Hulin and Smith (1964) studied 5 separate aspects of job satisfaction, data for which

were collected from 295 male workers and 163 female workers, drawn from 4 different
plants, and the data was analysed with respect to the mean job satisfaction for male and
female workers. Analysis indicated that in 3 plants the female workers were significantly less
satisfied than their male counterparts, while in the 4th plant there was no significant
difference.

Lodahl and Kejner (1965) defined job involvement as the degree to which a
persons work performance affects his self esteem. In the highly involved jobs, work
becomes a very important part of life. The study concluded that highly job-involved
individuals were found to be more involved in socially oriented work activities.

Sinha and Sekharan (1965) asserted in their study of factory workers that a satisfied
worker is usually more skilled, very regular in attendance and is generally adjusted by
supervisor as compared to less satisfied worker.

Hulin (1966) investigated job satisfaction of female clerical workers employed in 300
catalogue order firms. The results showed that satisfaction and group productivity were not
associated, whereas job satisfaction and particularly pay satisfaction, were negatively
associated with measures of community prosperity.

Lawler and Porter (1967) summarized the results of research on a sample of 148
middle and lower level managers in five organizations on the relationships between job
satisfaction and performance, indicating little or no relationship. The study hypothesized that
there is a strong relationship between performance and intrinsic rewards, which is derived
from the performance of the task itself, while extrinsic rewards, such as pay, security and
working conditions, were found subject to several other influences.

Blum and Naylor (1968) in their book on Industrial Psychology found that job
satisfaction is the result of various factors related to attitude like wages, supervisor,
steadiness of employment, conditions of work, advancement opportunities etc. and also
health, age, temperament, level of aspiration etc. possessed by an employee. To support their
argument they quoted various theories like Vroom, Maslow etc. and developed a technique to
measure Personss correlation of job satisfaction.

Dubin (1968) found that job satisfaction is based on the workers attitude about their
jobs and its correlation with characteristics of the work they do. The study further mentioned

1
that there is positive correlation between job satisfaction and working conditions, but
dissatisfaction with pay could overpower all other factors.

Goldthorpe et al., (1968) tested empirically the widely accepted thesis of working
class bourgeoisie i.e. the thesis that as manual workers and their families achieve relatively
high incomes and living standards, they adopt a way of life which is more characteristically
assimilated into middle class.

Betz (1969) interviewed one hundred and eighty six female employees of a chain of
discount department stores and interpreted them as supportive of the hypothesis that job
satisfaction results from the correspondence of individual needs and environmental
reinforces. The good fit principle was applied to know the level of job satisfaction. Five
indicators of need reinforces were applied for each employee to know the level of their job
satisfaction.

Hardin (1969) analysed that the identified questionnaire data collected from 196
office employees at the start and end of a six months period showed that change in overall job
satisfaction as perceived at the end was very poor. Perceived change in job satisfaction had
zero regression on initial satisfaction but regressed very significantly on terminal satisfaction
and on change in 14 job aspects as perceived at the end of the period.

Friedlander et al. (1969) studied 95 workers in an electronics company and found

that perception of organizational climate is related to three facets of specific job satisfaction.
Organizational climate dimensions like spirit (Members feel that their social needs are being
satisfied and at the same time, they are enjoying a sense of task accomplishment), low
hindrance (feeling by members that they are burdened with routine duties) and management
thrust (management behaviour characterized by efforts to get the organization moving) are
strongly related to satisfaction. Further analysis of data showed that climate variables had
various degrees of impacts, depending on employees evaluation of job facets. In conclusion,
the authors stated that satisfaction was found maximum among those, for whom work was
important; an organizational climate in which management gets things moving maximized
satisfaction; among those for work was less important, an organizational climate high in spirit
and low in dissension and disruption etc.

Clayton (1969) presented a modification of Maslows theory, postulating three

categories of human needs: existence, relatedness and growth (ERG). The author postulated a

2
satisfaction progression mechanism, i.e. the more existence needs are satisfied, the more
relatedness will come to be desired and vice-versa.

Lawler and Douglas (1970) studied 291 scientists working in research and
development laboratories and assessed the independence of three job attitudes, namely,
involvement, intrinsic motivation and higher-order need satisfaction and examined the
relationship of these factors with job design and workers behaviour. The study found that
higher order need satisfaction was most strongly related to job design factors, associated with
opportunities for creativity, control, influence and use of abilities.

Maier (1970) in his book Psychology in Industry attempted to explain satisfaction

at work and values of work. The author is of the view that money represents the satisfaction
of different kinds of needs and as such economic structure motivates them to produce by
incentive of money. Efficiency and production of goods become outstanding values to work;
whereas culture and leisure comes out to be regarded as wasteful. He adds if method of pay
were universally produced it would be necessary to establish formula by which the value of
work could be translated into that of another.

Patchers (1970) research was based on determinants of job involvement, especially

those indicated by motivation for achievement and identification with work organization. A
total of 834 non-supervisory employees of the Tennessee Valley Authority were interviewed
and revealed that identification with the work organization increased with participation in
decision-making at the division or branch level, as well as in the immediate work group.

Hackman and Lawler (1971) developed and tested a conceptual framework

emphasizing the importance of the fit between job characteristics and individual worker
needs a preceding job satisfaction, performance and absenteeism. Data was collected from
208 telephone company employees (about one third female/and 62 supervisors]. It was found
that job satisfaction was high on four core dimensions, namely, variety, autonomy, task
identity (the opportunity to do whole piece of work) and feedback as compared to other job
characteristics. It also depicted that the importance of employees perception of their jobs
influenced work related attitudes and behaviours.

Herman and Hulin (1972) focused in their study of 307 managers in a large
manufacturing company, on variation associated with position in the organizational structure
and with individual characterizations. Structural variables, namely, level in the supervisory

3
hierarchy; functional division (production, production service and staff) and work related
attitudes included evaluation of management, assessment of lien staff relationships etc. It was
found that structure variables were better predictor of attitude than individual attribute
variables of age, education or tenure. They further found that difference between
organizational structure groups were more complex.

Hrebiniak and Alutto (1972) attempted to study the significance of personal

characteristics and role related factor as bases of organizational commitment. The data were
collected from 318 teachers and 395 nurses. Tension, as indicated by uncertainty about role
requirement, lack of organizational influence and resources and inability to cope with social
demands, tended to decrease commitment, although years of experience in the organization
enhanced it. Dissatisfaction with organizational reward and recognition policies were also
significantly related to the commitment of the respondents.

Iris and Barrett (1972) found a positive relationship between importance of work
and life satisfaction on the basis of variables such as promotions, co-workers, supervision,
pay etc.. They found it apparent that degree of job satisfaction could moderate the
relationship between importance of job aspects and life satisfaction.

Jeanneret et al. (1972) viewed human work from various frames of reference and
characterized it in terms of different classes of job related variables. They came to the
conclusion that there are common demonstrators of jobs of behavioral nature, which exist in
jobs of different types and thus exist in varying degrees.

