AMITY INSTITUTE OF PSYCHOLOGY AND ALLIED SCIENCES

PSYCHOLOGY

ADVANCED PRACTICAL – 1

JOB SATISFACTION SCALE

JSS

Name: Yamini Johri

Enrolment Number: A0403421065
Course: M.A. Cli. Psy
Section: A
Batch: 2021-2023

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 JOB STATISFACTION SCALE (JSS)

Aim: To Study the Job Satisfaction of an Employee using Job Satisfaction Scale given by Dr.
Amar Singh and Dr. T.R. Sharma.

Introduction: Job satisfaction or employee satisfaction is a measure of workers' contentedness

with their job, whether they like the job or individual aspects or facets of jobs, such as nature of
work or supervision. Job satisfaction can be measured in cognitive (evaluative), affective (or
emotional), and behavioural components. Researchers have also noted that job satisfaction
measures vary in the extent to which they measure feelings about the job (affective job
satisfaction) or cognitions about the job (cognitive job satisfaction).

One of the most widely used definitions in organizational research is that of Edwin A. Locke
(1976), who defines job satisfaction as "a pleasurable or positive emotional state resulting from
the appraisal of one's job or job experiences” Others have defined it as simply how content an
individual is with his or her job, whether he or she likes the job.

It is assessed at both the global level (whether the individual is satisfied with the job overall), or
at the facet level (whether the individual is satisfied with different aspects of the job). Spector
(1997) lists 14 common facets: appreciation, communication, co-workers, fringe benefits, Job
conditions, nature of the work, organization, personal growth, policies and procedures,
promotion opportunities, recognition, security, and supervision.

Job satisfaction can be indicative of work behaviours such as organizational citizenship, and
withdrawal behaviours such as absenteeism, and turnover. Further, job satisfaction can partially
mediate the relationship of personality variables and deviant work behaviours.

The factors affecting employees’ job satisfaction are intrinsic and extrinsic factors, personal
attributes, and work environment. Job Satisfaction has two broad categories of factors: Intrinsic
factors and Extrinsic factors:

Intrinsic factors: include such components as sense of success at work, relations with
colleagues, job stability, customer relations and efforts to unearth one’s skills. Intrinsic
motivation tools are directly related to the job and results from the same. Factors such as the job
itself, independence granted by the job, importance of the job for the individual, involvement in
management, taking responsibility, opening space for creativity and enabling the individual to
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utilize her/his skills and capabilities constitute intrinsic factors. Intrinsic factors are accepted to
be more influential on the personnel than the extrinsic factors (Erics,2010). Individuals with
intrinsic satisfaction can easily undertake responsibility in the organization. And the individuals
who take responsibilities tend to make sacrifices for the organization (Xie et. al.,2017).

Extrinsic factors: When the job satisfaction element is produced by external sources, this is
called extrinsic satisfaction. Extrinsic factors leading to specific behaviours are related to the
environment outside the individual. Determination, willingness, and skill of the individual to be
successful are not sufficient alone for job satisfaction. Environmental factors to support these
factors should also be highly qualified and quantified as some elements the individuals need can
only be met by the external environment. These are basically a physically appropriate working
environment, to be a part of a coherent team, to be appreciated by colleagues and superiors and
being under a project-oriented control rather than an oppressive control. These factors are related
to the goals such as receiving a reward, avoiding a punishment, and improving professional
career. When an individual has an interesting job, she/he thinks that she/he can obtain tangible or
intangible gains from the concerned activity (Galie, 2008). Basically, monetary reward system,
job security, relations with superiors and relations with the colleagues constitute external reward
system (Panagiotis&Petridou,2008).

Theories of Job Satisfaction

1. Maslow's Hierarchy of Needs (1943): Maslow’s hierarchy of needs is a motivational

theory in psychology comprising a five-tier model of human needs, often depicted as
hierarchical levels within a pyramid. From the bottom of the hierarchy upwards the needs
are physiological (food and clothing), safety (job security), love and belonging needs
(friendship), esteem, and self-actualization. Needs lower down in the hierarchy must be
satisfied before individuals can attend to needs higher up. Maslow's (1943, 1954) five-
stage model has been expanded to include cognitive and aesthetic needs (Maslow, 1970)
and later transcendence needs (Maslow,1970). Changes to the original five-stage model
are highlighted and include a seven-stage model and an eight-stage model; both
developed during the 1960s and1970s.

 Biological and Physiological needs - Air, food, drink, shelter, warmth, sleep, etc.

 Safety needs - Protection from elements, security, order, law, stability, freedom
from fear.

