
for organizational performance. A number of scholars and management “gurus” stressed the
importance of employee satisfaction and its influences on organizational performance as
much as customer satisfaction.
Bernal, et. al, (2005) Has the concept of employee satisfaction is a multi-dimensional and
inter disciplinary term that has been attracted the attention of researchers and practitioners
from different disciplines such as psychology, human resource management, organizational
behavior, TQM and so for it. In literature there are a large number of studies that analyze the
term from many different perspectives and its relationship with various organizational
variables (Lund, 2003). However there is no universal definition of employee satisfaction that
exposes all these dimensions at the same time.
Judge, et. al, (2005) Has Most of the definitions emphasize the importance of employees’
job-related perceptions that link the expectations of them and what they receive in return.
Some researchers focus on the overall job satisfaction or even life satisfaction of employees
15 whereas some others underline a variety of satisfaction facets such as satisfaction with
pay, promotion, supervisor, or co-workers.
For example Locke, et. Al (1969) describes job satisfaction a pleasurable or positive
emotional state resulting from the appraisal of one's job and job experiences. According to
this, employee satisfaction is a “function of the perceived relationship between what one
wants from one’s job and what one perceives it as offering” (Locke, 1969).
Judge, et. al, (1993) Has On the other hand, mentions that employee satisfaction is positively
correlated with motivation, job involvement, organizational citizenship behavior,
organizational commitment, life satisfaction, mental health, and job performance, and
negatively related to absenteeism, turnover, and perceived stress and identify it as the degree
to which a person feels satisfied by his/her job.
Cranny, et. al, (1992) Has Suggests that employee satisfaction encompasses a lot of different
facets. Hence overall employee satisfaction describes a person’s overall affective reaction to
the set of work and work-related factors whereas the facets of job satisfaction involve
workers’ feelings toward different dimensions of the work and work environment.
Rousseau (1978) Has Identified three components of employee satisfaction: they are
characteristics of the organization, job task factors, and personal characteristics. According to
Rousseau’s identification the characterization of the organization and the job task factors can
be regarded as work factors in job satisfaction, while personal characteristics can be regarded
as non-work factors of job satisfaction (Hagihara, et. al, 1998).
Silvestro(2002) Has Human Resource Management (HRM) literature underlines the
importance of employee satisfaction as well. The relationship between “appropriate” HRM
practices and positive employee attitudes including employee satisfaction, loyalty and
productivity have been widely analyzed (Edgar and Geare, 2005). It is also suggested that
treating employees as a valuable asset improves their commitment and loyalty which leads to
higher performance and quality.
Zembylas and Papanastasiou (2006) Has who studied the sources of job satisfaction and
dissatisfaction in Cyprus, it is claimed that teachers derive satisfaction from such aspects as:
“working with children and seeing them grow and achieve, making a contribution to the
society, working collaboratively with colleagues and achieving personal professional
growth”. They also found that pay, working time and vacation influence job satisfaction
although they were not of great significance. Rasku and Kinnunen (2003), then, found that
Finnish secondary school teachers expressed more job satisfaction than their counterparts in
other European countries in which the study was conducted. Their satisfaction was a result of
the fact that they are assured their wellbeing through working.
Dinham & Scott, (2000) Has Research findings indicate that “both hygiene’s [SIC] and
motivators or work-related needs of employees are predictors of job satisfaction among
Nigerian teachers” (Ololube, 2007, 6). His findings are contrary to Herzberg‟s Two Factor
Theory which differentiates “satisfiers” from “dissatisfies”. This implies that both “hygiene”
and “motivators” influence job satisfaction among employees. Other researchers also argue