Schultz (1973) in his book Psychology and Industry Today attempted to explain
work values, motivation and job satisfaction on the basis of a brief review of literature. The
study found traditional values for work for older workers. These variables include, a strong
loyalty to the company for which they worked; a strong motivation force: drive for money
and status; a strong need for job security and stability and a strong identification with work
roles rather than with personal roles off the job. The study found that values of work of new
breed of work differ sharply from those of the old breed.

Shepard (1973) studied three occupational groups to examine the relationship

between job satisfaction and autonomy discrepancy. The author concluded that
nonchallenging work is associated with job satisfaction, even though there was some
evidence that highly specialized work lowers individual expectations for autonomy.

4
 Pritchard and Peters (1974) interviewed 629 enlisted naval personnel for studying
the effect of job duties and workers interests on intrinsic and extrinsic job satisfaction. They
found that job duties were more strongly related to both intrinsic and extrinsic satisfaction
than were the indicators of interests.

Quinn et al. (1974) conducted a comprehensive review of trends in job satisfaction,

based primarily on seven national worker surveys, and supplemented by eight national polls
from 1958 to 1973. The study concluded with comparison of job satisfaction levels among
groups of workers and with a brief overview of experience with programs designed to
increase the job satisfaction of workers such as job enrichment, job enlargement, job rotation
and flexi time and other rearranged work schedules.

Tannebaum et al. (1974) conducted an international study of the effects of workers

participation on ten industrial plants taking 2 units from each of five countries selected for
study (Israel, Yugoslavia, Austria, Italy and the United States). They found that position in
the organizational hierarchy was positively related to job satisfaction in each country. In all
countries except Austria, the strongest correlate of job satisfaction was an index of
opportunities provided by work and education, which had a negative net effect on job
satisfaction in each country.

Herman et al. (1975) studied 392 workers in a printing plant and investigated the
relative importance of demographic characteristics of employees and their position in the
organizational structure in explaining job satisfaction and other attitudes. Demographic
factors like age, sex, marital status, family size, number of family wage earners and education
were taken for the analysis. It was found that employees organizational position (which was
indexed by job level, shift, department, tenure in corporation) was a far more important
predictor of attitudes than the individual demographic variables.

Irancevich and Donnelly (1975) studied 295 salesmen for supporting the hypothesis
that job satisfaction is greater in flatter organizational structures. In organization with
relatively few hierarchical levels, salesman reported more satisfaction with self actualization
and autonomy and less anxiety and stress, than workers in medium and tall
organizational structures.

OReilly and Roberts (1975) used a sample of 578 Naval Officers and investigated
the influence of organizational characteristics and individual traits on five job satisfaction

5
facets. The study found no significant relationships between job satisfaction and individual
traits. The study concluded that structural characteristics appeared to be more directly linked
to job attitudes than personality traits.

Stone and Porter (1975) studied 556 employees in a Western telephone company
and used variables, like job satisfaction, organizational commitment, motivational force and
sources of organizational attachment. They found direct relationship between pay,
satisfaction and degree of commitment.

Schneider et al. (1975) conducted a research on 50 life insurance agencies (N = 522)

to find relationship among two measures of job satisfaction, one measure of organizational
climate and seven production and turnover indices of organizational effectiveness. They
found that climate and satisfaction measures were correlated in regard to some people; people
agree more on the climate of their agency and satisfaction. However, climate was found
uncorrelated with turnover data.

Sheridan and Slower (1975) explored interrelationships between job satisfaction and
performance on the basis of 35 managers and 59 machine operators. The authors interpreted
their findings that job satisfaction developed from the managers perceptions that previous
performance had resulted in the presence of desirable facets on the job and provided the
Pull for continued high performance; on the other hand the machine operators performance
was highly sensitive to changes in their need satisfaction.

Locke (1976) presented a thorough review of theory and research on job satisfaction,
beginning with the historical development of this area of inquiry. He gave considerable
attention to consequences of job satisfaction, analyzed relationship between satisfaction and
productivity and concluded that satisfaction can be an outcome of productivity when high
productivity leads to rewards such as approval, pay increases and promotion.

Newman et al. (1976) studied on the job versus off the job satisfaction and found that
this distinction had an important bearing on how a manager seeks to motivate his subordinate.
They developed a table of human needs related to work. They found limitations in the off the
job satisfaction since in our society it depends largely on money we use to buy things that
satisfy physical needs and contribute towards social status. Economic security during old age
or in time of catastrophe is also assured by money. The study indicated that the total range of

6
human needs were found overpowering and the job satisfaction is a challenge to management
as it is not easy to satisfy all.

Seybolt (1976) interviewed 926 public sector employees to find relationship between
rewards offered by the job and satisfaction with the work itself. It was found that rewards of
greater magnitude (pay, job variety and task complexity) are required to satisfy the higher
educated employees. The direct effect of rewards was considerably stronger than the effect of
education or the interaction of education and rewards.

Glenn and Taylor (1977) in their study of 1080 males and 461 female respondents,
reveal that for both sexes, a moderate but consistent correlation between age and job
satisfaction existed. The correlation may result from influences associated with aging or
cohort membership or both.

Freeman (1977) in his study attempted to show that subjective variables like job
satisfaction, which economists traditionally viewed with suspicion, contain useful
information for predicting and understanding behaviour. The study found that Job
Satisfaction is a major determinant of labour market mobility.

Dowells (1978) study was based on an assumption that if an individuals work

satisfaction is low then the quality of that individuals life will also be low. He examined this
belief across a variety of desired class. The study was conducted on 289 employees of two
catalog order plants (one located in South and one in Midwest with population in excess of
one million) on four occupational sub groups, namely, blue collar non-supervisory personnel,
white collar non-supervisory personnel, first line supervisors and middle managers. The
result indicates that significant differences exist between occupational groups in the
satisfaction of security and social desires within work context.

James and Hamilton (1978) challenged the view that young generation of workers
had markedly different occupational values(stressing meaning and self fulfillment) compared
with older workers. The study concluded that young workers, above all else, value
opportunities for promotion and advancement. They need opportunity to obtain high incomes
or advanced benefits. Older workers were found more satisfied, because simply they had
better jobs.

7
 Shrivastava (1978) found that variables such as age, length of service, number of
dependents, marital status, working conditions affect the satisfaction and dissatisfaction of
job among workers.

Voydanoff (1978) tested Herzbergs two factor job satisfaction theory. From a series
of 66 items measuring perception of job characteristics, the researcher derived seven factor
based scales. The study concluded that intrinsic job feature were not of greater importance
than the extrinsic in explaining overall job satisfaction.

Katzell (1979) on the basis of examination of trends revealed by attitude surveys and
opinion polls identified several changes in work attitudes. On the basis of the findings, the
study recommended several strategies emphasizing the individualistic treatment of workers
that employers might utilize to enhance job satisfaction in the context of a changing attitude
climate by increasing the flexibility of rewards and work schedules, provisions of more part
time jobs, job rotation, job enrichment and participative management.

Mortimer and Lorence (1979) examined the impact of reward values on work of
central importance in occupational selection and career development. The findings suggested
that, overtime, occupational experiences reinforce the same values that constructed the basis
of initial work selection. High income strengthened extrinsic reward values, while work
autonomy reinforced the importance of intrinsic and people oriented rewards.

