Job Satisfaction A Conceptual Framework
Job Satisfaction A Conceptual Framework
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ABSTRACT
Employees are considered to be the vital resource of all resources available for any organization. They have to be handled
and utilized in a proper way to get optimum results. To get optimum results, mere contribution from employees is not
sufficient. Contribution from satisfied employees is so high than normal contributors. Job satisfaction is one of the
prominent research studies that most of the companies are investing their time to identify various job satisfaction
variables. Job satisfaction is defined as all the feelings that an individual has about his/her job. Job satisfaction is defined
as a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences. The present study
has been done from different research articles on job satisfaction and different variables of job satisfaction that are found
in their studies. All the variables are depicted in the form of review of literature on job satisfaction. The study also
proposes a conceptual model of job satisfaction.
KEY WORDS: Job satisfaction, satisfaction, Drivers of job satisfaction, welfare facilities, organisational
commitment,
satisfaction and its relating factors. He also felt that, policies, independence, promotion opportunities,
the above approach has become less popular with work variety, creativity, compensation, work itself,
increasing emphasis on cognitive processes rather colleagues‟ cooperation, responsibility, social status
than on underlying needs so that the attitudinal of job, job security, achievement and students‟
perspective has become predominant in the study of interaction were associated with job satisfaction.
job satisfaction. Vigoda (2000) stated that perception Jagannathan and Sunder (2011) in their study of
of organizational politics was found to have negative employees of the Life Insurance Corporation of
relationship with job attitudes (job satisfaction and India in Tamil Nadu reported that the job security,
organizational commitment), a positive relationship recognition for work, supervision, pay, grievance
with intention to leave the job (exit), and a stronger handling procedures and other financial facilities had
positive relationship with negligent behavior significant impact on their job satisfaction. Wadhwa
(neglect). Sharma (2005), in his study of school et al. (2011) reported that factors of working
teachers in Himachal Pradesh revealed that they conditions, fair rewarding, promotion opportunities,
were satisfied with their work, working conditions, salary, adequate authority, supervisors influence the
salary structure, job security, promotional policies, job satisfaction of employee. Anitha.S (2011) in her
institutional plans and policies, relationship with article “A Study on Job Satisfaction of Paper mill
their co-workers, functioning of authorities (head) employees with special reference to Udumalpet
and their compatibility. Singh & Kohli (2006), Palani Taluk”, found that most of the employees
Thakur (2007) and Jha et al. (2008) shows that are satisfied with the working conditions and welfare
organizational contextual factors such as pay, growth facilities, rewards and also grievance handling
opportunities, job security, among others, influence procedure in the organizations .The author has
an employee's perception of job satisfaction. Kamal suggested that organization should also concentrate
and Sengupta (2008), Jegan and Gnanadhas (2011) on provision of additional facilities like canteen
and Wae (2001) found that bank employees with a facilities and rest room facilities for getting better
long duration of working experience reported a job satisfaction levels among employees. According
higher level of job satisfaction than employees with to (Dawson, 1987) Job autonomy, leadership
less experience. The studies of (Pati& Reilly, 1977; behavior, social relations and the job itself are also
Mahajan, Churchill, Ford, & Walker, 1984; Putti among the important factors of job satisfaction.
