Impact of Job Satisfaction of Employee's Performance in HIE's

DISSERTATION
On
Impact of job satisfaction of Employees

performance in HIEs
Submitted to the Uttaranchal University in partial fulfillment ofthe
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
SakshiChawla
(Enrollment No.: UU141900246)
Under the guidance of

Dr. DevkantKala( Assistant professor)
(Batch: 2014-2016)
FACULTY OF MANAGEMENT AND BUSINESS STUDIES
UTTARANCHAL UNIVERSITY,DEHRADUN
1
INTRODUCTION
INTRODUCTION
The modern era of globalization brought many opportunities along with different challenges for
corporations. In todays world, organizations are competing globally. Globalization has shaped
many opportunities as well as challenges for global and local firms. Cost of manufacturing is
rising gradually due to many worldwide factors as economic depression, increase of fuel prices
and the limitation of resources. This increase in prices is pushing corporations to adopt those
ways through which cost can be minimized to survive in the competitiveenvironment.
Organizational growth requires more workforce and new hiring but satisfied workers are true
assets of an organization. Human resource is most vital asset for organizational development. It
is the source that makes other source use and gets best return out of them. But getting best of
human resource requires enormous moves by organization and their management. If the human
resource or employees are happy and contended with the moves and actions of the employer,
they do their best of the best of the organization. But if they are not in this state they might cause
organization unmatchable loss. Thus, managing human resource has become an art which
attempts to satisfy workforce.
Employee satisfaction refers to a collection of positive and/or negative feelings that an individual
holds toward his orher job. Job Satisfaction is a part of life satisfaction. It is the amount of
pleasure or contentment associated with a job. JobSatisfaction is an emotional response to a
job.Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.
Job can be influenced by variety of factors like quality of ones relationship with their supervisor,
quality of physical environment in which they work, degree of fulfillment in their work, etc.
Positive attitude towards job are equivalent to jobwhereas negative attitude towards job has been
defined variously from time to time. Job satisfaction is an attitude which results from balancing
& summation of many specific likes and dislikes experienced in connection with the job- their
evaluation may rest largely upon ones success or failure in the achievement of personal
objective and upon perceived combination of the job and combination towards these ends.
According to Pestonejee, Job satisfaction can be taken as a summation of employees feelings in
four important areas. These are: Job-nature of work (dull, dangerous, interesting), hours of work,
fellow workers, opportunities on the job for promotion and advancement (prospects), overtime
regulations, interest in work, physical environment, and machines and tools.Management-
supervisorytreatment, participation, rewards and punishments, praises and blames, leaves policy
and favoritism. Social relations- friends and associates, neighbors, attitudes towards people in
community, participation in social activity sociability and caste barrier.
Job satisfaction is an important indicator of how employees feel about their job and a predictor of
work behavior such as organizational citizenship, Absenteeism, Turnover.
Job satisfaction
benefits the organization includes reduction in complaints and grievances, absenteeism, turnover,
and termination; as well as improved punctuality and worker morale. Job satisfaction is also
linked with a healthier work force and has been found to be a good indicator of longevity. Job
satisfaction is not synonyms with organizational morale, which the possessions of feeling have
being accepted by and belonging to a group of employees through adherence to common goals
and confidence in desirability of these goals.
Job satisfaction of employees plays a very vital role on the performance of an organization. It is
essential to know as to how employees can be retained through making them satisfied and
motivated to achieve extraordinary results. Target and achievement depends on employee
satisfaction and in turn contribute for organizational success and growth, enhances the
productivity, and increases the quality of work. Several studies focus on the demographic factors
while others link the job satisfaction with reference to working environment. The other factors
such as fair promotion system, job autonomy, leadership behavior, social relations are also the
dominant in determining the level of job satisfaction (Dawson, 1987). (Nguyen et al., 2003)
concluded that job satisfaction is the result of promotion opportunities in the organization.
Teseema and Soeters (2006) concluded that there is positive relationship between promotion
practices and perceived performance of employee. If organizations want to accelerate
performance of employees in the organization, fair promotional opportunities should be given to
employees (Park et al., 2003)
It is indispensable for an organization to exactly feel as to what employees feel, think, and wish
and to discover and make strategies that how the staff dedication and commitment can be
improved. Through this initiative business outcomes can be improved, productivity can be
enhanced, commitment can get strengthened. Increasing staff satisfaction is very vital and
important factor for the success of an organization.Job satisfaction and employee performance
have been researched on a number of occasions but in today's market where the market scenario
and competition is on a different level, it is important to understand the value of performance of
the human resources of the company. Job satisfaction is a positive vibe that creates outstanding
performances in any company and hence, it can be said to be the backbone of the company. The
positive relationship between job satisfaction and employee performance which ultimately leads
to the efficiency in the organization. Employee performance enhancement needs the creation of a
better environment in the organization which ultimately leads to job satisfaction. But the creation
of a better environment consists of several elements such as motivation, reward system,
incentives, etc. which contributes to employee performance in the organization.
Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire workers happy, good performance would
automatically receive. The traditional view that a happy worker is a productive worker' does not
support today's complex relationship between job satisfaction and productivity. Performance
leads to two kinds of rewards-intrinsic and extrinsic. The intrinsic rewards such as growth,
challenging job, etc. stem from the job itself and extrinsic rewards are under the control of
management such as salary, bonus etc. Intrinsic rewards are more closely related to satisfaction.
For instance, if a worker performs well on a challenging assignment, he gets an immediate
feeling of satisfaction.In practice, there may not be a direct cause and effect relationship between
job satisfaction and productivity at lower levels because productivity is determined by outside
factors like speed of machine, quality of materials, type of supervision, etc. However, the
satisfaction-performance relation may be stronger for people working as professionals, or in
supervisory and managerial positions.
JOB SATISFACTION
The term Job satisfaction refers to an individual's general attitude towards his or her job. A
person with a high level of job satisfaction holds positive attitude towards the job, while a person
who is dissatisfied with his or her job holds negative attitude about the job.In simple words job
satisfaction describes how content an individual is with his or her job. There are a variety of
factors that can influence a person's level of Job satisfaction; some of these factors are pay and
benefits,fairness of the promotion system within a company, Leadership and social relationships,
the job itself.
Typically, a combination of factors influences employees' decisions to stay at their current job.
Contributing factors include satisfying work, a sense of job security, clear opportunities for
advancement, a compelling corporate mission combined with the ability to contribute to the
organization's success, and a feeling that their skills are being effectively used and challenged.
Specifically, employees who enjoy their work, identify themselves with their employer and
perceive that the company is flexible regarding work and family issues also intend to stay with
the organization.
DEFINITIONS OFJOB SATISFACTION

Differentauthorsgivevariousdefinitionsofjobsatisfaction.SomeofthemaretakenfromthebookofD.M
.
PestonjeeMotivationandJobSatisfaction
whichareAccording
toWeissJobsatisfactionisdefinedasapleasurable,emotional,stateresulting
fromappraisalofonesjob.Aneffectivereactiontoonesjob. According to Blum and Naylor
Jobsatisfactionisgeneralattitude,whichistheresultofmanyspecificattitudesinthreeareas
namely:Specific
job
factors,Individual
characteristics,Group
relationship
outside
job.According
the
to
GlimmerJobsatisfactionisdefined,asitisresultofvariousattitudesthepersonholdtowardsthejob,
towards the related factors andtowards thelifeingeneral. According to Mr.SmithJob satisfaction
is
defined
asanycontribution,psychological,
physical,
andenvironmentalcircumstancesthatcauseapersontruthfully
say,Iamsatisfiedwithmyjob.Jobsatisfactionisdefined,
asemployeesjudgmentofhowwellhisjob
onawholeissatisfyinghisvarious needs.According to LockeJob satisfaction is defined as a

pleasurable orpositivestateof mind resultingfrom appraisal ofOnesjoborjobexperiences.
HISTORYOF JOB SATISFACTION

Thetermjobsatisfactionwasbroughttolimelightby
jobsatisfaction
hoppock(1935).Herevived35studieson
conductedpriorto1933andobservesthatJobsatisfactioniscombinationof
psychological,physiologicalandenvironmentalcircumstances.
satisfied
with
my
job
Suchadescription
Thatcausesapersontosay.
Im
indicatethevarietyofvariablesthatinfluencethe
satisfaction of individual but tell us nothing about the nature of job satisfaction. Morse (1953)
considers Job satisfaction as dependent upon job content, identification with the co., financial
& job status & priding group cohesiveness.One of the biggest preludes to the study of job
satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton
Mayo of the Harvard Business School, sought to find the effects of various conditions (most
notably illumination) on workers productivity.
Thesestudiesultimatelyshowedthatnovelchangesinworkconditionstemporarilyincrease
productivity(calledtheHawthorneEffect).Itwas laterfound that this increase resulted, notfrom the
new
conditions,
but
from
the
knowledgeof
beingobserved.Thisfindingprovidedstrongevidencethatpeopleworkforpurposesotherthanpay,whic
h paved the wayforresearchers to investigate otherfactors in job satisfaction. Scientific
management (aka Taylorism)also had a significant impact on the study of job satisfaction.
Frederick Winslow Taylors1911book,
Principles of Scientific Management,arguedthatthere
wasasingle bestwaytoperformany givenworktask.Thisbookcontributedto achangein industrial

production
philosophies,
causingashift
fromskilledlaborandpieceworktowardsthemoremodernapproachofassemblylinesand
hourlywages.Theinitialuseofscientificmanagementbyindustriesgreatlyincreasedproductivitybecau
se workers were forced to work at a faster pace. However, workers became exhausted and
dissatisfied, thus leaving researchers with new questions to answer regardingjob satisfaction.
ItshouldalsobenotedthattheworkofW.L.Bryan,WalterDillScott,andHugoMunsterbergsetthetonefo
rTaylors work. Some arguethatMaslowshierarchyofneedstheory,amotivation theory,laid the
foundation
for
jobsatisfactiontheory.Thistheoryexplainsthatpeopleseektosatisfyfivespecificneedsinlife
physiologicalneeds,safetyneeds,socialneeds,self-esteemneeds,andself-actualization.This
model
served as a good basis from which earlyresearcherscould develop job satisfaction theories.
IMPORTANCE OFJOB SATISFACTION