Sharma (1980) conducted a study on 8 well-known organizations and found a

positive relationship amongst variables such as monthly emoluments, opportunity to use own
ability with job satisfaction. An 18 item scale was developed. Variables such as monthly
income, work technology, occupational aspirations and recruitment policy were found
positively related to job satisfaction.

Kumar et al. (1981) have referred to job satisfaction as a persons feelings of

satisfaction on the job, which acts as a motivation to work, and job as an activity which is
performed under contractual agreement and for which a person gets remuneration. The data
supported the hypothesis that motivational factors are primarily related to the feelings of
satisfaction and maintenance factors.

Misra (1983) conducted a study concerned with job satisfaction of the workers in
textile industries and found that job satisfaction is related (positive relationship) with pay,
promotion, working conditions supervision, co-worker etc.

8
 Bose (1984) conducted a case study of Rohtas Industries Ltd., Dalmia Nagar which
indicated that for most of the workers work does not simply function as a means of earning a
livelihood and most of the workers find the producing role important for maintaining their
sense of well being. Bose, tried to find out the commitment of the workers towards their job
and found that if the workers had enough money to support themselves, they would still want
to work. Work gives them a feeling of being tied to the society. They found a purpose in life
while doing their work.

Khaleque and Choudhury (1984) perceive job satisfaction and dissatisfaction as a

function of the perceived relationship between what one expects and obtains from ones job
and how much importance or value he attributes to it. They also corroborated with the other
studies and suggested that job satisfaction scores weighted by importance are not better
indicator of overall job satisfaction than un-weighted components.

Srivastava (1984) in his book Job Motivation: Managers Supervisors, Workers,

attempted to find out what kind of attitudes people have towards their jobs. He also
investigated factors that contributed to or were associated with formation of such attitudes.
The study presented evidences that motivational factors for our managers desire to lead a
luxurious life, money, power and status, the so-called hygiene factors of Herzberg.

Preisendorfer (1985) examines the importance of responsibility and its roles in the
work place e.g. in regard to job status, decision making, power and salary. Responsibility can
be assigned or assured. The study pointed out that the holders of assigned responsibility hold
jobs of higher status and pay but they are at risk if they make mistakes. Those who assume
responsibility seek higher wages and job status.

Singh and Suri (1985) were of the opinion that job satisfaction among the women
workers was influenced by major variables, namely, achievement, recognition, responsibility
status and advancement for job satisfaction.

Putti and Chingling (1987) found that job satisfaction of subordinates was related to
the leadership style of the supervisor which was affected by various factors such as
supervision, work group, wages etc.

Aggarwal (1988) proposed stratification theory of work motivation where in

proximity to the source of production determines the degree of work motivation. Locke has
defined job satisfaction as a pleasurable/positive emotional state resulting from the appraisal

9
of ones job or job experience. Following the definition of job satisfaction and emphasizing
on different variables like pay, promotion, recognition, benefits, working conditions,
supervisor, co-worker, company and management empirical research was done for National
Labour Institute. The research found that job satisfaction had a positive relationship with all
the variables given above.

Shantamani (1988) found in his study that industrial morale was related to the
satisfaction that a worker derives from his job, the organization he works for and the people
with whom he comes into contact.

Arvey et al. (1989) in their work examined the job satisfaction items to reflect
intrinsic, extrinsic, and general satisfaction with the current job. Intraclass correlations were
computed to estimate the proportion of observed variability resulting from genetic factors for
all job satisfaction items. Resulting values indicated that approximately 30 percent of the
observed variance in general job satisfaction was due to genetic factors.

Mira Singh and Pestonjee (1990) hypothesized that Job Satisfaction is influenced by
the levels of Occupation, Job involvement and Participation. The sample for the study
consisted of 250 officers and 250 clerical cadres belonging to a Nationalised bank in Western
India. The study confirmed the hypothesis and it was found that Job Satisfaction of the Bank
employees was positively affected by the Occupational level, Job involvement and
participation.

Gopinath(1990) identified that the human beings are one of the important factors in
library management. The problems faced by librarians are more or less same in all types of
libraries. Increased access to knowledge is one of the issues that made the librarians to learn
or improve the skills particularly, Information Technology. The library professionals should
act as a link between knowledge sources and knowledge seekers. To make the libraries user
oriented, to satisfy potential users and to adopt with electronic media, the library
professionals should have training in traditional leadership and I.T oriented librarianship. The
author noticed the developments in the library profession such as generation of information in
variety of forms, computer and communication technology, exchange of information and
manipulation of information. He suggested the following skills for professionals.

Balgir (1991) attempted to understand hygiene-motivational factors as postulated by

Hergeberg based on their need priorities that dominate the minds of Indian Managers while

10
continuing service in their respective Organisations. The results revealed that Job
Satisfaction, Salary, Job Security, better chances of promotion, happy Personal life, high
Position and friendly social circle are some of the motivating factors in that order which
strongly influence Indian Mangers.

Mathew (1991) tested the relationship between Satisfaction and Organisational

commitment with a Non-recursive model that permitted the simultaneous examination of the
influence of satisfaction on commitment and the influence of commitment on satisfaction.
The study highlighted that the two variables were reciprocally related but that the influence of
satisfaction on commitment was stronger.

Mehra and Mishra (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The study
was conducted on 250 blue collar industrial workers of UPTRON India Ltd. The findings of
the study showed that mental health has a moderating effect on the Intrinsic Job Satisfaction-
Occupational stress relationship.

Dhar and Jain (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job Involvement,
Age and Length of service. An important finding of the study was that Job Involvement and
Job Satisfaction are positive correlates which imply that involvement in Job increases Job
Satisfaction and vice-versa.

Syeed (1992) made an endeavour to determine the relationship between employee Job
Satisfaction and Organisational effectiveness. The sample for the study consisted of 44
supervisors of a public sector undertaking which was randomly drawn from a single unit of
the Company. The main objective of the study was to relate satisfaction with Organisational
effectiveness along with personal attributes such as age, education, pay, length of service etc.
the study revealed that Job satisfaction facets had more explanatory power than the personal
attributes of respondents. It was clear from the study that the Organisation through its human
resource development policies and practices created better environment for employees,
resulting in greater satisfaction which in turn enhanced Organisational effectiveness.

Ostroff (1992) investigated the relationship between employee satisfaction, job

related attitudes (commitment, adjustment and psychological stress), and organizational
performance. Organizational performance data were collected from 298 schools; employee

11
satisfaction and attitude data were collected from 13,808 teachers working in these schools.
Correlation and regression analylsis supported the expected relationships between employee
satisfaction/attitudes and organizational performance etc.

Judge et al. (1993) study is related to the relationship between job satisfaction and
life satisfaction. The analysis is based on the results of a national probability sample of
workers, which indicated the job and life satisfaction were closely and significantly related.
The cross-sectional results suggested a relatively strong relationship between job and life
satisfaction.

