JOB SATISFACTION AND WORK MOTIVATION

AMONG EMPLOYEES

MAJOR PROJECT SUBMITTED IN PARTIAL

FULFILLMENT FOR THE DEGREE OF B.A (H) APPLIED
PSYCHOLOGY

Sub mitted By- Superv ised By -

Manik Singh Dag ar Dr.Yog ita Agg arwal
A1506 91511 0 (AIPS)
B.A. (H) Applied Psycho logy
Ba tch 2015 -2 018

Year- 2018
 CONTENTS

1) Certificate

2 ) A c k n o wl e d g me n t

3) Introduction
 CERTIFICATE

This is to certify that the Major Project entitled “JOB

SATISFACTION AND EMPLOYEE MOTIVATION AMONGST
EMPLOYEES” has been submitted to AMITY INSTITUTE OF
PSYCHOLOGY AND ALLIED SCIENCES, AMITY UNIVERSITY,
NOIDA, UTTAR PRADESH in partial fulfillment for the
requirement of the degree in BA (H) APPLIED PSYCHOLOGY
by Mr. Manik Singh Dagar under my supervision and no part
of this Major Project has been submitted for any other degree
or diploma to the best of my knowledge

` `
DR ABHA SINGH DR YOGITA AGGARWAL

Director, AIPS Associate Professor

AIPS
 ACKNOWLEDGEMENT

F i r s t a n d f o r e mo s t , I w a n t t o th a n k t h e p e o p l e w h o h e l p e d a d
s u p p o r t e d d u r i ng t h e w r i t i n g o f t h i s p a p e r . T h i s Ma j o r Pr o j e c t
would not have been possible without the constant support,
e n c o u r a g e me n t a n d g u i d a n c e o f M r . Vi j a y s e n Pa n d e y o f f e r m y
d e e p e s t g r a t i t u de t o h i s g u i d i n g a n d c o r r e c t i n g v a r i o u s mi s t a k e s
i n my d o c u m e n t s . H e g u i d e d me t h r o u g h o u t t h e p r o j e c t a n d h e l p ed
i n ma k i n g n e c e s s a r y c o r r e c t i o n s w h e n n e e d e d . I e x p r e s s my t h a n k s
t o t h e H . O.I . Pr o f . ( Dr .) A b h a S i n g h , f o r e x t e n d in g h e r s u p p o r t
a n d f o r g i v i n g m e t h e o p p o r t u n i t y t o d o t h i s Ma j o r Pr o j e c t a n d
p r e s e n t t h i s S e mi n a r o n ‘ H A L LUC I NA TI O NS ’ . I a l s o t h a n k my
i n s t i t u t i o n a n d m y f e l l o w c l a s s m at e s w i t h o u t w h o m t h i s p r o j e c t
w o u l d h a v e b e e n a n i n c o mp l e t e v e n t u r e . I a l s o e x t e n d m y h e a r t f e l t
t h a n k s t o m y F a m il y a n d f r i e n d s .

S h a g u n Ve r ma
B . A. ( H ) A p p l i e d Ps y c h o l o g y
1 s t S e me s t e r
A 1 5 0 6 9 1 51 6 7
INTRODUCTION
Job satisfaction or employee satisfaction has been defined in many
different ways. Some believe it is simply how content an individual is with
his or her job, in other words, whether or not they like the job or individual
aspects or facets of jobs, such as nature of work or supervision. [1] Others
believe it is not as simplistic a s this definition suggests and instead that
multidimensional psychological responses to one's job are
involved.[2] Researchers have also noted that job satisfaction measures vary
in the extent to which they measure feelings about the job (affective job
satisfaction).[3] or cognitions about the job (cognitive job satisfaction).
The concept of job satisfaction has been developed in many ways by many
different researchers and practitioners. One of the most widely used
definitions in organizational research is that of Locke (1976), who defines
job satisfaction as "a pleasurable or positive emotional state resulting from
the appraisal of one's job or job experiences" (p. 1304).[5] Others have
defined it as simply how content an individual is with his or her job; whether
he or she likes the job or not.[6] It is assessed at both the global level
(whether or not the individual is satisfied with the job overall), or at the
facet level (whether or not the individual is satisfied with different aspects
of the job).[1] Spector (1997)[1] lists 14 common facets: Appreciation,
Communication, Coworkers, Fringe benefits, Job conditions, Nature of the
work, Organization, Personal growth, Policies and procedures, Promotion
opportunities, Recognition, Security, and Supervision.
MODELS

A f f ec t t h eo r y [ e d i t ]
Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most
famous job satisfaction model. The main premise of this theory is that
satisfaction is determined by a discrepancy between what one wants in a job
and what one has in a job. Further, the theory states that how much one
values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations
are/aren’t met. W hen a person values a particular facet of a job, his
satisfaction is more greatly impacted both positively ( when expectations are
met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the
workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy
and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will
produce stronger feelings of dissatisfacti on the more a worker values that
facet.
Dispositional approach[edit]
The dispositional approach suggests that indivi duals vary in their tendency
to be satisfied with their jobs, in other words, job satisfaction is to some
extent an individual trait.[14] This approach became a notable explan ation of
job satisfaction in light of evidence that job satisfaction tends to be stable
over time and across careers and jobs. [15] Research also indicates that
identical twins raised apart have similar levels of job satisfaction. [16]

