RSM Project

Table of Contents
Acknowledgement......................................................................................................................2
Abstract......................................................................................................................................3
Project Objectives......................................................................................................................4
Literature Review.......................................................................................................................5
Problem Definition.....................................................................................................................6
Background to the Problem....................................................................................................6
Statement to the Problem.......................................................................................................7
Hypotheses Formulation............................................................................................................7
Research Design.........................................................................................................................9
Type of Research Design.......................................................................................................9
Information Need.................................................................................................................10
Data Collection from Secondary Sources............................................................................10
Data Collection from Primary Source..................................................................................10
Scaling Techniques..............................................................................................................11
Non comparative itemized rating scale decisions................................................................11
Scale evaluation...................................................................................................................12
Measurement Accuracy........................................................................................................13
Reliability.............................................................................................................................13
Validity.................................................................................................................................14
Questionnaire Development & Sampling................................................................................15
Scoring:................................................................................................................................15
Sampling:.............................................................................................................................15
Data Analysis...........................................................................................................................16
Sample Adequacy.................................................................................................................16
Methodology........................................................................................................................16
T-Tests..............................................................................................................................16
Correlation Analysis.........................................................................................................21
Qualitative Analysis.................................................................................................................35
Limitations...............................................................................................................................36
Appendix..................................................................................................................................37
Exhibit 1 – The Questionnaire.............................................................................................37
Exhibit 1 – The Questionnaire
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Acknowledgement
Our team would like to sincerely thank Mr.Jayaram K. providing us with this opportunity to
take up an interesting and challenging research project in Human Resources. This project has
helped consolidate our learnings in the Research Methodology Course. We are greatful for
his continued support and insights that helped us improve and fine-tune our project.
Our team would also like to thank Dr. G. Revathy for providing crucial support and guidance.
We are grateful to her for providing a direction to our project and helping us proceed thereon.
Abstract
Purpose – To explore role satisfaction among employees in the IT sector, i.e., to study the
gap between perceived and desired satisfaction of the main psychological needs:
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achievement, affiliation, influence, control and extension in the organizational roles assigned
to employees in the IT industry through development and testing of some hypotheses.
Design/methodology/approach – A questionnaire-based survey was conducted across

employees in various organizations in the IT industry. Statistical tests such as t-test and
regression analysis were conducted to test the hypotheses.
Findings –
Practical implications – By identifying the motives with a gap of 5 or more (indicating

dissatisfaction), action plans can be developed at the individual and organizational level to
find the underlying reasons for the dissatisfaction so as to reduce the gaps. This will lead to
an increase in employee satisfaction and productivity both of which are beneficial to an
organization.
Originality/value – This paper fulfills the gap of identifying and testing role satisfaction
among employees in the IT industry. The Indian IT industry has grown from $2 billion in
export revenues in 1998 to $47 billion today and it has the potential to generate revenues of $
225 billion in 2020 if the industry continues its present rate of growth. The IT industry is
currently also one of the most prolific employers in the services sector with more than 2
million employees. Attracting and retaining good talent is a key priority for most IT
organizations. By studying the psychological need-based level of satisfaction among
employees, organizations can develop recruitment plans and HR policies that are capable of
attracting and retaining long-term talent.
Paper Type: Research Paper
Project Objectives
Information Technology (IT) industry in India is one of the fastest growing industries. Indian
IT industry has built up valuable brand equity for itself in the global markets. IT industry in
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India comprises of software industry and information technology enabled services (ITES),
which also includes business process outsourcing (BPO) industry. India is considered as a
pioneer in software development and a favourite destination for IT-enabled services.
The basic human needs are achievement, influence, control, extension, and affiliation.
Although some needs may be higher than others, everyone has these needs and seeks to
satisfy them in organizational roles. In this sense, the more opportunity one has to satisfy
these needs, the more satisfying the role is. Role satisfaction can thus be defined in terms of
the degree of satisfaction of psychological needs in one's role in an organization.
The objective of this project is as follows:

-To study the role satisfaction of the employees of the IT sector with respect to five needs of
achievement, affiliation, influence, control and extension.
Literature Review
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A person’s behaviour is the result of several factors or motives. Knowledge of the typical
primary motivators of behaviour in a work setting can help managers and consultants deal
more effectively with people.
Murray (1938) developed a long list of human motives or needs and his work has inspired
further studies which have produced different lists of significant behavioural motives.
McClelland, Atkinson, Clark & Lowell (1953) suggested three important motives
(achievement, affiliation, and power) and elaborate methods for measuring them. McClelland
subsequently demonstrated the importance of achievement motive for entrepreneurship and
marketing (McClelland, 1975; McClelland and Winter, 1971) and of power as a motivation
in management (McClelland, 1975; McClelland and Burnham, 1976). He also attempted to
identify a pattern of leadership motivation in which power plays a critical role (McClelland
and Boyatzis, 1982). Litwin and Stringer (!968) used the three motives of achievement,
affiliation, and power in their study of organizational climates and organizational behaviour.
Although McClelland’s study of achievement and affiliation motives showed them to be
rather simple variables, he found that the power motive was a complex one. According to
him, the desire for power contains three different elements;
• The need to control others (personalized power)
• The need to make an impact on others
• The need to use the power to do something for other persons and groups in, for
instance, organizations (socialized power)
It is helpful to make clear distinctions between these three. Control seems to focus on
keeping track of developments proceeding according to an agreed plan and on being
informed about “how things are going”. This seems to be an important need or motive in
managerial behaviour. The so-called socialized dimension of power (reflected in the use of
power for the benefit of others) seems to be separate need or motive. Pareek (19681, 1968b)
suggests that this need is important for social development and calls it the extension motive.
Thus, five primary needs or motives that are relevant for understanding the behaviour of
people in organizations have been identified: achievement, affiliation, control, influence and
extension.
Problem Definition
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The purpose of the project is to explore role satisfaction among employees in the Indian IT
sector with respect to the five basic psychological needs.
Background to the Problem

Some of the most basic psychological human needs are achievement, influence, control,
extension and affiliation. Although some needs may be higher than others, everyone has
these needs and seeks to satisfy them in organizational roles. In this sense, the more
opportunity one has to satisfy one’s needs, the more satisfying the role is. Role satisfaction
can thus be defined in terms of the degree of satisfaction of psychological needs in one’s role
in an organization.
Satisfaction of a role is largely subjective; there cannot be any objective norms in this
respect. If a person feels that he gets sufficient opportunities in his role to pursue matters of
excellence, and that he would not like to have any more opportunities, we say he experiences
role satisfaction for the achievement motive. If, on the other hand, a person feels that he does
not get opportunities for working towards excellence but would like more opportunities than
his present role gives him, we say his role satisfaction for the achievement motive is not high;
Role satisfaction can thus also be defined as the gap between perceived and desired
satisfaction of the main psychological needs in one’s organizational role. The study was
conducted among employees of the IT industry as the industry has been the poster boy of the
Indian economy in the past few years, employing over two million personas and contributing
an estimated 5.5 percent in FY 2008 to the country’s GDP.
Statement to the Problem

The project was undertaken to determine role satisfaction levels among employees in the
Indian IT industry with respect to the five basic psychological needs.
Hence, the problem statement can be stated as:
‘What is the level of role satisfaction of the average employee in the IT sector with respect to
each of the five basic needs of achievement, affiliation, influence, control and extension?’
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Hypotheses Formulation
The hypotheses related to each of the above identified needs with respect to our study are
given as follows:
Note: Employees can be termed as dissatisfied if the value of the sum of the responses to the
5 questions related to a particular need is greater than 5
Employees are termed dissatisfied if the sum of the differences between their perception
score and their desired score is greater than 5.
1. Achievement: Characterized by concern for excellence, competition with the standards of

excellence set by others or by oneself, the setting of challenging goals for oneself, awareness
of the hurdles in the way of achieving those goals, and persistence in trying alternative paths
to reach one’s goals.
H1: Employees in the IT sector are satisfied with the roles assigned to them in terms of
achievement
H01: µ≥5
H1: µ<5
2. Affiliation: Characterized by a concern for establishing and maintaining close, personal

relationships, by value on friendship and a tendency to express one’s emotions.
affiliation
H02: µ≥5
H2: µ<5
3. Influence: Characterized by a concern to make an impact on others, a desire to make

people do what one thinks is right and an urge to change matters and develop people
influence
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H03: µ≥5
H3: µ<5
4. Control: Characterized by a concern for orderliness, a desire to remain informed, and an