Melamed et al. (1995) study found a close relationship between objective work
conditions (work under load, repetitive or varied work) and subjective monotony to job
satisfaction, psychological distress, and sickness absence was examined in 1278 male and
female workers. It was found that subjective monotony was moderately related to the
objective work conditions. Hierarchical regression analyses showed that the effects on all
outcomes were partially mediated by subjective monotony and were also directly related to
repetitive work and work under load. Job satisfaction and psychological distress were mainly
related to subjective monotony, whereas sickness absence was equally related to the work
conditions and subjective monotony. The highest impact was observed for short-cycle
repetitive work Testing sex interactions revealed that sickness absence was related to the
work conditions in women but not in men. The findings highlight the significance of the
actual work conditions in predicting employee work behaviour.

Venakatachalam and Reddy (1996) conducted a study to find out the impact of job
level, job tenure and type of organization on job involvement and job satisfaction among
employees working in three organizations, namely, banks, schools, and government offices.
The data was analyzed by means of analysis of variance. The type of organizations in which
the employees are working significantly influenced the job satisfaction but not on work and
job involvement. The result further revealed that the job tenure do not show significant
impact on job involvement, work involvement and job satisfaction.

Daftuar and Anjali (1997) in their work examined the impact of occupational stress,
organizational commitment and job involvement and personality of lower and middle level
managers working in electrical manufacturing company. It revealed that there was a positive
relationship between the above mentioned variables and job satisfaction.

12
 Bhatt (1997) explored the level of job stress, job involvement and job satisfaction of
male and female primary teachers in public and private schools. It was found that the level of
job stress was higher among the public school teachers.

Rama Devi (1997) conducted a study on faculty Job Satisfaction and their views on
management of the two universities in Andhra Pradesh. The sample consisting of 200
teaching faculty and 100 members were selected randomly from each university and the
attempt was made to measure Job Satisfaction of the faculty in universities of Andhra
Pradesh. The study found that the factors such as freedom in job, scope for self-improvement,
income and job security were causing satisfaction while bureaucratic rules, no recognition for
work and routine work were causing dissatisfaction to them.

Joshi (1998) in his study has made a comparative analysis of level of job satisfaction
and job involvement of private and public sector employees. The study concluded that the
public and private sector employees differ significantly in terms of job satisfaction and job
involvement.

Chellandurai (1999) indicated that job satisfaction is an attitude people have about
their job. Further, job satisfaction was defined as the feelings a worker has about his or her
job or job experiences in relation to previous experiences, current expectations, or available
alternative. The study further categorized job satisfaction theories either into content theories
or process theories. Content theories were based on various factors, which influence job
satisfaction. Further, process theories taken into account the process by which variables such
as expectations, needs and values, and comparison interest with the job to produce job
satisfaction.

Patel (1999) in his work on employees of nationalised and co-operative banks

focused on the impact of age and organisational commitment on job involvement. It was
found that younger employees have less job involvement and organisational commitment
than the middle aged and elderly employees.

Hossain and Islam (1999) investigated the overall quality of working life and job
satisfaction and performance of the government hospital nurses in Bangladesh. The study
found a significant positive correlation between QWL and Job Satisfaction. Perceptions of
QWL and Job Satisfaction were higher among the respondents of small organizations than in

13
the large organizations. .Morning shift nurses perceived higher QWL and Job Satisfaction
than the night shift nurses.

Janseen (2000) studied 170 non-management employees from a Dutch industrial

organization in the food sector. Results showed a positive relationship between job demands
and innovative work behaviour when employees perceived effort reward fairness.

Manickavasagam (2000) analysed morale and some related factors of job

performance such as productivity, labour cost turnover, absenteeism and accidents. This
study found 2/3 of its employees with a high morale and very significant relationship between
morale and accidents. The study pointed out that inverse relationships of morale with
production, absenteeism, labour cost and profitability need deeper investigation. The study
cautioned that inverse relationship may be a temporary phenomenon but concrete steps such
as good working conditions, better prospects of promotion etc. may help to enhance the
morale of employees of the undertaking.

Joshi (2001) attempted to study and compare the extent of job satisfaction among the
employees of public and private sector organizations and to find out relationship between job
satisfaction and occupational level in both the sectors. A sample of 60 each was taken from
both the sectors. The hierarchical status was represented at three levels i.e. Managers,
Supervisors and Workers (20 each). The Bayfield Roth Scale of Job Satisfaction was used to
collect the data. The main findings are: (a) The extent of job satisfaction was not found
significantly higher in the private sector organizations as compared to public sector
organization and (b) A significant difference in the extent of job satisfaction of managers,
supervisors and workers has been found in the public sector organization.

Takahashi (2002) studied white-collar workers engaged in lifetime employment

system and seniority-based pay system in Japan. The study tested a version of E.L. Decis
(1975), hypothesis that, if a persons feeling of self-determination enhanced, his or her job
satisfaction will increase. With a measure of self-determination which was first developed,
the hypothesis was supported by data from 10, 916 white-collar workers in 385
organizational units of Japanese major companies. The study found a strong linear
relationship between the job satisfaction and the degree of self-determination.

Rai and Sinha (2002) argued that mere job satisfaction might not be a valid concept
in the modern times particularly in the context of skilled work force. The workers had as

14
much a choice of organizations to work with as a consumer in the market place with varieties
available. Data was obtained from 261 managers of nationalized bank. The results showed
that compared to intrinsic job satisfaction, intrinsic job delight was a better predictor of self-
esteem, and of the two measures of personal effectiveness. The results were supportive of the
implicit hypothesis that job delight is a more worthwhile variable compared to job
satisfaction under specified conditions.

Bovier and Perneger (2003) studied doctors practicing in Geneva, Switzerland on

predictors of work satisfaction. The study found that, in general, physicians were more
satisfied with the following aspects of their current work situation: patient care, professional
relation, and personal reward (intellectual stimulation, opportunities for continuing medical
education, and enjoyment at work).

Rao (2003) identified the importance of job satisfaction in the life and career of
teachers of secondary schools. The study found that there is no significant influence of age,
sex, qualification etc. on the job satisfaction of the teachers.

Mishra and Wagh (2004) in their joint work on public and private sector executives
explained that reward, work culture and environment, challenging job, delegation of powers
were found to have positive effect on job involvement.

Asaari and Kariaus (2004) study focused on the work satisfaction of working adult
learners in relation to their spouses support. The study concluded that spouse played an
important factor in determining the work satisfaction of working adult learners. Peace of
mind for the working adult learners is needed to focus their concentration and commitment
on the job.

Eskildsen et al. (2004) studied differences in job satisfaction and intrinsic work
motivation between employees with different characteristics. The study was based on 9,263
employees from randomly selected households. The study found that Danish workers were
found to be more satisfied and there were no differences between the genders with respect to
job satisfaction.

Rode (2004) studied that job satisfaction is significantly related to life satisfaction.
The study tested a comprehensive model that examined the relationship between job and life
satisfaction and a broad personality, construct called core selfevaluations as well as non-
work satisfaction and environmental variables, using a nationally representative (U.S.),

15
longitudinal data set. Results indicated that core selfevaluations was significantly related to
both job and life satisfaction over time and the relationship was not significant after taking
into account the effects of core selfevaluations and non-work satisfaction.

