JOB SATISFACTION ACROSS SECTORS

Practical report - 1

Job satisfaction across sectors

Job satisfaction in private and government sector

Roll number - 21501262

Examination roll number - 21040501019
Subject - Industrial / Organizational psychology (I/O psychology)
Course - Ba program (philosophy + psychology)
Semester - 5th
Year - 3rd

Lakshmibai college, University of Delhi

JOB SATISFACTION ACROSS SECTORS

Abstract

This research paper aims to assess the job satisfaction levels of employees in Indian
organizations with a particular focus on comparing job satisfaction levels between the
government and private sectors. Job satisfaction is a critical factor influencing individual
well-being, work performance, and organizational effectiveness. To achieve these research
objectives, a survey was conducted with a sample of 150 participants employed across diverse
sectors in India.Data was collected from 150 participants through a structured questionnaire and
analyzed using descriptive statistics. The results indicate an overall moderate level of job
satisfaction among Indian employees.Furthermore,the research highlights a noteworthy contrast
in job satisfaction levels between the government and private sectors, with the private sector
showing a notably higher level of job satisfaction.Understanding the determinants of job
satisfaction and the disparities between public and private sector employees is pivotal for
creating targeted strategies to enhance employee well-being and overall workplace performance.

Keywords : job satisfaction, organizational effectiveness, descriptive statistics

JOB SATISFACTION ACROSS SECTORS

Job satisfaction in private and government sector

Job satisfaction is a complex and multifaceted concept which can mean different things to
different people. In the workplace, the propensity for evaluation leads employees to develop
feelings of liking or disliking toward the jobs they are performing. Most people have some
opinion, be it positive or negative, about their job and the organization in which they work.Job
satisfaction essentially represents employees’ feelings of positive affect toward their job or job
situation. Hulin and Judge (2003) asserted that an employee’s affective reaction to a job is based
on a comparison of the actual outcomes derived from the job with those outcomes that are
deserved or expected. Dawis (2004) added that feelings of job satisfaction can change with time
and circumstances. People differ in what is important to them, and this may also change for the
same person. Because work is one of our major life activities, I/O psychologists have had a
long-standing interest in job satisfaction (Muchinsky, 2009). One of the most often cited
definitions on job satisfaction is given by “Spector”, according to him job satisfaction has to do
with the way people feel about their job and its various aspects. It has to do with the extent to
which people like or dislike their job. Job satisfaction represents a combination of positive and
negative feelings that workers have towards their work. When an employee enters a business
organization, he brings with him needs, desires and experiences which determine his
expectations. (Davis et., 1985). Job satisfaction is a worker’s sense of achievement and success
on the job. It is generally perceived to be directly linked to productivity as well as to personal
well -being. Job satisfaction implies a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of goals that lead to a feeling of fulfillment (Kaliski, 2007).
Job satisfaction is influenced by a multifaceted interplay of factors that impact an individual's
contentment and overall well-being in the workplace. Key factors include the nature of the job
itself, encompassing elements like job design, variety, autonomy, and opportunities for skill
utilization. The work environment, which includes the quality of relationships with colleagues
and supervisors, plays a significant role in shaping job satisfaction. Additionally, compensation,
benefits, and job security are vital extrinsic factors that influence an individual's perception of
their job. Personal factors, such as values, needs, and expectations, also come into play.
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Moreover, factors like work-life balance, career advancement opportunities, and the alignment of
an individual's values with the organization's culture can further impact job satisfaction.
Ultimately, the interplay of these intrinsic and extrinsic factors can significantly determine an
employee's level of job satisfaction in their chosen profession.

Major theories of job satisfaction

Need Fulfillment Theory: This theory, often associated with Abraham Maslow's hierarchy of
needs, suggests that job satisfaction is closely linked to the extent to which a job fulfills an
individual's physiological, safety, social, esteem, and self-actualization needs. When these needs
are met, job satisfaction tends to be higher.