urge to monitor and take corrective action when needed.
control
H04: µ≥5
H4: µ<5
5. Extension: Characterized by a concern for others, interest in super ordinate goals, and an
urge to be relevant and useful for larger groups, including society
extension
H05: µ≥5
H5: µ<5
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Research Design
Type of Research Design
The research design is a framework or blueprint for conducting the marketing research
project. It specifies the details of the procedures necessary for obtaining the information
needed to structure and/ or solve marketing research problems.
We followed a conclusive research design as our research design because it would give us the
best course of action to take while measuring employee satisfaction in the IT sector.
Under conclusive study, this one tried to establish relationship of various co relational factors
with satisfaction, achievement, influence, control, extension, and affiliation the five of our
major constructs.
Organizations are increasingly interested in retaining employees measuring employee

satisfaction provides an indication of how successful the organization is at satisfying the
needs of the employees.
Employee satisfaction is an ambiguous and abstract concept and the actual manifestation of
the state of satisfaction will vary from person to person. Among the basic human needs are
achievement, influence, control, extension, and affiliation. Although some needs maybe
higher than others, everyone has these needs and seeks to satisfy them in organisational roles.
In this sense the more opportunity one has to satisfy one’s needs, the more satisfying the role
is. Role satisfaction can thus be defined in terms of degree of satisfaction of psychological
needs in one’s needs in the organisation.
Our descriptive research begins with gathering prior information about the employee
satisfaction measures at hand. We would then use the questionnaire survey method for
obtaining the quantitative primary data. A set procedure for standardizing the data collection
process is used to ensure that data obtained is consistent and can be analyzed in a uniform
manner.
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A structured questionnaire was given to a sample of a population and designed to elicit
Specific information from respondents.
The measures of employee satisfaction usually involve a survey with a set of statements
using a Likert Technique. The employee is asked to evaluate each statement in with respect
to the opportunity provided and the expected opportunity.
In this case, we have made use of the MAO-R instrument as the questionnaire.
Refer to exhibit 1 for the questionnaire.
Information Need
• The measurement scales for different elements in the study.

• The constructs to measure employee satisfaction.
Data Collection from Secondary Sources
• Multiple item scale to measure employee satisfaction from the book training
instruments for human resource development, Uday Pareek
• The conceptual model framework from the book training instruments for human
resource development, Uday Pareek
Data Collection from Primary Source

Primary sources data has been collected through an online survey containing 25 Statements.
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Scaling Techniques
Different types of rating scales
i) Likert: is a widely used rating scale that requires the respondents to indicate a degree of
agreement or disagreement with each of a series of statements about stimulus objects.
Typically each scale has five response categories, ranging from strongly agree to strongly
disagree.
Analysis can be conducted on
• An item to item basis
• Total score can be calculated for each respondent by summing the responses
ii) Semantic Differential: is a seven point scale with end points associated with bipolar
labels that have a semantic meaning. In a typical application, respondents rate objects on a
number of itemised seven point scales bounded at each end by one of two bipolar adjectives
such as “cold” and “warm’. Respondents mark the blank that best indicates how they would
describe the object being rated.
For our research we settled on a Likert like five point scale.
Non comparative itemized rating scale decisions
Comparative rating scales need not be used as originally proposed but may take many
different forms. The researcher must make six major decisions when constructing any of
these scales
i) The Number of Scale Categories: the greater the number of scale categories, the finer the
discrimination among the stimulus objects that is possible. On the other hand the respondents
cannot handle too many scale categories. Thus for our questionnaire we settled on a five
point scale as we felt that this number of scale items would give us more sensitivity in terms
of responses as we were measuring employee satisfaction.
ii) Balanced vs. Unbalanced: in a balanced scale the number of favourable and unfavourable
categories is equal. In an unbalanced scale, they are unequal. In general the scale should be
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balanced to obtain objective data. Here we have used a balanced scale as there was no
indication that the responses would be skewed towards favourable or unfavourable categories
iii) Odd or Even Number of Categories: With an odd number of categories, the middle
scale position is generally designated as neutral or impartial. If on the other hand the
researcher wants to force a response a rating scale with an even number of categories should
be used.
Here we have used an odd number of scale items as we did not wish to force a response.
iv) The Nature and Degree of the Verbal Description: Nature and degree of verbal
description varies greatly and can have an impact on the responses.
v) The Physical Form of Scale:

• Scales can be presented vertically or horizontally.
• Categories can be expressed by boxes, discrete lines or units on a continuum and may
or
• May not have numbers assigned to them.
Scale evaluation
A multi item scale should be evaluated for accuracy and applicability