&Kheun, 1986; Ruth, 1992; Gratto, 2001; Velnampy.T & Sivesan.S (2012) in their research
Clercq&Rius, 2007) have revealed that the “Determinants of Employees Job Satisfaction: A
Organizational climate is positively related to the job Study on banking Industries in Srilanka” that most
satisfaction and organizational commitment. The of the respondents are satisfied with direction of
higher organizational climate will lead to higher job supervision, participation in decision making, and
satisfaction and more organizational commitment. with superior relationships. The author suggested
Abbas (2011) reported that financial factors, that banks need to be consistent in managing the
working conditions, supervision and advancement employee satisfaction in order to achieve the
opportunities are associated with the overall organizations goals effectively. Moreover, job
satisfaction of the banking professionals. Archana satisfaction is generally believed that higher job
Singh et al. (2011) study reveals that factors namely, satisfaction is associated with increased productivity,
pay, job interest, leadership, career growth, working lower absenteeism, and lower employee turnover
environment, job responsibility etc. serves as (Hackman & Oldham, 1975). Well hoarer (2012) in
stimulators for employee satisfaction in technology his article “A study on Job Satisfaction and its
sector. Deshwal (2011) also found that the variables consequences on work productivity in textile mills”
named as working conditions, organizational found that fewer employees are satisfied with
management relationship. Most of the respondents job satisfaction of 200 teachers of 12 selected public
are highly satisfied with opportunities for interaction schools in the Cotabato city of Philippines. They
with each other, and satisfied with the working reported that school policies, supervision, pay,
environment, working hours. The author suggested interpersonal relations, opportunities for promotions
that organization has ro maintain the good and growth, working conditions, work itself,
relationship with co-workers and employees. Aarti et achievement, recognition, and responsibility were
al. (2013) identified factors, namely: salary of significantly associated with job satisfaction of
employees, performance appraisal system, teachers.The study of Orisatoki, Rand Oguntibej.
promotional strategies, employee‟s relationship with (2010) reveals that job satisfaction of the employees
management and other co- employees, training and can be increased by proper understanding the needs
development program, work burden and working of the employees. For example matching the
hours important for improving job satisfaction of the individual‟s strengths and preferences in a particular
Canara Bank employees. Suman Devi and Suneja area , on the basis of the jobs or tasks can be
(2013) witnessed that significant difference exists assigned. Narasimha Rao (2001), in his study
between employees of public and private sector “Cultural Fit and Job Satisfaction in a Global
banks in various aspects of job satisfaction such as Service Environment “ identified that job
pay, fringe benefits, supervision, training and satisfaction increases as s fit between the values of
development. But these differences are not individual and the values of organization. Mira
significant in case of the aspects, in relation to Singh (1990) in her study “Management of
co-workers, employee‟s empowerment, supervision, organisations behaviour” proved that employee
performance appraisal and nature of job. Usop et. al. provided greater participative opportunity exhibits
(2013) carried out a study on work performance and higher levels job satisfaction.
Working conditions Khalil – Ur Rahman, Waheed Akhter and Saad ullah Khan (2017), Spector(1997),
Sharma(2005), Abbas(2011),Archana singh et al, Deshwal(2011), wadhwa et al(2011),
Anitha S(2011),
Salary and its structure Spector(1997), Sharma(2005), Kumar & Garg(2010), Archana Singh et al,
Jagannatham & Sunder(2011), wadhwa et al, Aarti et al(2013),Usop et al,
Opkara(2002), Lehal(2004), Singh & Kohli (2006), Thakur(2007), Jhaet al
Promotional opportunities/ growth Parul Agarwal, Dr. Prabhath Kumar(2015), Usop et al, Aarti et al(2013), wadhwa et al,
opportunities/opportunities for career Deshwal(2011), Abbas(2011), Sharma(2005), Opkara(2002), Lehal(2004)Singh &
progression Kohli (2006), Thakur(2007)
Relationship with supervisor or head or Sharma(2005), Abbas(2011), Jagannatham & Sunder(2011), wadhwa et al, Suman
supervisor‟s support Devi & Suneja, Usop et al, Velnempy T & Sivesan, Lehal(2004), Spector(1997),
Relationship with co workers or Sharma(2005), Deshwal(2011), Aarti et al(2013), Well Hoarer(2012), Opkara(2002),
colleagues Lehal(2004)
Work itself Sharma(2005), Opkara(2002), Lehal(2004), Spector(1997)
Organizational policies Khalil – Ur Rahman, Waheed Akhter and Saad ullah Khan (2017), Deshwal(2011),
Spector(1997), Usop et al
Participation in decision making Velnempy T & Sivesan, Sundar(1994), Mira Singh (1990)
Style of leadership excercised Archana Singh et al, Foels, Driskell, Muller, and
Salas (2000)
Interest in the job Archana Singh et al