Jobsatisfactionisanimportantindicatorofhowemployeesfeelabouttheirjobanda predictorof work
behavior such as organizational, citizenship, Absenteeism, Turnover.Jobsatisfactioncanpartially
mediatetherelationshipofpersonality
researchfindingis
that
variablesanddeviant
job
satisfaction
work
is
behavior.Common
correlated
with
lifestyle.Thiscorrelationisreciprocalmeaningthepeoplewhoaresatisfiedwiththelifetendsto
besatisfiedwiththeirjobsandthepeoplewhoaresatisfiedtheirjobstendstosatisfied
with
their
life.Thisisvitalpieceofinformationthatisjobsatisfactionandjobperformanceisdirectly relatedtoone
another.Thusitcanbesaidthat,Ahappyworkerisaproductiveworker.Itgivesclearevidencethatdiss
atisfiedemployeesskipworkmoreoftenandmoreliketo resignand satisfied worker likelyto work
longerwith theorganization.
IMPORTANCE TOWORKERANDORGANIZATION
Jobsatisfactionandoccupationalsuccessaremajorfactorsinpersonalsatisfaction,self-respect, selfesteem,andself-development.Totheworker,jobsatisfactionbringsapleasurableemotional
statethatcanoftenleadstoa
creative,flexible,
positiveworkattitude.Asatisfiedworkerismorelikelytobe
innovative,
and
loyal.
Fortheorganization,jobsatisfactionofitsworkersmeansaworkforcethatismotivatedand
committedto
high
qualityperformance. Increased
outputperhourworked-seems
to
productivity-thequantityand
qualityof
beabyproductofimprovedqualityofworkinglife.Itis
importanttonotethattheliteratureontherelationshipbetweenjobsatisfactionandproductivity
neither
is
conclusivenorconsistent.However,
studiesdatingbacktoHerzbergs(1957)haveshownatleastlowcorrelation
between
highmoraleandhighproductivityanditdoesseemlogicalthatmoresatisfiedworkerswilltend to add
morevalue to an organization.
Unhappyemployees,whoaremotivatedbyfearoflossofjob,willnotgive100percentoftheir
effortforverylong.Thoughfearisapowerfulmotivator,itisalsoatemporaryone,andalsoas soon as
the threat is lifted performancewilldecline. Job satisfaction benefits the organization includes
reduction
in
complaints
and
grievances,
absenteeism,turnover,andtermination;aswellasimprovedpunctualityandworkermorale.Job
satisfactionisalsolinkedwithahealthierworkforceandhasbeenfoundtobeagoodindicator
oflongevity.Althoughonly
littlecorrelationhasbeenfoundbetweenjobsatisfactionandproductivity,Brown (1996)notes that
some employers have found that satisfyingordelightingemployees is a prerequisitetosatisfying
ordelightingcustomers,thusprotectingthebottomline.
WORKERS ROLEINJOB SATISFACTION

Ifjobsatisfactionisaworkerbenefit,surelytheworkermustbeabletocontributetohisorher
ownsatisfaction
andwellbeingonthejob.Thefollowingsuggestionscanhelpaworkerfind
personaljobsatisfaction:Seekopportunitiestodemonstrateskillsandtalents.Thisoftenleadsto
morechallengingworkandgreater
responsibilities,withattendantincreasesinpayandother
recognition.Develop excellentcommunication skills. Employers value and rewards excellent

reading, listening,writing andspeakingskills.Knowmore.Acquirenewjobrelatedknowledgethat
helps youtoperformtasksmoreefficientlyandeffectively.Thiswillreliveboredomandoftengets one
noticed. Demonstrate creativity
and initiative. Qualities like these are valued
bymost
organizations and often results in recognition as wellas in increased responsibilities and

rewards. Developteamworkandpeopleskills.Alargepartofjobsuccessistheabilitytoworkwellwith
others
to
get
thejob
Acceptthediversityinpeople.Acceptpeoplewiththeirdifferencesandtheirimperfectionsand
done.
learn
how togive andreceive criticismconstructively. See the value in your work. Appreciating
thesignificance
of
what
one
does
can
lead
to
satisfactionwiththeworkitself.
Thishelptogivemeaning toonesexistence,thusplaying avital rolein job satisfaction.Learn to de-
stress. Plan to avoid burn out bydevelopinghealthystress management techniques
IMPACT OF JOB SATISFACTION ON THE PERFORMANCE OF

EMPLOYEES
Job satisfaction and employee performance have been researched on a number of occasions but in
today's market where the market scenario and competition is on a different level, it is important to
understand the value of performance of the human resources of the company. Job satisfaction is a
positive vibe that creates outstanding performances in any company and hence, it can be said to be
the backbone of the company. Our study is based on the positive relationship between job
satisfaction and employee performance which ultimately leads to the efficiency in the
organization. Employee performance enhancement needs the creation of a better environment in
the organization which ultimately leads to job satisfaction. But the creation of a better
environment consists of several elements such as motivation, reward system, incentives, etc
which contributes to employee performance in the organization.
The existing literature on job satisfaction will highlight the factors involved with job satisfaction
and ultimately employee performance. In the literature, the respective merits of global versus
facet measures of job satisfaction continue to be discussed. Also, the literature would be linked to
the research to find the gaps in the company in relation to the job satisfaction and employee
performance. The research question declares an intention to examine job satisfaction as a reason
leading to of employee performance. The existing literature on job satisfaction would be
considered as the base of this research and then we would identify the basic needs of the chosen
company in order to improve the job satisfaction of the employees.
RELATIONSHIP BETWEEN JOB SATISFACTION AND EMPLOYEES

PERFORMANCE
The traditional view that a happy worker is a productive worker' does not support today's
complex relationship between job satisfaction and productivity. Performance leads to two kinds of
rewards-intrinsic and extrinsic. The intrinsic rewards such as growth, challenging job, etc stem
10
from the job itself and extrinsic rewards are under the control of management such as salary,
bonus etc. Intrinsic rewards are more closely related to satisfaction. For instance, if a worker
performs well on a challenging assignment, he gets an immediate feeling of satisfaction.
In practice, there may not be a direct cause and effect relationship between job satisfaction and
productivity at lower levels because productivity is determined by outside factors like speed of
machine, quality of materials, type of supervision, etc. However, the satisfaction-performance
relation may be stronger for people working as professionals, or in supervisory and managerial
positions.
FACTORS INFLUENCING JOB SATISFACTION OF FACULTY

MEMBERS IN HIEs
Herzberg and his co-workers (1957) argued that the opposite of job satisfaction is not job
dissatisfaction, but no satisfaction. Likewise, the opposite of job dissatisfaction is not job
satisfaction, but no job dissatisfaction. According to his theory, `motivators' (e.g. achievement and
responsibility), lead to job satisfaction when present, but do not produce dissatisfaction when
absent. These satisfiers are intrinsic factors. Job context features, called `hygiene' factors, (e.g.
company policies, supervision and salary) are called extrinsic factors. They cause dissatisfaction
when inadequate but do not cause satisfaction, even when they are present.
Bowen and Radhakrishna (1991), used Herzberg's theory to determine the role of motivator and
hygiene factors in the job satisfaction of academics from Agricultural Education. Regarding the
motivator factors, they found that the academics were most satisfied by the work itself and least
satisfied with their opportunities for advancement. With regard to hygiene factors, academics
were most satisfied with interpersonal relationships inherent in being a faculty member and least
satisfied with the level and method used to determine their salary. The researchers found that the
job satisfaction of the faculty was independent of the respondents' age, being tenured or not, type
of institution and years of teaching experience (Bowen and Radhakrishna 1991, 19).
In his research with HE lecturers in the UK, Oshagbemi (1996, 389400) found that the
respondents in his sample rated the satisfaction which they derived from teaching, research and
interaction with colleagues highly: between 65 per cent and 80 per cent were satisfied with those
11
aspects of their jobs. The variability in the responses was also low. The satisfaction of respondents
with their head of unit's behaviour, as well as their physical working conditions was lower.
Regarding the satisfaction derived from the heads of the units' supervision, the variability was
wide: while some respondents were very satisfied, others were extremely dissatisfied. Hemmasi,
Graf and Lust (1992, 439441) found that satisfaction with pay (rather than pay level itself) was
significantly and positively correlated with job satisfaction. Hemmasi, Graf and Lust (1992,
439441) found that satisfaction with pay (rather than pay level itself) was significantly and
positively correlated with job satisfaction. In contrast, length of time at the university correlated
negatively with satisfaction. Males were marginally more satisfied than females. Satisfaction with
advancement also correlated positively with overall satisfaction. The gender difference in
satisfaction was confirmed by Tang and Talpade (1999, 345): they found that males tended to
have higher satisfaction with pay than females, while females tended to have higher satisfaction
with co-workers than males. Job satisfaction also significantly and positively correlated with
overall life satisfaction.
REASONS OFLOWJOB SATISFACTION

