JOB SATISFACTION

Job satisfaction is the level of contentment a

person feels regarding their job.
Key Points:

Job satisfaction can be influenced by a person's ability to complete required

tasks, the level of communication in an organization, and the way
management treats employees.
It isn't always easy to measure job satisfaction as the definition of
satisfaction can be different for different people.
If an organization is concerned about job satisfaction of their employees,
management may want to conduct surveys to determine what type of
strategies to implement.

Defining Job Satisfaction:

Job satisfaction is the level of contentment a person feels regarding his or her job.
This feeling is mainly based on an individual's perception of satisfaction. Job
satisfaction can be influenced by a person's ability to complete required tasks, the
level of communication in an organization, and the way management treats
employees.
There are often two different levels of job satisfaction: affective job satisfaction
and cognitive job satisfaction. Affective job satisfaction is a person's emotional
feeling toward the job as a whole. Cognitive job satisfaction is how satisfied a
person feels concerning an aspect of his or her job, such as pay, hours, or benefits.

Meaning of Job Satisfaction:

There are a number of different definitions of job satisfaction. One comprehensive
definition is that it is a generalized attitude, resulting from many specific attitudes

in three areas:
1. Specific job factor
2. Individual adjustment
3. Group relationship
These factors can never be isolated from each other for analysis but indications of
their relative importance in job satisfaction may be obtained through the use of
statistical techniques.
For our purpose the definition which seems to be apt, at the same time simple, is
that job satisfaction is the favorableness or unfavourableness with which
employees view their work. It results when there is a fit between job requirements
and the wants and expectations of employees. It expresses the extent of match
between the employees expectation of the job and the rewards that the job
provides. Job satisfactory may refer either to a person or a group.
Job satisfaction may be more clearly understood in the content of the employees
extent of the satisfaction in general in his total life situation. Job satisfaction can be
viewed in relation to employees satisfaction with their home and community life.
Some employees, for instance, may be very satisfied with their home and
community life, but view their jobs as average. Consequently their Job satisfaction
is lower than their other satisfaction. Some other employees may feel dissatisfied
with home and community but they also feel their jobs are average. In this case the
employees Job satisfaction will be actively high.
But generally Job satisfaction and life satisfaction are closely related. The effect is
of spillover of one over the other. Another kind of effect, which is also prevalent, is
the compensatory effect where people compensate for low Job satisfaction by
trying to achieve higher satisfaction in various pursuits in society and in union
activities Job satisfaction is further aided in its understanding by finding relative
importance to the employees, of the various factors contributing to it . For instance
when asked, the employees may say that they are dissatisfied with both the canteen
and the company promotion policy. It win appear at this point, that both the factors
are equal importance to employees. But. it asked further, the employees may say
that company promotion policy is far more important to them than the canteen.
Only when the management knows such relative importance of various factors then
proper action can be taken. This approach has been largely followed in the
psychological study in the J.B Institutes AH India survey of changing aspiration of
workmen, referred to earlier and later.

Another interesting approach to measuring Job Satisfaction as developed by Porter,

is to find out the gap between what the Employees experiences about that
particular factor. In his actual condition and what he thinks should be there. This
gap along with the importance of the factor to the employee gives a clearer
understanding of the extent and nature of Job satisfaction employees the following
sample question gives an idea of job Satisfaction measures form a porter-type
survey:The feeling of security in my Job (circle one number): (a) How much is there now 7 (min) 1234567 (max)
(b) How much should there be? (Min) 1234567 (max)
The lower the different between response to question (a) and that to question (b)
the higher the Job Satisfaction assumed to be.

Job Satisfaction and Productivity :

Historically the concept of human relations assumed that high Job Satisfaction led
to high productivity but later research indicated that his was an incorrect
assumption Satisfied workers turned out to be either high producers, or low
producers or only average producers The satisfaction productivity relationship
appeared to be quite complex being influenced by various intermediate factors
such as rewards that an employee receives.
The question has been often raised whether Job Satisfaction leads to performance
or performance leads to Job Satisfaction Lawler and Porter' have developed a
model that suggests that productivity leads to satisfaction.

Relationship of Job Satisfaction and Productivity :

Performance lead to rewards, and if these are perceived to be equitable employee
satisfaction is the result. The assumption, which seems most realistic, is that

satisfactions and productivity are in a circular relationship in which each effect the
other using this model, it can be said that high satisfaction indicates a
predisposition to productive if effective leadership is provided. From the various
studies a general relationship emerges between Job satisfaction and productivity as
show in fig 2. Line the chart shows the conditions of high productivity and low Job
satisfaction, which can occur when the supervisor pushes the production through
techniques of scientific management such as methods study, time study, and close
Supervision Line represents a condition which believes that satisfied worker are
the best workers happy regardless to keep happy regardless of the effects on
organizational goals In this condition, the workers may design much Job
Satisfaction but work may be done, This condition is described by one supervisor
as 66 my workers are so happy that they do not feel like working. The meddle line
B appears to be the most desirable arrangement where high satisfaction and high
productivity are combined together.

