Introduction towards Job Satisfaction Job satisfaction is one of the most crucial but controversial issues in industrial psychology

and behavior management in organization. It ultimately decides the extent of employee motivation through the development of organization climate or environment job satisfactions has been a subject of hot chase by researchers. There have been more than three thousand published studies on job satisfaction during the last 30-40 years. Job satisfaction is the attitude one has towards his or her job. Sated another way it is one is affective response to the job. Job satisfaction is concerned with the ' feeling one has towards the job. The importance of job satisfaction is fairly evident from a description of the importance of maintaining moral in any industry. It a worker is not satisfied with work, and then both the quantity and quality of his output will suffer. It his job satisfaction increase then there is on improvement in both the quality and quantity of production. Factories in which the workers are satisfied with their work are also characterized by a high morale. Meaning of Job Satisfaction There are a number of different definitions of job satisfaction. One comprehensive definition is that it is a generalized attitude, resulting from many specific attitudes in three areas: 1. Specific job factor 2. Individual adjustment 3. Group relationship These factors can never be isolated from each other for analysis but indications of their relative importance in job satisfaction may be obtained through the use of statistical techniques. For our purpose the definition which seems to be apt, at the same time simple, is that job satisfaction is the favorableness or unfavourableness with which employees view their work. It results when there is a fit between job requirements and the wants and expectations of employees. It expresses the extent of match between the employees expectation of the job and the rewards that the job provides. Job satisfactory may refer either to a person or a group. Job satisfaction may be more clearly understood in the content of the employees extent of the satisfaction in general in his total life situation. Job satisfaction can be viewed in relation to employees satisfaction with their home and community life. Some employees, for instance, may be very satisfied with their home and community life, but view their jobs as average. Consequently their Job satisfaction is lower than their other satisfaction. Some other employees may feel dissatisfied with home and community but they also feel their jobs are average. In this case the employees Job satisfaction will be actively high. But generally Job satisfaction and life satisfaction are closely related. The effect is of spillover of one over the other. Another kind of effect, which is also prevalent, is the compensatory effect where people compensate for low Job satisfaction by trying to achieve higher satisfaction in

various pursuits in society and in union activities Job satisfaction is further aided in its understanding by finding relative importance to the employees, of the various factors contributing to it . For instance when asked, the employees may say that they are dissatisfied with both the canteen and the company promotion policy. It win appear at this point, that both the factors are equal importance to employees. But. it asked further, the employees may say that company promotion policy is far more important to them than the canteen. Only when the management knows such relative importance of various factors then proper action can be taken. This approach has been largely followed in the psychological study in the J.B Institutes AH India survey of changing aspiration of workmen, referred to earlier and later. Another interesting approach to measuring Job Satisfaction as developed by Porter, is to find out the gap between what the Employees experiences about that particular factor. In his actual condition and what he thinks should be there. This gap along with the importance of the factor to the employee gives a clearer understanding of the extent and nature of Job satisfaction employees the following sample question gives an idea of job Satisfaction measures form a porter-type survey:The feeling of security in my Job (circle one number): (a) How much is there now 7 (min) 1234567 (max) (b) How much should there be? (Min) 1234567 (max) The lower the different between response to question (a) and that to question (b) the higher the Job Satisfaction assumed to be.

Job Satisfaction and Productivity : Historically the concept of human relations assumed that high Job Satisfaction led to high productivity but later research indicated that his was an incorrect assumption Satisfied workers turned out to be either high producers, or low producers or only average producers The satisfaction productivity relationship appeared to be quite complex being influenced by various intermediate factors such as rewards that an employee receives. The question has been often raised whether Job Satisfaction leads to performance or performance leads to Job Satisfaction Lawler and Porter' have developed a model that suggests that productivity leads to satisfaction. Relationship of Job Satisfaction and Productivity : Performance lead to rewards, and if these are perceived to be equitable employee satisfaction is the result. The assumption, which seems most realistic, is that satisfactions and productivity are

in a circular relationship in which each effect the other using this model, it can be said that high satisfaction indicates a predisposition to productive if effective leadership is provided. From the various studies a general relationship emerges between Job satisfaction and productivity as show in fig 2. Line the chart shows the conditions of high productivity and low Job satisfaction, which can occur when the supervisor pushes the production through techniques of scientific management such as methods study, time study, and close Supervision Line represents a condition which believes that satisfied worker are the best workers happy regardless to keep happy regardless of the effects on organizational goals In this condition, the workers may design much Job Satisfaction but work may be done, This condition is described by one supervisor as 66 my workers are so happy that they do not feel like working. The meddle line B appears to be the most desirable arrangement where high satisfaction and high productivity are combined together.