Conflict between co-workers,Conflict between supervisors,not beingopportunitypaid forwhat
theydo,havelittle orno sayin decision makingthataffect employees,fear oflosingtheirjob.
EFFECTS OFLOWJOB SATISFACTION

HIGH ABSENTEEISM : Absenteeismmeans it is a habitual pattern of absence from dutyor
obligation.Iftherewillbelowjobsatisfactionamongtheemployeestherateofabsenteeismwilldefinitely
increase and italsoeffectson productivityof organization.Asthejob satisfaction is high the rate
ofboth
turnover
andabsenteeismis
low
and
viseaversa.
TURNOVER
HIGH
:
Inhumanresourcereferstocharacteristicsofagivencompanyorindustryrelativetotherateat which an
employergainsand
losses
the
staff.Iftheemployerissaidtobehaveahighturnoverofemployeesofthatcompanyhaveshorter
tenurethan
thoseof
othercompaniesTRAININGCOST
12
INCREASES
Asemployeesleavesorganizationduetolackofjobsatisfaction.ThenHumanresourcemanager has to
recruit new employees. So that the training expenditurewillincreases.
THEIMPACT OFJOB SATISFACTION

Manymanagerssubscribetothebeliefthatasatisfiedworkerisnecessarilygoodworker.In
otherwords,ifmanagement
could
keeptheentireworkershappy,goodperformancewouldautomaticallyfallow.There
aretwopropositionsconcerningthesatisfactionperformance
relationship.Thefirstproposition,whichisbasedontraditionalview,isthatsatisfactionis
theeffectratherthanthecauseofperformance.Thispropositionsaysthateffortsinajob
leadstorewards,whichresultsinacertainlevelofsatisfaction.inanotherproposition,both satisfaction
and performance are considered to befunctions of rewards.
Variousresearchstudiesindicatethattoacertainextentjobsatisfactionaffectsemployee turnover,and
consequentlyorganizationcangainfromlowerturnoverintermsoflower hiring and training costs.
Also
research
has
shown
an
inverse
relation
between
job
satisfactionandabsenteeism.Whenjobsatisfactionishightherewouldbelowabsenteeism, but when

job satisfactionis low, it is morelikelyto lead ahighabsenteeism.
Each employeewants:
1. Recognition asan individual
2. Meaningful task
3. An opportunityto do somethingworthwhile.
4. Job securityforhimself and his family
5. Good wages
6. Adequate benefits
7. Opportunityto advance
8. No arbitraryaction-avoiceamatters affectinghim
9. Satisfactoryworkingconditions
10.Competenceleadership-bosseswhomhecanadmireandrespectaspersonsandas bosses.
However,thetwoconceptsareinterrelatedinthatjobsatisfactioncancontributetomoraleand morale
13
cancontributetojob
satisfaction.Itmustberememberedthatsatisfactionandmotivationarenotsynonyms.Motivationisad
rive toperform, whereas satisfaction reflects theindividuals attitudetowardsthesituation.
Thefactorsthatdeterminewhetherindividualisadequatelysatisfiedwiththejobdiffersfromthose
thatdeterminewhetherheorsheismotivated.Thelevelofjobsatisfactionislargelydetermined
bythecomfitsofferedbytheenvironmentandthesituation.Motivation,ontheotherhandis
largelydeterminebyvalueofrewardandtheirdependenceonperformance.Theresultofhigh
jobsatisfactionisincreasedcommitmenttothe
organization,whichmayormaynotresultin
better
performance.
Awide
rangeoffactors
affectsan
individualslevelofsatisfaction.
Whileorganizationalrewardscananddohaveanimpact,jobsatisfactionisprimarily
determinebyfactorsthatareusuallynot
directlycontrolledbythe
organization.ahighlevelofjobsatisfactionleadtoorganizational commitment, while a low level,

or
dissatisfaction,
result
in
behavior
detrimental
to
the
organization.Forexample,employeewholiketheirjobs,supervisors,andthefactorsrelatedto
thejobwillprobablybeloyalanddevoted.Peoplewillworkharderandderivesatisfactionif
theyare
given the freedom to maketheirown decisions.
MODELSOFJOBSATISFACTION
Therearevariousmethodsandtheoriesofmeasuringjobsatisfactionlevelofemployeesinthe
organization given
bydifferentauthors.EdwardE.lawlerin1973proposedamodeloffacetsatisfaction.Thismodelisapplic
abletounderstandwhatdeterminesapersonssatisfactionwithanyfacet ofjob.According
tothismodelactualoutcomelevelplaysakeyroleinapersonsperception ofwhat
rewardshereceives.Hisperceptioninfluencedbyhisperceptionofwhathisreferentothers
receive.Thehigheroutcomelevelofhisreferentotherthelowerhisoutcomelevelwillappear. This
model also focuseson his perception on reward level.
AFFECT THEORY
14
EdwinA.LockesRangeofAffectTheory(1976)isarguably
themostfamousjob
satisfaction
model.Themainpremiseofthistheoryisthatsatisfactionisdeterminedbyadiscrepancy
betweenwhatonewantsinajobandwhatonehasinajob.Further,thetheorystatesthathow
muchonevaluesagivenfacetofwork(e.g.thedegreeofautonomyinaposition)moderateshowsatisfied
/dissatisfied
onebecomeswhenexpectations
are/arentmet.Whenapersonvaluesaparticularfacetofajob,hissatisfactionismoregreatlyimpacted
bothpositively(when
expectationsare
met)andnegatively(whenexpectationsarenotmet),comparedtoonewho
doesntvalue
thatfacet.Toillustrate,ifEmployeeAvaluesautonomyintheworkplace
andEmployeeBisindifferentaboutautonomy,thenEmployeeAwouldbemoresatisfiedinapositionth
atoffersahighdegreeofautonomyandlesssatisfiedinapositionwithlittleorno
autonomycomparedtoEmployeeB.Thistheoryalsostatesthattoomuchofaparticularfacet
willproducestrongerfeelings of dissatisfaction themoreaworker values that facet.
DISPOSITIONAL THEORY
Another well-known job satisfaction theoryis theDispositional Theoryitisaverygeneral theory
thatsuggeststhatpeoplehaveinnatedispositionsthatcausethemtohavetendenciestowarda
certainlevelofsatisfaction,regardlessofonesjob.Thisapproach
becameanotableexplanationofjobsatisfactionin
lightofevidencethatjobsatisfactiontendstobestableovertimeandacrosscareers 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 Self-evaluations
that determine ones disposition towards job satisfaction: self-esteem, general
self-efficacy, locus of control, and neuroticism. This model states that higher levels of selfesteem (the value one places on his self) and general self-efficacy (the belief in one s 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
15
higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfaction.
TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs 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
providepeople 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 environment
such
as
pay,
company
policies,
supervisory
practices,
and
other
working
conditions.WhileHertzberg'smodelhasstimulatedmuchresearch,researchershavebeenunabletorelia
bly
empiricallyprove
themodel,withHackman&OldhamsuggestingthatHertzberg'soriginal
formulationofthemodelmayhavebeenamethodologicalartifactFurthermore,thetheorydoes
notconsiderindividualdifferences,conversely
predictingallemployeeswillreactinanidentical
mannertochangesinmotivating/hygiene factors..Finally,themodelhas beencriticizedinthatit does

