Chapter one

JOB SATISFACTION AMONG THE EMPLOYEE ( Sartorius stediam india pvt lmt )
INTRODUCTION

Job is one of the important elements of people’s life. Their living style and their social lives
depend on their jobs. Therefore, every organization must have a satisfied workforce.
Nowadays, the private sector plays a significant role in uplifting the economy of Pakistan.
They are not only providing good services but are also providing job opportunities to a large
group of people. Keeping in view the contribution of the private sector to society and the
significant role of job satisfaction to improve the employees’ performance, the present study
aims to know the job satisfaction of employees and its relationship with the performance
level.
There is a general understanding that the overall productivity and success of an
organization depends on the effective and efficient performance of employees and that
better performance depends on the employees’ job satisfaction. For that purpose,
researchers have identified various aspects of job satisfaction, its relative importance, and its
relationship with performance and productivity. Job satisfaction is the positive and negative
feelings of an employee towards his job or it is the amount of happiness connected with the
job. Therefore, job satisfaction is one of the most widely spread researched topics in the field
of organizational psychology.
According to Locke, job satisfaction is the positive and enjoyable feeling that results from
the evaluation of one’s job or job experience. It is observed from the previous studies that
when an employee is satisfied, he will perform at his level best to achieve the organizational
objectives. Highly satisfied employees are usually regular and punctual, more productive,
more committed, and more satisfied in their lives. For that purpose, to boost the level of job
satisfaction to improve performance, employees should be given opportunities for
advancement, i.e., pay scales, participation of the employees in policy-making, and taking
efforts to increase organizational commitment.
Similarly, safety and good relationships with supervisors and co-workers are the biggest
satisfiers nature of the job, way of supervision, job security, recognition, and advancement
are important factors for employees’ organizational commitment. Likewise, participation of
employees in pension, profit-sharing plans, and job security is positively correlated with job
satisfaction, whereas many studies have recommended opportunity for professional
development as the biggest determinant of job satisfaction. Job satisfaction is one of the
complex areas, consisting of various kinds of feelings and conditions. As the environment
becomes competitive and complex day by day, the importance of job satisfaction and its
relationship with employees’ performance also increases. The aim of the present research is
therefore to study the satisfaction and performance level of three major professions, i.e.,
doctors, bankers, and university teachers of Peshawar. Health, which is one of the essential
industries of both public and private sectors, greatly contributes to the overall growth of the
nation.
As far as the job satisfaction of doctors is concerned, Pakistan is facing various issues. Due
to limited research in such an industry, the present study is intended to explore the
satisfaction and performance level of medical doctors working in the private sector. The study
conducted on doctors in Pakistan found that most of the doctors working in teaching hospitals
were dissatisfied due to factors, such as poor working conditions, unsatisfactory salary
packages, workload, etc. Similarly, the banking sector also plays an important role in the
financial and economic development of Pakistan. A few years ago, only public banks were
serving the people of the country, but now with the wave of challenging, competitive market
and globalization, private banks also entered in Pakistani market.

As the banking industry is one of the most demanding industries, the employees working
in banks are under constant pressure to meet the challenges of the dynamic environment.
Job satisfaction is the only way to motivate them towards high-level performance. As far as
university teachers are concerned, who are considered the backbone of the country are also
going through constant stress due to unclear political, economic, and educational policies. In
Pakistan, teachers are facing a lot of issues that are not properly addressed due to which job
dissatisfaction and poor performance result. Many studies confirmed that higher job
satisfaction can only lead to higher performance. Hence, managers, human resource
departments, or employers must develop strategies that provide a good working
environment to increase job satisfaction which in turn leads to the highest level of
performance and productivity. In human resource terms, employee satisfaction means
employees are contented with their work and position.
To be contented, they likely enjoy much of their work, they feel management is fair and
cares about them, and they are comfortable in their work environment - both with other
staffers and with the resources they have available to complete their jobs. It ties in closely
with employee turnover since unhappy staffers are more likely to seek positions elsewhere.
It is expensive to replace employees, so many HR departments have a goal of keeping
employee satisfaction at a high level so turnover stays low.
Specific employee attitudes relating to job satisfaction and organizational commitment are
of major interest of the field of organizational behavour and the practices of human resource
management. according to locke ” job satisfaction is a pleasurable or positive emotional state
resulting from the appraisal of one’s job or experience . job satisfaction is a result of
employees’ perception of how well their job provides those things that are viewed as
important. There are three generally accepted dimensions to job satisfaction.
First, job satisfaction is an emotional response to a job situation. As such it cannot be seen it
cans only the inferred . second , job satisfaction is often determined by how well outcomes
meet or excees expectations. Third, job satisfaction represents several related attitudes. One
of the surest symptoms of dethroning conditions in an organization is low job satisfaction.
High job satisfaction on the other hand in desired by management because it trends to be
connected with the positive comes that manager’s want.
What Is Job Satisfaction?