• Reliability can be assessed by test-retest reliability, alternative forms reliability and
internal consistency reliability.
• Validity can be ascertained by examining content validity, construct validity and
criterion validity.
Measurement Accuracy
What is Measurement?
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A measurement is a number that reflects some characteristic of an object. Measurement is
not the true value of the characteristic of interest but rather an observation of it. A variety of
factors can cause measurement error, which results in the measured score being different
from the true score of the characteristic.
True score model: Provides a framework for understanding the accuracy of measurement.
Xo=Xt+Xs+Xr
Xo= observed score or measurement
Xt= true score of the characteristic
Xs= systematic error
Xr= random error
Systematic error affects the measurement in a constant way. It represents stable factors that
affect the observed score in the same way each time the measurement is made
Random error however is not constant. It represents changing factors that affect the score
differently each time an observation is made.
Reliability
Refers to the extent to which a scale produces constant results if repeated measurements are
made. Systematic error does not affect reliability as the error factor affects the score in the
same way every time. Random error however does affect the reliability of the scale.
Reliability is assessed by determining the proportion of systematic variation in a scale. This
is done by determining the association between score obtained from different administrations
of the scale. If the association is high, the scale yields consistent results.
Methods for determining reliability

• Test-retest
• Alternative forms
• Internal consistency
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Test-retest reliability was found by re-administering the instrument to a group of fifty people
after n interval of six weeks. The coefficient of correlation showed high stability of the
instrument.
Validity
The validity of a scale may be defined as the extent to which differences in observed scale
scores reflect true differences among objects in the characteristics being measured, rather
than systematic or random error.
For a better insight into MAO-R, all twenty five items were factor analyzed from the
responses of about 500 managers from the banking sector. Five factors that explained 100%
variance emerged. The factors were as follows:
Factor 1 had a high loading (above 3) on five extension items, 3 affiliation items and only
one achievement item. This is the main factor in role satisfaction and can be called people
orientation.
Factor 2 had a high loading on seventeen items. Out of theses, 5 were achievement and 5
influence items. Since they relate to personal responsibility, this factor is termed as the
personal responsibility factor. There was also high loading on 3 extension, 2 affiliation and 2
control items.
Factor 3 had a high loading on five control items (out of six high loadings). It is quite clear
that it is a personal control factor as the two items on which it has a very high loading relate
to admonishing people.
Factor 4 had a high loading on control and three extension items. These relate to the
relationship between a manager and his immediate subordinates. It can be called the dyadic
relationship factor.
Factor 5 had a high loading on six items: 2 influence, 2 extensions, 1 affiliation, and 1
control item. Since most of these items relate to collaborative work, this is the team work
factor. However, factors 4 and 5 had an Eigen value below 1.
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To summarize, need satisfaction in a role as measured by MAO-R has primarily three factors:
people orientation, personal responsibility, and personal control. This partly validates the
concepts underlying the responsibility.
Questionnaire Development & Sampling
This study used a questionnaire developed by Udai Pareek – don’t think it was developed by
udai pareek. Think he just collated it. (Training Instruments for Human Resource
Development) known as the Motivational Analysis of Organizations – Role Satisfaction
(MAO-R) scale. The questionnaire comprises 25 statements, five relating to each of the five
needs: achievement, affiliation, influence, control and extension. The respondent is asked to
rate each statement twice on a 5 point scale. Once, for the amount of opportunity he gets in
the job and the second for the amount of opportunity he would like to have to do them in his
organizational role.
Scoring:
In the answer sheet, in each row, P (perceived opportunity) and D (desired opportunity)
scores were totalled separately and written at the end of the row. Then the difference between
these scores was written against a,b,c,d,e. The difference between the perceived satisfaction
and the desired satisfaction (D-P) gives the score for each need. The score on each need will
range from -20 to +20. The higher the score the greater the dissatisfaction.
Sampling:
We have used a descriptive study to measure the levels of satisfaction in the roles assigned to
employees in the IT Sector. We targeted a sample of around 200 from different organizations
but our final sample was around 104 employees.
The employee sample includes employees at different designations in the organization with a
fairly equal number of responses from both genders. In sampling, it was tried to ensure that
the employees were picked from companies where the employee strength of the organization
is more than 100.
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Data Analysis
Sample Adequacy
A basic KMO test and Bartlett’s test was carried out using statistical software to test for the
adequacy of the sample size chosen.
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .621
Bartlett's Test of Sphericity Approx. Chi-Square 126.278
df 10
Sig. .000
Since the KMO Measure of Sampling Adequacy is significant (ie 0.621>0.5), we conclude
that the sample chosen for this test is adequate.
Methodology
Analysis of the collected data has been carried out using T-Tests and Correlation tests
between various variables.
T-Tests
A Univariate hypothesis test using t-distribution, used when the standard deviation is
unknown and the sample size is small. In this case, hypotheses have been formulated around
each of the 5 needs identified above (achievement, affiliation, control, influence and
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extension.) and a t-test has been run on it to either accept or reject the null hypothesis. The
results are as below.
Achievement
Employees in the IT sector are satisfied with the roles assigned to them in terms of
achievement
H0: µ≥5
H1: µ<5
One-Sample Statistics
N Mean Std. Deviation Std. Error Mean
Achievement 104 4.42 3.853 .378
One-Sample Test
Test Value = 5
95% Confidence Interval of the

