Review of Literature

1. Singh and Pestonjee, 1974 conducted a study which endeavours to find out the
differential effect of supervisory behaviour on job satisfaction of blue-collar workers.
A specifically designed Supervisor's Orientation Schedule was used. The Schedule
defines employee-oriented and production-of tented styles of supervision. Job
satisfaction was measured by the S-D Employees Inventory comprising four areas,
namely, job, social relations, management and personal adjustment. The significance
of the relationship between the first line supervisor and the workers has been known
for a long time. Early researches in this area were totally based on the Great Man
Theory. The results indicate that social relations area scores, overall job satisfaction
scores, and management area scores are higher under employee-oriented supervision.
The scores on personal adjustment areas and job are not influenced by supervisory
orientation. The results are evaluated in terms of mean, S.D., critical ratio, and
analysis of variance.
2. Ouchi and Wilkins, 1985 conducted a contemporary study of organizational culture
reflects principal apprehensions of the organizational sociologist. Though cognitive
psychology and anthropology have made noteworthy contributions to this new field,
the study of organizational culture is seen as a reappearance to some of the most basic
apprehensions about the nature of organizations and the appropriate methods for
evaluating them. We review current work on empirical studies, theory and
contributions-both theoretical and empirical-to the understanding of planned change
of organizations. The contemporary study of organizational culture mirrors several
hotly contested apprehensions, among which are the following: Can culture be
deliberately managed? Must culture be examined using the tools of the ethnographer
or the phenomenologist, or does the use of multivariate statistics also have a role to
play? Which social science model is most appropriate for understanding
organizational culture: symbolic interaction, cognitive psychology, phenomenology,
semiotics, structural- functional anthropology?
3. Hodson, 1985 conducted a research which examined the role of workers' comparisons
in influencing job satisfaction. Comparisons are theorised in terms of prospects that
workers may have developed based on comparisons with the past, the present, and
awaited future. Highly educated workers often express unhappiness with their jobs, in

spite of relatively encouraging content and working conditions, because their past
experiences during university and college have created intensified expectations about
the rewards they can expect to get from their jobs. Conversely, female workers do not
stereotypically express great unhappiness with their jobs, in spite of sub-standard
conditions of employment, because they have lowered their expectations about the
rewards achievable through the workplace. Support is provided for the roles of
upward mobility from past situations, positive comparisons with current reference
groups, and positive potentials of the future as important determinants of current job
satisfaction. The alternative hypothesis that positive current comparisons or upward
mobility may result in reduced job satisfaction because of accompanying stresses and
conflicts is rejected.

4.

Armentor and Forsyth, 1995 studied the sources of job satisfaction among a sample
of social workers. Factors showing and reflecting variance in levels of job satisfaction
were inspected using mean job satisfaction scores. The analysis uses 6 independent
variables (age, sex, career tenure, salary, job tenure and whether they were in private
practice or worked for an organization/agency). The most dependable finding in
research on age differences in job satisfaction generally is that older workers are more
satisfied with their jobs than are younger worker. Job satisfaction of social workers
has been allied with the kind of practice workers are involved in. Bureaucracy has
become an influential method of control over many workers in agency practice.
Bureaucratization allows for the control, centralization, and coordination of large
numbers of workers in one location. It is possible to use a conflict perspective when
examining the role of agency practice and bureaucracy . Controlling for type of
practice could give us more information on job satisfaction. We chose type of practice
for three reasons, it made better sense conceptually, the raw data indicated that most
of the individuals in the highest salary category were in private practice and salary
had too many categories to control for considering the size of the sample. A number
of these variables were found to have a result on the level of job satisfaction
experienced by this sample of social.

5. Biswas, 2009 conducted a study on managerial topics in India, particularly on human

resource management specified numerous factors having direct influences upon

individual and organizational effectiveness. It is imperative to explore the cultural

facets that make up effective managerial behaviour inside an organizational
framework. One of the reasons that gave escalation to the need for the present study
was that the process of globalization had given rise to the need for exploring familiar
and

hitherto-accepted

theories

and

elucidations

regarding

this

construct.