not specifyhow motivating/hygienefactors areto be measured.
16
LITERATURE REVIEW
17
LITERATURE REVIEW
In the globalization era, the changing global market competitiveness has created new challenges
for organizations as well as individuals. For firms to maintain or create competitiveness, it is
necessary that they build and retain their skilled and talented human resources and ensure their
job satisfaction in order to get their maximum contribution. Many empirical studies have
established a linkage between Job satisfaction and improved employee performance and
consequently
organizational
performance(Pushpakumari,2008;
Pugno
andDepedri,2009
;Anitha,2011). These linkages enhance organizational success in the rapidly changing business
environment. Consequently, the role of human resource management practices especially job
satisfaction becomes strategic and proactive to create a more dynamic workplace environments.
Pushpakumari (2008) examined that employee attitudes are important to management because
they determine the behavior of workers in the organization. There is a significant impact of job
satisfaction on performance of employees in private sector organizations. Satisfied workers are
more concern about the given targets, work speedily, work free of errors and omissions, loyalty
and commitment to the job, less dependability, suggest new ideas, tend to improve knowledge,
willing to accept more responsibility, obedience of rules and regulations, less absenteeism and
effort to retain in the present job. The positive attitude increases the quality and quantity of
employees performance.In their study on job performance and job satisfaction, Pugno
andDepedri(2009) found that Job performance is found to be positively correlated with job
satisfaction. Economic incentives are not found to be the main motivations of job performance;
in some cases, indeed, they are even counterproductive. The key idea behind this framework is
that intrinsic motivations and self-esteem help explain both job satisfaction and job performance.
18
The employer can thus adopt other, more friendly actions, besides using incentives and controls
to enhance performance by employees.
Anitha (2011), examined job satisfaction of paper mill employees and concluded that Job
satisfaction is a general attitude towards ones job, the difference between the amount of reward
workers receive and the amount they believe they should receive. Employees will be more
satisfied if they get what they expected, job satisfaction relates to inner feelings of workers. She
concluded that the organizations need to modify the reward system of the employees and
promotions must be given based on merit, educational qualification and experience, and if these
factors are given little more care, the company can maintain good workers with high level of
satisfactions. This will in turn lead to effectiveness and efficiency in their work which leads to
increased productivity. In their study of Medical Institutions of Pakistan,Khan and Nawaz et al.
(2011) examined the impact of job satisfaction on employee performance. They concluded that
facets of job satisfaction such as pay, promotion, job safety and security, working conditions,
relationship with co-workers, and relationship with supervisor, and nature of the work
significantly affect the level of job satisfaction among autonomous medical institutions of
Pakistan and they recommended that in order to enhance the employee performance in the
autonomous medical institutions, the government should focus on all facets of job satisfaction
and not only on any one of these factors.
In their study Mehboob, Sarwar et al. (2012) have found that female faculty members were
normally less satisfied with their job than male faculty members. All the Job hygiene and Job
motivator attributes were practically or noticeably related to job contentment. The factors
Policy and Working condition were the least satisfying characteristics while work itself
was the most satisfying factor found in the job. Heriyati et al. (2012) conducted a study on
influence of employee satisfaction in supporting employee work performance with the objective
of analyzing the influence of employee satisfaction moderated by employee engagement towards
employee work performance and retention. They concluded that employee satisfaction has
significant positive influence towards employee work performance and retention. In contrast,
employee engagement does not provide a significant influence toward employee work
performance nor retention.Vartikka and Indermun(2013) examined job satisfaction-employee
performance relationship and concluded thatthere must be a correlation between job satisfaction
19
and employee performance and given the conclusion that job satisfaction has an undeniable
influence on employee performance. They believe that there is no correlation between the two
variables while others disagree and also identifies that both psychological and physical rewards
play a role in job satisfaction.
Maroofi and Dehghani (2013), has examined effects of job satisfaction on job performance and
organizational obligation relationship. They analyses that the relationship between organizational
obligation and job performance and concluded that job satisfaction simplifies the relationship
between organizational obligation and job performance. The main contribution was the
moderating effects played by the motivational and hygiene factors in the organizational
obligation-job performance relationship.Singh and Jain(2013) conducted a research on a study of
employees job satisfaction and its impact on their performance suggested that employee
attitudes typically reflect the moral of the company. In areas of customer service and sales, happy
employees are extremely important because they represent the company to the public. Every
organization should develop strategies that strengthen the work environment and increase the
employees morale and employees satisfaction to enhance employee performance and
productivity, which ultimately results in high profits, customer satisfaction as well as customer
retention. Dave and Raval (2015) in their research discussed on different perspectives regarding
job satisfaction of teachers of higher education institutes and also found that job satisfaction of
faculty members is very critical aspect for all the higher educational institutes and it affects
performance of employees and quality of education in all the higher education institutes.
JOB SATISFACTION
In their study Roznowski et al (1995); Castillo et al., (1999) concluded that the most important
information to have regarding an employee in an organization is a validated measure of his or her
level of job satisfaction Many studies have been conducted on teachers job satisfaction because
In their study Alsweel & Buehl (2009) the relevance of job satisfaction is very crucial to the
long-term growth of any educational system around the world A review of satisfaction literature
reflects one area in which there seems to be some general agreement among researchers. The
area of agreement is the definition of job satisfaction. Smith, Kendall, and Hulin (1969) define it
20
as the feelings the worker has about his job. Lawler (1973) also explained job satisfaction in
terms of the difference between what people thought they should receive and what they
perceived that they actually did receive. Locke (1976) gave a comprehensive definition of job
satisfaction as involving cognitive, affective and evaluative reactions or attitude and states that it
is a pleasurable or positive emotional state resulting from the appraisal of ones job or
experience. Schultz (1982) defined job satisfaction as the psychological disposition of people
toward their work and this involves a collection of numerous attitudes or feelings.
Lofquist and Dawis (1991) defined satisfaction as an individuals positive affective evaluation
of the target environment; result of an individuals requirements being fulfilled by the target
environment; a pleasant affective state; the individuals appraisal of the extent to which his or her
requirements are fulfilled by the environment. Spector (1997) defined job satisfaction as a
cluster of evaluative feelings about the job and identifies nine factors of job satisfaction as pay,
promotion, supervision, benefits, contingent, rewards, communication . In 2000 Riggio believed
job satisfaction to be the feelings and attitude one has about his job. He further stated that all
aspects of a particular job good and bad, positive and negative are likely to contribute to the
development of feelings of satisfaction or dissatisfaction . Robins (2001) saw job satisfaction as
an individual general attitude towards his or her job. And Mullins in 2005 perceived job
satisfaction as more of an attitude, an internal state and it could be associated with a personal
feelings of achievement either qualitative or quantitative.
Stemple (2003) notes that Today the classic theories of Maslow , Herzberg , and vroom on job
satisfaction are the basis for much of the modern day studies. These classic theories have served
as a basis for the evolution of job satisfaction research and have served as a springboard for
research inside and outside the field of education. Various theories on job satisfaction have been
developed, presented, and ultimately have been either supported or questioned by others in the
field. Traditional theories have contended that job satisfaction and dissatisfaction share a single
continuum; certain job factors create feelings of satisfaction when they are present and feelings
of dissatisfaction when they are absent. Traditionalists have claimed that both intrinsic and
extrinsic factors have the capacity to create satisfaction or dissatisfaction. Intrinsic factors
21
include recognition, achievement, responsibility, and advancement. Extrinsic factors of the job
include salary, working conditions, supervision, and administrative policies (Finley, 1991).
Herzberg, Mausner, and Snyderman (1959) developed the Motivator- Hygiene Theory. The
Motivator-Hygiene Theory states that jobs have factors which lead to satisfaction or
dissatisfaction. Job satisfaction (motivator) factors include achievement, recognition, the work
itself, responsibilities, and advancement. Job satisfaction factors allow individuals to reach their
psychological potential and are usually associated with the work itself. Job dissatisfaction
(hygiene) factors are usually associated with the work environment and include pay, working
conditions, supervision, company policy, and interpersonal relationships.Tasnim (2006) report
that, the source of job satisfaction is not only the job. It is related to rules regulation of the job,
working environment, supervision, interpersonal relation of collogue .salary, Organizational
culture etc are most important. Some times the nature of job itself a matter for job satisfaction.
Demographic Variables and Job Satisfaction