Difference
t df Sig. (2-tailed) Mean Difference Lower Upper
Achievement -1.527 103 .130 -.577 -1.33 .17
The table value (two tail) is 0.130, for single tale the value is 0.65 which is greater than 0.05
(confidence level is 95%).
Therefore we accept Null and reject Alternate Hypothesis, which means
Employees in IT sector are dissatisfied with their roles in terms of achievement.
Influence
Employees in the IT sector are satisfied with the roles assigned to them in terms of influence
H0: µ≥5
H1: µ<5
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Influence 104 4.71 3.565 .350
One-Sample Test
Test Value = 5

Difference
T df Sig. (2-tailed) Mean Difference Lower Upper
Influence -.825 103 .411 -.288 -.98 .40
The table value (two tail) is 0.411, for single tale the value is 0.2055 which is greater than
0.05 (confidence level is 95%).
Therefore we accept Null and reject Alternate Hypothesis, which means
Employees in IT sector are dissatisfied with their roles in terms of influence.
Control
Employees in the IT sector are satisfied with the roles assigned to them in terms of control
H0: µ≥5
H1: µ<5
Control 104 6.27 3.629 .356
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One-Sample Test
Test Value = 5

Difference
Control 3.567 103 .001 1.269 .56 1.97
The table value (two tail) is 0.001, for single tale the value is 0.0005 which is less than 0.05
(confidence level is 95%).
Therefore we reject Null and accept the Alternate Hypothesis, which means
Employees in IT sector are satisfied with their roles in terms of control.
Extension
Employees in the IT sector are satisfied with the roles assigned to them in terms of extension
H0: µ≥5
H1: µ<5
Extension 104 1.67 3.194 .313
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One-Sample Test
Test Value = 5

Difference
T df Sig. (2-tailed) Mean Difference Lower Upper
Extension -10.622 103 .000 -3.327 -3.95 -2.71
(confidence level is 95%). Which means that based on the observed significance level one
can conclude that the sample mean is greater than 5 and (should be lesser than 5 only then
can we reject null which says mean is greater than 5) which means that indeed the sample
mean is not 5 and should be more than it. therefore we reject Null and accept
the alternate hypothesis that is-
Employees in IT sector are satisfied with their roles in terms of Extension.
Affiliation
Employees in the IT sector are satisfied with the roles assigned to them in terms of affiliation
H0: µ≥5
H1: µ<5
Affiliation 104 -.33 5.428 .532
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One-Sample Test
Test Value = 5

Difference
Affiliation -10.008 103 .000 -5.327 -6.38 -4.27
(confidence level is 95%). Which means that based on the observed significance level one
can conclude that the sample mean is greater than 5 which means that indeed the sample
mean is not 5 and should be more than it. and therefore we reject Null and accept the
alternate hypothesis that is-
Employees in IT sector are satisfied with their roles in terms of affiliation.
Correlation Analysis
In this analysis we are looking at the correlation between Independent,Non-metric