E q uit y t he o r y [ e d i t ]
Equity Theory shows how a person views fairness in regard to social
relationships such as with an employer. A person identifies the amount of
input (things gained) from a relationship compared to the output (things
given) to produce an input/output ratio. They then compare this ratio to the
ratio of other people in deciding whether or not they have an equitable
relationship.[18][19] Equity Theory suggests that if an individual thinks there
is an inequality between two social groups or individuals, the person is
likely to be distressed because the ratio between the input and the output
are not equal.[20]

D is c re p a nc y t he o r y [ e d i t ]
The concept of discrepancy theory is to explain the ultimate source of
anxiety and dejection.[22] An individual who has not fulfilled his
responsibility feels the sense of anxiety and regret for not performing well.
They will also feel dejection due to not being able to achieve their hopes
and aspirations. According to this theory, all individuals will learn what their
obligations and responsibilities are for a particular function, and if they fail
to fulfill those obligations then they are punished. Over time, these duties
and obligations consolidate to form an abstracted set of principles,
designated as a self-guide.[23] Agitation and anxiety are the main responses
when an individual fails to achieve the obligation or responsibility. [24] This
theory also explains that if achievement of the obligations is obtained then
the reward can be praise, approval, or love. These achievements and
aspirations also form an abstracted set of princ iples, referred to as the
ideal self guide.[23] When the individual fails to obtain these rewards, they
begin to have feelings of dejection, disappointment, or even depression.[24]

T wo - f ac t o r t heo r y (m ot i va t o r -h yg i e n e t he o r y) [ e d i t ]
Main article: Two-factor theory
Frederick Herzberg’s two-factor theory (also known as motivator -hygiene
theory) attempts to explain satisfaction and motivation in the
workplace.[25] This theory states that satisfaction and dissatisfaction are
driven by different factors – motivation and hygiene factors, respectively.
An employee’s motivation to work is con tinually related to job satisfaction of
a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organizational goals (Hoskinson, Porter, &
W rench, p. 133). Motivating factors are those aspects of the job that make
people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. [26] These
motivating factors are considered to be intrinsic to the job, or the work
carried out.[25] Hygiene factors include aspects of the working environment
such as pay, company policies, sup ervisory practices, and other working
conditions.[25]

J ob c h ar ac t e ris t ic s mo d el [ e d i t ]
Main article: Job characteristic theory
Hackman & Oldham proposed the job characteristics model, which is widely
used as a framework to study how particular job characteristics impact job
outcomes, including job satisfaction. The five core job characteristics can
be combined to form a motivating potential score (MPS) for a job, which can
be used as an index of how likely a job is to affect an employee's attitudes
and behaviors. Not everyone is equally affected by the MPS of a job. People
who are high in growth need strength (the desire for autonomy, challenge
and development of new skills on the job) are particularly affected by job
characteristics.[30] A meta-analysis of studies that assess the framework of
the model provides some support for the validity of the JCM. [31]IN

I NF L UE NCI NG F A C T O RS

E n vi r onm e nt al f ac t o rs
Communication overload and underload[edit]
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he
or she encounters on the job.[32] Demands can be characterized as a
communication load, which refers to “the rate and complexity of
communication inputs an individual must process in a particular time
frame.”[33] Individuals in an organization can experience commu nication
over-load and communication under - load which can affect their level of job
satisfaction. Communication overload can occur when “an individual
receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex
messages that are more difficult to process. [33]” Due to this process, “given
an individual’s style of work and motivation to complete a task, when more
inputs exist than outputs, the individual perceives a condition of
overload[32] which can be positively or negatively related to job satisfaction.
In comparison, communication under load can occur when messages or
inputs are sent below the individual’s ability to process them.

Superior-subordinate communication [edit]

Main article: Superior-subordinate communication
Superior-subordinate communication is an important influence on job
satisfaction in the workplace. The way in which subordinates perceive a
supervisor's behavior can positively or negatively influence job satisfaction.
Communication behavior such as facial expression, eye contact, vocal
expression, and body movement is crucial to the superior -subordinate
relationship (Teven, p. 156). Nonverbal messages play a central role in
interpersonal interactions with respect to impression formation, deception,
attraction, social influence, and emotional. [34] Nonverbal immediacy from the
supervisor helps to increase interpersonal involvement with their
subordinates impacting job satisfactio n. The manner in which supervisors
communicate with their subordinates non -verbally may be more important
than the verbal content (Teven, p. 156). Individuals who dislike and think
negatively about their supervisor are less willing to communicate or have
motivation to work whereas individuals who like and think positively of their
supervisor are more likely to communicate and are satisfied with their job
and work environment. A supervisor who uses nonverbal immediacy,
friendliness, and open communication li nes is more likely to receive positive
feedback and high job satisfaction from a subordinate