Two-Factor Theory (Herzberg's Motivation-Hygiene Theory): Herzberg found, some factors that
were responsible for satisfaction and the others that were responsible for dissatisfaction of an
employee at his/her job and were categorized as; ‘Motivators’ and ‘Hygiene factors’. He noticed
that the motivating factors were responsible for the satisfaction among the employees and the
factors responsible for the satisfaction were recognition, reward, responsibility, promotion, and
growth. While the other factors were termed as ‘hygiene factors’, their presence in the
organization was critical to avoid dissatisfaction among the employees from their jobs. Factors
like power cuts, poor relations with superiors and colleagues, poor pay, restrictive policies,
absence of job security and so on were found responsible for disturbing the employees. On the
contrary, these factors do not generate motivation among the employees, hence are separated
from motivating factors.

Locke’s model of job satisfaction : Locke (1976), defined Job Satisfaction as “a pleasurable or
positive emotional state resulting from the appraisal of one’s job or job experiences”. The stated
theory was proposed by E.A. Locke. This theory states that job satisfaction occurs, where job
outcomes, an employee receives, matches with those desired by him. Accordingly, the more the
employee receives the value as outcomes, the more they will feel satisfied; on contrary, the less
they receive the value as outcome, the less they feel satisfied. In other words, the difference
between present and the expected aspect of the job by the employee generates job dissatisfaction.
The greater the variance, the more is the job dissatisfaction and vice versa. Locke’s theory
JOB SATISFACTION ACROSS SECTORS

recognized the importance of how much people value different aspects of their job, along with
how well their expectations are met. In short, our values inform our expectations, and the closer
these are to reality, the more satisfied we feel. For instance, if person A greatly values a work
culture of teamwork and collaboration, while person B regards this facet neutrally, person A is
more likely to feel dissatisfied if this expectation isn’t met by their job.

Job Characteristics Model: Hackman & Oldham gave the theory named Job Characteristics
Model, which is considered to be a framework to study the impact of particular job
characteristics on job outcomes, including job satisfaction. The model identified five core job
characteristics (skill variety, task identity, task significance, autonomy and feedback) which have
direct effect on three critical psychological states (experienced meaningfulness, experienced
responsibility for outcomes and knowledge of the actual results), in turn influencing work
outcomes (job satisfaction, absenteeism, work motivation, etc.).

Social information processing theory : As social creatures, human beings pay very close attention
to the opinions and behaviors of the group. In other words, we’re not living in a vacuum.
According to this model, people might (consciously or unconsciously) scrutinize how their
colleagues feel before deciding how they feel. As you’d expect, if coworkers feel positive about
the work they do and the environment they’re in, a person is more likely to feel satisfied (Jex,
2002).

Dispositional approach :The basic premise of the dispositional approach to job satisfaction is that
some employees have a tendency to be satisfied (or dissatisfied) with their jobs, regardless of the
nature of the job or organization in which they work. Outlined by Barry Staw and colleagues, the
dispositional approach was formed in light of evidence that affective disposition predicts job
satisfaction (Staw, Bell, & Clausen, 1986). They argued that people’s tendency to experience
positive or negative emotions accounts for individual differences in job satisfaction.
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Components of job satisfaction

1. Intrinsic Factors:

a. Work Itself: The nature of the work, including its challenge, variety, and the opportunity for
skill utilization, can significantly impact job satisfaction. Meaningful and engaging tasks often
lead to higher job satisfaction.

b. Achievement: A sense of accomplishment and the ability to achieve goals and objectives in
one's work can be a major source of satisfaction.

c. Recognition: Feeling recognized and appreciated for one's efforts and contributions can
enhance job satisfaction. Recognition can come from supervisors, colleagues, or the organization
as a whole.

d. Responsibility: Having a reasonable level of autonomy and responsibility in one's role can
contribute to job satisfaction. Employees who have control over their work often report higher
levels of satisfaction.

e. Advancement: Opportunities for career growth, development, and advancement within the
organization can be a critical factor. The prospect of moving up the career ladder can boost job
satisfaction.

f. Skill Development: Opportunities for learning and skill development through training,
education, or on-the-job experiences are essential for job satisfaction.