Fig: - Relation of Job Satisfaction and productivity Job Satisfaction Interpersonal Interaction : Interpersonal relationship prevailing in the work group can be viewed as the environment for the work group which ultimately Table - Satisfaction and dissatisfactory in interpersonal interaction

SATISFYING DISSATISFYING TO SELF LEVEL 1 LEVEL 2 SUBMISSION Satisfying to Sympathy, Mutual Respect, Obedience, Inferiority, other Love, Trust, Punishment being controlled Affection, Acceptance and disciplined rejection/analysis Friendliness, Confidence based criticism/attack Agreement, on and directed Help towards achieve common goal. Dissatisfying Superiority dominance authority Hatred/ antagonize to Other control disciplinary action Misunderstanding distrust command Suspension/Neglect/Disrespect

Interpersonal relationships have, invariability to develop through interpersonal communication and interaction. If we look at the probability of mutual feelings of human satisfaction and dissatisfactions based purely on interpersonal interaction between any two persons in the work group or between the leader supervisor and the subordinates of the group, the broad alternatives will appear to be as in presented by Ghosh in table. The table conceives of outcomes of specific interpersonal interactions as follows: 1) Where both the self and the others are satisfied which again can be at two levels:

Level 1- which is based on somewhat superficially, socially desirable, mutual nice, sympathic and friendly sort of interactions. Level 2-, which is based on somewhat deeper, more purposeful interactions, directed towards achievement of common objectives, with mutual respect, trust, and confidence and with acceptance of mutual strengths and weaknesses.

2) Where self is satisfied but others are dissatisfied. 3) Where the others are satisfied but self is dissatisfied. 4) Where both self and others are dissatisfied. Earlier, we have seen in fig. 2, that the matching of Job Satisfaction and productivity is possible through an adjustment of both Job Satisfaction and productivity somewhere halfway as represented in Line B. Thus it can be well realized that the basic objective of any organization producing can be achieved only through mutual satisfaction at level 2: This level of mutual satisfactions and adequate leadership and supervisory abilities to achieve the same through establishment of congenial relationship for the tasks to be done.

Process of Establishing Job Satisfaction : Job satisfaction at level 2 requires by its necessity, understanding of mutual expectations and ultimately firmly setting down on mutually accepted expectations. It must also be borne in mind that Job satisfaction is dynamic. Almost like machinery, which requires proper installation, operation and maintenance, the adequate level of Job satisfaction is required to be achieved, used and maintained. Otherwise it can leave more quickly than it does arrive. Factors relating to Job Satisfaction and Dissatisfaction Job satisfaction is a complex phenomenon. The nature and extent of factors contributing to it are not yet fully known But a good deal of research studies in various countries with different cultures which have accumulated by now, have certainly advanced our understanding of the factors. We shall for our purpose, emphasize here the studies of Herzberg, Mausner and Snyderman and the two factor theory of Job satisfaction dissatisfaction proposed by them as they provide possibly the broadest scope so far in understanding the relevant factors prevailing across cultures as well as in India.

Herzberg and his associates explored Job satisfaction from a basically dynamic view and offered an approach to an understanding of motivation to work. They noted an important distinction between two kinds of factors. One-group factors dealt with the nature of and the other (2) was related to the environment in which the Job was done. One set of factors according to them, contributed to satisfaction. They are referred to as intrinsic, Job content, motivators or satisfiers. Another set of factors contributed to dissatisfaction. They are termed as extrinsic, Job content hygiene, or dissatisfactions. The details of two sets of factors are noted in table 2.

Factors associated with Job satisfaction and dissatisfaction in two-factor theory : According to the theory, satisfiers, which contributed to feeling of satisfaction has little, to contribute to dissatisfied feeling. Similarly, dissatisfies contributed more to dissatisfaction than they did to satisfaction. In other words, it was suggests, that satisfaction and dissatisfaction were two separate, distinct, and independent feelings. An interesting feature of the theory is that satisfiers not only enable a person to feel satisfied but they induce him to produce and perform more in his job. Dissatisfies do not have that potency to contribute to Job behavior Herzberg did not however, spell out .In detail about the relation of satisfaction and productivity in the light of their theory nor is there any clear evidence of any simple and direct relation between Job satisfaction and productivity. As we have noted, there are many factors, which interact, in a complex pattern to contribute to Job satisfaction. We shall how ever confine our discussion to those, which are considered as more important. A) PERSONAL FACTORS:

Sex Number of department Time on Job Level and Range of Intelligence Level of Education Age Attitude Personality, Exclusive of Intelligence

SEX: Other things remaining the same, women are more satisfied with their work than men because relatively women have limited needs and are less ambition. NUMBER OF DEPENDANTS: - An earlier study by Morse of white collar workers in America Indicated that the more number of dependants one has, the less satisfaction he has with his Job. In the Indian study by Sinha and Nair, workers having to support fewer dependants (one to four) tended to have higher Job satisfaction while those with five or more dependants tenant to

be dissatisfaction. It is possible that the stress of greater financial need due to increase in family size widens the gap between the need and the satisfaction of it thereby bringing about greater dissatisfaction with one job. The for checking further increase in population and reducing the family unit size has been greatly family unit size has been greatly emphasized by the government of India, through its plans, as a measure towards national development some of the Indian organizations have incorporated family planning programmes in their labor welfare activities. Same Indian companies claim to have a beneficial effect on the workers and the organization through successful family planning programmes conducted with the help of professional trained social work. TIME ON JOB: The study of Sinha and Nair showed that workers with service of three years and less and those with service of over six years were more satisfied than workers with service of four to six years. The trend, in other words showed relatively high job satisfaction at start, which dropped between the fourth and sixth years, then rose again with greater length of service on the job. The trend broadly confirms other studies elsewhere ands in India although the towering of satisfaction after the initial high level in found usually to occur any time between the fourth and eleventh year. RANGE OF INTELLIGENCE: Some studies in U.S.A. have shown the intelligent workers to have same what poorer work attitudes. In an English investigation the most intelligent girls employed in a chocolate factory were found to be most easily bored. In another study, no relationship was found between attitude scores and intelligence. Ghosh found relationship of moderate of intelligence with job satisfaction among the operators in a synthetic Jewel manufacturing plants in Gujrat. The more intelligent were highly discontented about the work conditions although physically it was the most ideal place to work in. On an overall analysis it appears that the relation of intelligence to job satisfaction depends on the level and range of intelligence and the challenge of the job. LEVEL OF EDUCATION: Indian studies have generally shown that there is a tendency for the more educated workers to be less satisfied and conversely the less educated workers to be more satisfied. The trend possibly reflects the generally prevailing situation in Indian organizations where no company advancement reward policy in relation to education exists. AGE: Usually young workers have higher level of job satisfaction but by and by it shows a declining trend. However, certain studies on the subject have revealed positive results between advancing age and job satisfaction. ATTITUDE: Person having positive attitude have more job satisfaction. PERSONALITY, EXCLUSIVE OF INTELLIGENCE: Studies have suggested that personality is a major cause of job satisfaction and dissatisfaction such studies. However, not

been conclusive as true measures of personality characteristics have not yet been fully possible. However fairly clearer trends have been found regarding relationship between anxiety neurotic personality characteristics and job dissatisfaction in studies in Indian and abroad. From the review of the relevant studies, Harrel has pointed but that neurotic tendency leads to Job dissatisfaction only when the job itself is one of "greater" strain. B) FACTOR INHERENT IN JOB

Type of work Skill required Occupational status Size of the plant Geography

1. Type of work: Industrial psychologists have long considered "type of work" as the most important factor inherent in a job. Studies abroad have shown that "variety in the job" cause greater job satisfaction than routine work". Other studies have shown a majority of factory workers to be dissatisfied whereas a minority of professionals was dissatisfied. Thus, although the type of work must be considered as an important determinant of job satisfaction in Indian organization the widely prevailing inadequate personnel policies and ineffective personnel practices may have prevented the congenial relationship to be established. 2. Skill required: In one of the earlier studies it has been recognized that where skill exists to a considerable degree it tends to become the first source of satisfaction to the workman. The study also noted that satisfaction in conditions of work or in wages become prominent only where satisfaction in skill has materially decreased. The study of Sinha and Nair among the Indian workers has shown that skilled workers have significantly higher job satisfaction than unskilled workers. 3. Occupational Status: Occupational are usually found to arrange themselves in hierarchy according to their relative status, prestige or value, in the particular society. Occupational status and job satisfaction are related but not identical with each other. Frequently, studies show that even when the holders of specific occupations state that they are very happy with their occupations, only a new of them express their willingness to enter their present occupation again, given a choice. The occupations which they would like to enter most often were those of higher status is determined not only on the way the individual employee regards the status of his job but also on the wav it is regarded by others in the society whose opinion be values. At any given time, the occupational status, which is established among people in a society, may be determined through an investigation. Such hierarchy of occupation according to prestige, or social status may be found to be fairly consistent among people in society in generally on in a specific group of people in society, over a