S t r at e gic em plo ye e r ec o g nit i on [ e d i t ]

A W atson W yatt W orldwide study identified a positive outcome between a
collegical and flexible work environment and an increase in shareholder
value. Suggesting that employee satisfaction is directly related to financial
gain. Over 40 percent of the companies listed in the top 100 of Fortune
magazine’s, “America’s Best Companies to W ork For” also appear on the
Fortune 500. It is possible that successful workers enjoy working at
successful companies, however, the Watson W yatt W orldwide Human Capital
Index study claims that effective human resources practices, such as
employee recognition programs, lead to positive financial outcomes more
often than positive financial outcomes lead to good practices.

I nd i vi d ua l f ac t or s [ e d i t ]
Emotion[edit]
Mood and emotions at work are related to job satisfaction. Moods tend to be
longer lasting but often weaker states of uncertain origin, while emotions
are often more intense, short -lived and have a clear object or cause. [38]
Some research suggests moods are related to overall job
satisfaction.[39][40] Positive and negative emotions were also found to be
significantly related to overall job satisfaction. [41]
Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is
experienced.[41]
Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of
the conscious and unconsci ous efforts to increase, maintain, or decrease
one or more components of an emotion. Although early studies of the
consequences of emotional work emphasized its harmful effects on workers,
studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative

Genetics[edit]
The influence that genetics has had on a variety of indivi dual differences is
well documented.[48] Some research suggests genetics also play a role in
the intrinsic, direct experiences of job satisfaction like challenge or
achievement (as opposed to extrinsic, environmental factors like working
conditions). One experiment used sets of monozygotic twins, reared apart,
to test for the existence of genetic influence on job satisfaction. W hile the
results indicate the majority of the vari ance in job satisfaction was due to
environmental factors (70%), genetic influence is still a minor factor.
Genetic heritability was also suggested for several of the job characteristics
measured in the experiment, such as complexity level, motor skill
requirements, and physical demands.[49]

Personality[edit]
Some research suggests an association between personality and job
satisfaction.[50] Specifically, this research describes the role of negative
affectivity and positive affectivity. Negative affectivity is r elated strongly to
the personality trait of neuroticism. Individuals high in negative affectivity
are more prone to experience less job satisfaction. Positive affectivity is
related strongly to the personality trait of extraversion. Those high in
positive affectivity are more prone to be satisfied in most dimensions of
their life, including their job. Differ ences in affectivity likely impact how
individuals will perceive objective job circumstances like pay and working
conditions, thus affecting their satisfaction in that job. [51]

Work motivation
Work motivation "is a set of energetic forces [dubious – discuss] that originate
both within as well as beyond an individual's being, to initiate work -related
behavior, and to determine its form, direction, in tensity, and
duration"[1] Understanding what motivates an organization's employees is
central to the study of I–O psychology.[2] Motivation is a person's
internal disposition to be concerned with and approach positive incentives
and avoid negative incentives. To further this, an incentive is the
anticipated reward or aversive event available in the environment.[3] W hile
motivation can often be used as a tool to help predict behavior, it varies
greatly among individuals and must often be combined with ability
and environmental factors to actually influence behavior and performance.
Results from a recent 2012 study, which examined age -related differences
in work motivation, suggest a "shift in people's motives" rather than a
general decline in motivation with age. That is, it seemed that older
employees were less motivated by extrinsically related features of a job, but
more by intrinsically rewarding job features. [4] W ork motivation is strongly
influenced by certain cultural characteristics. Between countries with
comparable levels of economic development, collectivist countries tend to
have higher levels of work motivation than do countries that tend toward
individualism. Similarly measured, higher levels of work motivation can be
found in countries that exhibit a long versus a short -term orientation. Also,
while national income is not, itself, a strong predictor of work motivation,
indicators that describe a nation’s economic strength and stability, such as
life expectancy, are. W ork motivation decreases as a nation’s long term
economic strength increases.
Theories

Maslow's hierarchy of needs [edit]

See also: Maslow's hierarchy of needs

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with

the more basic needs at the bottom.