Fig: - Relation of Job Satisfaction and productivity

Job Satisfaction Interpersonal Interaction :

Interpersonal relationship prevailing in the work group can be viewed as the
environment for the work group which ultimately
Table - Satisfaction and dissatisfactory in interpersonal interaction

SATISFYING
LEVEL 1

LEVEL 2

DISSATISFYING TO SELF
SUBMISSION

Satisfying to Sympathy, Love,

other
Affection,
Friendliness,
Agreement, Help

Mutual Respect,
Trust, Acceptance
and Confidence
based on and
directed towards
achieve common
goal.

Obedience, Inferiority,
Punishment being controlled
disciplined rejection/analysis
criticism/attack

Dissatisfying Superiority dominance authority

Hatred/ antagonize
to Other control disciplinary action command Misunderstanding distrust
Suspension/Neglect/Disrespect
Interpersonal relationships have, invariability to develop through interpersonal
communication and interaction. If we look at the probability of mutual feelings of
human satisfaction and dissatisfactions based purely on interpersonal interaction
between any two persons in the work group or between the leader supervisor and
the subordinates of the group, the broad alternatives will appear to be as in
presented by Ghosh in table.
The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels:
Level 1- which is based on somewhat superficially, socially desirable,
mutual nice, sympathic and friendly sort of interactions.
Level 2-, which is based on somewhat deeper, more purposeful interactions,
directed towards achievement of common objectives, with mutual respect,
trust, and confidence and with acceptance of mutual strengths and
weaknesses.
2) Where self is satisfied but others are dissatisfied.
3) Where the others are satisfied but self is dissatisfied.

4) Where both self and others are dissatisfied.

Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and
productivity is possible through an adjustment of both Job Satisfaction and
productivity somewhere halfway as represented in Line B. Thus it can be well
realized that the basic objective of any organization producing can be achieved
only through mutual satisfaction at level 2: This level of mutual satisfactions and
adequate leadership and supervisory abilities to achieve the same through
establishment of congenial relationship for the tasks to be done.

Process of Establishing Job Satisfaction :

Job satisfaction at level 2 requires by its necessity, understanding of mutual
expectations and ultimately firmly setting down on mutually accepted
expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost
like machinery, which requires proper installation, operation and maintenance, the
adequate level of Job satisfaction is required to be achieved, used and maintained.
Otherwise it can leave more quickly than it does arrive.

Factors relating to Job Satisfaction and Dissatisfaction

Job satisfaction is a complex phenomenon. The nature and extent of factors
contributing to it are not yet fully known But a good deal of research studies in
various countries with different cultures which have accumulated by now, have
certainly advanced our understanding of the factors. We shall for our purpose,
emphasize here the studies of Herzberg, Mausner and Snyder man and the two
factor theory of Job satisfaction dissatisfaction proposed by them as they provide
possibly the broadest scope so far in understanding the relevant factors prevailing
across cultures as well as in India.
Herzberg and his associates explored Job satisfaction from a basically dynamic
view and offered an approach to an understanding of motivation to work. They
noted an important distinction between two kinds of factors. One-group factors
dealt with the nature of and the other (2) was related to the environment in which

the Job was done. One set of factors according to them, contributed to satisfaction.
They are referred to as intrinsic, Job content, motivators or satisfiers. Another set
of factors contributed to dissatisfaction. They are termed as extrinsic, Job content
hygiene, or dissatisfactions. The details of two sets of factors are noted in table 2.

Factors associated with Job satisfaction and dissatisfaction

in two-factor theory:
According to the theory, satisfiers, which contributed to feeling of satisfaction has
little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to
dissatisfaction than they did to satisfaction. In other words, it was suggests, that
satisfaction and dissatisfaction were two separate, distinct, and independent
feelings.
An interesting feature of the theory is that satisfiers not only enable a person to feel
satisfied but they induce him to produce and perform more in his job. Dissatisfies
do not have that potency to contribute to Job behavior Herzberg did not however,
spell out .In detail about the relation of satisfaction and productivity in the light of
their theory nor is there any clear evidence of any simple and direct relation
between Job satisfaction and productivity.
As we have noted, there are many factors, which interact, in a complex pattern to
contribute to Job satisfaction. We shall however confine our discussion to those,
which are considered as more important.