Job satisfaction, an unquantifiable metric, is defined as a positive emotional response you

experience when doing your job or when you are present at work. Leading organizations are
now trying to measure this feeling, with job satisfaction surveys becoming a staple at most
workplaces.

It’s important to remember that job satisfaction varies from employee to employee. In
the same workplace under the same conditions, the factors that help one employee feel good
about their job may not apply to another employee. For this reason, it is essential to have a
multidimensional approach to employee satisfaction.

Definition
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" (p. 1304).[5] Others have
defined it as simply how content an individual is with their job; whether they like the job.

Here are definitions of job satisfaction from 10 different experts and researchers:

1. *Locke (1976)*: "Job satisfaction is a pleasurable or positive emotional state resulting from
the appraisal of one's job or job experiences."

2. *Weiss (2002)*: "Job satisfaction is an attitude or emotional response to one's job, based
on a comparison of actual outcomes with desired outcomes."

3. *Hackman and Oldham (1976)*: "Job satisfaction is the degree to which an individual feels
positively or negatively about their job."

4. *Herzberg (1959)*: "Job satisfaction is the result of the presence of certain factors in the
workplace, such as recognition, achievement, and responsibility."

5. *Maslow (1954)*: "Job satisfaction is the fulfillment of an individual's needs, ranging from
basic to self-actualization needs."

6. *Vroom (1964)*: "Job satisfaction is the degree to which an individual feels that their job
is fulfilling their needs and expectations."

7. *Porter and Lawler (1968)*: "Job satisfaction is the degree to which an individual feels
positively about their job, based on the rewards and outcomes they receive."

8. *Smith, Kendall, and Hulin (1969)*: "Job satisfaction is the degree to which an individual
feels that their job is meeting their expectations and needs."
9. *Cranny, Smith, and Stone (1992)*: "Job satisfaction is an individual's emotional response
to their job, based on their evaluation of its characteristics and outcomes."

10. *Spector (1997)*: "Job satisfaction is an attitude or emotional state that reflects an
individual's overall evaluation of their job and work experience."

These definitions highlight the complex and multifaceted nature of job satisfaction,
emphasizing the importance of individual attitudes, emotions, and evaluations.

Influence of job satisfaction :

There are a number of factors that influence job satisfaction. However, the main
influence can be summarized as follows

1.The work itself : the contex of the work itself is a major source of satisfaction .

2.Pay : wages and salary are recognized to be a significant factor in job satisfaction.

3. promotion : promotional opportunities seem to have varying effect job satisfaction this is
because promotions take a number of different forms and have a variety of accompanying
rewards.

4. supervision : supervision is another moderately important source of job satisfaction.

5. work group: the nature of work group or team will have an effect on job satisfaction.
Friendly , co-operative co-worker or team members are a modest source of job satisfaction.
On to individual employment.

6. work condition : working conditions have a modes effect on job satisfaction. If the working
conditions are clean good the personal well find it easer to carry out their jobs.

Causes of job satisfaction

The causes of job satisfaction can change from person to person based on their job. Some of
the most significant causes of job satisfaction are:

• Engagement: To be engaged at work an employee must be present, productive and

focused. Employees are more likely to feel engaged if they can apply their skills to
the best of their ability and if they have a clear understanding of how their work
impacts the company.
• Motivation: If an employee understands their motivation behind their job, it may
help increase their job satisfaction. A person can evaluate what motivates them by
asking themselves why they took this job and what inspires them to be in this
profession.
 • Compensation: Compensation is a big part of determining whether an employee is
satisfied with their job or not. An employee who feels like they are compensated
fairly will generally find their job more satisfying.
• Acknowledgment and appreciation: Regardless of the job someone has or their type
of work, everyone likes to be appreciated for the good they do. An employee whose
work is acknowledged and appreciated will most likely have a higher level of job
satisfaction compared to employees who aren't recognized for their work.
• Life satisfaction: Someone happy with their life outside of work has a better chance
of being satisfied and happy with the job and work they do.
• Opportunities: Whether there are other opportunities within someone's company is
another factor in job satisfaction. An employee who has the opportunity to be
promoted or has a chance to accept more challenging work will generally stay
interested in their job and place of work.
• Job security: Job security is important to many people. Employees who don't have to
worry about losing their job are going to be more satisfied than those who do.
• Supervision: Job satisfaction tends to increase when employees have good
relationships with their supervisors. Proper communication with supervisors is
another factor in improving job satisfaction.

How to find work satisfaction

Achieving satisfaction in your job may take work, but it's still possible. Here are some ideas
that may help employees find satisfaction in their work.

• Understand the importance of your work. Think about how the value of your work
helps contribute to society.
• Look for the silver lining. If you're put into a challenging situation, try and find
potential benefits to help you get through it. If it's not long term, focus on the
temporary nature of a stressful time at work. Think about any potential payoffs, such
as more opportunities or higher pay.
• Offer to help your peers at work. Offering extra help to your coworkers or clients
can make work feel more meaningful, therefore increasing your job satisfaction. Try
mentoring a colleague or taking on a new project.
• Be grateful. You can help identify the positive aspects of your job by simply having
gratitude.
• Switch up your job tasks. Changing job duties gives you a chance to find more
meaningful work and find more reasons to be thankful for.
• Find balance. Job satisfaction may increase if you remember your life outside of
work. Make time for family, friends and other things that are important to you.
Make sure to balance your work and home life so burnout isn't an issue.
• Surround yourself with positive and supportive people. When you associate with
happy, satisfied coworkers, you are much more likely to be satisfied with your job.
You can observe and be a part of your happy peers and learn how to become that
way yourself.
• Set goals. Figure out what you can do to learn new skills or improve on your current
skills within your job. Set a goal that you're interested in reaching that will help you
advance in your career. Having something to work toward or look forward to will
often dramatically increase your level of job satisfaction.
The functions of job satisfaction can be categorized into individual and organizational
levels:

Individual Level:

1. *Motivation*: Job satisfaction motivates employees to perform better and be more

productive.

2. *Well-being*: Job satisfaction contributes to overall life satisfaction, happiness, and

mental health.

3. *Engagement*: Satisfied employees are more likely to be engaged, committed, and

dedicated to their work.

4. *Retention*: Job satisfaction reduces turnover intentions and increases employee

retention.

5. *Physical Health*: Job satisfaction has been linked to better physical health, including
lower blood pressure and a healthier weight.

Organizational Level:

1. *Productivity*: Job satisfaction leads to increased productivity, efficiency, and quality of

work.

2. *Employee Retention*: Satisfied employees are less likely to leave, reducing recruitment
and training costs.

3. *Reputation*: High job satisfaction can enhance an organization's reputation and attract
top talent.

4. *Customer Satisfaction*: Satisfied employees provide better customer service, leading to

increased customer satisfaction.

5. *Financial Performance*: Job satisfaction has been linked to improved financial

performance, including increased revenue and profitability.

6. *Innovation*: Satisfied employees are more likely to be creative, innovative, and open to
new ideas.

7. *Teamwork*: Job satisfaction fosters a positive work environment, encouraging teamwork

and collaboration.

8. *Adaptability*: Satisfied employees are more adaptable to change and more resilient in
the face of challenges.
By understanding the functions of job satisfaction, organizations can prioritize strategies to
improve employee satisfaction, leading to increased individual and organizational success.

The out comes of job satisfaction:

Models
Affect theory
Edwin A. Locke's Range of Affect Theory (1976) is arguably the most famous job satisfaction
model. The main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. Further, the theory states that
how much one values a given facet of work (e.g. the degree of autonomy in a position)
moderates how satisfied/dissatisfied one becomes when expectations are/are not met. When
a person values a particular facet of a job, their satisfaction is more greatly impacted both
positively (when expectations are met) and negatively (when expectations are not met),
compared to one who does not value that facet.

To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent

about autonomy, then Employee A would be more satisfied in a position that offers a high
degree of autonomy and less satisfied in a position with little or no autonomy compared to
Employee B. This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.

