Job satisfaction is an individuals attitude towards his or her job.

Undoubtedly it is one of the most important widely studied variables in the field of organizational behavior. When this attitude is positive employees are said to be satisfied, dissatisfaction exist when the attitude is negative. A number of studies that deal with some aspect of job satisfaction have been published. All managers should be concern about the satisfaction or the dissatisfaction of their employees. The key causes can be grounded into three categories; Organizational factor, group factor and personal factors. The two primary consequences of satisfaction or dissatisfaction relate to absenteeism and turnover. There are five major organizational factors towards which employee form attitudes; pay, opportunities for promotion, the nature of work itself, policies and procedures of the organisations, and working conditions. A person may experience different levels of satisfaction towards each factor. The job satisfaction of an individual within work group also may be influenced by their coworkers or supervisor or managers. The supervisor could be regarded as an organizational factor because the position describe and define by organisations it is often his or her individual characteristics that mostly influence employee attitude. A person needs and aspirations also can effect satisfaction, if an employee wants to be at a high status position gaining such a position will probably will enhance the persons level of job satisfaction. Also important are the instrumental benefits of the job or the extent to which the job enables the employee to achieve other ends. A person finishing a college degree might take a particular job on a temporary basis because it allows flexible scheduling while paying enough to cover tuition. He may be quite satisfied with the job as long as he is in school but will be considerately less satisfied with it on a permanent basis. Employee satisfaction effect turnover and absenteeism, when people are dissatisfied with their jobs they are most likely to call in sick when they really feel fine and may even leave the organisations for a more attractive job elsewhere. Conversely when employees are satisfied they can work more regularly and are less likely to seek other employment.

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Limitations of the Study

The students of university of Hertfordshire are chosen to carry out the research project with a supposition that the students pursuing their degree at the University of Hertfordshire represent all the graduating students perception about job satisfaction. The psychology of graduating students may differ from one culture to another for instance the graduating students perception of job satisfaction in Pakistan might be very different from the students of United Kingdom. This study has a number of limitations: 1. All conclusions are based on the analysis and the outcome of the questionnaire which is used to collect data. The students of the University of Hertfordshire were asked to fill an online questionnaire which was design on Bristol online survey to analyze their perception of Job satisfaction. 2. This study is limited to the students of the University of Hertfordshire London only. As such, the findings might vary if the study was conducted in a different area, economy or demographic landscape. 3. The extent to which the purpose of the study could be attained was affected by time constraints. Findings reflect the market within an era of global crisis. 1.7 Scope and Delimitations of the Study

This research will be based only on the students of University of Hertfordshire, since it is not possible to conduct a comprehensive research taking into account more universities of United Kingdom with the constraints of time and money. However the results may differ if the research was conducted taking more universities. The research will focus on major areas of job satisfaction; Salary, benefits, working environment, line managers, career growth, work life balance. A few variables of job dissatisfaction will also be discussed to show a better understanding of job satisfaction.

Job satisfaction can be considered as one of the main factors when it comes to efficiancy and effectiveness of business organizations. In fact the new managerial paradigm wich insists that employees should be treated and considered primarily as human beans that have their own wants,needs,personal desires is a very good indicator for the importance of job satisfaction in comtemporary companies. When analysing job satisfaction the logic that a satisfied employee is a happy employee and a happy employee is a successful employee. Job satisfaction is considered to be one of the main causes of a business organisation to be efficient and effective. The new managerial paradigm which emphasizes that employees of any organisation should be considered and treated primarily as human beings who have their own importance

The importance of job satisfaction specially emerges to surface if had in mind the many negative consequences of job disstisfaction such a lack of loyalty,increased abstenteism, increase number of accidents etc. Spector (1997) lists three important features of job satisfaction. Firts, organizations should be guided by human values. Such organizations will be oriented towards treating workers fairly and with respect. In such cases the assesment of job satisfaction may serve as a good indicator of employee effectiveness. High levels of job satisfaction may be sign of a good emotional and mental state of employees. Second, the behaviour of workers depending on their level of job satisfaction will affect the functioning and activities of the organization's business. From this it can be concluded that job satisfaction will result in positive behaviour and vice versa, dissatisfaction from the work will result in negative behaviour of employees. Third, job satisfaction may serve as indicators of organizational activities. Through job satisfaction evaluation different levels of satisfaction in different organizational units can be defined, but in turn can serve as a good indication regarding in which organizational unit changes that would boost performance should be made.

The concept of job satisfaction tradition- ally has been of great interest to social scientists concerned with the problems of work in an industrial society. Many have been interested in job satisfaction, for example, as a result of a personal value sys- tem which assumes that work which enables satisfaction of one's needs furthers the dignity of the human individual, whereas work without these characteristics limits the development of personal potential and is, therefore, to be negatively valued. Thus, it is important to examine these issues in order, hopefully, to improve the work ex- periences of individuals as an end in itself. Other social scientists have been interested in this concept because of evidence that has linked the degree of satisfaction with work to the quality of one's life outside the work roleespecially one's physical and mental health. Still others were motivated to study job satisfaction out of a desire to improve productivity and organizational functioning by improving the quality of work experiences of employees. While these concerns have their bases in different perspectives, they share the recognition of the impor- tance of the job in the total life experience of the individual and the desirability of a positive work experience.

Job Satisfaction In order to empirically examine the process underlying the notion of job satis- faction, it is necessary first to state explicitly what is implied by this concept. Job satis- faction refers to an overall affective orienta- tion on the part of individuals toward work roles which they are presently occupying. It must be distinguished from satisfaction with specific dimensions of those work roles. This conceptualization implies that job satisfaction is a unitary concept and that individuals may be characterized by some sort of vaguely defined attitude to- ward their total job situation. To say that job satisfaction is a unitary concept, how- ever, does not imply that the causes of this overall attitude are not multidimensional. Obviously, a person may be satisfied with one dimension of the job and dissatisfied with another. The assumption underlying the present view is that it is possible for individuals to balance these specific satis- factions against the specific dissatisfactions and thus to arrive at a composite satisfac- tion with the job as a whole (cf. Hoppock, 1935). In line with these considerations, a measure of overall job satisfaction was de- veloped based on the responses of workers to five questions concerning how satisfied they are with their jobs as a whole. These questions included such direct inquiries as "how satisfied are you with your job" as well as such indirect measures as whether the worker would recommend the job to a friend, whether the worker plans to look for a new job within the next year, whether the worker would take the same job again if given a choice, and how the job measures up to

the sort of job the worker wanted when he took it. The resultant scale of job satisfaction was computed as the mean of a sum of the responses to these questions and had a reliability (Cronbach's a) Of .77.3 (A detailed discussion of this mea- sure, as well as of all the measures de- scribed in this paper, may be found in Kalleberg, 1975.) The use of a multiple- item indicator of this construct overcomes many of the problems associated with single-item measures of job satisfaction (see Kalleberg, 1974). A worker's level of job satisfaction is a function of the range of specific satisfac- tions and dissatisfactions that he/she experiences with respect to the various dimen- sions of work. It is thus "the pleasurable emotional state resulting from the appraisal of one's job as achieving or facilitating the achievement of one's job values" (Locke, 1969). This view of the process underlying the variation in job satisfaction implies that two types of factors are operative: per- ceived job characteristics, which represent the amount of satisfaction available from particular dimensions of work, and work values, which represent the meanings that individuals attach to these perceived job characteristics. In order to examine this process empirically, it is necessary to de- velop measures of these factors.