Feather and Rauter (2004) investigated Organisational Citizenship Behaviour

(OCBS) in a sample of 154 school teachers from Victoria, Australia, of whom 101 were in
permanent employment and 53 were on fixed term contacts. OCBs were positively related to
perceived job insecurity and negatively related to opportunities to satisfy influence and skill
utilisation work values for the contact teachers and positively related to organizational
commitment, organizational identification and to opportunities to satisfy variety and skill
utilization work values for the permanent teachers. Results were discussed in relation to the
different functions that OCBs were assumed to serve for both groups of teachers and the
possibility of conceptualizing OCBs using a motivational analysis based on expectations and
goal structures.

Sarri and Judges (2004) article provided greater understanding of the research on
employees attitudes and Job Satisfaction. The article identified three gaps between Human
resource practice and the scientific research in the area of employee attitudes in general and
the most focal employee attitude in particular Job satisfaction: the causes of employee
attitudes, the result of positive or negative job satisfaction and how to measure and influence
employee attitudes. Suggestions for practitioners are provided on how to close the gaps in
knowledge and for evaluating implemented practices.

Worrell (2004) examined and described the levels of Job Satisfaction and
relationship between the variables in a national sample of school psychologists belonging to
the National Association of School Psychologists (NASP). Data were collected through
mailed survey packets including a data form including Minnesota Satisfaction Questionnaire.
234 full time practitioners responded. Result indicated that 90% of school psychologists were
satisfied or very satisfied with their jobs. The findings showed a gradual increase in overall
satisfaction when compared to 1982 and 1992 that reported being satisfied or very satisfied
with their jobs. Participants in the current sample were more satisfied with their job security,
independence and creativity.

Alas (2005) in his study compared people from different countries according to their
job related attitudes and ethical values based on empirical data from 15 countries. The results
indicated that countries with a socialist past have and deal with the satisfaction of needs at a

16
lower level than traditional capitalist countries and this consequently influences attitudes and
expectations towards society, organizations and work. Attitudes towards society and facets of
job satisfaction predict ethical values differently in countries with a different history as well.
In traditional capitalist countries ethical values were influenced by attitudes towards society
and almost not connected with facets of job satisfaction.

Walters (2005) analysed data from 50 qualitative interviews with female part time
workers in low level jobs in Britain to illustrate their attitudes, orientations and aspirations
towards paid work. The research reported two main findings. Firstly, female part-time
workers at the bottom end of the occupational structure were not a homogeneous group of
workers. Secondly, they were not all highly satisfied with their jobs. The study found that
many of them (especially in working class households) still do not have a genuine choice
between family work and market work.

Sharma (2005) found that the job satisfaction level of private sector banks was higher
than public sector banks. T he study reveals that quality of work life was better in private
sector banks in some chosen parameters like, employees participation in management, loan
facilities, extent of authority etc. The performance was found better in Private Banks because
the superiors motivate them in the form of awards and constant verbal encouragement.

Santhapparaj (2005) studied the Job Satisfaction of the women managers working in
automobile Manufacturing Industry in Malaysia. It was based on primary survey from 200
women managers. The study investigated the relationship between specific aspects of Job
Satisfaction and the personal characteristics of women managers. It was also aimed to retest
the Herzbergs Two-Factors theory. The correlation analysis showed that there was a
significant negative correlation between education level and pay, promotion people on
present job and job in general. The percentage of overall satisfaction was 75.59%. The results
did not support the Hezbergs theory and concluded that no separate and distinct factors lead
to job satisfaction or dissatisfaction, but if they were together contributed to job satisfaction
or dissatisfaction. The study reveals that there was a need for change in the Organisational
culture and the management should create the environment for social and organisational
network. The factor which was relatively less satisfied was the pay and this can be improved
only through dialogue which involve cost to the organisation and the less level of satisfaction
on present job could be easily improved by job rotation, providing challenging job and so on.

17
 Santhapparaj et.al. (2005) were assessed the job satisfaction of the women managers
working in automobile industry in Malaysia based on primary survey from 200 woman
managers. The result showed that female managers were generally satisfied with their job.
Highest level of satisfaction occurs in the areas of supervision, job in general, and present job
and present pay. However, relatively more number of women managers was dissatisfied with
their co-workers, pay and present job. The correlation analysis showed that there was a
significant negative correlation between age, education and various job factors that determine
the job satisfaction.

Chirayath (2006) analysed the relationship between orgainsational climate of schools

and job satisfaction of teachers in Kerala. It was found that there is a close relationship
between orgainsational climate and job satisfaction. The study found that headmasters
behaviour has a significant impact on increasing the morale of the teachers.

Rajesh (2007) studied the Quality of Work life and Job satisfaction in 10 IT
Companies professionals from 3 cities i.e. Hyderabad, Bangalore and Chennai. The
objectives of the study were to explore the levels of Job Satisfaction and relationship between
demographic characteristics and satisfaction, to find differences exists between demographic
characteristics with overall Job Satisfaction, to identify specific Indicators that causes
dissatisfaction and to examine the hierarchy of needs among IT Professionals. The
questionnaire was administered to collect primary data. The study revealed that higher
income groups and higher experienced were the most dissatisfied with Job Security. It was
also showed that the most satisfied employees in IT Industry were of Hyderabad, followed by
Chennai and Bangalore respectively.

Randhawa (2007) in a study collected data from 300 scientists (150 from National
Dairy Research Institute, Karnal and 150 from Agriculture Extension Centres in
Haryana).The results showed a significant negative correlation between job satisfaction and
turnover intentions. This signifies that higher the job satisfaction, lower was the intent of a
person to quit the job. The results revealed that the two groups of scientists do not differ
significantly on the measures of job satisfaction and turnover intentions.

Bono et al. (2007) examined the role of organizational leaders in employees

emotional experiences. Data was collected from health care workers 4 times a day, for 2
weeks. The study found that supervisors were associated with employees emotions in three
ways - (a) Employees experienced fewer positive emotions when interacting with their

18
supervisors as compared with interaction with co-workers and customers. (b) Employees with
supervisors, high on transformational leadership experienced more positive emotions
throughout the work day, including interaction with co-workers and customers. (c)
Employees who regulated their emotions experienced decreased job satisfaction and
increased stress, but those with supervisors high on transformational leadership were less
likely to experience decreased job satisfaction. The results also suggest that the effects of
emotional regulation on stress are long lasting and are not easily reduced by leadership
behaviour.

Sharma and Sharma (2007) investigated the determinants of job satisfaction. The 12
independent variables used in the study included 3 personal traits, 7 task characteristics and 2
dimensions of organizational climate. The results revealed that 4 out of 12 independent
variables could explain only 29 percent of variance in job satisfaction. These 4 included 2
tasks related and 2 organisational related characteristics.

Katuwal and Randhawa (2007) in their study attempted to measure and compare the
job satisfaction of workers in private and public sector in textile industry in Nepal. Data was
collected from 372 workers. The results reveal that in both sectors the workers were by and
large, similar in their perceptions towards the facets of job. The study found that the workers
were highly dissatisfied with the facets of the job that involve monetary expenditure of the
firm, the behavioural aspects of management and the employment policy of the organization.