Dispositional approach
The dispositional approach suggests that individuals vary in their tendency to be satisfied with
their jobs, in other words, job satisfaction is to some extent an individual trait This approach
became a notable explanation of job satisfaction in light of evidence that job satisfaction
tends to be stable over time and across careers and jobs Research also indicates that identical
twins raised apart have similar levels of job satisfaction

A significant model that narrowed the scope of the dispositional approach was the Core Self-
evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke, and Cathy C. Durham in
1997. Judge et al. argued that there are four core self-evaluations that determine one's
disposition towards job satisfaction: self-esteem, general self-efficacy, locus of control,
and neuroticism. This model states that higher levels of self-esteem (the value one places on
oneself) and general self-efficacy (the belief in one's own competence) lead to higher work
satisfaction. Having an internal locus of control (believing one has control over one's own life,
as opposed to outside forces having control) leads to higher job satisfaction.

Equity theory
Equity Theory shows how a person views fairness in regard to social relationships such as
with an employer. A person identifies the amount of input (things gained) from a
relationship compared to the output (things given) to produce an input/output ratio. They
then compare this ratio to the ratio of other people in deciding whether they have an
equitable relationship. Equity Theory suggests that if an individual thinks there is an
inequality between two social groups or individuals, the person is likely to be distressed
because the ratio between the input and the output are not equa

Discrepancy theory
The concept of discrepancy theory is to explain the ultimate source of anxiety and
dejection An individual who has not fulfilled their responsibilities may feel a sense of anxiety
and regret for not performing well. They may also feel dejection due to not being able to
achieve their hopes and aspirations.

According to this theory, all individuals will learn what their obligations and responsibilities
are for a particular function, and if they fail to fulfill those obligations then they are
punished. Over time, these duties and obligations consolidate to form an abstracted set of
principles, designated as a self-guide. Agitation and anxiety are the main responses when an
individual fails to achieve the obligation or responsibility. This theory also explains that if
achievement of the obligations is obtained then the reward can be praise, approval, or love.
These achievements and aspirations also form an abstracted set of principles, referred to as
the ideal self guide. When the individual fails to obtain these rewards, they begin to have
feelings of dejection, disappointment, or even depression.

Two-factor theory (motivator-hygiene theory)

Frederick Herzberg's two-factor theory (also known as motivator-hygiene theory) attempts
to explain satisfaction and motivation in the workplace. This theory states that satisfaction
and dissatisfaction are driven by different factors – motivation and hygiene factors,
respectively. An employee's motivation to work is continually related to job satisfaction of a
subordinate. Motivation can be seen as an inner force that drives individuals to attain
personal and organizational goals. Motivating factors are those aspects of the job that make
people want to perform, and provide people with satisfaction, for example achievement in
work, recognition, promotion opportunities These motivating factors are considered to be
intrinsic to the job, or the work carried out. Hygiene factors include aspects of the working
environment such as pay, company policies, supervisory practices, and other working
conditions

Job characteristics model

Hackman & Oldham proposed the job characteristics model, which is widely used as a
framework to study how particular job characteristics impact job outcomes, including job
satisfaction. The five core job characteristics can be combined to form a motivating
potential score (MPS) for a job, which can be used as an index of how likely a job is to affect
an employee's attitudes and behaviors. Not everyone is equally affected by the MPS of a
job. People who are high in growth need strength (the desire for autonomy, challenge and
development of new skills on the job) are particularly affected by job characteristics.

Influencing factors
Environmental factors
Communication overload and underload[
One of the most important aspects of an individual's work in a modern organization
concerns the management of communication demands that they encounter on the
job Demands can be characterized as a communication load, which refers to "the rate and
complexity of communication inputs an individual must process in a particular time frame."

Individuals in an organization can experience communication over-load and communication

under- load which can affect their level of job satisfaction. Communication overload can
occur when "an individual receives too many messages in a short period of time which can
result in unprocessed information or when an individual faces more complex messages that
are more difficult to process Due to this process, "given an individual's style of work and
motivation to complete a task, when more inputs exist than outputs, the individual
perceives a condition of overload which can be positively or negatively related to job
satisfaction. In comparison, communication under load can occur when messages or inputs
are sent below the individual's ability to process them."