Abraham Maslow's Hierarchy of Needs (1943) was applied to offer an

explanation of how the work environment motivates employees. In
accordance with Maslow's theory, which was not specifically developed to
explain behavior in the workplace, employees strive to satisfy their needs in
a hierarchical order.[6]
At the most basic level, an employee is motivated to work in o rder to satisfy
basic physiological needs for survival, such as having enough money to
purchase food. The next level of need in the hierarchy is safety, which
could be interpreted to mean ade quate housing or living in a safe
neighborhood. The next three levels in Maslow's theory relate to intellectual
and psycho-emotional needs: love and belonging, esteem (which refers to
competence and mastery), and finally the highest order need, self-
actualization.
Although Maslow's theory is widely known, in the workplace it has proven to
be a poor predictor of employee behavior. [6] Maslow theorized that people
will not seek to satisfy a higher level need until their lower level needs are
met. There has been little empiricalsupport for the idea that employees in
the workplace strive to meet their needs only in the hierarchical order
prescribed by Maslow.
Building on Maslow's theory, Clayton Alderfer (1959) collapsed the levels in
Maslow's theory from five to three: existence, relatedness and growth. This
theory, called the ERG theory, does not propose that employees attempt to
satisfy these needs in a strictly hierarchical manner. Empiric al support for
this theory has been mixed.[6]
Expectancy theory[edit]
See also: Expectancy theory
According to Vroom's Expectancy Theory, an employee will work smarter
and/or harder if he believes his additional efforts will lead to valued
rewards. Expectancy theory explains this increased output of effort by
means of the equation
F = E (Σ I × V)
whereas: F (Effort or Motivational Force) = Effort the employee will expend
to achieve the desired performance;
E (Expectancy) = Belief that effort will result in desired level of
performance;
I (Instrumentality) = Belief that desired level of performance will result in
desired outcome;
V (Valence) = Value of the outcome to the employee [6]

CHAPTER 2
REVIEW OF LITERATURE
1. Williamson, et.al. (2005)
investigated the career and Job Satisfaction in relation to personality traits of information
professionals. This study collected data from more than 1,300 informational professionals on
personality characteristics, job satisfaction and career satisfaction. It included academic reference
librarians, distance education librarians, public librarians, system librarians and other
information professionals. Significant correlations were obtained between personality variables
and both career and job satisfaction. Step wise regression analyses were performed, and it
revealed that the five variables such as optimism, emotional stability, and team work, visionary
work style and work drive accounted for 20 percent of the variance in job satisfaction. Optimism,
work drive, emotional resilience and assertiveness accounted for 19 percent of the variance in
career satisfaction. Hierarchical regression analyses were performed to test Lousburyet.al.’s
general composite measure of Emotional Resilience, Work Drive and Optimism as
predictors of job and career satisfaction. These variables accounted for 18 percent of the
variance in Job Satisfaction and 19 percent of the variance in career satisfaction. Suggestions
were made for employers to help, hiring and managing information professionals.
2. RajwantKaur (2006)
made an attempt to highlight the importance and conceptual definitions of Job Satisfaction. The
article revealed that the correlation between motivation and job satisfaction by mentioning the
motivational theories. He also described specific organizational and personal variables which
determine satisfaction of a person and pointed out the need for contented and well satisfied
librarians to make libraries more serviceable to their clientele. The author strongly felt that the
Job Satisfaction is a complex concept and difficult to measure objectively and despite many
theories and studies it is still a challenge for employees to manage an organisation. He suggested
the ways to improve satisfaction such as paying employees fairly, quality supervision,
decentralization of power and matching people of jobs that fit their interests.
3. Ghaji Badawi (2006)
investigated the levels of Job satisfaction of female librarians in Nigeria, using Herzberg’s
Hygiene/Motivator factors of Job Satisfaction. Its aim was to provide an empirical test of
the applicability of Herzberg’s Hygiene/Motivator factors of Job Satisfaction on female
librarians in Nigeria. 176 female librarians among 228 randomly selected female
librarians from 35 libraries drawn from the six geographical Zones returned usable
questionnaire for the data analysis. Descriptive and inferential statistics were used to analyse the
data collected. The study identified that female librarians in Nigeria were satisfied with
achievement, interpersonal relationships, recognition, growth or advancement, work itself,
salary, personal life and job security. They reported moderate satisfaction with supervision and
responsibility. They accounted the lowest Job Satisfaction with status, working conditions,
dissatisfaction towards policy and administration of libraries. The study revealed the need for a
new approach to librarianship in Nigeria by considering the human side of the profession as well
as its technical side.

4. Adeyinka Tella, et, al. (2007)

examined the work motivation, job satisfaction and organizational commitment of library
personnel in Academic and Research libraries in Oyo State, Nigeria. They analysed 200 Library
Personnel (41% female, 59% male) through questionnaire from five research libraries and four
academic libraries. The findings of the study revealed that a correlation exists between perceived
motivation, job satisfaction and commitment, although correlation between motivation and
commitment was negative. No difference was observed in the perceived motivation of
professional and non-professional library personnel. It also showed that differences exist in the
job satisfaction of library personnel in academic and research libraries and that no relationship
exists in the organisational commitment of library personnel based on their years of experience.
It was imperative for library management to meet the demands of their personnel to strengthen
their motivation, satisfaction and commitment. The study concluded that there was a need for
strong and effective motivation at various levels, departments and sections of the library.