Hussain et al. (2007-2008) conducted a study to examine the level of occupational

stress and life satisfaction among high school female teachers and to see the relationship
between occupational stress and life satisfaction. A sample of 120 high school female
teachers was purposively taken from different public and government schools of Faridabad. It
was found that stress among public school teachers were significantly higher than the
government school teachers. Same was for the married teachers, their stress level was more
than the unmarried teachers .On the other hand life satisfaction of government school
teachers were much higher than their public school counterparts and it was significantly
higher for unmarried teachers of each type of school.

Rao and Mohan (2008) in their study examined perceptions of the quality of work
life among a sample of Indian employees. The study identified four dimensions of quality of
work life, namely, favourable work environment, personal growth and autonomy, nature of
job and job opportunities and co-workers.

19
 Thomas and Feldman (2008) attempted to provide a expanded meta-analysis on the
relationship between age and job performance, that includes 10 dimensions of job
performance, namely, core task performance, general counter productive work behaviours,
work place aggression, tardiness and absenteeism. Results show that although age was largely
unrelated to core task performance, creativity and performance in training programs, it
demonstrated stronger relationship with the other dimensions.

Chiaburu and Harrison (2008) in their study proposed that broad aspects of lateral
relationship conceptualized as co-workers support and co-worker antagonism are linked to
important employee outcome in a framework that synthesis several theoretical predictions.
The authors also observed differential strengths of co-workers, influence based on its valence,
content and severity and on the social intensity of the task environment.

Sen (2008) conducted a comparative study to find the relationship between job
satisfaction and job stress amongst teachers and managers in the National Capital Region.
The study found that there is possibility of negative relationship between job satisfaction and
job stress among the managers. However, in case of teachers, the job satisfaction and the job
stress were immensely related to each other.

Indradevi and Gomatri (2008) in their article focused on the perception of

employees, on human capital valuation, with reference to Software companies in Chennai.
The study revealed that, valuing Human Capital increases the efficiency of the organization.
According to the study Human Capital Management focused on the right kind of people and
transforming of a worker into a resource that is competitive.

Biswas (2008) in his study reveals that the psychological climate of the workplace is
one of the most important environment factors affecting an individuals workplace attitude.
They should be provided ample scope to express themselves at their workplace. The result
demonstrated that a positive psychological climate leads to an individual experiencing
psychological empowerment, which is reflected in positive attitudinal change towards the
execution of the job. The study reveals that participatory management practices such as open
communication and participatory leadership style would be positively associated with higher
level of employee performance. Transformational leadership influences the employees level
of job satisfaction.

20
 Punnoose and Modekurti (2008) in their study of 340 firms in the Indian textile
industry have attempted to establish a valid relationship between labour productivity and
wages. The study found that there exists a positive relationship between wages and output
produced by the firms. This relationship holds valid across size categories. However, the
expected increase in output is more than proportionate increase in salary in the high category.
This could possibly imply economies of scale effect or the learning curve effect.

Chen and Silverthrone (2008) examined the relationship between Locus of Control
(LOC) and the work-related behavioural measures of job stress, Satisfaction and performance
of professional accountants who work for Certified Public Accountant (CPA) firms in
Taiwan. The main objective of the study was to assess how LOC impacts individuals and
behaviour in the work place in three primary areas: Job Stress, Job Satisfaction and Job
performance. A total of 620 survey instruments were mailed to 310 Certified Public
Accountant firms in Taiwan with two surveys sent to each firm. The findings indicated that
one aspect of an accountants personality, as measured by locus of control, plays an important
role in predicting the level of Job satisfaction, stress and performance. Individuals with a
higher internal locus control are more likely to have lower levels of job stress and higher
levels of job performance and satisfaction.

OLeary, Patrick, et.al (2008) studied the relationship between job characteristics
and job satisfaction amongst physicians in Russia. This research included rewards, other
people, nature of work and organisational context. The instrument used in this study was
based on the Physicians work-life survey (PWS) created by Konrad et.al (1999) and
representing the Society for General Internal Medicine. The survey was distributed to
physicians in four Russian cities. The sample included 2,325 physicians. The research had a
large number of female respondents. The study found that the male doctors report higher
levels of Job satisfaction than Female doctors and polyclinic doctors report higher level of
satisfaction than those employed by Hospitals. The majority of doctors are satisfied with
patients relationship, colleagues and staff relationship, and prestige and the majority of
physicians were dissatisfied with administration and time constraints. The dissimilar finding
in the study was that women physicians appear more likely to be satisfied with their
compensation than do their male counterparts. The study also found that doctors were more
likely to be satisfied if they maintained clinical autonomy, if they were paid well, if they did
not have excessive bureaucratic interference.

21
 Origo and Pagani(2008) investigated the relationship between flexibility and Job
Satisfaction. In their analysis they verified whether various aspects of flexibility namely
functional and quantitative flexibility, produce different impact on overall extrinsic and
intrinsic Job Satisfaction. They also tested whether the impact of flexibility on Job
Satisfaction varied with workers characteristics. Empirical evidence was based on a
representative sample of European employees taken from a specific wave of the Euro
barometer Survey. The study found that there was a positive link between functional
flexibility and Job Satisfaction and there was either no effect or a negative impact of
quantitative flexibility. The positive impact of functional flexibility was greater when
compared to the satisfaction for intrinsic aspects of the job. Estimate by workers
characteristics highlighted interesting differences by age, skill and country of residence.

Mau, et.al.(2008) examined the Job Satisfaction of beginning teachers and the factors
influencing their satisfaction and investigated if students who persisted in teaching aspiration
were more likely to be satisfied with their work. 450 tenth grade students from a nationally
representative sample, who aspired to be teachers, were examined over ten year period
regarding their career choices. A Job Satisfaction model was tested using clusters of variables
as guided by Social Cognitive Career Theory (SCCT). The study found that the students who
persisted in teaching were significantly more satisfied than those who did not persist and
those with non-teaching career. Beginning teachers were more satisfied with their jobs than
those in other occupations. Teachers who had teaching license also reported that they were
more satisfied than those who did not have license. The social-contextual factors i.e. race,
socioeconomic status, teaching license, parents education and occupation were the best
predictors of Job Satisfaction.

Liu, et.al.(2008) investigated the dimensionality and generalizability of Public

Service Motivation and also examined the relationship between each dimension of public
service motivation and public servants Job Satisfaction. Exploratory factor analysis and
confirmatory factor analysis techniques were applied to survey data of 191 public servants in
China. The result indicated that the public service motivation observed in the West existed in
china, but the generalizability of the construct was limited. Three of the four dimensions of
public service motivation (attraction to public policy making, commitment to the public
interest and self-sacrifice) existed in China, but the fourth dimension (compassion) was
unconfirmed.