Demographic variables have been examined in a number of studies to determine their effects on
the overall level of job satisfaction as well as satisfaction with various aspects of the job
experienced by workers in various positions .
The most important demographic variable that receives huge attention in job satisfaction research
is sex. A number of empirical studies on job satisfaction have suggested that female workers
have lower level of job satisfaction than their male counterparts because male officials dominate
most of the public organizations. Another common demographic variable studied is educational
level. Most of the researches on the relationship between education level and job satisfaction
yield consistent findings. Especially Griffin, Dunbar & McGill (1978) found that workers with
higher educational level would tend to be more satisfied with their job than workers with lower
educational level.
22
Buzawa, (1984) concluded that the third commonly identified variable in the research on
demographic characteristics is age. Workers age has been found to have a negative impact on
workers job satisfaction. This means that younger workers are more satisfied with their jobs
than their senior counterparts.
Vandenberg & Lance, (1992).The fourth and final variable is the job assignment of a public
official. Public officials have many different interests, and these are sometimes satisfied on the
job. However, the more public officials find that they can fulfil their interests while on the job;
the more satisfied they will be with those jobs. For example, a recent study results showed that
university graduates were more satisfied with their jobs when these were consistent with their
university majors than when these fell outside their fields of interest
The general findings reported by Herzberg et al, (1957) on the relationship between job
satisfaction and age show that job satisfaction started high, declined, and then started to improve
again with increasing age in a U-shaped curve . They suggested that job satisfaction increased
with age because the individual comes to adjust to his/her work and life situation. Job
satisfaction might tend to increase as workers grow older because the extrinsic rewards of work
tend to increase with age .
The general consensus concerning gender differences in job satisfaction is that there is little
practical significance between the two sexes. Hulin and Smith (1964) indicated the differences in
job satisfaction by sex are negligible when the factors of pay, tenure, and education are
controlled statistically .Tasnim (2006). Job satisfaction differs on male and female attitude also.
According to the result of study Work values, attitudes and performance of industrial workers in
Bangladesh.
Recent studies by Ehrenberg ,Zoghi, Robst, Van Gilder and Polacheck (2003) found that women
are no less satisfied than men. They further suggested that female workers should have the same
expectations as their male counterparts and so the same job satisfaction. Sloane and Ward (2001)
opined that women over the age of 35 have significantly job satisfaction. Hagedron (1996)
asserted that the job satisfaction of female workers is lower when their earning fall below the
23
earning of comparable males . Bass and Barrent (1992) opined that inherent sex differences in
job satisfaction of administrative workers is due to the secondary position women placed their
secular jobs compared to their family. Zalenzunik, Christenson and Roethlisbeger (1958) also
asserted that women have greater job satisfaction despite the fact that female receive the same
pay and had the same job status as their men counterparts . Male workers are significantly higher
satisfied than of the female workers for most of the careers.
Quinn (1974) in his research concluded that the relationship between education and job
satisfaction is distinctly non-linear. The assumption is that the higher ones educational level, the
greater are ones chances of securing a desired and presumably satisfying job; however, there is
not a direct correlation between an incremental increase in education and an incremental increase
in job satisfaction . A study by Gordon and Arvey (1975) indicated that satisfaction with the
work itself did not vary in its relationship to the amount of formal education. Instead, the data
collected revealed that the more highly educated members of the work force were less satisfied
with the prevalent way the organization was being managed than were the less educated. One
explanation for the lower satisfaction of better educated individuals might be that they were more
aware of what constituted effective and ineffective management techniques. Recently, the
analyses of academic and career administrators perceptions of their functioning in management
and leadership capacities concluded that Ph.D.s were more satisfied than non-Ph.D .
Schonwetter (1993) in his research concluded that Individuals occupying higher administrative
positions have higher levels of personal control compared to middle management positions.
Thus, educational achievement and experience may be synonymous with career position, and
career position may be indicative of job satisfaction, so that higher educational backgrounds or
greater experience may predict higher administrative positions that lead to feelings of job
satisfaction.
Gordan and Johnson (1982) in their study concluded that demographic variables such as age or
sex, tenure has been judged a legal and defensible basis for disbursing organizational rewards
and making staffing decisions.Ward (1977) from the study of elementary principals in Virginia
appear to indicate that principals who had six years or more of service had a stronger feeling
24
regarding inter-personal relationship with teachers than did principals who had five or fewer
years of experience Teachers who reported decreased satisfaction since commencing teaching
had, on the average, significantly longer periods of service .
Smith (2007) demonstrate that, Job satisfaction is not similar across all social groups in the US.
First, job satisfaction is higher among those with more education, more prestigious occupations,
and better paying positions. Among those with less than a high-school education, 45% are very
satisfied compared to 58% very satisfied among those with post-graduate degrees.. Second,
blacks are less satisfied with their jobs than whites are (40% vs. 53%). Third, job satisfaction is
greater among those who are still working after age 65 (71% very satisfied) and lowest among
the youngest workers under 29 (42% very satisfied). In general, job satisfaction increases with
age. Fourth, full-time workers are more satisfied than part-time workers (52% vs. 46%). Lastly,
men and women do not differ meaningfully in their average satisfaction (52% to 49%).
Kinzl et al. (2004) asserted that no statistically significant differences in job satisfaction were
observed according to gender in their study about satisfaction of principals demonstrate that,
females were significantly more satisfied with Activity and Variety than males; younger and
older principals were significantly more satisfied with Activity than middle aged principals;
principals with educational specialist degrees were significantly more satisfied with Achievement
than doctorate and masters principals.
Work Conditions and Job Satisfaction

Syptak (1999) concluded that the environment in which people work has a tremendous effect on
their level of pride for themselves and for the work they are doing. Do everything you can to
keep your equipment and facilities up to date. Even a nice chair can make a world of difference
to an individual's psyche . Also, if possible, avoid overcrowding and allow each employee his or
her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed
your employees in close quarters with little or no personal space, don't be surprised that there is
tension among them .
25
Marqueze et al (2008) cited by the Harri (1993) that, there are several factors related to a
reduction of well being among educators. These included; excessive work, especially
administrative duties, communication breakdowns with the directors of the colleges and the
underestimation by others of the value of teaching.
Ghazali et al. (2007) develop study about Job satisfaction of doctors working at teaching
hospitals with respect to income, designation, working environment, availability of research
facilities, equipment facilities, service structure, which measured on four point scale from 1= not
satisfied to 4=very much satisfied. And results of this study demonstrated that doctors were most
satisfied with designation (1.98), working environment (1.68) and equipment facilities (1.68)
while income level (1.24) and proper service structure (1.08) turned out to be factors causing
dissatisfaction.
Anderson 1984; Hayat et al., (2010) concluded in their study that another way to improve job
satisfaction is by varying tasks assigned to employees. Repetitive tasks make satisfaction
difficult. Therefore, employees need independence to be fully satisfied within their jobs.
Taveggia & Hedley (1976) assumed that workers in highly specialized jobs experience less
autonomy or discretion and, consequently, they are more dissatisfied with work than those in less
specialized jobs.
Filak & Sheldon, Ololube (2006). concluded that the relevance of job satisfaction and motivation
are very crucial to the long-term growth of any educational system around the world They
probably rank alongside professional knowledge and skills, center competencies, educational
resources and strategies as the veritable determinants of educational success and performance.
Professional knowledge, skills and center competencies occur when one feels effective in ones
behavior. In other words, professional knowledge, skills and competencies can be seen when one
is taking on and mastering challenging tasks directed at educational success and performance.
Kinzl et al. (2004) demonstrate that, the indices of task demands (complexity of demands,
variability of work) and task-related problems (concentration demands, time pressure, work
26
interruptions) showed no significant associations with job satisfaction. However, the variables
concerning control over work at the workplace (influence on handling task, time control,
participation) have a significant effect on job satisfaction, indicating that strong control over
work produces greater job satisfaction. Therefore it is important for employers to establish
working conditions that promote job satisfaction.
Administration and job satisfaction

Syptak (1999).An organization's policies can be a great source of frustration for employees if the
policies are unclear or unnecessary or if not everyone is required to follow them. Although
employees will never feel a great sense of motivation or satisfaction due to organization's
policies, it can decrease dissatisfaction in this area by making sure policies are fair and apply
equally to all.
Hayat et al., (2010). Research has shown employees with higher job satisfaction are more
productive, more committed to the organization, have lower turnover rates, care more about the
quality of their work, and believe in the long run they will be satisfied with the company
Employees do not want their boss to reprimand them in any way for utilizing programs that the
boss may not be in agreement with. Therefore, managerial behaviors must be adapted to correlate
with the newly formed policies.
Salary and Retirement System And Job Satisfaction

Hanif & Kamal (2009Job satisfaction is an attitude of an employee over a period of his/her job
so the factors of job satisfaction and dissatisfaction changes over the period of time . However, in
today's business climate of continuous changes and uncertainty, the importance of job
satisfaction to organizational performance and individual can be pay.
27
Lawler (1971) studied the significance of the role of pay in work organization, examined the
satisfaction with pay to exert a positive influence on employee commitment. He also suggested
that pay satisfaction or dissatisfaction is a function of the discrepancy between what one feels
one should receive and how much pay one does receive. Pay dissatisfaction is sufficiently
common that a finding of a lower rate of satisfaction with pay than with other job components
can be anticipated, and even predicted .Pay has been considered as the major factor for job
satisfaction however other related factors like promotion, recognition, job involvement and
commitment are also taken into account.
Hooker and Ventis (1984) concluded in their research that Retirement is one of the biggest
decisions that a person makes .note that "Retirement, as any major event in the life cycle requires
adjustment". Writings in the academic and professional journals of Public Administration pose an
intriguing relationship between job satisfaction and retirement. Dobson and Morrow (1984)
noted that "Retirement attitudes were more strongly related to work commitment and job
satisfaction than age, sex, health, and income".
Effect of Job Satisfaction on Job Performance

Davies et al.(2006)concluded that the nature of job satisfaction and its effects on work
performance, the industrial/organizational psychologists disciplines have been wrestling with the
question of the relationship between job satisfaction and job performance. Researchers have had
difficulty determining the relationship between job satisfaction and performance.
Borman & Kahya (2008)concluded that Job satisfaction results from the exchange of personal
factors, such as principles, character, and opportunity with employment factors such as the
impression of the work situation and the job itself. considered job performance the most
important dependent variable in industrial and organizational psychology. For all of the main
applications of this branch of psychology, such as employee training and job redesigning, the
focus is almost always on improving job performance.
Zhang & Fang(2005). Concluded that the job satisfaction performance relationship can be
summarized in the statement a happy worker is a productive worker They placed a large
28
amount of effort in an attempt to demonstrate that the two are positively related in a particular
fashion: a happy worker is a good worker. Although this sounds like a very appealing idea, the
results of empirical literature are too mixed to support the hypothesis that job satisfaction leads
to better performance or even that there is a reliable positive correlation between these two
variables.
RATIONALE OF THE RESEARCH

