Employee Satisfaction In this highly competitive world, success of any organization depends on its human resource.

A satisfied, happy and hard working employee is the biggest asset of any organization. Workforce of any bank is responsible to a large extent for its productivity and profitability. Efficient human resource management and maintaining higher job satisfaction level in organization determine not only the performance of the organization but also affect the growth and performance of the entire economy. So, for the success of organization, it is very important to manage human resource effectively and to find whether its employees are satisfied or not. Only if they are satisfied, they will work with commitment and project a positive image of the organization. Job : A Job may be defined as a collection or aggregation of task duties and responsibilities which as a whole is regarded as a regular assignments to individual employees and which is different from other assignments. In other words when the total work to be done is divided a grouped into packages we call it s job. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job
1

design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and coworkers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied"). The concept of job satisfaction traditionally has been of great interest to social scientists concerned with the problems of work in an industrial society. A number of consequences have been shown to result from job satisfaction/dissatisfaction. Despite the large number of studies that have dealt with these issues,
2

however, there has been little accumulation of knowledge. Definitions Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job; and an attitude towards ones job. Job Satisfaction:

Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment.

Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work groups. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common ay of measurement is the use of rating scales where employees report their reactions to their jobs.

Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents not at all satisfied and 5 represents extremely satisfied).

Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; an affective reaction to ones job, and an attitude towards ones job. Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotions), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, our beliefs, and our behaviors.

Factors Influencing Job Satisfaction The major factors influencing job satisfaction are

SUPERVISION, CO-WORKERS, PAY, AGE, MARITAL STATUS, AND AND AND EDUCATION AND WORKING CONDITION.

Concept of Job Satisfaction:

Job satisfaction is the combination of two words job and satisfaction work, occupation, job and positions have generally been used interchangeably. Job Satisfaction and Job Attitude Job Satisfaction and Job Attraction Job Satisfaction and Morale

A satisfaction is related to fulfillment of needs. Needs is a defined as a condition marked by a feeling of lack or want to something or of requiring the performance of same action fulfillment accompanies a simple feeling state, known as satisfaction. Thus the job satisfaction may be resultant feeling of satisfaction which the employee achieves by gaining from the job what he expects from it to satisfy his needs. It may be function of need, strength or expectation and potentiality of the job to provide for the fulfillment of needs. Job satisfaction is defined as an attitude which results from balancing and summation of many specific likings and disliking in connection with ones job.Lockes points out that, one might well be satisfied by an unexpected promotion and an unexpected rise in salary and one might be dissatisfied with an expected dismissal, of ten values and expectations will concide as one tends to continue what one values on

the job to what one has expectation of achieving satisfaction occurs when the job fulfils what one values. Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. it is not self satisfaction, happiness or self contentment but satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objective. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction.Hoppock describes job satisfaction as any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say that I am satisfied with my job.

Job satisfaction is defined as the Pleasurable emotional state resulting from the appraisal of ones job as achieving or facilitating the achievement of ones job value. To sum up, job satisfaction is the result of multiple factors working together broadly they may be classified into three groups namely, 1. The situation in which an employee works related to organizational variables.
6

2. The individual and his background both on the job as well as outside the job i.e. social context. 3. The factors or characteristic of the job itself. Job Satisfaction: Jensen (2000) defines job satisfaction as: "A sense of personal growth most often measured by the extent of new challenges and learning situations experienced" It is amazingly, only a few organizations have made job satisfaction a top priority in their overall strategy. Perhaps they fail to understand the significant link between job satisfaction and productivity. According to Weiss and Cropanzano (1996) Job satisfaction represents a person's evaluation of one's job and work context. Now the popular view is that, Job satisfaction is an evaluation and represents both belief and feelings. It is an appraisal of the perceived job characteristics and emotional experience at work. Satisfied employees have a favorable evaluation of their job, based on their observations and emotional experiences.

According to Saleh (1981) Job satisfaction is a feeling which is a function of the perceived relationship between all that one wants from his job/life and all that one perceives as offering or entailing. The emphasis here is on all that one wants, whether it is important for self-definition or not. According to Luthans (1989) Job satisfaction is a pleasurable, or positive emotional state resulting from the appraisal of one's job, or job experience, and is the result of the employee's perception of how well the job provides those things which are viewed as important. According to Locke (1976) Job satisfaction is a collection of attitudes about specific facets of the job. The degree to which an individual feels positively Common aspects of job satisfaction: Pay. Coworkers. Supervision. Work setting. Advancement opportunities.
8

or negatively about various aspects of work.