5. Mallaiah (2008)
studied a performance management and Job Satisfaction of University Library professionals in
Karnataka. He collected primary data through pretested, structured, comprehensive questionnaire
from 188 library professionals of 15 universities in Karnataka. The specific objectives of the
study were, discuss the views and perceptions of the library professionals in respect of their job,
job environment, and the organization, and identify and analyses the major personal, work and
organizational factors influencing motivation performance and job satisfaction and to raise
important HRM implications and to offer suggestions for strengthening the
motivationalperformance-satisfaction linkages among library professionals based on the findings
of the study. The findings of the study showed that 26.66% of respondents expressed that
employee’s attitude promoted the willingness, dedication and commitment in their
profession and that they were highly satisfied about that and 60% of respondents expressed
that they were satisfied with their Job and work environment. The analysis showed that 86.66%
of the respondents were satisfied with their jobs. He concluded that the conducive and congenial
physical, social and psychological conditions present in the work place have potential to enhance
the job satisfaction of the library professionals. He gave suggestions to library administration that
proper, adequate, and timely attention should be paid to the interaction and reinforcing nature of
motivation- performancesatisfaction cycle.

6. Lim (2008)
examined the Job Satisfaction of Library Information Technology (IT) workers in academic
libraries. A mail survey of library IT workers regarding Job Satisfaction in relation to their sense
of belonging, Job Autonomy, and their Broker’s role was conducted. It consisted of IT
workers in each main library of the 99 university member libraries of Association of
Research Libraries (ARL) in the United States. A total of 202 surveys were returned
among 443 mail survey. This study found that salary, a sense of belonging, a feeling of
acceptance, job autonomy and promotional opportunities were positively related to Job
Satisfaction of the library IT workers. On the other hand, an MLS degree was negatively related
to Job Satisfaction. Female IT workers were more satisfied with their jobs than their male
counter parts. Salary remained as a significant factor affecting the Library IT worker’s Job
Satisfaction.

7. Topper’s (2008)
article Job Satisfaction in Libraries aims at exploring Job satisfaction among library workers in
USA. The paper takes the form of a literature review of psychological and sociological studies of
Job Satisfaction in general and for library workers in particular. The findings of this study were
that the library workers were very much satisfied in their jobs, no matter if it was a current study
or one from previous years. Job satisfaction should be a key factor in recruitment of the next
generation of library workers.

8. Karim (2008)
conducted a study which employs a global measure for Job Satisfaction on worker related
variables: affective commitment, continuance commitment, job involvement, job autonomy, job
feedback, role clarity, role conflict, age, organisational tenure and job tenure. A survey was
conducted in Malaysian academic Libraries to investigate how much of the variance in Job
Satisfaction can collectively be explained by these variables. Survey was administered on 279
academic librarians from eight University libraries in West Malaysia through questionnaires.
Findings based on the responses from 139 usable questionnaires revealed that only six of the ten
work and worker related variables were significantly correlated with Job Satisfaction: affective
commitment, job autonomy, job performance feedback, role conflict, role clarity and
organisational tenure. Findings also revealed that of these six correlates, only two had predictive
relationship with Job satisfaction: affective commitment and organisational tenure. Collectively
these two predictors explained about 26% of the variance in Job Satisfaction. Although the study
did not examine all the possible correlates and predictors of Job Satisfaction that had been
identified in the Organisational Behaviour, it nevertheless provided an empirical glimpse of the
Job Satisfaction phenomenon among Malaysian Academic Librarians.

9. Mallaiah (2008)
discussed the key issues of Organisation like job rotation, promotion policy, reward system,
employee frustration, leadership qualities and superior and subordinate relations. The primary
data was collected from 188 library professionals in Karnataka through a pre-tested structured
comprehensive questionnaire. The paper reported on the views and perceptions of University
Library Professionals in Karnataka in respect of their job, job environment and organization in
addition to identifying and analysing the key individual, work and organizational characteristics
influencing their Job Satisfaction. Findings of the study had implications for human resource
management research and practice in university libraries.

10. Shilpa Verma, et.al. (2009)

dealt with the Job Satisfaction among Library professionals of Govind Ballabh Pant University
of Agriculture and Technology Library, Pantnagar. Study the Satisfaction level of library staff
from their job, know about the status of library and to check its impact on the users, assess the
inter-personal relationship among the personnel of library, study about the performance level of
the personnel in library, and study about personnel role in decision making were the objectives of
the study. They adopted questionnaire method to study the problem. The important finding of the
study was the strength of the University library staff was fair but the librarian was not satisfied
with the strength for providing efficiency in the services of library and stressed that the library
need to work more on Total Quality Management, for improving the functioning of library and
achieving the fully Job Satisfaction. Whereas the Job Satisfaction level of most of the library
professionals was very high in the library.

