Page 1 of 8
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 148
A Study of Employee Attitudes and Job Satisfaction
1M.REVATHI, 2Dr.V.B.NARASIMHA
1Assistant Professor, 2Professor
1Department of MBA, Avanthi's Scientific Technological & Research Academy, Hyderabad, Telangana, INDIA.
2Department of CSE, University College of Engineering, Osmania University, Hyderabad, Telangana, INDIA.
ABSTRACT: -Happy workers are productive workers and productive workers are likely to be happy.
Employee job satisfaction is essential to face the dynamic and ever-increasing challenges of
maintaining productivity of the organization by keeping their workforce constantly engaged and
motivated. Furthermore, environmental pressures, rising health costs and various needs of the
workforce also pose a challenge for the management. This could be overcome by creating a work
environment that maintains employee job satisfaction as well as motivates people towards exceptional
performance at the workplace achieving work-life balance. This paper outlines the broad contours of
various variables responsible for employee satisfaction and various ways by which one can maximize
employee satisfaction.
KEYWORDS: -Deviance, Employee Performance, Satisfaction, turnover.
INTRODUCTION
Employee satisfaction refers to a collection of
positive and/or negative feelings that an
individual holds toward his or her job. Job
Satisfaction is a part of life satisfaction. It is the
amount of pleasure or contentment associated
with a job. Job Satisfaction is an emotional
response to a job. Job satisfaction is one of the
most popular and widely researched topics in the
field of organizational psychology (Spector,
1997). Locke (1976) defines job satisfaction as a
pleasurable or positive emotional state resulting
from the appraisal of one’s job or job
experiences. Job satisfaction has been studied
both as a consequence of many individual and
work environment characteristics and as an
antecedent to many outcomes. Employees who
have higher job satisfaction are usually less
absent, less likely to leave, more productive,
more likely to display organizational
commitment, and more likely to be satisfied
with their lives (Lease, 1998). There are a
variety of factors that can influence a person’s
level of job satisfaction. Some of these factors
include the level of pay and benefits, the
perceived fairness of the promotion system
within a company, the quality of the working
conditions, leadership and social relationships,
the job itself (the variety of tasks involved, the
interest and challenge the job generates, and the
clarity of the job description/requirements). The
happier people are within their job, the more
satisfied they are said to be. The concept of job
satisfaction has gained importance ever since the
human relations approach has become popular.
Job satisfaction involves complex number of
variables, conditions, feelings and behavioral
tendencies.
REVIEW OF LITERATURE
The study of job satisfaction is a topic of
wide interest to both people who work in
organizations and people who study them. Job
satisfaction has been closely related with many
organizational phenomena such as motivation,
performance, leadership, attitude, conflict, moral
etc. Researchers have attempted to identify the
various components of job satisfaction, measure
the relative importance of each component of
Page 2 of 8
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 149
job satisfaction and examine what effects these
components have on employees’ productivity.
Spector (1997) refers to job satisfaction
in terms of how people feel about their jobs and
different aspects of their jobs. Ellickson and
Logsdon (2002) support this view by defining
job satisfaction as the extent to which employees
like their work. Schermerhorn (1993) defines
job satisfaction as an affective or emotional
response towards various aspects of an
employee’s work. C.R. Reilly (1991) defines job
satisfaction as the feeling that a worker has
about his job or a general attitude towards work
or a job and it is influenced by the perception of
one’s job. J.P. Wanous and E.E. Lawler (1972)
refers to job satisfaction as the sum of job facet
satisfaction across all facets of a job. Abraham
Maslow (1954) suggested human need from a
five-level hierarchy ranging from physiological
needs, safety, belongingness and love, esteem to
self actualization. Based on Maslow’s theory,
job satisfaction has been approached by some
researchers from the perspective of need
fulfillment.
Job satisfaction and dissatisfaction not
only depends on the nature of the job, it also
depends on the expectations what the job supply
to an employee (Hussami, 2008). Lower
convenience costs, higher organizational and
social and intrinsic reward will increase job
satisfaction (Mulinge and Mullier, 1998). Job
satisfaction is complex phenomenon with multi
facets and influenced by the factors like salary,
working environment, autonomy,
communication, and organizational commitment
(Vidal, Valle and Aragón, 2007). Different
people interpret compensation differently.