2. Extrinsic Factors:

a. Compensation: Adequate and fair compensation, including salary, bonuses, and benefits, is a
crucial extrinsic factor influencing job satisfaction.

b. Work-Life Balance: The balance between work and personal life is essential. Excessive work
hours or demanding work schedules can negatively impact job satisfaction.
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c. Supervision and Leadership: Effective and supportive leadership, as well as a positive

relationship with one's supervisor, can influence satisfaction at work.

d. Colleagues and Teamwork: A positive working environment and supportive colleagues

contribute to job satisfaction. Strong relationships with coworkers can enhance overall
well-being at work.

e. Job Security: A sense of job security and stability can reduce anxiety and increase satisfaction,
especially in uncertain economic times.

f. Work Conditions: Physical working conditions, such as safety, cleanliness, and comfort, are
factors that affect job satisfaction.

g. Benefits and Perks: Beyond salary, other benefits and perks like health insurance, retirement
plans, and paid time off can influence job satisfaction.

Shilpi.A and Sandeep.V (2020) conducted research to study job satisfaction of the people
working in the IT sector of India at the time of Covid-19. The research aimed to identify factors
contributing to job satisfaction, understand the differences between intrinsic and extrinsic
satisfaction factors, and examine how variables like age, gender, and managerial roles influence
job satisfaction among IT employees.Using a quantitative approach, the researchers collected
survey responses from 207 IT employees, including both frontline and leadership roles, across
India. The findings suggest that, despite the challenges posed by the pandemic, IT employees in
India reported moderate levels of job satisfaction. Key drivers of job satisfaction during the
COVID-19 period included favorable working conditions, the opportunity to implement their
own methods, and harmonious relationships with co-workers. Notably, concerns regarding job
stability were a source of dissatisfaction among IT professionals. However, the study has some
limitations including limited sample size and limited generalizability. The study primarily relies
on quantitative data and statistical analysis. Including qualitative data, such as employee
interviews or open-ended survey questions, could provide deeper insights into the factors driving
job satisfaction.
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Shaju.M and Subhashini.D (2017) conducted research to study the impact of Job Satisfaction on
Job Performance of Employees working in the Automobile Industry in Punjab, published in 2017
in the Journal of Management research. The objective of this study was to investigate the impact
of job satisfaction level of the respondents on their respective performance evaluation results.
The result shows the existence of a positive correlation between the dimensions of job
satisfaction and performance of employees at both supervisors and workers levels working in
the Automobile industry. However the study has some limitations including cultural and regional
factors unique to Punjab which could influence the results, limiting their applicability to other
regions and industries. Furthermore, the study might not fully account for industry-specific
trends and challenges or control for external variables that could impact job satisfaction and
performance.

Dr. A. Ravichandran, Dr. L. J. Soundara Rajan, and G. Bala Sendhil Kumar (2015) conducted a
research to study the job satisfaction levels of employees in the manufacturing industry in
Puducherry and explore the factors influencing satisfaction.The primary objectives of the study
included analyzing the factors that play a role in enhancing employee job satisfaction. The
research identified several factors that impact job satisfaction, with working conditions,
promotion opportunities, and the work environment being the key determinants. Among these,
promotions were found to have the most significant influence on job satisfaction. The study's
findings indicate that a majority of the employees in the manufacturing industry in Puducherry
expressed satisfaction with their jobs. However, the study has some limitations including sample
specificity and limited factors. The study's findings are limited to employees in the
manufacturing industry in Puducherry, India. Therefore, the results may not be directly
applicable to other industries, regions, or countries.While the study identifies and discusses
factors such as working conditions, promotion, and work environment, it may not cover all
possible variables that contribute to job satisfaction. Other factors like compensation, job
security, and job content may also be relevant but are not discussed in detail.

Aswathappa (2003) discussed the determinants of job satisfaction and found that the monetary
rewards and wage payment are the two determinants. Different organizations employ workers in
different wage systems and other rewards. The organizations pay wages and salaries along with
incentives, non-monetary benefits, and perquisites.
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Harish Kumar (2013) concluded that productivity is considered as a great problem to a nation, a
group and an employee, an organization. Employee productivity is considered as the measure of
employee effectiveness and efficiency. Loss-making organizations can turn into profit-making
organizations only by productive workers. Globalization can be beneficial if the employee
productivity is appreciated in the organization. Poor control in an organization at a time is also
responsible for low employee productivity. If poor factors of employee productivity are
purposefully managed lots of benefits can be obtained such as improved customer satisfaction
and interest, better competitiveness, improved job satisfaction, strong sense of accountability,
increased level of morale and happiness and a strong sense of belonging. Organizations must
struggle to be continually worried about their satisfaction and happiness, as happy and satisfied
workers are productive workers. Improving employee productivity is an attempt that needs to be
placed at the top of the work programme of all the organization.