variables(Age, Experience, Income, Distance) with each of the 5 Dependent, Non-metric
variables( Achievement, , Affiliation, Control, Influence and Extension) which have been
identified as needs which impact employee role satisfaction.
The results and analysis are as below.
AGE
Age and Achievement
Descriptive Statistics
Mean Std. Deviation N
Age .35 .587 104
Achievement 4.42 3.853 104
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Correlations
Age Achievement
Age Pearson Correlation 1 .038
Sig. (1-tailed) .352
N 104 104
Achievement Pearson Correlation .038 1
N 104 104
We see that the correlation in the last column, first row: .038. This is a small correlation.
The p-value is .352. This is nowhere near either alpha (.05 or .01) because the p-value
EXCEEDS alpha, it is not statistically significant.
Thus we fail to reject the null, and conclude that the age of an employee in It sector is not
significantly correlated with his or her achievement.
Age and Influence
Age .35 .587 104
Influence 4.71 3.565 104
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Correlations
Age Influence
Age Pearson Correlation 1 -.202*
N 104 104
Influence Pearson Correlation -.202* 1
N 104 104
*. Correlation is significant at the 0.05 level (1-tailed).
We see that the correlation in the last column, first row: -0.202. The p-value is .020.
Correlation is not statistically significant.
Thus we fail to reject the null, and conclude that the age of an employee in IT sector
increases his satisfaction with respect to influence decreases.
Age and Control
Age .35 .587 104
Control 6.27 3.629 104
Correlations
Age Control
Age Pearson Correlation 1 -.135
N 104 104
Control Pearson Correlation -.135 1

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We see that the correlation in the last column, first row: -.135. The p-value is .086.
Thus we fail to reject the null, and conclude that as age of an employee in IT sector increases
his satisfaction with respect to control decreases.
Age and Affiliation
Age .35 .587 104
Affiliation -.33 5.428 104
Correlations
Age Affiliation
Age Pearson Correlation 1 -.110
N 104 104
Affiliation Pearson Correlation -.110 1
N 104 104
his satisfaction with respect to Affiliation decreases.
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Age and Extension
Age .35 .587 104
Extension 1.67 3.194 104
Correlations
Age Extension
Age Pearson Correlation 1 -.208*
N 104 104
Extension Pearson Correlation -.208* 1
N 104 104
his satisfaction with respect to extension decreases.
EXPERIENCE
Experience and Achievement
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experince 1.35 .478 104
Correlations
experince Achievement
experince Pearson Correlation 1 -.080
N 104 104
Achievement Pearson Correlation -.080 1
N 104 104
Thus we fail to reject the null, and conclude that as experience of an employee in IT sector
increases his satisfaction with respect to Achievement decreases.
Experience and Influence
experince 1.35 .478 104
Influence 4.71 3.565 104
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Correlations
experince Influence
experience Pearson Correlation 1 .025
N 104 104
Influence Pearson Correlation .025 1
N 104 104
Experience and Control
experince 1.35 .478 104
Control 6.27 3.629 104
Correlations
experince Control
experince Pearson Correlation 1 .035
N 104 104
Control Pearson Correlation .035 1
N 104 104
We see that the correlation in the last column, first row: 0.035. The p-value is .361.
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increases his satisfaction with respect to control decreases.
Experience and Affiliation
experience 1.35 .478 104
Correlations
experience Affiliation
experience Pearson Correlation 1 .044
N 104 104
Affiliation Pearson Correlation .044 1
N 104 104
increases his satisfaction with respect to affiliation decreases.
Experience and Extension
experince 1.35 .478 104
Extension 1.67 3.194 104
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Correlations
experince Extension
experince Pearson Correlation 1 .177*
N 104 104
Extension Pearson Correlation .177* 1
N 104 104
Correlation is statistically significant at 0.05 level.
Thus we accept and fail to reject the null, and conclude that as experience of an employee in
IT sector does not increases his satisfaction with respect to extension decreases.
INCOME
Income and Achievement
Income .90 .296 104
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Correlations
Income Achievement
Income Pearson Correlation 1 -.032
N 104 104
N 104 104
Thus we fail to reject the null, and conclude that as income of an employee in IT sector
increases his satisfaction with respect to achievement decreases.
Income and Influence
Income .90 .296 104
Influence 4.71 3.565 104
Correlations
Income Influence
Income Pearson Correlation 1 -.045
N 104 104
Influence Pearson Correlation -.045 1
N 104 104
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Income and Control
Income .90 .296 104
Control 6.27 3.629 104
Correlations
Income Control
Income Pearson Correlation 1 .060
N 104 104
Control Pearson Correlation .060 1
N 104 104
We see that the correlation in the last column, first row: .060. The p-value is .271.
increases his satisfaction with respect to control decreases.
Income and Affiliation
Income .90 .296 104
Correlations
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Income .90 .296 104
Income Affiliation
N 104 104
N 104 104
We see that the correlation in the last column, first row:.101. The p-value is .154. Correlation
is not statistically significant.
increases his satisfaction with respect to affiliation decreases.
Income and Extension
Income .90 .296 104
Extension 1.67 3.194 104
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Correlations
Income Extension
N 104 104
Extension Pearson Correlation .049 1
N 104 104
increases his satisfaction with respect to extension decreases.
DISTANCE
Distance and Achievement
distance travelled .33 .582 104
Correlations
distance
travelled Achievement
distance travelled Pearson Correlation 1 -.036
N 104 104
N 104 104
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Thus we fail to reject the null, and conclude that as distance travelled by an employee in IT
sector increases his satisfaction with respect to achievement decreases.
Distance and Influence
Influence 4.71 3.565 104
Correlations
distance
travelled Influence
distance travelled Pearson Correlation 1 .121
N 104 104
Influence Pearson Correlation .121 1
N 104 104
sector increases his satisfaction with respect to influence decreases.
Distance and Control
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Control 6.27 3.629 104
Correlations
distance
travelled Control
N 104 104
Control Pearson Correlation -.042 1
N 104 104
sector increases his satisfaction with respect to control decreases.
Distance and Affiliation
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Correlations
distance
travelled Affiliation
distance travelled Pearson Correlation 1 .040
N 104 104
N 104 104
sector increases his satisfaction with respect to affiliation decreases.
Distance and Extension
Extension 1.67 3.194 104
Correlations
distance
travelled Extension
N 104 104
Extension Pearson Correlation -.015 1
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N 104 104
sector increases his satisfaction with respect to extension decreases.
Qualitative Analysis
As seen in the beginning of this paper, the purpose was to explore role satisfaction among
employees in the IT sector, i.e., to study the gap between perceived and desired satisfaction
of the main psychological needs: achievement, affiliation, influence, control and extension in
the organizational roles assigned to employees in the IT industry through development and
testing of some hypotheses.
Having performed a T-Test Analysis on the hypotheses proposed consequently, we have