that teachers in the United Kingdom and Australia derive their job satisfaction from aspects
such as: “student achievement, helping students to modify their attitude and behaviour,
positive relationships with students and others, self growth, mastery of professional skills,
and feeling part of a collegial, supportive environment.
Hollenbeck, Wright and Garhart (1996) Has Job satisfaction is a pleasurable feeling that
results from the perception that one‟s job fulfils or allows the fulfilment of one’s own job
values. They continue by saying that job satisfaction has to do with what a person
consciously or unconsciously desires to obtain. Bowen et al; 25 (2007) in citing Locke
(1976) agree with this definition of job satisfaction when they write that job satisfaction may
be viewed as the pleasurable or positive emotional experience resulting from the appraisal of
one’s job or job experience. Fogarty (1994) is of the view that job satisfaction refers to the
extent to which persons gain enjoyment or satisfaction from their efforts at work.
Robbins, Water-Marsh, Cacioppe and Millet (1994) have Job satisfaction as the degree to
which people like their jobs. They maintain that it is a general attitude towards the job, the
difference between the amount of rewards employees receive and the amount they believe
they should receive. According to them, a person with a high level of job satisfaction holds
positive attitudes towards the job, while a person who is not satisfied with his or her job holds
negative attitudes about the job. This idea is also supported by Bowen et al; (2008) as they
state that positive attitude towards one‟s job are associated with high level of job satisfaction.
Wilson and Rosenfield (1990) believe that 26 the converse is also true. On his part Spector
(1997) sees job satisfaction as one factor that is important for business effectiveness, good
company reputation and low turnover. Begley and Czajka (1993) see job satisfaction as an
indicator of emotional well being or psychological health.
Bowen et al(2008) has the concepts of job satisfaction and motivation are clearly linked and
invariably used interchangeably in practice Bowen et al; (2008). They further explain that job
satisfaction describes or measures the extent of a person‟s contentment in his or her job
whiles motivation explains the driving force(s) behind the pursuit or execution of particular
activities or a job. Herzberg as cited in Dinham and Scott (1998), explains that both
phenomena are linked through the influence each has on the other. He continues to give
examples by saying that lower order needs otherwise known as hygiene factors and higher
order needs also known as motivators as also concerning satisfaction and dissatisfaction
flowing from these and the need to engender long term career satisfaction.
Deeprose (1994) Has Argues that recognition has a significant impact on employees‟
motivation and productivity. Effective use of recognition results in improved performance of
the organizations. Employees take recognition as part of their feelings of value and
appreciation and as a result it increases employees‟ morale, which eventually increases
efficiency of organizations. It is for that reason, Danish and Usman (2010) affirm that when
rewards and recognition are properly implemented, a good working atmosphere is provided
that motivates employees to achieve high performance. Deeprose (1994, p. 3) mentioned
“Good managers recognize people by doing things that acknowledge their accomplishments
and they reward people by giving them something tangible.” Alam, Saeed, Sahabuddin and
Akter (2013) investigated the impact of employee recognition as a factor that predicts their
contribution. The result shows a correlation between monetary rewards and employee
contribution. However, Murphy (2007) used an online survey to study the effects of monetary
and non-monetary incentives on labor turnover. The results of the study revealed that no
significant difference was found in labour turnover. Zaman (2011) examined the relationship
between extrinsic rewards, intrinsic rewards and motivation among employees of three non-
profit organizations in Pakistan. The study used 127 samples and the results show that
extrinsic rewards correlate directly with employee motivation while intrinsic reward does not
make any significant impact on employee motivation.
 CHAPTER III
RESEARCH METHODOLOGY