Compensation, reward, recognition, and wages
are terms used in different situations (Zobal,
1998). The compensation is defined by
American Association as “cash and non-cash
remuneration provided by the employer for
services rendered”. Salary was found to be the
prime factor for the motivation and job
satisfaction of salaried employees of the
automobile industry in the results of the survey
done by Kathawala et al. (1990). The survey
tried to assess the various job characteristics and
the way the employees ranked them as
motivators and satisfiers.
The results showed that compensation was
ranked as the number one job element for job
satisfaction and increase in salary for
performance was ranked as the number one job
element for motivation. Compensation is very
valuable tool for retention and turnover. It is also
a motivator for an employee in commitment
with the organization which in result enhances
attraction and retention (Zobal, 1998; Moncarz
et al., 2009; Chiu et al., 2002). It also works as
communicator when it is given to employee
against his services which shows how much an
employee is valuable for its organization (Zobal,
1998).
The mentoring is used for development- orientation (Scandura and Williams, 2004).
When a supervisor provides mentoring, the
relationship affects the protégés skill
development and intentions to remain with the
employer (McManus and Russell, 1997). On the
other hand non-supervisory mentor may increase
mentee’s confidence by providing access to
outside organization (Scanduraa and Williams,
2004). The immediate supervisor support is very
important in organizational change. Although
the support of supervisor is not very crucial in
satisfaction but it has positive impact on
satisfaction (Griffin, Patterson and West, 2001).
According to Chakrabarty, Oubre, and Brown
(2008), “perhaps the finest way in which
supervisors can portray himself as a role model
is to personally demonstrate proper techniques
so that employee could understand how job
should be done.” J.D. Politis (2001) has
examined the roles played by leadership in the
process of knowledge acquisition and a survey
was carried out on 227 persons who were
Page 3 of 8
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 11
October 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 150
engaged in knowledge acquisition activities to
examine the relationship between leadership
styles and knowledge acquisition attributes. The
results showed that the leadership styles that
involve human interaction and encourage
participative decision-making are related
positively to the skills and essential knowledge
acquisition.
According to the study conducted by
Friedlander and Margulies (1969), it was
discovered that management & friendly staff
relationships contribute to the level of job
satisfaction. However, this result contradicts
with view of Herzberg (1966) who supported the
view that supervision is irrelevant to the level of
job satisfaction. Arnold and Feldman (1996),
promoted factors such as temperature, lighting,
ventilation, hygiene, noise, working hours, and
resources as part of working conditions. The
worker would rather desire working conditions
that will result in greater physical comfort and
convenience. The absence of such working
conditions, amongst other things, can impact
poorly on the worker’s mental and physical
well-being (Baron and Greenberg, 2003).
Arnold and Feldman (1996) shows that factors
such as temperature, lighting, ventilation,
hygiene, noise, working hours, and resources are
all part of working conditions. Employees may
feel that poor working conditions will only
provoke negative performance, since their jobs
are mentally and physically demanding.
I. OBJECTIVES OF THE STUDY
The objective of the study is as follows:
To identify the factors which influence
the job satisfaction of employees.
To identify the impact of employees’
job satisfaction on their performance.
To identify the factors which improve
the satisfaction level of employees.
Importance of Employee
satisfaction for Various
Stakeholders
1. Importance of Employee Satisfaction for the
Organization:
Enhance employee retention.
Increase productivity.
Increase customer satisfaction.
Reduce turnover, recruiting, and training
costs.
Reduced wastages and breakages.
Reduced accidents.
Reduced Absenteeism.
Enhanced customer satisfaction and
loyalty.
More energetic employees.
Improved teamwork.
Higher quality products and/or services
due to more competent, energized
employees.
Improves a corporate image.
2. Importance of Employee Satisfaction for the
Employee
Employee will believe that the
organization will be satisfying in the
long run
They will care about the quality of their
work.
They will create and deliver superior
value to the customer.
They are more committed to the
organization.
Their work is more productive.
II. FACTORS INFLUENCING
EMPLOYEE JOB
SATISFACTION
1. Policies of Compensation and Benefit:
This is the most important variable for
employee satisfaction. Compensation
can be described as the amount of