arrived at the following conclusions:
1. The employees are Dissatisfied with their roles in terms of Achievement and
Influence.
2. The employees are Satisfied with their roles in terms of Extension, Control and
Affiliation.
37 | P a g e
The results of the Correlation Analysis show that Age, Experience, Income and Distance are
all negatively correlated with the five psychological needs which contributed role
satisfaction.
The above results clearly show that the areas to work upon are the Achievement and
Influence needs of the employees in the IT sector. There is perhaps a prevalent feeling of
both lack of achievement and a lack of influence over others. Concentrating on improving
this could further improve levels of role satisfaction amongst employees.
The Correlation analysis further provides an indicator on how the satisfaction of these needs
could be improved. It is obvious that as any of the variables increase (age,experience,income
and distance) the satisfaction with the needs decreases. Hence, this behaviour could be used
to favour the organization positively in bringing out the desired result.
Limitations
• The sample size was chosen on the basis of Convenience sampling which may not be
representative of the whole population.
• Can we write something about generalizing the results here?
38 | P a g e
Appendix
Exhibit 1 – The Questionnaire
Role Satisfaction: MAO-R Scale

The basic human needs are achievement, influence, control, extension, and affiliation.
Although some needs may be higher than others, everyone has these needs and seeks to
satisfy them in organizational roles. In this sense, the more opportunity one has to satisfy
these needs, the more satisfying the role is. Role satisfaction can thus be defined in terms of
the degree of satisfaction of psychological needs in one's role in an organization.
* Required
Top of Form
Personal Details
Name *
Sex *
• Male
• Female
Age *
• 18-25 years
• 26-40 years
• 41-60
39 | P a g e
• >60
Name of Organisation (optional)
Designation *
Length of Employment (No of years) *
• 0-1 year
• 2-5 years
• > 5 years
Income *
• 0- 3 lakhs
• > 3 lakhs
Distance Commuted between Home & Workplace (in number of hours) *
• < 1 hours
• 1-2 hours
• > 2 hours
Survey
Read each statement carefully. Then indicate under P how much opportunity your role in
your organisation provides for that dimension; under D indicate how much opportunity you
would like to have for that dimension. Use the following numbers to indicate your reply: 1.
Means about no opportunity 2. Means very little opportunity 3. Means some opportunity 4.
Means quite a good deal of opportunity 5. Means a great deal of opportunity
40 | P a g e
1. Do something challenging and worthwhile *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
2. Influence or make an impact on others *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
3. Admonish (punish) those who do not conform *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
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1 2 3 4 5
4. Work with friendly people *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
5. Do something useful for others *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
6. Get immediate feedback on your performance *P: Current opportunity, D: Desired