A) PERSONAL FACTORS:
Sex
Number of department
Time on Job
Level and Range of Intelligence
Level of Education

 Age
Attitude
Personality, Exclusive of Intelligence
SEX: Other things remaining the same, women are more satisfied with their work
than men because relatively women have limited needs and are less ambition.
NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar
workers in America Indicated that the more number of dependants one has, the less
satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers
having to support fewer dependants (one to four) tended to have higher Job
satisfaction while those with five or more dependants tenant to be dissatisfaction. It
is possible that the stress of greater financial need due to increase in family size
widens the gap between the need and the satisfaction of it thereby bringing about
greater dissatisfaction with one job.
The for checking further increase in population and reducing the family unit size
has been greatly family unit size has been greatly emphasized by the government
of India, through its plans, as a measure towards national development some of the
Indian organizations have incorporated family planning programmes in their labor
welfare activities. Same Indian companies claim to have a beneficial effect on the
workers and the organization through successful family planning programmes
conducted with the help of professional trained social work.
TIME ON JOB: The study of Sinha and Nair showed that workers with service of
three years and less and those with service of over six years were more satisfied
than workers with service of four to six years. The trend, in other words showed
relatively high job satisfaction at start, which dropped between the fourth and sixth
years, then rose again with greater length of service on the job. The trend broadly
confirms other studies elsewhere ands in India although the towering of
satisfaction after the initial high level in found usually to occur any time between
the fourth and eleventh year.
RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the
intelligent workers to have same what poorer work attitudes. In an English
investigation the most intelligent girls employed in a chocolate factory were found
to be most easily bored. In another study, no relationship was found between
attitude scores and intelligence.

Ghosh found relationship of moderate of intelligence with job satisfaction among

the operators in a synthetic Jewel manufacturing plants in Gujrat. The more
intelligent were highly discontented about the work conditions although physically
it was the most ideal place to work in.
On an overall analysis it appears that the relation of intelligence to job satisfaction
depends on the level and range of intelligence and the challenge of the job.
LEVEL OF EDUCATION: Indian studies have generally shown that there is a
tendency for the more educated workers to be less satisfied and conversely the less
educated workers to be more satisfied. The trend possibly reflects the generally
prevailing situation in Indian organizations where no company advancement
reward policy in relation to education exists.
AGE: Usually young workers have higher level of job satisfaction but by and by it
shows a declining trend. However, certain studies on the subject have revealed
positive results between advancing age and job satisfaction.
ATTITUDE: Person having positive attitude have more job satisfaction.
PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested
that personality is a major cause of job satisfaction and dissatisfaction such studies.
However, not been conclusive as true measures of personality characteristics have
not yet been fully possible.
However fairly clearer trends have been found regarding relationship between
anxiety neurotic personality characteristics and job dissatisfaction in studies in
Indian and abroad. From the review of the relevant studies, Harrel has pointed but
that neurotic tendency leads to Job dissatisfaction only when the job itself is one of
"greater" strain.

B) FACTOR INHERENT IN JOB

Type of work
Skill required
Occupational status

 Size of the plant

Geography
1. Type of work:
Industrial psychologists have long considered "type of work" as the most important
factor inherent in a job. Studies abroad have shown that "variety in the job" cause
greater job satisfaction than routine work". Other studies have shown a majority of
factory workers to be dissatisfied whereas a minority of professionals was
dissatisfied. Thus, although the type of work must be considered as an important
determinant of job satisfaction in Indian organization the widely prevailing
inadequate personnel policies and ineffective personnel practices may have
prevented the congenial relationship to be established.
2. Skill required:
In one of the earlier studies it has been recognized that where skill exists to a
considerable degree it tends to become the first source of satisfaction to the
workman. The study also noted that satisfaction in conditions of work or in wages
become prominent only where satisfaction in skill has materially decreased. The
study of Sinha and Nair among the Indian workers has shown that skilled workers
have significantly higher job satisfaction than unskilled workers.
3. Occupational Status:
Occupational are usually found to arrange themselves in hierarchy according to
their relative status, prestige or value, in the particular society. Occupational status
and job satisfaction are related but not identical with each other. Frequently, studies
show that even when the holders of specific occupations state that they are very
happy with their occupations, only a new of them express their willingness to enter
their present occupation again, given a choice. The occupations which they would
like to enter most often were those of higher status is determined not only on the
way the individual employee regards the status of his job but also on the wav it is
regarded by others in the society whose opinion be values. At any given time, the
occupational status, which is established among people in a society, may be
determined through an investigation. Such hierarchy of occupation according to
prestige, or social status may be found to be fairly consistent among people in
society in generally on in a specific group of people in society, over a period of
time. The hierarchy may give point of time. Harrell has reported that the students'

concept of the status of occupations remained almost content in the United States
from 1925 to 1948 with essentially the white collar and professional jobs.
4. Size of the plant:
Usually in small plants, people get more job satisfaction because of attention they
receive from the management and also due to respect they get for their ability.
5. Geography:
Geography has been found to have some bearing an satisfaction and dissatisfaction
of workers. In study in the United States it was found that people on the pacific
coast were the most satisfied and those in the mountain states were the least
satisfied. Other studies were the least satisfied. Other studies have shown that
workers in large cities are less satisfied than those in smaller cities and towns. It is
however difficult to separate the cause of workers satisfaction and dissatisfaction
can not however be attributed to geography alone as it is inseparable from the
working condition levels of industrial development the political, social and
economic, environment, the workers' characteristics and possible other factors as
well in the regions. Still, taking all these factors into account, the possibility of
regional variations attributable to geography cannot be fully ruled out.