S Edmund Christopher (2014) examined that work of an employee plays an important role in
their lives and influences their interests. Employees at their job are experiencing high levels of
stress because of heavy workload, high targets, lack of job satisfaction, pressure to achieve the
target, long working hours and tight schedules. Productivity and function of organizations are
affected by job stress. There is a negative correlation between productivity and level of stress. So
in order to gain maximum profit management should take care regarding the physical and mental
health of employees

Arunima. S and Pooja.P (2009) conducted a study to examine the job satisfaction level of public
sector and private sector bank employees in India. The sample consisted of 340 bank employees
from both sectors.Results indicated that the means of the public and private banks were
significantly different from each other. It was found that private sector bank employees perceive
greater satisfaction with pay, social, and growth aspects of a job as compared to public sector
bank employees. On the other hand, public sector bank employees have expressed greater
satisfaction with job security as compared to private sector bank employees. The findings of the
study highlight important satisfiers and dissatisfiers present in the job and suggest both the banks
to take performance initiatives in the areas where employees have reported reduced satisfaction.
One of the limitations of this study is that the data collection was restricted to only two banks.
Another limitation of the study is its reliance on cross-sectional data (data collected at a given
JOB SATISFACTION ACROSS SECTORS

point of time) and self-report data. The literature indicates that individual characteristics also
affect job satisfaction; while there were demographic differences between the two samples, these
differences were not adequate to make conclusions with respect to demographic differences.

Dr. Medha Mishra and Dr. N.L. Mishra (2022) conducted a study to compare the job satisfaction
level of private and public sector employees. The study analyzed job satisfaction on the basis of
Gender, Salary Package and Work experience. It was found that gender has no significant
contribution for job satisfaction in either Public or Private sectors and job satisfaction was found
greater in the respondents of the Public sector. The respondents of both the sectors have shown a
similar pattern in regard to work experience. However this study has some limitations including
limited sample size and limited context and variables. The study focuses on job satisfaction in
relation to gender, salary package, and work experience. While these are important factors, there
are numerous other variables that can affect job satisfaction.The study does not provide
information about the specific context in which public and private sector employees operate.
Contextual factors, such as industry, job role, and workplace policies, can significantly influence
job satisfaction.he study's sample size of 200 participants, with 100 from the public sector and
100 from the private sector, is relatively small. As such, the findings may not be representative of
the entire public and private sector workforce. To make broader conclusions, a larger and more
diverse sample would be needed.
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Objectives of the study

Objective 1 - To measure the job satisfaction levels of employees in Indian organizations.

Objective 2- To compare job satisfaction level of employees in the government and private
sector.

Method

Research design

The current study aims at measuring the job satisfaction level of employees in Indian
organizations and comparing job satisfaction level of employees in the government and private
sector using a descriptive research method. Descriptive research is a research method that
focuses on describing and summarizing the characteristics, behaviors, or attributes of a
population or a phenomenon without altering or manipulating it.

Sampling

The sample size for this study is 150. Purposive sampling was done in this particular study.
According to the American Psychological Association, purposive sampling is a sampling method
that focuses on very specific characteristics of the units or individuals chosen. Purposive
sampling method is about selecting samples from the overall sample size based on the judgment
of the survey taker or researcher.In other words, a purposive sample is collected according to the
requirements of the test, survey, or research that it’ll be used for.

Instrument

Job Satisfaction is measured using the abridged version of JDI. The JDI was
developed in 1969 by Smith and colleagues (Smith et al.,1969, Smith, Smith & Rollo, 1974).
This scale measures satisfaction on five different aspects of the Job: work itself, pay, promotion
opportunity, satisfaction with supervision and satisfaction with co-workers. Stanton et al., (2002)
developed a brief or shorter version of the JDI – the Abridged Job Descriptive Index (aJDI),
which keeps the desirable characteristics of the original survey, while reducing the number of
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items in the subscales, administration time, and required survey space for the instrument, which
is suitable for the multivariate organizational research. As such, the abridged job descriptive
index maintains the same level of quality as the original longer version of the survey. Total 11
items are considered in this study.