opportunity
1 2 3 4 5
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*
1 2 3 4 5
7. Have autonomy and work independently *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
8. Direct and instruct people below you *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
9. Develop close personal relations *P: Current opportunity, D: Desired opportunity
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1 2 3 4 5
1 2 3 4 5
10. Develop your junior colleagues or subordinates *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
11. Set standards of excellence *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
44 | P a g e
12. Give ideas or suggestions to your superiors *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
13. Control the people below you *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
14. Share feelings and emotions with others *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
45 | P a g e
*
1 2 3 4 5
15. Help others *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
16. Show that efficiency can be rewarded *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
17. Make contributions to significant decisions *P: Current opportunity, D: Desired

opportunity
1 2 3 4 5
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P
1 2 3 4 5
18. Admonish (punish) those who do not perform *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
19. Interact with colleagues *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
47 | P a g e
20. Cooperate with others in a common task *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
21. Stretch your abilities and skills *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
22. Get recognition for work done *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
1 2 3 4 5
48 | P a g e
D
23. Get regular reports from other sections or subordinates *P: Current opportunity, D:
Desired opportunity
1 2 3 4 5
1 2 3 4 5
24. Interact with others on non-task matters *P: Current opportunity, D: Desired
opportunity
1 2 3 4 5
1 2 3 4 5
25. Work in teams *P: Current opportunity, D: Desired opportunity
1 2 3 4 5
49 | P a g e
*
1 2 3 4 5
Submit
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50 | P a g e

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Table of Contents

Design/methodology/approach – A questionnaire-based survey was conducted across

Practical implications – By identifying the motives with a gap of 5 or more (indicating

Paper Type: Research Paper

The objective of this project is as follows:

Background to the Problem

Statement to the Problem

1. Achievement: Characterized by concern for excellence, competition with the standards of

2. Affiliation: Characterized by a concern for establishing and maintaining close, personal

3. Influence: Characterized by a concern to make an impact on others, a desire to make

4. Control: Characterized by a concern for orderliness, a desire to remain informed, and an

Organizations are increasingly interested in retaining employees measuring employee

Refer to exhibit 1 for the questionnaire.

• The measurement scales for different elements in the study.

Data Collection from Secondary Sources

Data Collection from Primary Source

For our research we settled on a Likert like five point scale.

Non comparative itemized rating scale decisions

v) The Physical Form of Scale:

A multi item scale should be evaluated for accuracy and applicability

Methods for determining reliability

Questionnaire Development & Sampling

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .621

Bartlett's Test of Sphericity Approx. Chi-Square 126.278

N Mean Std. Deviation Std. Error Mean

Achievement 104 4.42 3.853 .378

95% Confidence Interval of the

t df Sig. (2-tailed) Mean Difference Lower Upper

Achievement -1.527 103 .130 -.577 -1.33 .17

Therefore we accept Null and reject Alternate Hypothesis, which means

Employees in IT sector are dissatisfied with their roles in terms of achievement.

N Mean Std. Deviation Std. Error Mean

Influence 104 4.71 3.565 .350

95% Confidence Interval of the

T df Sig. (2-tailed) Mean Difference Lower Upper

Influence -.825 103 .411 -.288 -.98 .40

Therefore we accept Null and reject Alternate Hypothesis, which means

Employees in IT sector are dissatisfied with their roles in terms of influence.

N Mean Std. Deviation Std. Error Mean

Control 104 6.27 3.629 .356

95% Confidence Interval of the

t df Sig. (2-tailed) Mean Difference Lower Upper

Control 3.567 103 .001 1.269 .56 1.97

Employees in IT sector are satisfied with their roles in terms of control.

N Mean Std. Deviation Std. Error Mean

Extension 104 1.67 3.194 .313

95% Confidence Interval of the

T df Sig. (2-tailed) Mean Difference Lower Upper

Extension -10.622 103 .000 -3.327 -3.95 -2.71

the alternate hypothesis that is-

Employees in IT sector are satisfied with their roles in terms of Extension.

N Mean Std. Deviation Std. Error Mean

Affiliation 104 -.33 5.428 .532

95% Confidence Interval of the

t df Sig. (2-tailed) Mean Difference Lower Upper

Affiliation -10.008 103 .000 -5.327 -6.38 -4.27

Employees in IT sector are satisfied with their roles in terms of affiliation.

In this analysis we are looking at the correlation between Independent,Non-metric

The results and analysis are as below.

Age and Achievement

Mean Std. Deviation N