In todays knowledge-based economy, Educational Institutions,as the centers for developing
human resource, playa significant role in transforming traditional society into themodern
knowledge society. Higher Educational Institutions(HEIs) are recognized as a key element for
modernization and development since these are responsible for producing skilled human capital
for the society through teaching, building a knowledge base through researchand knowledge
development, use and dissemination of knowledge by interacting with the knowledge users
(Okwakol, 2009). The main function ofa higher education system is to add real value to human
resources, andproduce wealth creators and leaders in all fields. The country is witnessing a
paradigm shift in higher education, from national to global education, from state controlled
to an open market economy, from `general education to an educational system driven by
market forces, from one time education for a few to life-long education for all, from
teachers-centered' to learner centered education (Venkatasubramanian, 2002). These changes
make new demands and pose fresh challenges to the established education systems and practices.
There is no doubt that faculty members are the most valuable asset of these HEIs. They build
fortune of the nation. There is accord about the truth that all other factors are meaningless
without the existence of effective faculty members. In view of this, HEIs must pay adequate
attention in recruiting, developing and retaining competent faculty members for better quality of
education. Further, these institutions must attempt to examine their level of job satisfaction, in
order to ensure their maximum contribution for the welfare of the HEIs and society as a whole.
29
Some of the factors which affect the performance of the faculty members in the education sector
are better employment opportunities,salary, promotion, working conditions, etc.Job satisfaction
of faculty members is very critical aspect for all the higher educational institutes since it affects
academic performance and quality of education in higher education institutes. Thus, this area of
job satisfaction among faculty members is a well-researched and well discussed topic all over the
world. However, limited studies have been conducted in Indian context. The present study will
attempt to identify the factors related to job satisfaction of faculty members in Higher
Educational Institutions. The study will also investigate the relationship between job satisfaction
variables and demographical and professional characteristics of faculty members. At last,
researchers would also make an attempt to examine the relationship of job satisfaction with
employee performance in selected higher educational institutions. The present study will add to
the body of knowledge in the area of job satisfaction and employee performance in the higher
education sector. The present study can be useful for HEIs for making suitable policies for
evaluating and making suitable provisions for factors enhancing job satisfaction, consequently
employees' performance. Moreover, the researcher believes that only with a little modification,
the result of this research can be useful to other similar organizations.
30
OBJECTIVES OF THE
STUDY
31
OBJECTIVES OF THE STUDY

The objective of the study is as follows:
To identify the factors of job satisfaction of faculty members in higher education

institutions (HEIs).
To examine the relationship between factors of job satisfaction and demographical and
professional characteristics of faculty members in HEIs.
To investigate the relationship between level of job satisfaction and performance of

faculty members.
32
HYPOTHESIS OF THE STUDY

H0: There is no significant relationship between the changes taken for Job Satisfaction and
improvement of Job Satisfaction.
H1: There is significant relationship between the changes taken for Job Satisfaction and
33
RESEARCH
METHODOLOGY
34
RESEARCH METHODOLOGY
The research methodology is the systematic way to solve the research problem. It gives an idea
about various steps adopted by the researcher in a systematic manner with an objective to
determine various manners.
STATEMENT OF RESEARCH PROBLEM

Job satisfaction is important, as it is associated with better employee performance, lower
absenteeism, greater organizational commitment, lower turnover and better job security. It is
more important in case of higher educational sector. Therefore, the present study will identify
variables related to job satisfaction and their relationship with performance of faculty members
in higher education institutions. Variables of job satisfaction will also be examined across the
demographical and professional characteristics of faculty members.
RESEARCH DESIGN
A research design is considered as the framework or plan for a study that guides as well as helps
in data collection and analysis of data. The research design is descriptivewhich is used to
describe the relationship between job satisfaction variables and demographical and professional
characteristics of faculty members.
SAMPLING DESIGN
Dehradun is aneducational
hub and saturated with a number of the public and private
universities. For this study the data will be collected from academic staffs, appointed as full-time
Lecturers, Assistant Professors, Associate Professors and Professors, working in these
universities in Dehradun.A representative sample of 100 respondents will be taken from
Uttaranchal University and IMS Unison University.Probability sampling will be employed for
this purpose.
Sampling size: No of sample 100.
35
Sample technique:Convenient sampling technique.
DATA COLLECTION
Primarydata will be collected from different educational institutions of Dehradun through a
questionnaire, personal interview and direct observation methods to collect the data.A research
instrument for the collection of data will be structured questionnaire. A questionnaire will be
developed through similar past studies reviewed in the literature review section.
Data collection technique: Questionnaire method will be use.
Data collection instrument: Structured questionnaire will be designed
ANALYSIS OF DATA & STATISTICAL TOOLS

The data collected are tabulated and analyzed in such a way to make interpretations.The
statistical tools used is chi-square test is applied .IBM SPSSversion 20 is be used for data
analysis.
OPERATIONAL METHODOLOGY:
Questionnaire will be handed over to the responded in a face to face interaction & respondent
will request to fill in the questionnaire in presence of researcher. Furthersome, Chi-square Test
shall be applied upon the response sheets from respondents.
36
DATA ANALYSIS AND

INTERPRETATION
37
1. AGE
Frequency
Valid
30-40 years
40-50 years
50-60 years
Above 60 years
Total
10
10
42
38
100
AGE
Percent
Valid Percent
10.0
10.0
42.0
38.0
100.0
10.0
10.0
42.0
38.0
100.0
Cumulative
Percent
10.0
20.0
62.0
100.0
INTREPRETATION
10 % of the respondents were of the age of 30-40 years.10% of the respondents were of the age
of 40-50 years,42% of the respondents were of the age of 50-60 yearsand 38% were above 60
years of age.
38
2. GENDER
Frequency
Valid
Male
Female
Total
75
25
100
GENDER
Percent
75.0
25.0
100.0
Valid Percent
75.0
25.0
100.0
Cumulative
Percent
75.0
100.0
INTREPRETATION
75% of the respondents were Male and 25% of the respondents were Female.
39
3. MARITAL STATUS
MARITAL STATUS
Frequency
Percent
Valid Percent
Valid
Married
Unmarried
Widowed
Total
53
20
27
100
53.0
20.0
27.0
100.0
53.0
20.0
27.0
100.0
Cumulative
Percent
53.0
73.0
100.0
INTREPRETATION
53 % of the respondents are Married,.20% of the respondents are Un- Married, 27% of the
respondents areWidowed
40
4. MONTHLY INCOME
MONTHLY INCOME
Frequency
Percent
Valid
20,000-40,000
40,000-60,000
60,000-1, 00,000
Above 1, 00,000
Total
8
5
48
39
100
Valid Percent
8.0
5.0
48.0
39.0
100.0
8.0
5.0
48.0
39.0
100.0
Cumulative
Percent
8.0
13.0
61.0
100.0
INTREPRETATION
8% of the respondents are having monthly salary ranging between 20,000-40,000, 5% of the
respondents are having monthly salary ranging between 40,000-60,000 .48% of the respondents
are having monthly salary ranging between 60,000-1, 00,000. 39% of the respondents are having
monthly salary Above 1, 00,000.
41
5. YOUR EMPLOYMENT STATUS

YOUR EMPLOYMENT STATUS
Frequency
Percent
Valid Percent
Valid
Full-time
Part-time
Total
64
36
100
64.0
36.0
100.0
64.0
36.0
100.0
Cumulative
Percent
64.0
100.0
INTREPRETATION
64% of the respondents are having full-time job and 36% of the respondents are having parttime job.
42
6. ACADEMIC QUALIFICATION
ACADEMIC QUALIFICATION
Frequency
Percent
Valid Percent
Valid
Bachelors degree
Masters degree
Doctoral degree
Total
53
30
17
100
53.0
30.0
17.0
100.0
53.0
30.0
17.0
100.0
Cumulative
Percent
53.0
83.0
100.0
INTREPRETATION
53% of the respondents are having Bachelors degree and 30% of the respondents are having
Masters degree.17% of the respondents are having Doctoral degree
43
7. LENGTH OF EMPLOYMENT (YEARS)

LENGTH OF EMPLOYMENT (YEARS)
Frequency
Percent
Valid Percent
Valid
15
6 -10
11 15
16 or more
Total
6
5
56
33
100
6.0
5.0
56.0
33.0
100.0
6.0
5.0
56.0
33.0
100.0
Cumulative
Percent
6.0
11.0
67.0
100.0
INTREPRETATION
6% of the respondents are having length of employment (1 5) years and 5% of the respondents
are having length of employment (6 10) years and 56% of the respondents are having length of
employment (11 15) years and 33% of the respondents are having length of employment (16 or
more )
44
8. ACADEMIC RANK
ACADEMIC RANK
Frequency
Percent
Valid
Teaching assistant
Lecturer
Associate Professor
Total
51
34
15
100
51.0
34.0
15.0
100.0
Valid Percent
51.0
34.0
15.0
100.0
Cumulative
Percent
51.0
85.0
100.0
INTREPRETATION
51% of the respondents are Teaching assistant and 34% of the respondents are Lecturer and 15%
of the respondents are Associate Professor .
45
9. I have generally found the kind of work I do here exciting

Statistics
I have generally found the kind of
work I do here exciting
Valid
100
N
Missing
0
Mean
3.9000
Std. Deviation
.83485
I have generally found the kind of work I do here exciting

Frequency
Percent
Valid Percent
Valid
Disagree
Neither Agree nor Disagree
Agree
Strongly Agree
Total
10
10
60
20
100
10.0
10.0
60.0
20.0
100.0
46
10.0
10.0
60.0
20.0
100.0
Cumulative
Percent
10.0
20.0
80.0
100.0
10.
It is worthwhile to invest my time delivering service
Statistics
It is worthwhile to invest my time
delivering service
Valid
100
N
Missing
0
Mean
3.1000
Std. Deviation
1.45297

Frequency
Percent
Valid Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
20
20
10
30
20
100
20.0
20.0
10.0
30.0
20.0
100.0
47
20.0
20.0
10.0
30.0
20.0
100.0
Cumulative
Percent
20.0
40.0
50.0
80.0
100.0
11.I would advise my friends to patronize