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  Love and belongingness needs-Friendship, intimacy, trust, and acceptance,
receiving and giving affection and love. Affiliating, being part of a group (family,
friends, work).

 Esteem needs - Maslow classified these into two categories: (i) esteem for oneself
(dignity, achievement, mastery, independence) and (ii) the need to be accepted
and valued by others (e.g., status, prestige).

 Self-actualization needs - Realizing personal potential, self-fulfilment, seeking

personal growth and peak experiences. A desire “to become everything one is
capable of becoming”.

2. Frederick Herzberg Dual Factor Theory: More than four decades back, Herzberg et
al., (1959) were intrigued by the question of what people want from their jobs. They
applied critical incident technique and surveyed 200 accountants and engineers from
Pittsburgh. They were asked to describe the events which made them feel good or bad
about their jobs. The responses were tabulate das follows. Their approach is popularly
known as Two Factor Theory. According to Herzberg, there are two factors: ‘Motivators’
and ‘Hygiene factors. It is only the motivating factors which generate job satisfaction.
The very task/job and the outcomes of the job like recognition reward, responsibility,
promotion, and growth have potential to generate job satisfaction. He categorically
explained that these set of factors called ‘hygiene factors’ should be present in the
organization so as to avoid dissatisfaction from job. For example, power cut, poor
relations with superiors and colleagues, poor pay, restrictive policies, absence of job
security and so on have the power to disturb the employees. But they cannot empower the
employees.
3. Sirota’s Three-Factor Theory: This theory holds that three factors which can come
together to build enthusiasm within your team. Those factors are: (1) Equity/Fairness, (2)
Achievement and (3) Camaraderie.
 Equity: the quality of being fair and impartial.

 Fairness: treating people equal without favouritism or discrimination.

 Achievement: Providing opportunity to achieve and an environment that

produces such opportunity. The work should be challenging, yet also achievable,
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 and the employees should have access to they need to get the job done. Also, there
should be plenty of recognition and reward.

 Camaraderie: An employee spends most of his time at work. So, should be able
to enjoy their time on the job. This would also include the organizational culture.

4. The dispositional model of job satisfaction: Some people always seem to like their
jobs, no matter what they are doing, but some others are always grumbling about the
work they do. Dispositional model of job satisfaction approach claims that job
satisfaction is a relatively stable characteristic that stays with people through various
situations (Judge, 1992). According to this conceptualization, people who like the jobs
they are doing at one time also tend to like the jobs they may be doing at another time,
even if the jobs are different.
5. Social Information Processing Model: The idea that people’s attitudes toward their jobs
are based on information they get from other people is inherent in the social information
processing model. The way people feel about their jobs is based on the attitudes
expressed by others with whom they come into contact.  By virtue of sharing their
feelings about their jobs with one another, these workers are likely to be shaping one
another's attitudes. Attitudes changes not because of any objective changes in the job or
your boss, but because you changed your outlook based on the messages you received
from your coworkers. Job satisfaction can be affected by such subtle things as the offhand
comments others make.

6. Ginsberg Career development and Job satisfaction theory (1951): Ginsberg, Axelrad,
and Herma (1951) were the first to view career development as a lifelong process, with an
emphasis on very early development. Ginsberg and associates outline three distinct stages
or periods in the career-choice process, each of which is divided into substages. During
the fantasy stage (childhood before age it), play gradually becomes work oriented and
reflects initial preferences for certain types of activities. The second period, called
tentative, is divided into four substages (interest, capacity, values, and transition) and
lasts from ages II to 17. During the tentative period, the individual becomes more aware
of work requirements and of his or her own abilities and values and makes decisions