11. Purushothama Gowda (2009)

conducted a survey on satisfaction levels related to management issues among LIS Professionals.
The objectives of the study were: to assess the Library and Information Science professionals
perceived level of Satisfaction about the supervision from the top management, to know the level
of recognition of LIS Professionals, to find out the performance measurement and evaluation
process, to assess the autonomy given by the different type of educational institutes to LIS
professionals and to suggest means to improve the Job Satisfaction of LIS professionals. He
analysed 77 LIS professionals through questionnaire in Higher education Institutions in
Dakshina Kannada district. The study revealed that the LIS professionals in private unaided
Institutions offering general courses were highly satisfied with the autonomy provided by their
authorities. Professional Education Institutions were not satisfied and the LIS professionals in
Government/aided educational Institutions offering professional courses were moderately
satisfied and their counter parts in education institutions offering general courses were not
satisfied with the autonomy provided by their authorities. The survey revealed that the
professionals were satisfied with the management related issues such as supervision, recognition
and performance evaluation but dissatisfied with the autonomy by authority facet. He concluded
that the positive approach from the authority improved the satisfaction level of the professionals.

12. Leysen and Boydston (2009)

in their study of Job Satisfaction of Cataloguer Librarians at ARL member libraries in the United
States found that 88 percent of the cataloguer librarians were satisfied with their job and 38%
were somewhat satisfied with their current job. According to this study, there was no correlation
between overall Job Satisfaction and demographic factors such as age or gender. 23% were
actively looking for a position in another type of library, but 10% wanted a position in another
academic library, only 2% were actively looking for a position in another field. 63% felt that
their job had very important and 31% somewhat important and only 5% felt that their job had
little importance in their lives apart from receiving salary and benefits. Majority would make the
same career choice again. The Study concluded that the cataloguer wanted to be treated fairly, be
consulted about issues directly related to their work and have their opinions respected and
considered.

13. Mallaiah and Yadapadithaya (2009)

discussed the major implications for intrinsic motivation and managerial process in university
libraries. The objectives of the study were: 1. to assess key human resource management process
and systems prevailing in University libraries such as employee communication and involvement
and human resource development, 2. to identify and examine the major personal work and
organisational factors influencing motivation of Librarians. The study based on the primary data
collected from 15 university librarians in Karnataka through a questionnaire with response rate
of 100 percent. It reports on the intrinsic motivation of librarians in respect of their job, job
environment and organization in addition to identifying and analysing the key individual, work
and organizational characteristics influencing their performance expectations.

14. Mallaiah’s (2009),

study unfolds major implications for performance management systems and process in
University Libraries. The primary data was collected from the professionals working in 15
University libraries of Karnataka State with the help of a questionnaire. Hence, the information,
opinions, perceptions and attitudes of these library professionals were collected and analysed.
The key issues addressed in this study includes: perceived importance and perceived
performance of work place attributes, performance appraisal, issues considered during appraisal,
knowledge and competence of employee’s performance by the appraiser and opinion on
performance appraisal system. This study reports on the views and perceptions of professionals
of university Libraries with respect to their Job, Job environment and organization in addition to
identifying and analysing the key individual, work and organizational characteristics influencing
their performance and Job satisfaction. Suggestions are made to improve, respondent’s views
about frequent disturbance at work, and overall satisfaction.

15. Pommal Rao and Padmini (2009), in their article focused on the available tools for skills
of library professionals and discussed about self-motivation and concluded that proportionately,
the increased needs of the users are enforcing the Library Professionals to enhance their skills
and competency.

16. Panigrahi and Lakshmikanta (2010)

studied Job Satisfaction among NonGovernment College Librarians in West Bengal. It was
based on 200 Non-Government College Librarians out of 275. The objectives of the study were:
1. Identification of the factors involved in Job Satisfaction and dissatisfaction among Non-
Government College Librarians in West Bengal, 2. providing some suggestions on the basis of
findings for their satisfaction in their Jobs. Both questionnaire and interview procedures were
used in data collection. The analysis revealed that the respondents felt positive towards their job,
whereas, 49.61 per cent expressed negative towards their job. 61.97 per cent of the respondents
showed their negative attitude and 38.03% showed their positive attitude towards the work
environment factors. 67% of respondents expressed their negative attitude and 33% expressed
positive approach on their need factor. He suggested that the librarians need to give attention to
the constantly changing technology. It also suggested that the College authorities be sympathetic
to remove the factors of dissatisfaction and to provide better library services towards its user
community.

17. Owolabi and Salaam (2010)

examined Job Satisfaction and organizational Commitment of Academic Librarians in Nigerian
Universities by gathering data through questionnaire from 80 librarians of seven universities in
the country. The result showed that 41.25% of the academic librarians were satisfied with their
job, while 56.23% claimed that they were highly satisfied. However, 2.5% were not satisfied
with their job. The attractive salary and wages were the major determinants of Job Satisfaction
among academic librarians with credence of 45% closely followed by promotion which claimed
25%. It was also revealed that age was the major factor with 38 (47.5%) respondents while
education came second with 18 (22.5%). The study concluded that there was a need for library
management to provide good working environment and also need for special salary and wages
for academic librarians in all Universities in the country considering the nature of their jobs and
stressed the need for academic librarians to join the rest of the world in computerisation of their
services and being linked to the internet. This would enable them to obtain timely and accurate
information which would make them to be more effective in performing their duties and at the
same time it would make the profession more attractive.