period of time. The hierarchy may give point of time. Harrell has reported that the students' concept of the status of occupations remained almost content in the United States from 1925 to 1948 with essentially the white collar and professional jobs. 4. Size of the plant: Usually in small plants, people get more job satisfaction because of attention they receive from the management and also due to respect they get for their ability. 5. Geography: Geography has been found to have some bearing an satisfaction and dissatisfaction of workers. In study in the United States it was found that people on the pacific coast were the most satisfied and those in the mountain states were the least satisfied. Other studies were the least satisfied. Other studies have shown that workers in large cities are less satisfied than those in smaller cities and towns. It is however difficult to separate the cause of workers satisfaction and dissatisfaction can not however be attributed to geography alone as it is inseparable from the working condition levels of industrial development the political, social and economic, environment, the workers' characteristics and possible other factors as well in the regions. Still, taking all these factors into account, the possibility of regional variations attributable to geography cannot be fully ruled out. C) FACTORS CONTROLLABLE BY MANAGEMENT

Adequate Salary Fringe Benefits Co-workers Downward Communication Working Conditions Responsibility Supervision Wages Opportunities for Advancement

1. Adequate salary: Adequate salary emerges as the most predominant preference of all the job factors among Indian workmen as is evident in the summary of the comparable Indian studies covering a period of 21st years from 1951 to 1971. These studies, which report the expressed preferences of worker, have led to certain controversies about interpretation of their implications in Indian condition. The security of job, security of for retirement benefits, security for life and security of finance provided by the management, the greater will be the job satisfaction to the employees. 2. Fringe benefits: Though the provision for fringe benefits affects the job satisfaction but these benefits occupy low position of importance.

3. Co-workers: The job satisfactions are likely to be more it the workers are good. Hence management and worker all should try to create and maintain good human relations in the industry in order to create friendly environment 4. Downward communication: In case downward communication flows adequately and smoothly, workers are likely to have more job satisfaction. 5. Working conditions: Where working conditions are better workers get more job satisfaction because good working conditions leave an impact on the mind of the worker. 6. Responsibility: Those jobs in which a log of responsibility is involved give more job satisfaction especially to the educated and highly educated people. 7. Supervision: Job supervised by good tempered and human relations oriented - supervisors are source of more job satisfaction whereas ill-tempered supervisors become the source of dissatisfaction to the workers. 8. Wages: Jobs carrying attraction wages and pay scales give more job satisfaction. Wages are more significant as long as physiological needs are not fulfilled. 9. Opportunities for advancement: Employees specially the ambitions and potential ones get more, job satisfaction in job offering opportunities for advancement.

Ways of Measuring Job satisfaction There are number of ways of measuring job satisfaction. This is not surprising since hundreds of studies have been conducted over the past three and a half decades employing varied techniques. The most common ways of measurement include rating scales, critical incidents, interviews, and action tendencies.

Rating scale: The most common approach for measuring job-satisfaction is the use of rating scales. These scales fall into two general categories. One its called tailor made scales, which are constructed for a particular setting or a project. The second set comprises standardized scales, which, before their use, have been developed to establish grow norms on the scales on the scales and to ensure the reliability and validity of measuring instrument. It is the tailor made scales, which are frequently used in practice. One of the most popular standardized scales is the job descriptive index (JDI) developed by Smith, Kendall and Hulin (1969). The JDI has separate scales for satisfaction with pay, promotion, supervision, work and co-workers. It has been used with a large variety of employee samples and norms are provided for employed according to their age, son, education, income, and type of community. Requiring only 10-15 minutes to administer, JDI has been widely used by behavior researchers over the years and provides a broad picture of employee attitudes towards the major components of jobs. SOURCES OF JOB-SATISFACTION Job elements contribute to job satisfaction. The most important amongst them are wage structure, nature of work, promotion chances, quality of supervision, work group, and working condition. WAGES: Wages play a significant role in influencing job satisfaction. This is because of two reasons. First, money is an important instrument in fulfilling ones needs and two employees often see pay as a reflection of management's concern for them. Employees want a pay system, which is simple, fair and in line with their expectations. When pay is seen as fair based on job demands, individual skill level, and community pay standards, satisfaction is likely to result what needs emphasis is that it is not the absolute amount paid that matters, rather it is one's perception of fairness.