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 regarding vocational likes and dislikes. At the realistic stage (ages 17 to young adult),
there is further integration of perceived abilities and occupational interests. as the person
first narrows his or her choices to a few possibilities and then makes a commitment by
selecting a job or entering specialized training. Ginsberg (1984) reemphasized that career
development is lifelong process for those who seek to attain major job satisfaction. As
changing work goals occur, a person will reassess how to improve it with the work
environment.
7. Equity Theory: It would be overly simplistic and misleading to suggest that people only
want to earn as much money as possible. Even the highest-paid executives, sports figures,
and celebrities sometimes complain about their pay despite receiving multimillion-dollar
salaries (Langley, 2003). Are they being greedy? Not necessarily. Often, the issue is not
the actual amount of pay received, but rather, pay equity—that is, how one’s pay
compares to that of others doing similar work or to themselves at earlier times.
organizational scientists are keenly interested in understanding fairness on the job and
how people respond when they believe they have been treated unfairly.
8. Expectancy Theory: One of the most widely accepted explanations of motivation is
Victor Vroom’s expectancy theory (Purvis, Zagenczyck, and McCray, 2015). Expectancy
theory takes a broader approach, it looks at the role of motivation in the overall work
environment. The basic idea behind expectancy theory is that people are motivated to
work when they expect that they will be able to achieve the things they want from their
jobs. Expectancy theory is a cognitively oriented approach because it characterizes people
as rational beings who think about what they have to do to be rewarded and how much
the reward means to them. The theory doesn’t focus only on what people think. It also
recognizes that these thoughts combine with other aspects of the organizational
environment to influence job performance. Expectancy theory argues that the strength of
our tendency to act a certain way depends on the strength of our expectation of a given
outcome and its attractiveness. In practical terms, employees are motivated to exert a high
level of effort when they believe that it will lead to a good performance appraisal, that a
good appraisal will lead to organizational rewards such as salary increases and/or intrinsic
rewards, and that the rewards will satisfy their personal goals.
9. Two-factor theory: Believing an individual’s relationship to work is basic, and that the
attitude toward work can determine success or failure, psychologist Frederick Herzberg
wondered, “What do people want from their jobs?” The opposite of satisfaction is not

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 dissatisfaction, as was traditionally believed. Removing dissatisfying characteristics from
a job does not necessarily make the job satisfying.
Herzberg proposed a dual continuum: 

 The opposite of “satisfaction” is “no satisfaction,” 

 The opposite of “dissatisfaction” is “no dissatisfaction.”

Conditions such as quality of supervision, pay and company policies, physical work conditions,
relationships with others, and job security are hygiene factors. When they’re adequate, people
will not be dissatisfied; neither will they be satisfied. If we want to motivate people on their jobs,
we should emphasize factors associated with the work itself or with outcomes directly derived
from it such as promotional opportunities, personal growth opportunities, recognition,
responsibility, and achievement. These are the characteristics people find intrinsically rewarding.

Literature Review

Dr. Fadlalh (2016) aimed to measure the effect degree of organizational justice, job satisfaction,
and organizational commitment on organizational citizenship behaviour of the principles of
public high school in Jakarta. The data were collected from the principles that selected as a
respondent, through the questionnaires. This research consisted of 90 principles as a sample of
116 of the total population around Jakarta province. The amount of 90 samples was decided
based on the proportional random sampling. The data was calculated using path analysis. The
results demonstrated that all the components had a positive relationship with each other.

Kaur and Malhotra (2018) investigated the general mental health issues in relation with job
satisfaction among nurses. The sample comprised of 100 nurses within the age range of 20-30
years selected randomly from Government Rajindra Hospital, Patiala. The participants were
administered the General Health Questionnaire (GHQ-28) by David Goldberg (1981) and Job
Satisfaction Scale by Dr. Amar Singh (1999). The data was analysed using SPSS software with
the computation of correlation coefficient for the variables under study. The results revealed that
basic issues of general mental health viz, somatic symptoms, anxiety, insomnia, social
dysfunction, and severe depression were found to be negatively correlated with job satisfaction in
a significant manner.

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Prasoon and Chaturvedi (2016) have demonstrated job satisfaction. As per the research, it is
defined as the acknowledgment of doing the job with full dedication and hard work. It has been
found that the level of job satisfaction leads to determine the overall performance of an
organization. In addition to this, it has been found that the level of job satisfaction depends upon
the various set of components in an organization. The major components which are identified as
an important asset for job satisfaction are supervision, promotion, operating conditions, nature of
work, contingent rewards, and other factors.

Md. Rahman, Mst. Rinu Fatema et. Al. (2019) investigated the factors that increase performance
of workers in the working environment. A sample of selected bank employees is considered, and
information collected from different individuals were used. The data was analysed using simple
percentages and mean scores while the hypothesis developed was tested accordingly. The results
revealed that both intrinsic and extrinsic factors of motivation and job satisfaction have an impact
on performance of the workers in Bank.