Organizational culture and transformational leadership were found to have vital

bearing upon human resource development and the performance of individual
employees. This study explores the effect of transformational leadership and
organizational culture on individual's intention to quit his/ her present organization.
The study focuses upon the part played by organizational communication in
facilitating the relationship between the criteria variables and the predictors. Data for
this research were collected from 357 executives/managers of different organizations
in India and were subject to multivariate data analysis procedures.
6. Jung et al, 2009 conducted a study on organizational culture which is extensively
considered to be one of the most noteworthy factors in revolutionising and
modernizing service delivery and public administration. This article documents the
findings of a literature review of existing quantitative and qualitative instruments for
the examination of organizational culture. The seemingly conclusive set of
instruments defined in these listings belies the haziness of the instruments available:
similar instruments may have different names, and rather different instruments may be
similarly named, sowing a good deal of confusion. Moreover, when altering a preexisting instrument, authors frequently retain its original name, thereby masking any
changes made. Seventy instruments are recognized, of which 48 could be submitted to
psychometric assessment. The majority of these are at an initial stage of development.
The studys conclusion is that there is no superlative instrument for cultural
exploration. The intensity to which any measure is seen as "fit for purpose" depends
on the specific reason for which it is to be used and the context within which it is to
be applied.
7. Hunt et al, 1978 conducted a probability sample survey (n = 1,041) and explored the
relationship of both extra-workplace and work-related variables to four subjective
quality of life measures: job satisfaction, life satisfaction, life satisfaction over time,
and evaluation of health. The interrelationships among these four measures were also
examined.

8. Forsyth and Copes, 1994 analysed the sources of job satisfaction among a sample of
police officers. Data was collected using a survey instrument from a sample of 102
police officers. Factors influencing variance in levels of job satisfaction were studied
using multiple regression. The study uses six independent variables (rank, sex,
education, age, length of time at present position and years with police force). The
examination of the relative impact of the independent variables on job satisfaction is
possible only through correlation analysis and multiple regression analysis. These
techniques are best suitable for this study because they allow identification of
independent degree of influence of each variable with others controlled through the
examination of individual betas, identification of the direction of relationships, and
the total predictive power of the independent variables. A number of these variables
were found to have noteworthy effect on the level of job satisfaction felt by this
sample of police officers. Together the independent variables account for 11 percent
of the variance in the level of job satisfaction experienced by this sample of police
officers, but only 1 variable was involved in the equation.
9. Singhal and Srivastava, 1982 conducted a theoretical examination of expectations
about organizations and people, society, which underlie job satisfaction, specifically
in the context of Indian economy, shows errors of conceptualization. This is further
established by the empirical testing of the major expectations in three different
settings- business, academic and bureaucratic at various levels. Results tell that more
people in all settings express adverse or mixed feelings on job than optimistic
feelings. An individual's working in an organization was affected by the entirety of
his/her situation. Job satisfaction was, therefore, the 'zest' displayed by an employee
contingent on his adjustments in social, personal and work life. However, as the years
have gone by, and the methodological problems have become comparatively more
preserved, the above formulation holds to be a misguide. Misconceptualisations of job
satisfaction have risen from misunderstanding of (a) job as an organisation bound
concept (b) job satisfaction as either-or psychological occurrence and all time reality.
Job needs to be conceptualized as a broad-based activity and psychological
consequences of it known as job satisfaction by bringing into its framework quality of
life indicators.

10. Basu, 1966 narrowed his paper to a deliberation of the theory construction and the
research work which was done by psychologists in the field of incentives, job
satisfaction, and to an expression of opinion with regard to their practice and
inferences in Indian industries. To understand the nature and the purpose of an
incentive, a distinction should be made between three important terms, viz., motive,
need, and incentive. When an organism is in a state of physiological deprivation or
psychological deficit, or, in other words, in a "condition of disequilibrium", that
organism is said to be in a state of need. Motives of an organism appear when the
need has been activated. A clarification of some of the notions and an overview of the
current psychological theories is made. In the viewpoint of these theories, an
inspection of some of the typical research findings taken from the East and the West is
made. Lastly, the implications of the points arising from the above are discussed.
11. Bass and Avolio, 1993 conducted a research to provide a framework for inspecting
organizational cultures which twins the factors they associate with a wide range of
leadership behaviours, e.g., transformational through transactional and, somewhat,
non-leadership. Transformational leaders assimilate creative insight, determination
and vigour, intuition and understanding to the desires of others to "forge the strategyculture alloy" for their organizations. In contrast, transactional leaders are
characterized by dependent reward and management-by-exception styles of
leadership. Essentially, transactional leaders develop agreements or exchanges with
their followers, pointing out what the followers will get if they do something right as
well as wrong. Their measure to describe organizational culture provides an
assessment tool for shaping an agency's culture in terms of the leadership and its
effects found within the culture. Currently, data are being gathered using the ODQ
with a broad array of community organizations to examine the connections between
organizational culture, leadership and performance. Based on erstwhile research, the
authors suppose the more transformational cultures to deliver the context for more
operative organizational and individual performance.