INTRODUCTION

Methodology can properly refer to the theoretical analysis of the methods appropriate to a
field of study or to the body of methods and principles particular to a branch of knowledge. In
this sense, one may speak of objections to the methodology of a geographic survey (that is,
objections dealing with the appropriateness of the methods used) or of the methodology of
modern cognitive psychology (that is, the principles and practices that underlie research in
the field). In recent years, however, methodology has been increasingly used as a pretentious
substitute for method in scientific and technical contexts, as in The oil company has not yet
decided on a methodology for restoring the beaches. People may have taken to this practice
by influence of the adjective methodological to mean "pertaining to methods."
Methodological may have acquired this meaning because people had already been using the
more ordinary adjective methodical to mean "orderly, systematic." But the misuse of
methodology obscures an important conceptual distinction between the tools of scientific
investigation (properly methods) and the principles that determine how such tools are
deployed and interpreted.
STATEMENT OF THE PROBLEM
The present study is orchid chemicals &pharmaceutical LTD attempt find out various factors
governing job satisfaction among the employee the study also attempt relate certain job
satisfaction factors with the demographic variable of sex age and work experience.
FORMULATION OF HYPOTHESES

1. There is no association between working job secure and job satisfaction.

2. There is no significance difference between the training programmes offered based on the
gender.
3. There is no significance difference between the safe work environments based on the
gender.
OPERATIONAL DEFINITIONS:
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal
of one’s job or job experiences.
Motivation in management is the process through which managers build the desire to be
productive and effective in their employees.
Research design
Descriptive research design
Descriptive research methods are used when the researcher wants to describe specific
behaviour as it occurs in the environment. There are a variety of descriptive research methods
available, and once again, the nature of the question that needs to be answered drives which
method is used. Traditionally, descriptive research involves three main
categories: observation, case studies, and surveys. Let's take a closer look at each of these
individually.
SAMPLING DESIGN
The method of sampling chosen was that of simple random sampling. In this method every
item of population has equal chance of inclusion in the sample. The population of the study
was that of a finite universe .the sample size was for 280 employee.
SAMPLE TYPE
The researcher has selected the Simple Random sampling method for his project work
OBJECTIVE OF THE STUDY
1. To analyze the satisfaction level of the employees welfare measures and Job security
2. To suggest some measures for improving the satisfaction level of the employees.
3. To study the factors contributing for job satisfaction nature of job, work environment, job
security.
4. To analyze the job satisfaction of the employee working area
DATA COLLECTION:

The present study is based on the primary data collection through questionnaire from 280
employees in the organization.

DATA COLLECTION TOOLS

1. Questionnaire: A close-ended questionnaire consisting of 21 questions was used in the
research. Close- ended questions are when you ask the respondent to answer the question
based on the options already given. You provide the questions, and give some options for
them to choose from. The Respondents need to choose from those options given only.
SCOPE OF THE STUDY
1. Job satisfaction should be major determinants of an employee organizational behaviour.
2. A satisfied employee will be having positive attitude towards his or her job and would go
beyond the normal expectation in his or her job.
3. A person who places high importance on imagination, independence and freedom is likely
to be poorly matched with an organization that seeks conformity from its employees.

NEED FOR THE STUDY

Job Satisfaction is a very essential aspect in every organization. Jobs should be designed in
such a way that the all the employees feel satisfied with their job. Job satisfaction plays a
vital role in motivating the employees to perform their jobs more perfectly and in a good
manner and also can achieve their goals and in turn it increases the productivity, less attrition
rates, absenteeism etc.
 CHAPTER V
SUMMARY AND CONCLUSION
The term job satisfaction is a combination of psychological factors that make a person admit,
“it has also been defined as that ‘ends sate of feel up’. Job performance greatly depends on
the amount of job satisfaction one derives out of his/her job, which in turn relies on the work,
working conditions, work environment, the amount of welfare health and safety facilities
provided and the inter personal relation with superiors, subordinated and peers which in turn
leads to higher productivities and higher profits .
SUGGESTION OF THE STUDY:

 Financial motivation like rewards, awards may increase the level of satisfaction in the
job
 The management should permit and encourage the staff for their further career
development
 The employee management may provide medical leave sick leave etc
 Good working environment.

SUGGESTIONS FOR FUTURE STUDIES

In the light of present research and its research it is suggested to undertake tin following
studies in a methodical ways and with wider approach in order to bring into focus the
variables and areas which neither were nor incorporated in the study. Studies may be take up
to identify the psychological for that contribute for job satisfaction like marital status
residence etc.Also studies may be taken up on experimental basis to enhance the job
satisfaction of employee.
LIMITATION OF THE STUDY
As the study is mainly based on primary data, it is best with certain limitation like time
constraint, counter-check replies etc. also the study is confine to only sample size 280
respondents.

CONCLUSION
The major contribution of the study hi the establishment of the fact that employee are. by and
large, job involved and job satisfaction but just above the medium level only. hence it would
be more appropriate to say that the employee are not less job involved and employee are not
fewer jobs satisfied them to say that they are highly job satisfied. This may be only being a
statistic to depend against the allegation that the employee in management age lacks in
commitment and dedication their profession. this sample statistic cannot become a matter to
complement the chamber of job satisfaction failing still low cannot be over helmed for
reasons beyond the control of any one.
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