Hashim (2015) examines the organizational commitment among engineers at Tenaga Nasional
Berhad (TNB). Data were collected from 336 engineers from four regions in Peninsula Malaysia,
namely North, South, East, and West, using stratified random sampling procedure. The results
show that job satisfaction was considered as among the factors that contributed to organizational
commitment. It was also found that although the levels of job satisfaction among the engineers
were much lower, they still remained in the organization

Description of the tool

Theoretical Background

The present scale draws motivation from the works of Hoppock (1935), Morse (1953), Kahan
(1951), Herzberg (1959), Kleinberg (1977), Rajbir (1976), Sokhey (1975), Pestongee (1973) and
Muthaya (1984). While framing the scale almost all known factors and Kelliberg’s work values
and job rewards were kept in view. The level of job satisfaction was measured in two areas – job
intrinsic (factors lying in the job itself) and job extrinsic (factors lying outside the job). Job
intrinsic
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area was further conceptualized as job concrete (excursions, working conditions etc) and job
abstract (cooperating, democratic functioning etc), and job extrinsic area consisting of three
components, viz, psycho-social aspects, financial aspects and community / national growth
aspect. The most common reason to survey employees is to determine their satisfaction.
Satisfaction surveys gather information on a variety of work-related issues, such as job
satisfaction, compensation/benefits, company policies, retention, work hours, etc. These surveys
benefit companies as they obtain specific employee perceptions and opinions, which can then be
addressed by management for planning purposes.

Engagement Surveys: Businesses use this type of survey to assess how engaged and dedicated
employees are to their job and the company as a whole. Engagement surveys are beneficial
because once you uncover the engagement level you can take steps to increase it. These surveys
focus on a variety of elements including role clarity, accountability, communication, recognition
and working relationships. Engagement surveys allow a company to identify strengths and areas
for improvement in regard to the job role, department, or company.

Examine workplace climate: This type of questionnaire is used to assess the strengths and
weaknesses of a company from an organization-wide perspective. Climate surveys solicit
employee feelings, opinions and perceptions regarding the organization’s climate or
environment. Businesses that are facing restructuring or mergers often use climate surveys to
gain insight on how employees are receiving the changes. Climate surveys are also useful as they
can measure employee understanding and commitment to the company’s mission and vision.

Understand the reasons for an employee’s departure: A common type of employee questionnaire
used by Human Resource Departments is an exit survey. Exit surveys are a useful way to
understand why an employee has resigned and to gain insight into the working environment. The
data gathered will allow you to identify ways to prevent turnover and make any necessary
changes to policies and procedures. These surveys also give your insight into employee
satisfaction and can reveal areas for training and development opportunities.

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Holistic perspective of employees: Companies can use 360 surveys to gain feedback on an
employee from a variety of sources including colleagues, supervisors, managers, and
subordinates. This provides a general yet comprehensive view and allows an employee to
understand how he or she is perceived by others in the organization. 360 feedback surveys are
vital for company growth as they can identify areas for improvement and development
opportunities.

Reliability

The test-retest reliability of the test is 0.978 with N=52.

Validity

The scale compares favourably with Muthhaya’s job satisfaction questionnaire giving a validity
coefficient of .743. Moreover, the satisfaction measures obtained from this scale have a close
resemblance to the ratings given to the employee on 3-point scale. The coefficient of scale
was.812(n=52).

Method

Subject Preliminary:

Name: SK

Age: 24

Educational Qualification: Advocate

Gender: Female

Occupation: Legal Advisor at an MNC

Material required:

JSS Questionnaire

JSS Scoring Sheet

JSS Manual

Pen/Pencil

Administration of the test

Precautions:

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The instructions must be made clear beforehand to avoid confusion.
There must be no noise to create unwanted stimulus.
Room must be free of unnecessary distractions and must be well lit.

Rapport formation

The participant was greeted upon entering the room. She was made comfortable with general
conversation about the day they had so far. The basic instructions were debriefed to her. To bring
her at ease, discussion about privacy and confidentiality was done. After listening to which, she
consented for the test to be administered.
Instructions:
The questionnaire provided here, is a 30- items test dealing with your job, vis-vis yourself. Each
statement has five alternatives. For each statement fill in the response candidly and best
represents your opinion. Encircle your response. Usually, spontaneous choice is the most correct
response therefore you need not unnecessarily give longer thought over any statement. Kindly
make sure that you have death with all the statements spontaneously. Rest assured your response
reflects your job or your personality.
Introspective report
“As interesting as it sounds. It was easy to answer the questions provided”.
Observational report
The subject seemed to be interested in the test and the results. The excitement made her answer
efficiently and was eager to know the personality she holds at workplace, and if she needs to
work on betterment of it. She is an ambitious woman and always keen on learning on how to
make herself better as she kept her queries relating to the test forward before it started. She did
not miss any question and was not under any pressure for the entire duration.