22
 Chileshe and Haupt (2009) investigated the perceived age differences in Job
Satisfaction of construction workers in South Africa. The main objectives of the study were
to identify the major variables affecting the relative aspects of work within the South African
Construction industry and to investigate the impact of age on the satisfaction derived from
work. A total of 300 questionnaires were sent to potential respondents. A total of 65 usable
questionnaires were returned. Result of the study indicated that Job Satisfaction differential
does not exist between younger and older workers. Although both younger and older workers
ranked the relationship with workmates as being poor, age does not have an influence on the
effects of the aspects of work. In terms of the effects of Job Satisfaction younger workers
reported higher scores than older workers on indifference, whereas the younger workers
ranked poor recognition of abilities as the most effect in comparison to the older workers who
reported suffering from a lack of alertness as the most ranked effect.

Gunlu, et.al.(2009) examined the effect of Job Satisfaction on Organisational

commitment for managers in large-scale hotels in the Aegean region of Turkey and, in
addition, examined whether there is significant relationship between the characteristics of the
sample, organisational commitment and Job satisfaction. Two structured questionnaire were
administered to large scale hotel managers in the tourism industry. The population was
selected randomly with a sampling ratio of 25 percent. A total of 48 managers in four-star
hotels and 75 managers in five-star hotels were reached for a total sample of 123 managers. A
total of 43 managers were middle level, whereas 80 were lower level managers such as
supervisors. The data were analysed using statistical package for Social Sciences version 13.
The findings of the study indicated that extrinsic, intrinsic and general job satisfaction had a
significant effect on normative commitment and affective commitment.

Bellou (2009) examined the influence of gender and age on relationship between
organisational culture and Job satisfaction. One hundred and twenty five (125) usable
questionnaires were gathered from three Public Hospitals located in a major Greek City. The
measures adopted include the Organisational Culture Profile and Job Descriptive Index. The
statistical analyses include descriptive statistics, stepwise regression analyses and t-test. The
finding of the study was that the employees gender and age influenced the way that the
organisational values affected their Job Satisfaction.

Nilufar Ahsan (2009) investigated the relationship between Job stress and Job
Satisfaction. The study conducted in a Public University in Klang Valley area in Malaysia

23
and 300 respondents were selected as a sample of the study. The determinants of job stress
that have been examined under this study include management role, relationship with others,
work load pressure, homework interface, role ambiguity and performance pressure. The
results of the study revealed that the association between relationship with others and job
stress is not significant. The relationship between workload pressure and job stress, role
ambiguity and job stress is significant. The study concluded that the motivation is a key
factor as well in affecting job stress among employees. Employees who were highly
motivated will feel happier and were more willing to work for the organisation.

Kamal and Hanif (2009) studied the various factors of job satisfaction among
different commercial bankers in Pakistan. They used to statistical techniques like regression
and correlation to gauge level significance for the factor. The findings of the study were pay
has been considered as the major factor for job satisfaction, and other factors like promotion,
recognition, job involvement and commitment are also taken into consideration. Job
satisfaction is an attitude of an employee over a period of his job, so the factors of satisfaction
and dissatisfaction changes over the period. It is used as a key factor to gauge the
performance of particular employee and organisation. Satisfied employees are more likely to
be friendly and responsive which attracts customers. Dissatisfied employees can lead to
customer dissatisfaction.

Sahoo and Sahu (2009) pointed out that in post Liberalisation , Privatisation and
Globalisation era, todays employees in the organization are treated more than an
Employee. Employee Engagement is a winning formula for making organizational
excellence. Human capital has been recognized as a key asset if nurtured and developed
appropriately.

Zafrull and Habtemariam (2009) on the basis of the study reveals that job authority,
job enrichment, age, tenure, quality of life etc. were found significantly related with job
involvement. The study further found that job involvement was higher among private sector
employees as compared to public sectors. Raymond et al. (2009) examined the day to day
variability in satisfaction level of 231 full time employees in Hongkong for 25 days. The
outcome of the study was that both daily interpersonal and informational justice were
positively related to daily jobsatisfaction. The analysis was based on four types of
organizational justice as the authors used hierarchical liner modeling to test their hypothesis.

24
 Hom, Tsui et al. (2009) work is based on two major studies in China in which the
first study involved a sample of 953 managers of upper category and second 526 of middle
category. The focus of the study was to explain and examine the dynamics of the working of
the employee-organisation relationship (EOR). The authors tested whether social exchange
and job embeddedness mediate the mutual investment (whereby employers offer higher
inducements to employees for their higher contributions) and over investment (high
inducements without corresponding high expected contributions). The study found that,
EORs motivates greater work force and loyalty.

Montes and Zweig (2009) in their study to assess the role of promises , manipulated
promises and delivered inducements separately in hypothetical scenarios in study 1 and study
2 and measured them separately in study 3. The study revealed that promises may matter
little; employees are concerned primarily with what the organization delivers.

Sharma and Mohapatra (2009) in his study of 88 managers from two manufacturing
organizations from the same industry and same state attempted to test the validity in Indian
context of a widely accepted theory which suggests that human behaviour is the product of a
combination of both personal attributes and situational factors. The findings show that while
the theory is fully supported, the situational factors are far more powerful than personal
attributes in influencing behaviour.

Srivastava (2009) has attempted to find out the predictors of managerial motivation
in Indian public enterprises. A sample of 72 managers of two Public Sector Enterprises was
included. According to the findings, the organizational culture does indeed have an impact on
level of managerial motivation in PSEs in India. Since organization culture is the product of
organizational policies and practices, it is not necessary that in every organization the same
set of dimensions of culture must explain why some employees are more and some are less
motivated. This is because each organization is a unique social system in terms of the sum
total of its policies and procedures.

Thekedam (2010) in his study examined specific organization and variables

commonly associated with job satisfaction of teachers. A sample of 500 female and male
teachers from 100 schools was selected. The study found that the job satisfaction of the
teachers is affected by number of variables, which include organization and teacher
characteristics. Of the organizational variables, the school climate was found to have a
significant effect on teacher job satisfaction. Another significant variable is an individual

25
characteristic referring to the degree to which the teacher believes that he or she has attained
his or her professional goal. The distribution of leadership responsibilities and the
participation of teachers decisionmaking have positive effect on job satisfaction.

Castro and Martin (2010) is to explore the relationship between organisational

climate and Job Satisfaction and to determine whether employees perceptions of work
environment influenced their level of Job Satisfaction. Questionnaire was administered to the
sample of 696 employees from a population of 1453 employees working in three regions in
which the organisation was operational. Confirmatory and explanatory factor analyses were
used to investigate the structure of the climate model. The findings of the study indicated a
positive relationship between organisational climate scores and Job satisfaction scores.

Salman Khalid (2010) examined Job Satisfaction level of Bank Employees in Punjab
Province. The information collected from 144 respondents from four Banks employees who
were randomly selected from both public and private sector banks. Five components of Job
Satisfaction such as work, pay, promotion, salary and recognition were examined besides
overall Job Satisfaction. The findings of the study indicated that the sectoral differences in
terms of salary, promotions, job security, recognition and benefits play a significant role in
influencing ones perception of job satisfaction. Private sector bank employees reported
dissatisfaction in terms of Job Security. To overcome this obstacle private sector banks need
to introduce special schemes related retirement, pension, gratuity and other benefits to
enhance the employees sense regarding job security in effort to increase organisational
commitment which in turn will lead to employees commitment and high degree of
satisfaction.