C) FACTORS CONTROLLABLE BY MANAGEMENT

Adequate Salary
Fringe Benefits
Co-workers
Downward Communication
Working Conditions
Responsibility
Supervision
Wages

 Opportunities for Advancement

1. Adequate salary:
Adequate salary emerges as the most predominant preference of all the job factors
among Indian workmen as is evident in the summary of the comparable Indian
studies covering a period of 21st years from 1951 to 1971. These studies, which
report the expressed preferences of worker, have led to certain controversies
about interpretation of their implications in Indian condition. The security of job,
security of for retirement benefits, security for life and security of finance provided
by the management, the greater will be the job satisfaction to the employees.

2. Fringe benefits:
Though the provision for fringe benefits affects the job satisfaction but these
benefits occupy low position of importance.

3. Co-workers:
The job satisfactions are likely to be more it the workers are good. Hence
management and worker all should try to create and maintain good human
relations in the industry in order to create friendly environment

4. Downward communication:
In case downward communication flows adequately and smoothly, workers are
likely to have more job satisfaction.

5. Working conditions:
Where working conditions are better workers get more job satisfaction because
good working conditions leave an impact on the mind of the worker.

6. Responsibility:
Those jobs in which a log of responsibility is involved give more job satisfaction
especially to the educated and highly educated people.

7. Supervision:

Job supervised by good tempered and human relations oriented - supervisors are
source of more job satisfaction whereas ill-tempered supervisors become the
source of dissatisfaction to the workers.

8. Wages:
Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are
more significant as long as physiological needs are not fulfilled.

9. Opportunities for advancement:

Employees specially the ambitions and potential ones get more, job satisfaction in
job offering opportunities for advancement.

Ways of Measuring Job satisfaction :

There are number of ways of measuring job satisfaction. This is not surprising
since hundreds of studies have been conducted over the past three and a half
decades employing varied techniques. The most common ways of measurement
include rating scales, critical incidents, interviews, and action tendencies.
Rating scale: The most common approach for measuring job-satisfaction is the use
of rating scales. These scales fall into two general categories. One its called tailor
made scales, which are constructed for a particular setting or a project. The second
set comprises standardized scales, which, before their use, have been developed to
establish grow norms on the scales on the scales and to ensure the reliability and
validity of measuring instrument. It is the tailor made scales, which are frequently
used in practice.
One of the most popular standardized scales is the job descriptive index (JDI)
developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for
satisfaction with pay, promotion, supervision, work and co-workers.
It has been used with a large variety of employee samples and norms are provided
for employed according to their age, son, education, income, and type of
community. Requiring only 10-15 minutes to administer, JDI has been widely used

by behavior researchers over the years and provides a broad picture of employee
attitudes towards the major components of jobs.
SOURCES OF JOB-SATISFACTION
Job elements contribute to job satisfaction. The most important amongst them are
wage structure, nature of work, promotion chances, quality of supervision, work
group, and working condition.

The Influence of Job Satisfaction on Behavior

Job satisfaction can affect a person's level of commitment to the organization,
absenteeism, and job turnover rate. It can also affect performance levels, his/her
willingness to participate in problem solving activities, and the amount of effort a
person puts in to perform activities outside their job descriptio. If a person feels
satisfied with what they are doing, then his/her job feels less like work and more
enjoyable. It isn't an effort for them to get up in the morning and go to work. They
are in a positive mood and often able to improve in areas of brainstorming,
decision making, and problem solving.
Job satisfaction also reduces the chance of feeling stress, which can impact job
performance, mental well being, and physical health. Stress can also impact
decision making skills and may lead to making unethical decisions. If a person is
committed to their job, then they are more willing to work longer hours or take on
additional responsibilities without an increase in pay. If a company is facing
financial hardship, this individual may also be willing to take a pay cut or take on
extra duties until management can help turn the organization around. When a
person is happy they are more likely to have a positive outlook on life and are
more energetic and productive. This positive outlook often spreads to others that
work with the individual and can have a positive experience on everyone's
performance. While there are some indications that job satisfaction is directly tied
with job performance, feeling less stressed and increased levels of satisfaction can
positively impact a person's behavior.