Statistics
I would advise my friends to
patronize
Valid
100
N
Missing
0
Mean
4.3000
Std. Deviation
1.01005
I would advise my friends to patronize
Frequency
Percent
Valid Percent
Valid
Disagree
Agree
Strongly Agree
Total
10
10
20
60
100
10.0
10.0
20.0
60.0
100.0
48
10.0
10.0
20.0
60.0
100.0
Cumulative
Percent
10.0
20.0
40.0
100.0
12.
Your relationship with your supervisor is cordial
Statistics
Your relationship with your
supervisor is cordial
Valid
100
N
Missing
0
Mean
4.3800
Std. Deviation
1.00282
Frequency
Percent
Valid Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
4
4
2
30
60
100
4.0
4.0
2.0
30.0
60.0
100.0
49
4.0
4.0
2.0
30.0
60.0
100.0
Cumulative
Percent
4.0
8.0
10.0
40.0
100.0
13.
Your supervisor is not partial
Statistics
. Your supervisor is not partial
Valid
100
N
Missing
0
Mean
4.1000
Std. Deviation
1.19342
Frequency
Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
6
8
6
30
50
100
6.0
8.0
6.0
30.0
50.0
100.0
50
Valid Percent
6.0
8.0
6.0
30.0
50.0
100.0
Cumulative
Percent
6.0
14.0
20.0
50.0
100.0
14.
Your supervisor considers my idea too while taking decision
Statistics
Your supervisor considers my idea
too while taking decision
Valid
100
N
Missing
0
Mean
4.1600
Std. Deviation
1.24495
Your supervisor considers my idea too while taking decision
Frequency
Percent
Valid Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
6
8
10
16
60
100
6.0
8.0
10.0
16.0
60.0
100.0
51
6.0
8.0
10.0
16.0
60.0
100.0
Cumulative
Percent
6.0
14.0
24.0
40.0
100.0
15.
You are satisfied with the support from your co-workers
Statistics
You are satisfied with the support
from your co-workers
Valid
100
N
Missing
0
Mean
4.2600
Std. Deviation
.93873
You are satisfied with the support from your co-workers
Frequency
Percent
Valid Percent
Valid
Disagree
Agree
Strongly Agree
Total
10
4
36
50
100
10.0
4.0
36.0
50.0
100.0
52
10.0
4.0
36.0
50.0
100.0
Cumulative
Percent
10.0
14.0
50.0
100.0
16.
Overall, I feel I am satisfied with my job
Statistics
Overall, I feel I am satisfied with
my job
Valid
100
N
Missing
0
Mean
4.2400
Std. Deviation
.93333
Frequency
Percent
Valid Percent
Valid
Disagree
Agree
Strongly Agree
Total
10
4
38
48
100
10.0
4.0
38.0
48.0
100.0
53
10.0
4.0
38.0
48.0
100.0
Cumulative
Percent
10.0
14.0
52.0
100.0
17.
The promotion process is fair and transparent of the university
Statistics
The promotion process is fair and
transparent of the university
Valid
100
N
Missing
0
Mean
3.7000
Std. Deviation
1.27525
The promotion process is fair and transparent of the university

Frequency
Percent
Valid Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
10
10
10
40
30
100
10.0
10.0
10.0
40.0
30.0
100.0
54
10.0
10.0
10.0
40.0
30.0
100.0
Cumulative
Percent
10.0
20.0
30.0
70.0
100.0
18.
Compensation level for rank advancement are appropriate
Statistics
Compensation level for rank
advancement are appropriate
Valid
100
N
Missing
0
Mean
3.8200
Std. Deviation
1.29786
Compensation level for rank advancement are appropriate
Frequency
Percent
Valid Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
8
12
10
30
40
100
8.0
12.0
10.0
30.0
40.0
100.0
55
8.0
12.0
10.0
30.0
40.0
100.0
Cumulative
Percent
8.0
20.0
30.0
60.0
100.0
19.
The salary level is adequate
Statistics
Valid
100
N
Missing
0
Mean
4.1000
Std. Deviation
1.36700

Frequency
Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
10
8
4
18
60
100
10.0
8.0
4.0
18.0
60.0
100.0
56
Valid Percent
10.0
8.0
4.0
18.0
60.0
100.0
Cumulative
Percent
10.0
18.0
22.0
40.0
100.0
20.
Benefits are appropriate
Statistics
Valid
100
N
Missing
0
Mean
3.9400
Std. Deviation
1.36936
Frequency
Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
10
10
6
24
50
100
10.0
10.0
6.0
24.0
50.0
100.0
57
Valid Percent
10.0
10.0
6.0
24.0
50.0
100.0
Cumulative
Percent
10.0
20.0
26.0
50.0
100.0
21.
I feel that my job is secure
Statistics
Valid
100
N
Missing
0
Mean
3.9000
Std. Deviation
1.38170

Frequency
Percent
Valid
Strongly Disagree
Disagree
Agree
Strongly Agree
Total
10
10
10
20
50
100
10.0
10.0
10.0
20.0
50.0
100.0
58
Valid Percent
10.0
10.0
10.0
20.0
50.0
100.0
Cumulative
Percent
10.0
20.0
30.0
50.0
100.0
STATISTICAL ANALYSIS
CHI-SQUARE TEST
Cross tabulation between the changes taken for Job Satisfaction and improvement
of Job Satisfaction
Improvement
in overall
Highly
Effective
Moderate
12
procedure
Making changes in
11
dissatisfied areas
Changes
Taken
Improvement in
motivational
techniques
Re-structuring
of organization
Improvement in
In
Highly
ineffective
Total
12
33
25
25
17
34
16
15
25
10
100
effective
Effective
recruitment
No decision taken
Total
ZNX
STEP: 1
SETTING AN HYPOTHESIS
59
H0:
There is no significant relationship between the changes taken for Job
Satisfaction and improvement of Job Satisfaction.

H1:
There is significant relationship between the changes taken for Job
Satisfaction and improvement of Job Satisfaction.

STEP: 2
TO FIND THE EXPECTED FREQUENCY
Expected frequency
= Corresponding row total * Corresponding column total

Total number of samples
STEP: 3
CALCULATION OF CHI-SQUARE VALUE
Formula
(O-E)2
2 =
E
O
Observed frequency
Expected frequency
Chi square
3.6.1.2 Computation Table for 2

O
O-E
(O-E)2
(O-E)2/E
11.22
-4.22
17.81
1.59
5.28
-0.28
0.08
0.01
4.95
4.05
16.40
3.31
12
8.25
3.75
14.06
1.70
3.30
-3.30
10.89
3.30
12
8.50
3.50
12.25
1.44
60
4.00
-2.00
4.00
1.00
3.75
2.25
5.06
1.35
6.25
-3.25
10.56
1.69
2.50
-0.50
0.25
0.10
11
8.50
2.50
6.25
0.74
4.00
4.00
16.00
4.00
3.75
-3.75
14.06
3.75
6.25
-0.25
0.06
0.01
2.50
-2.50
6.25
2.50
5.78
-1.78
3.17
0.55
2.72
-1.72
2.96
1.09
2.55
-2.55
6.50
2.55
4.25
-0.25
0.06
0.01
1.70
6.30
39.69
23.35
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
54.04
TOTAL
STEP: 4
Level of significance = 0.05
Degrees of freedom = (R-1) (C-1)
= (4-1) (5-1) = 12
Tabulated value at 5% level of significance and degree of freedom 12 is
21.026
STEP: 5
61
The calculated value is greater than the tabulated value: 54.04 >21.026
RESULT
Therefore, reject the Null Hypothesis H0 and accept the alternate Hypothesis H1
INFERENCE
There is significant relationship between the changes taken for Job Satisfaction and
62
FINDINGS
Allthefindindsaredrawnbasedontheanalysisandinterpretationoftheprimarydata regardingthe job
satisfaction ofthe employees ofHEI.
Fromtheanalysisandinterpretation,itisconcludedthat80 % oftheemployeesare satisfied with

theworkplaceand
only20%employees
arenot
whicharenegligibleinnumber.
satisfied
withthe
workplace,
Andsimilarlyincaseofinfrastructure70%ofthe
employeesaresatisfiedandverysmallnumberof employeesarenothappywiththe infrastructure

of
HEIandthe
canteen
facilities.
It
meansthe
workplace
and
infra-
structureofHEIisgoodorsatisfactory.
Itisnoticethatnearabout84%theemployeesaresatisfiedwithimplementationof
rulesandresponsibilities.Andonlysomeofthemarenotseemstobesatisfiedwiththe
implementingrulesandresponsibilities.Thereforeitshowsthatimplementationofrule
and
responsibilityis done fairly.

Fromthestudyitisclearthatthe70%ofemployeesarehappywiththe
freedomatworkgivenbymanagementbutonlysomeofthemarenotfeelingsatisfied
with
the
freedomgivenat work place.

Accordingtoanalysisandinterpretation,60%oftheemployeesaresatisfiedwiththe
teamspiritbuilt
inorganizationandonlyfewarenothappywithteamspiritinthe
organization.
From this itseems that theteam spirit in the organization is strong.

Thisstudyshowsthatonlyfewemployeessdtronglyfeelthattheworkinghoursdecided
byorganizationaremostconvenientforthem.Otherisnotinfavorwiththeseworking
hours.Soitisclearthatthe
managementkeptthemainconsiderationaboutworking
conditions
and thehours, which satisfies the employees.