Mueller et al. (2011) have used a longitudinal modelling approach to examine the
effect of job satisfaction on survey non-response in an applied employee attitude survey.
Members of a large electronics company were invited to participate in the survey in each of
four consecutive years. It was found that the participants who were more satisfied on a given
occasion were more likely to respond one year later, than those who were less satisfied .It
was also found that satisfaction with ones supervisor plays an important role in survey
participation.

Pen-Yuan Liao (2011) applied social exchange theory to develop a model of the
processes linking work-family conflict to job attitudes. A sample of 236 employees in
Taiwans high technology industry was tested .It was found that the influences of work-

26
family conflict on job satisfaction are both direct and indirect .This implies that employees
cannot be completely satisfied with their jobs if their organizations do their best to enhance
the employees perceived qualities of leader-member exchange and perceived organization
support but do not put any effort into reducing the employees work-family conflict.

Koster et al. (2011) focused on whether it is beneficial for the firms to invest in the
general skills of their workforce or whether these training investments merely encourage
personnel turnover. A sample of 2833 Dutch pharmacy assistants was taken. The result
reveals that participation in general training does not induce employees intention to quit as
predicted by human capital theory. On the contrary it contributed to the Perceived Support in
Employee Development (PSED) among the workforce as predicted by social exchange
theory. Moreover, the study found that PSED is negatively related to employees intention to
quit; however, this effect is to a large extent mediated by employee job satisfaction.

Corine et al. (2011) conducted a study based on 412 employees in two large
organizations in Netherland: one in retail and one in health care. It was found that HR
practices help employees to feel better able to meet the requirements of their jobs and to feel
that their needs are fulfilled by the job, which in turn enhances job satisfaction. The study
shows a direct relationship as well as mediating and moderating role of person organisation
and person-job fit in the relationship between perceived HR practices and employee job
satisfaction.

Huang (2011) in the study of 453 and 558 of blue collar and knowledge workers in
China and Japan respectively found that knowledge workers have more motivating work
characteristics including learning ,autonomy etc than blue collar workers. It was found that
job satisfaction of knowledge workers was lower than their blue collar workers in China. But
the marginally higher job satisfaction of Japanese knowledge workers than their blue collar
workers might be related to more advanced economic development and the prior
development of its knowledge economy.

Souza and Noronha (2011) in their work have attempted to find the relationship
between labour welfare activities and job satisfaction. A sample of 201 employees of
Pharmaceutical companies in Goa was administered. The results show that eight dimensions
of labour (including education, housing, loans, recreation, safety, medical facilities, canteen
etc) were found to be positively and significantly correlated with the job satisfaction of
employees in these companies. Employees in the Multinational companies in Goa reported

27
better provisions of labour welfare facilities and had higher level of job satisfaction than their
fellow mates in Indian pharmaceutical companies.

Rane (2011) studied the importance of employee Job Satisfaction. He explained that
the employee Job Satisfaction was essential to face the dynamic and ever increasing
challenges of maintaining productivity of the organisation by keeping their work force
constantly engaged and motivated. The study found that the high Job Satisfaction correlated
strongly with the feeling of having fun at work. The article explained that the possible ways
to enhance their performance in order to face new challenges were providing positive work
environment, the appreciation of performance, personal recognition of employees by the
management, and employee participation in decision making, providing training facilities to
improve workers skills and potentials. There should be a continuous process of assessment
of Job satisfaction of employees by obtaining feedback in a specially designed evaluation
format before and after the training programmes. He concluded that the Job satisfaction of an
employee in any organisation was of paramount importance to achieve the targeted goals on a
sustainable basis.

Javed and Premarajan (2011) examined the influence of distributive and procedural
justice on pay and Job Satisfaction. They provided that distributive justice and procedural
justice had differentiating impact on Job Satisfaction and four facets of pay satisfaction i.e.
level, raise, benefits and administration. The survey carried out among 122 Indian managers.
It was found that the distributive justice as a more important predictor of all four dimensions
of pay satisfaction and Job Satisfaction. Procedural justice was also found to be a statistically
significant predictor of pay structure and Job Satisfaction.

Biswas (2011) studied the impact of Human Resource Management policies and
practices in a globalized Indian economy and subsequently their outcome with respect to
individual behaviour and performances. The data were collected from 357 managerial level
employees of Indian Organisations. The result of the study found that the Job Satisfaction
significantly correlated with employee performance and also showed that although
discrepancies were abounding regarding individual reactions to a hitherto closed and
controlled economy. The findings indicated that human resource practices in India need to
adapt to contemporary practices and procedures worldwide, while at the same time maintain
in its unique cultural ethos.

28
 Chiun Lo and Ramayah (2011) examined the relationship between mentoring and
employees job satisfaction among employees from small and medium enterprises in
Malaysia. A total of 156 Malaysian executives from 21 selected small and medium
enterprises were participated in this study. The results show that there was a positive
relationship between career mentoring and all dimensions in job satisfaction such as
coworkers, job itself, promotions and supervisors. On the other hand, no significant
relationship was found between psychosocial mentoring and three aspects of employees job
satisfaction, namely co-workers, job itself and promotion.

Pankaj Deshwal (2011) investigated the level of Job Satisfaction among engineering
faculty members in engineering colleges of technical Universities in Utter Pradesh and also
examined the effects of the dimensions of the job on level of Job Satisfaction among them.
He collected data from 360 engineering faculty members. Investigate the levels of Job
Satisfaction among engineering colleges on technical University, examine the effects of the
dimensions of the job on levels of satisfaction among them, and give suggestions to maintain
or improve faculty members Job Satisfaction were three objectives of the results study. The
study revealed that the faculty members were found to be neutral with Organisation policies,
independence, and promotional opportunity and satisfied with work variety, creativity,
compensation and social status of Job, Job security, achievement but the faculty members
dissatisfied with working conditions and recognition.

Raghunatha Reddy and Krishna Sudheer (2011) studied the Employee

Involvement and Job Satisfaction in Indian Corporate sector. This study meant to find out the
employees attitude towards job satisfaction and job involvement. The findings of the study
show that the managerial level of employees has low level of satisfaction and Engineers have
low level of Job Involvement and supervisors have low level of commitment towards the
organisation.

Natarajan, (2012) conducted a study in a public sector organisation with an all India
presence. This study explored the relationship of personal and organisational values with Job
Satisfaction. 220 participants from a large public sector organisation were asked to rate on a 7
point scale the 24 items value taxonomy developed by McDonald and Gandz. Results
revealed that perceived organizational values emerge as potent predictor of all the three
components of job satisfaction as compared to personal values.

29
 Samanvitha and Jawahar (2012) aimed at determining and establishing a
relationship between strategic emotional intelligence and job satisfaction among faculty
members in Arts and Science Institutions. Sample consists of 98 faculty members in Tami
Nadu. The result of the study showed that the emotional intelligence at work has a great
influence on the level of job satisfaction and in turn on work performance.

30
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