Procedure

The questionnaire was distributed among 150 participants. The purpose of the study and
instructions were clearly stated so that the participants can easily comprehend the questions.
After the participants filled the responses, the responses were coded and analyzed to get results.
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JOB SATISFACTION ACROSS SECTORS

Fig. 1.1 Age of sample Fig. 1.2 Gender of sample

Fig. 1.3 Working sector of sample Fig. 1.4 Educational qualifications of sample
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Results

Table 1.2 shows that the mean job satisfaction level of employees working in Indian
organizations is 38.04 indicating that they experience an average level of job satisfaction since
the possible score is between 11-55.

Table 1.3 shows that the mean job satisfaction level of employees working in private sector i.e
38.55 is higher than the mean job satisfaction level of employees working in government
organizations i.e 34.75 indicating that job satisfaction is higher in private sector compared to the
government sector.
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Graphical representation of data

Fig. 1.4 Job satisfaction in private and government sector

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Interpretation and discussion

The study aimed to measure the job satisfaction levels of employees in Indian organizations. The
results indicate that Indian employees report a moderate level of job satisfaction. This finding
tends to be influenced by a complex interplay of factors, including work conditions,
compensation, career prospects, and job security. The moderate job satisfaction level suggests
that there is room for improvement in enhancing the overall well-being and job-related
contentment of Indian employees. One of the key objectives of this research was to compare job
satisfaction levels between the government and private sectors. The data analysis reveals a
noteworthy difference, with employees in the private sector reporting a higher level of job
satisfaction in comparison to their counterparts in the government sector. This disparity in job
satisfaction levels raises several important considerations:

● Workplace Characteristics: The observed difference may be attributed to distinct

workplace characteristics. Private sector organizations often offer more competitive
compensation packages, a greater focus on performance-based incentives, and
opportunities for career growth. In contrast, the government sector may have its own
strengths, such as job security and stability, but it may lag behind in other aspects
contributing to job satisfaction.
● Management Practices: Variations in management practices, leadership, and
organizational culture may play a significant role in shaping job satisfaction levels.
Private sector organizations may be more agile and adaptive in responding to employee
needs, while government organizations might face bureaucratic challenges in
implementing changes that positively impact job satisfaction.
● Future Implications: Recognizing the disparities in job satisfaction levels between sectors
is essential for policy and decision-making. Public and private sector employers can draw
valuable insights from these findings to enhance employee engagement and well-being.
Efforts to improve job satisfaction may involve revisiting compensation structures,
introducing career development programs, and fostering a positive work environment.
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Conclusion

In conclusion, job satisfaction is a critical element of the modern workplace. This research
contributes to our understanding of job satisfaction in Indian organizations, shedding light on the
differences between the government and private sectors. The importance of this research cannot
be overstated, job satisfaction is intrinsically linked to employee well-being and organizational
performance. It influences employee retention, absenteeism, motivation, and productivity.The
most striking outcome of this investigation is the marked difference in job satisfaction levels
between the two sectors. These findings hold significant implications for both sectors. In the
government sector, there is a pressing need to revamp compensation structures, streamline
bureaucratic processes, and enhance career growth prospects to bolster job satisfaction. In the
private sector, maintaining competitive compensation packages, nurturing positive work
environments, and prioritizing employee well-being are essential. The disparities between the
government and private sectors highlighted here provide a roadmap for policymakers,
organizational leaders, and human resource professionals to make informed decisions about
improving job satisfaction in their respective domains.While this study provides valuable
insights into job satisfaction levels in Indian organizations, it is not without limitations. The data
was collected from 150 participants, a significant disproportion exists between government and
private sector employees (20 government employees and 130 private sector employees). The
small sample size, particularly for government employees, may not adequately represent the
diversity within these sectors. The significant imbalance in the sample size between sectors
limits the ability to draw robust comparisons between government and private sector job
satisfaction levels.A larger and more balanced sample would enhance the study's
generalizability.While the study successfully compared job satisfaction between the government
and private sectors, it did not explore sector-specific variables that might explain the observed
differences. Investigating the role of organizational and sector-specific factors in more detail
could offer more nuanced insights into the disparities. Further research, incorporating larger and
more diverse samples will be essential for a comprehensive understanding of job satisfaction in
the Indian context.
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Appendix