Thestudyshows that verysmall numbers (32%) ofemployees aresatisfied with thejob
security.
63
Andremainingmostof the employees arenot satisfied with thejob

Securityprovidedbytheorganization.Hencefromthisanalysisitisclearedthatthereis
feelingof
fear of job loss in the employees of HEI.

An analysis shows that about 75% ofemployees are strongly in favor that the targets given
are
achievableandonlyarenotfeelsthatthetargetsgivenareachievable.Hencethetargets
set
bymanagement are achievable.
The findings described in this study, academic members from private universities of
Dehradun enjoy only a moderate level of job satisfaction. However, female faculty
members were less satisfied than male counterparts
64
SUGGESTIONS
Thesuggestionsaredrawnfromtheanalysisandobservations.Fewsuggestionsaregivenas under:
In case of working hours decided by the organization are not convenient for the
employeesofHEI.Theworkinghoursare6hoursperdaythatfrom8.30AM
to
PM.
Thesehours should minimizeup to 5hours.

ThecriteriaforJobsecurity isnotmuchsatisfactorysomanagementneed to concentrateon
job security of employees so that they can work without fear of job loss in the
organization.
Opportunities of growth of employees are very less so that there can be employee
turnover hence
management has to give emphasis on increasing the promotion
opportunities for accordingto theperformanceofemployees.

Fromanalysisweconcludedthattheperiodofinhousetrainingisveryshortthatisof
only3days,whichisnotsufficienttogetcompleteknowledgeaboutthe
work.Hencethe
trainingperiod should extend up to 5 days.

As there is an active participation of employees in decision making but rarely the
suggestionsgivenbythemaredrawninaction.Hencetheconfidenceofemployeesgets
demotivated.
Sotomotivatetheemployeesmanagementcantakeintoconsiderationsomeproper
suggestionsgivenbytheemployees.Itwillhelptoincreasethemotivationandultimately
Job satisfaction ofthe employees ofHEI.
CONCLUSION
65
the
Fromtheanalysisitisconcludedthatverysmallnumberofemployeesaresatisfiedwith
thepaymentaspertheirrolesandresponsibilityandremainingallarenotsatisfiedwith
thepaymentaccordingtotheirrolesandresponsibilities.Hencefromthisanalysisitcan be cleared
that payment accordingto roles andresponsibilities arenot muchsatisfied.
Onlylittlenumberoftheemployeesissatisfiedwiththeopportunitiesofpromotions
given
by
organization. It shows that the employees do not have any growth of opportunities.
Analysisshows that the payment ofsalaryis made always on time.
Fromtheanalysisandinterpretationitisclearthatverylargenumberoftherespondents
aresatisfiedwiththequalityoftrainingandinductionprogramandinhousetrainingheld
bythemanagement.Andfewarenotsatisfiedwiththequalityofinhousetraining.But the period
oftrainingis not satisfactoryto the employees.
FromtheanalysisitisclearthatHRdivisionismostsatisfactorytoallemployeesonly few arenot
satisfied withthe HR division in the company.
Incaseofperformanceappraisalsystemandtheofficeeventsandpartiesorganizedby
theorganization nearaboutalltheemployeesaresatisfied.Thebirthdaysofallthe employees are
remembered and celebrated in theorganization.
Itisconcludedthattheemployeesarenotmuchsatisfiedwiththeforumforface-to-face
communication.Fromtheanalysisitisclearthathalfoftheemployeesaresatisfiedand otherhalf arenot
satisfiedwith theencouragement givento thesuggestions ofthe
employees.Butonlyfewthinksthatthereispositiveacceptanceofthesuggestionsgiven
bytheemployees. From the analysisitis clear thatmanagement is able all thepromises
BIBLIOGRAPHY
66
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their performance.Journal of Indian Research, 1 (4), 105-111.
2.
Khan, A.H. , Nawaz, M.M., Aleem, M. and Hamed, W. (2011).Impact of job satisfaction
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Dave, N. and Raval, D. (2015). Job satisfaction affects Employee performance,

International Journal of Advance Research, 3 (5),235-249.
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8. Pushpakumari, M. (2008). The impact of job satisfaction on job performance.The

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New Evidence.International journal of human resorce management,19(3), 5-18.
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15. bookthebookofD.M. PestonjeeMotivationandJobSatisfaction
16. Frederick Winslow Taylors 1911 book, Principles of Scientific Management,
68
17. Hooker and Ventis (1984) academic and professional journals of Public Administration
ANNEXURE
Questionnaire
69
IMPACT OF JOB SATISFACTION OF EMPLOYEES

PERFORMANCE IN HIGHER EDUCATION INSTITUTIONS
Thus questionnaire is designed to complete my research work. The information thus received
will be kept confidential and will not be used for any other purpose.
A. BACKGROUND INFORMATION
1. NAME : _________________________________
2. AGE
Up to 30 years
30-40 years
40-50 years
50-60 years
Above 60 years
3. GENDER
Male
Female
4. MARITAL STATUS :
Married
Unmarried
Widowed
5. MONTHLY INCOME :
70
Up to 20,000
20,000-40,000
40,000-60,000
60,000-1, 00,000
Above 1, 00,000
6. YOUR EMPLOYMENT STATUS:
Full-time
Part-time
7. ACADEMIC QUALIFICATION :
Bachelors degree
Masters degree
Doctoral degree
8. LENGTH OF EMPLOYMENT (YEARS)
Less than 1
15
6 -10
11 15
16 or more
9. ACADEMIC RANK
71
Teaching
assistant
Lecturer
Associate
professor
Please Stock Market (/) mark to give your responses for the following questions
1=strongly disagree, 2= disagree, 3= neutral, 4= agree, 5= strongly agree
S.No.
1 2 3 4 5
10.
I have generally found the kind of work I do here
11.
12.
13.
14.
15.
exciting
I would advise my friends to patronize
Your supervisor considers my idea too while taking
16.
decision
You are satisfied with the support from your co-
17.
18.
workers
The promotion process is fair and transparent of the
university
19.
Compensation level for rank advancement are
20.
21.
22.
appropriate
My level of satisfaction with job has improved my
Research ability
72
My satisfaction with job has improved my service

delivery to stakeholders
Overall performance in other area has improved
73

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DISSERTATION

Impact of job satisfaction of Employees

Under the guidance of

DEFINITIONS OFJOB SATISFACTION

onawholeissatisfyinghisvarious needs.According to LockeJob satisfaction is defined as a

HISTORYOF JOB SATISFACTION

Principles of Scientific Management,arguedthatthere

wasasingle bestwaytoperformany givenworktask.Thisbookcontributedto achangein industrial

IMPORTANCE OFJOB SATISFACTION

WORKERS ROLEINJOB SATISFACTION

recognition.Develop excellentcommunication skills. Employers value and rewards excellent

and initiative. Qualities like these are valued

organizations and often results in recognition as wellas in increased responsibilities and

Thishelptogivemeaning toonesexistence,thusplaying avital rolein job satisfaction.Learn to de-

stress. Plan to avoid burn out bydevelopinghealthystress management techniques

IMPACT OF JOB SATISFACTION ON THE PERFORMANCE OF

RELATIONSHIP BETWEEN JOB SATISFACTION AND EMPLOYEES

FACTORS INFLUENCING JOB SATISFACTION OF FACULTY

REASONS OFLOWJOB SATISFACTION

EFFECTS OFLOWJOB SATISFACTION

THEIMPACT OFJOB SATISFACTION

satisfactionandabsenteeism.Whenjobsatisfactionishightherewouldbelowabsenteeism, but when

organization.ahighlevelofjobsatisfactionleadtoorganizational commitment, while a low level,

given the freedom to maketheirown decisions.

TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

mannertochangesinmotivating/hygiene factors..Finally,themodelhas beencriticizedinthatit does

Demographic Variables and Job Satisfaction

Work Conditions and Job Satisfaction

Administration and job satisfaction

Salary and Retirement System And Job Satisfaction

Effect of Job Satisfaction on Job Performance

RATIONALE OF THE RESEARCH

OBJECTIVES OF THE STUDY

To identify the factors of job satisfaction of faculty members in higher education

To investigate the relationship between level of job satisfaction and performance of

HYPOTHESIS OF THE STUDY

STATEMENT OF RESEARCH PROBLEM

hub and saturated with a number of the public and private

Sample technique:Convenient sampling technique.

ANALYSIS OF DATA & STATISTICAL TOOLS

DATA ANALYSIS AND

5. YOUR EMPLOYMENT STATUS

7. LENGTH OF EMPLOYMENT (YEARS)

9. I have generally found the kind of work I do here exciting

I have generally found the kind of work I do here exciting

It is worthwhile to invest my time delivering service

It is worthwhile to invest my time delivering service

11.I would advise my friends to patronize

Your relationship with your supervisor is cordial

Your supervisor is not partial

Your supervisor considers my idea too while taking decision

You are satisfied with the support from your co-workers

Overall, I feel I am satisfied with my job

The promotion process is fair and transparent of the university

The promotion process is fair and transparent of the university

Compensation level for rank advancement are appropriate

The salary level is adequate

The salary level is adequate

Benefits are appropriate

I feel that my job is secure

I feel that my job is secure

There is no significant relationship between the changes taken for Job

Satisfaction and improvement of Job Satisfaction.