Scoring
The scale has both positive and negative statement. Items at Sr. No. 4, 13, 20, 21, 27and 28 are
negative, others are all positive. The positive statements carry a weightage of 4, 3, 2, 1 and 0 and
the negative ones a weightage of 0, 1, 2, 3 and 4. The total score gives a quick measure of
satisfaction/dissatisfaction of a worker towards his job. As indicated earlier by adding the score

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on particular statements, satisfaction/dissatisfaction can also be found in particular areas financial
or job inherent and so on.

Procedure
The participant was called in the room, they were made to sit on a chair. A formal rapport was
established to make them comfortable. Preliminary information was taken from them.
Participant was debriefed about the test and given instructions to do the test. The participant was
made assured about the confidentiality and privacy of the responses given by them. After taking
consent from the participant, pen, Job Satisfaction Scale questionnaire and response sheet were
provided to them. After clarifying the doubts, sufficient time was given to the subject to complete
the procedure. Upon completion the booklet and the response sheet were collected, and the
introspective report and observational report were taken. Responses were scored and the results
were interpreted as per the guidelines of the job satisfaction Manual.

Results:

Table 1. Raw scores and a Total score obtained by the participant.

Factors Sub- factors Sub- Scores Total

Job Intrinsic Job Concrete 11 24

Job Abstract 13

Job Extrinsic Psychosocial 13 36

Economic 11

Community Growth 12

Total Score 59

Discussion

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The JSS is developed to measure the Job Satisfaction of an individual on the basis of 2 factors,
Intrinsic Factors (Job Concrete and Job Abstract) and Extrinsic Factors (Psycho-social,
Economic and Community/National Growth).

The test was conducted on a 24-year-old female who scored 60 which is interpreted as
‘Moderately Satisfied’ as the manual suggested.

On the Job Satisfaction Scale, the raw score obtained on the sub factor Job Concrete is 11,
which suggests that the participant is satisfied with the perks and facilities provided by the
company she works for. The score also denotes that the participant gets to maintain a balance
between her work life and personal life. It can also be said that there is still a hope for better job
and facilities that can be obtained by the participant. The current yet remains satisfactory.

In the sub factor “Job Abstract”, the participant obtained a raw score of 13, stating that the
subject has a satisfactory relationship with her current job, and the atmosphere remains calm and
positive. As the score suggests, there is absence of excess work pressure and harmony is
maintained.

Raw score obtained on the sub factor “Psychosocial” is 13, which denotes that the subject is
moderately satisfied with her co-worker’s capacity and their dedication for work and team. She
shares a cordial relationship with all her colleagues. Thus, rendering her to be satisfied with her
workplace and co-workers.

The raw score of 11 on sub factor “Economic” denotes that the subject being satisfied with the
salary she gets, still wishes for a better opportunity to get a hike in salary amount.

The raw score of 12 on sub factor “Community Growth” depicts that the subject is moderately
satisfied with her contribution to the welfare of the community. This score helps us to
understand how the job she currently holds has an important and positive impact on
people at larger scale.

Across literature it is well established that both intrinsic and extrinsic motivation play an
important role in perceived job satisfaction of an individual. Therefore, given the results, it could
be safely assumed that the subject had a good or moderate level of both. Overall, the subject
seems to take her job as a quality one and wants to experience high level of job satisfaction. She
seems to strive for more satisfaction.

Conclusion

The aim of the test was to study the Job Satisfaction of an Employee using Job Satisfaction Scale
given by Dr. Amar Singh and Dr. T.R. Sharma. The subject scored a total of 60 which is
interpreted as the subject being moderately satisfied with her job.

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References
Kaur, H., & Malhotra, N. (2018). General mental health issues in relation with job satisfaction

among nurses. Indian Journal of Community Psychology, 14(1), 54-60.

Dr. Fadlallh, A. W. A. (2015). Impact of job satisfaction on employee’s performance an

application on faculty of science and humanity studies university of Salman Bin Abdul-

Aziz-Al Aflaj. International Journal of Innovation and Research in Educational

Sciences, 2(1), 26-32.

Hashim, R. (2015). Levels of Job Satisfaction among Engineers in a Malaysian Local

Organization. Procedia - Social and Behavioral Sciences, 195, 175–181.

https://doi.org/10.1016/j.sbspro.2015.06.430

Rahman, M. H., Fatema, M. R., & Ali, M. H. (2019). Impact of motivation and job satisfaction on

employee’s performance: an empirical study. Asian Journal of Economics, Business and

Accounting, 1-10.

Prasoon, R., & Chaturvedi, K. R. (2016). Life satisfaction: a literature review. The Researcher:

International Journal of Management, Humanities and Social Sciences, 1(02), 24-31.

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