18. Nattar (2010)

examined the Job Satisfaction of college library professionals. A total 140 library professionals
from 20 colleges had been taken as a sample. The data were collected by structured
questionnaire. The findings of the study were that majority of the respondents were male staff in
the age group of 30-40 years, P G holders and library assistants. The objectives of the study were
1. To trace the personal factors of library professionals. 2. To trace the factors influencing the
Job Satisfaction. 3. To justify the personal factors influencing the library professionals. 4. To
analyse the socioeconomic variables of the library professionals. Most of the respondents had 1-5
years of work experience and earning 3,000 to 5,000 rupees per month. Through K.S Test the
null hypothesis of all the job factors was rejected. Hence it could be concluded that there was a
significant difference in the importance of rating given to all the job factors. A few remedial
measures suggested were that necessary steps should be taken to attract more female staff and
regarding the age group of respondents, concentration should be given more to inter link all age
groups and necessary steps should be taken to neutralise three groups towards a good piece of
work. It concludes that the necessary activities were very much needed to improve the job
satisfaction of the library professionals.

19. Adio and Popoola (2010)

examined the dissatisfaction of library users and the manager of each Federal University Library
Vis-a-vis the complaint of the librarians working in those libraries on inadequate funding, lack of
promotion, poor condition of service and lack of recognition which affected their career
commitment. Questionnaires were used to gather data from 381 librarians in the 24 federal
University Libraries in Nigeria. The study found that Job Satisfaction had a significant influence
on career commitment of librarians and also revealed that demographic variables and job
satisfaction accounted for 20 percent in variability of career commitment of the respondents.
Suggestions were that the library managers and administrators should formulate Job Satisfaction
policies such as adequate provision of working facilities, provision of conducive working
environment and work incentives for improving career commitment of their librarians.

20. Karim (2010)

studied the impact of five work related variables such as role conflict, role clarity, job autonomy,
job performance feedback and job involvement on organizational commitment and Job
Satisfaction among Malaysian University librarians. A proportionate stratified random sampling
technique was employed and questionnaire was distributed to 222 respondents comprising
mainly of professionally trained library employees and the response rate was 63%. The findings
of the study revealed that of the five work related variables that were employed, all were found
to be correlates of organizational commitment. Of these five correlates however, only three were
found to have statistically significant predictive relationship with organisational commitment. Of
the five work-related variables that were employed to examine their relationship with Job
Satisfaction, only four were found to correlate significantly with Job Satisfaction: role conflict,
role clarity job autonomy and job performance feedback. Of these four work correlates, only two
were found to significantly predict the variation in Job Satisfaction. Collectively these two
variables (role conflict and role clarity) accounted for 16.3% of the variation in Job Satisfaction.
Hence, the impact of work related variables was greater for organizational commitment than for
Job Satisfaction. Only role clarity was found to be a significant correlate as well as a significant
predictor of organizational commitment and Job Satisfaction.

21. Ram and Choudhury (2010),

examined the relationship between organisational climate and Job Satisfaction in academic
libraries in Delhi. 228 questionnaires were collected from professional, technical and
administration people from different libraries. The finding of this study is that Job Satisfaction is
highly correlated with organisation climate.

22. Khuntia, (2010) explained application of motivation theories for the development of human
resources in libraries. The article had a theoretical analysis of Motivation which is essential in
library and Information centres. In his opinion, for the successful Library Management,
’Motivation’ is a powerful force that can be maximise productivity, boost employee
enthusiasm and foster a positive corporate culture. Suggestions had been made for
different steps to motivate staff, in today’s modern and rapidly changing context.

23. Alansari, (2011) investigated the factors affecting career choice, job satisfaction,
and perceptions of the public image of librarians in Kuwait. Data were gathered via
questionnaires sent to 117 professional librarians working in academic, public and special
libraries in Kuwait. It identified the factors which influenced the choice of career, sources of
satisfaction and dissatisfaction. Respondents reported that they were moderately satisfied with
their current job. The results shows that extrinsic measures, such as recognition of
accomplishment, fair performance evaluation and job security were ranked in the top and were
the most important aspects of job satisfaction, whereas intrinsic measures, such as suitable daily
working hours and nature of work, fell close to the bottom of the list. The cause of employee job
satisfaction occurs in the area of benefits, contingent rewards, communication, salaries, working
conditions and promotions.
24. Hart,(2011) investigated the Job satisfaction at South African University Library undergoing
change on many fronts. The study included 31 members of staff and primary data were collected
through interview and questionnaire. The study found a “love-hate” relationship between
respondents and their work. Analyses revealed that 61% reported overall Job
Satisfaction with the core work of an academic library, providing the information needs
of readers. However only 51% claimed to be proud of working at their library and 50%
were open to other job offers. Causes for restlessness included a sense of stagnation, frustration
with inadequate resources, and anger at poor remuneration.