Workload.

Taylor (2000) suggested that job satisfaction is directly related to company's investment in employee's well being. Employees can be satisfied with some elements of the job while being simultaneously dissatisfied with others. Different types of satisfaction will lead to different intentions and behavior. An employee might complain to the supervisor when dissatisfied with low pay but not with co-worker dissatisfaction. Overall job satisfaction is a combination of the person's feeling towards the different facets of job satisfaction. Important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues. One can also add the importance of good personality, job fit and an individual's genetic disposition (some people are just inherently upbeat and positive about all things including their job). Factors Responsible for Job Satisfaction and Job Dissatisfaction Employees tend to prefer jobs that give them opportunities to use their skills and abilities and offer a variety of tasks, freedom, and feedback on how well they are doing. Jobs that have too little challenge create boredom, but too much challenge creates frustration and a feeling of failure. Under conditions of moderate challenge, most employees will experience pleasure and satisfaction (Katzell, Thompson, and Guzzo, 1992).

Employees want a fair unambiguous pay system and promotion policies. Satisfaction is not linked to the absolute amount one is paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies and practices. Promotion provides opportunities for personal growth, more responsibilities, and increased social status. Individuals who perceive that promotion decisions are made in a fair and just manner are likely to experience satisfaction from their jobs. The matching of job requirement with personality characteristics is best articulated in Holland's (1985) personality--fit theory. Holland presents six personality types. These are realistic, investigative, social, conventional, enterprising, and artistic. He proposes that satisfaction and the propensity to leave a job depends on the degree to which individuals successfully match their personalities to an occupational environment. Studies to replicate Holland's conclusions have been supported by many researchers (for example, Feldman and Arnold, 1985). A strong indication that overall satisfaction ratings are inflated is that people typically report much lower satisfaction levels for specific aspects of the job. For instance, only 54 per cent of American workers believe that they are paid fairly, 46 per cent say their company promotes fairly, and 41 per cent claim that senior management truly cares about them. Satisfaction with co-workers seems to be one of the few ratings that come close to overall job satisfaction (84 percent) Creating Job Satisfaction

10

So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion.

11

FACTORS AFFECTING ON JOB SATISFACTION Job Satisfaction plays very important role during work in any organization. It is general attitude towards ones job. There are some factors which affect on job, these factors reveal that, how much satisfaction employee get during work in organization. So following are the some factors. 1. Workplace support 2. Job Quality 3. Management/Supervision 4. Promotion Opportunity 5. Recognition & Prestige 6. Job Security 7. Employee Benefits 8. Intellectual Challenge 9. Opportunity for Personal Growth 10. Leadership Style 11. Increase Upward Communication 12. Geographic Location 13. Working Condition 14. Routine Job 15. Organizational culture, policies.

12

Models of job satisfaction Affect Theory Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what one has in a job. Further, the theory states that how much one values a given facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. Dispositional Theory Another well-known job satisfaction theory is the Dispositional Theory It is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a

13

notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time and across careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there are four Core Selfevaluations that determine ones disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This model states that higher levels of self-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction

14

Motivation Theory Need Hierarchy Theory Abraham Maslow's hierarchy of human needs theory is the one of the most widely discussed theories of motivation

The theory can be summarized as follows:

Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex.
15

The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show.

The needs, listed from basic (lowest, earliest) to most complex (highest, latest) are as follows:

Physiological Safety Belongingness Esteem Self actualization

Two-Factor Theory (Motivator-Hygiene Theory)

16

Frederick

Hertzbergs

two-factor

theory,

intrinsic/extrinsic

motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, lead to dissatisfaction. He distinguished between:

Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation.

The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory." Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working
17

environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg's model has stimulated much research, researchers have been unable to reliably empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's original formulation of the model may have been a methodological artifact. Furthermore, the theory does not consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors.. Finally, the model has been criticised in that it does not specify how motivating/hygiene factors are to be measured.

Equity theory and the role of social comparison.

Equity theory

18

1. People respond to perceived negative inequity by changing Work inputs. Rewards received. Comparison points. Situation.

WORKERS' ROLES IN JOB SATISFACTION If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills. Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed.

19

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

CREATING JOB SATISFACTION So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

20

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities.

21

22

23