25. Balasubramanian, (2011) studied the Job Satisfaction of Librarians in Tirunelveli. He stated
that the Job Satisfaction refers to an individual’s complex reaction towards his job. It seems
eminently logical that a happy employee is a better employee. This article studied about
Job Satisfaction of Library professionals. The study concluded that job satisfaction of an
employee is related to an individual’s expectations and attainment of their perceptions.

26. Peng,(2012), examined the relationship between job satisfaction and job
performance at facet level for the University librarians in Taiwan based on a structural
equation modelling. Results indicated that job satisfaction is positively related to job
performance. Findings indicated that job autonomy moderates the above relationship.

27. Balasubramanian, Vasanthakumar, and Bala, (2012) examined the issues related to the Job
satisfaction of the Library professionals working in colleges imparting management education in
and around Madurai, Tamil Nadu. This paper attempted to evaluate the job satisfaction of library
professionals based on questionnaire based survey method. 65 questionnaires were distributed
out of which 58 responses were received. To know the level of job satisfaction of library
professionals with various qualifications, gender, marital status, and to find the category wise job
satisfaction level, and to find the working conditions of library professionals involved in the job
satisfaction etc. are the objectives of the study. The data analyses indicated that the library
professionals are satisfied with their job.

28. Maharana, Murmu, and Majhi, (2012) studied the Motivation of library personnel in the
Engineering College Libraries in Bhubaneswar, Orissa. This study is carried out to find out the
level of work motivation among the library professionals working in 18 engineering college
libraries of Orissa. To explore the present state of professional manpower, to find out the level of
job motivation among the library professionals, to find out the working conditions, and to find
out various factors affecting the work motivation of the library professionals in the engineering
college libraries. The result of the questionnaire survey among 60 respondents demonstrates
were the main objectives of study positively motivated library personnel in the libraries.
29. The article of Baro, Fyneman and Zukemefa (2013) is to investigate the level of job
satisfaction among cataloger librarians in University libraries in Nigeria. 86 catalogers from 29
university libraries in Nigeria participated in the survey. A questionnaire was used for data
collection, which was e-mailed to catalogers. Overall 86% of the catalogers satisfied with their
current job. The findings revealed that catalogers in university libraries in Nigeria are dissatisfied
with dimensions such as roles and responsibilities, work place culture, rewards and professionals
development. On the other hand, they satisfied with administration and supervision, performance
evaluation and opportunities.

30. Khan and Ahmed (2013) conducted a study to measure the job satisfaction of library
professionals serving in public sector Universities of Khyber Pakhtunkhwa, Pakistan. A total of
49 responses were collected and analyzed. The study reveals that although library professionals
working in these institutions were slightly satisfied with their nature of work, they were
dissatisfied with supervision, benefits, promotion, revision of service structure, promotion
policies, improvement in academic qualification and advance training were suggested by the
researcher.

CHAPTER 3
METHODOLOGY
AIM: To measure work motivation and Job satisfaction among working
e m p l o ye e s .

OBJECTIVE
1) To find out the level of work motivation among employees
2 ) T o f i n d o u t j o b s a t i s f a c t i o n a m o n g e m p l o ye e s .
3) To do a comparative research between work motivation and job
s a t i s f a c t i o n a m o n g e m p l o ye e s .

HYPOTHESES
1) There will be significant relationship between Job Satisfaction and
Work Motivation.
2) There will be Positive Correlation between Work Motivation and Job
Satisfaction.

SAMPLE
N= 100 (Total 100 Participants were used in this study between the age
r a n g e o f 2 2 - 5 0 ye a r s )
Participants were chosen randomly through the method of Random
Selection Sampling.

DESCRIPTION OF TOOLS

Work motivation questionnaire (WMQ) developed by K.G. Agarwal (1990) is used to measure
the work motivation of the sample. It consists of 26 likert type items with 5 alternatives, one of
which is required to be checked. It is used to measure work motivation and satisfaction of the
employees of different strata in any organization. This questionnaire consists of 6 dimensions
viz. dependence, organizational orientation, work-group relations, psychological incentives,
money incentives and job situation. Respondent has to read the questions one by one and select
one alternative which best suits him among the given 5 alternatives. In this way the respondent
has to answer all the 26 items without leaving any item unanswered. They are both positively
and negatively keyed items. Positively keyed items are 1-14 and also items numbers 19, 20, 25
and 26. Negatively 69 keyed items are 15, 16, 17, 18, 21 and 22 these items are assigned scores
as 1, 2, 3, 4 and 5. All the scores were totaled dimension wise and overall scored is computed.
The split half reliability co-efficient of the scale is 0.99. Items validity is established by
correlating with total scores and obtained coefficients range from 0.24 to 0.67 which are
significant beyond 1% level.