According to the ideas of communication over-load and under-load, if an individual does not
receive enough input on the job or is unsuccessful in processing these inputs, the individual
is more likely to become dissatisfied, aggravated, and unhappy with their work which leads
to a low level of job satisfaction

Superior-subordinate communication

Superior-subordinate communication is an important influence on job satisfaction in the

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

Strategic employee recognition[

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

Employee recognition is not only about gifts and points. It's about changing the corporate
culture in order to meet goals and initiatives and most importantly to connect employees to
the company's core values and beliefs. Strategic employee recognition is seen as the most
important program not only to improve employee retention and motivation but also to
positively influence the financial situation The difference between the traditional approach
(gifts and points) and strategic recognition is the ability to serve as a serious business
influencer that can advance a company's strategic objectives in a measurable way. "The vast
majority of companies want to be innovative, coming up with new products, business
models and better ways of doing things. However, innovation is not so easy to achieve. A
CEO cannot just order it, and so it will be. You have to carefully manage an organization so
that, over time, innovations will emerge.

Individual factors
Mood and emotions at work are related to job satisfaction. Moods tend to be longer lasting
but often weaker states of uncertain origin, while emotions are often more intense, short-
lived and have a clear object or cause.

Some research suggests moods are related to overall job satisfaction. Positive and negative
emotions were also found to be significantly related to overall job satisfaction.

Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.

Emotion work (or emotion management) refers to various types of efforts to manage
emotional states and displays. Emotion management includes all of the conscious and
unconscious efforts to increase, maintain, or decrease one or more components of an
emotion. Although early studies of the consequences of emotional work emphasized its
harmful effects on workers, studies of workers in a variety of occupations suggest that the
consequences of emotional work are not uniformly negative

It was found that suppression of unpleasant emotions decreases job satisfaction and the
amplification of pleasant emotions increases job satisfaction

The understanding of how emotion regulation relates to job satisfaction concerns two
models:

1. Emotional dissonance: a state of discrepancy between public displays of

emotions and internal experiences of emotions, that often follows the
process of emotion regulation. Emotional dissonance is associated with high
emotional exhaustion, low organizational commitment, and low job
satisfaction.
 2. Social interaction model: taking the social interaction perspective, workers'
emotion regulation might beget responses from others during interpersonal
encounters that subsequently impact their own job satisfaction. For
example, the accumulation of favorable responses to displays of pleasant
emotions might positively affect job satisfaction.
Genetics
The influence that genetics has had on a variety of individual differences is well
documented. Some research suggests genetics also play a role in the intrinsic, direct
experiences of job satisfaction like challenge or achievement (as opposed to extrinsic,
environmental factors like working conditions). Notably, Arvey et al (1989) examined job
satisfaction in 34 pairs of monozygotic twins who were reared apart to test for the existence
of genetic influence on job satisfaction. After correcting for age and gender, they obtained
an intra-class correlation of .31. This suggests that 31% of variance in job satisfaction has a
genetic basis, the estimate would be slightly larger if corrected for measurement error. They
also found that evidence of genetic heritability for job characteristics, such as complexity
level, motor skill requirements, and physical demands

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

There are two personality factors related to job satisfaction, alienation and locus of control.
Employees who have an internal locus of control and feel less alienated are more likely to
experience job satisfaction, job involvement and organizational commitment. A meta-
analysis of 187 studies of job satisfaction concluded that high satisfaction was positively
associated with internal locus of control. The study also showed characteristics like
high Machiavellianism, narcissism, trait anger, type A personality dimensions of
achievement striving and impatience/irritability, are also related to job satisfaction

Psychological well-being
Psychological well-being (PWB) is defined as "the overall effectiveness of an individual's
psychological functioning" as related to primary facets of one's life: work, family,
community, etc There are three defining characteristics of PWB. First, it is
a phenomenological event, meaning that people are happy when they subjectively believe
themselves to be so. Second, well-being involves some emotional conditions. Particularly,
psychologically well people are more prone to experience positive emotions and less prone
to experience negative emotions. Third, well-being refers to one's life as a whole. It is a
global evaluation. PWB is primarily measured using the eight-item Index of Psychological
Well-Being developed by Berkman (IPWB). IPWB asks respondents to reply to a series a
questions on how often they felt "pleased about accomplishing something", "bored",
"depressed or unhappy",

PWB in the workplace plays an important role in determining job satisfaction and has
attracted much research attention in recent years. These studies have focused on the
effects of PWB on job satisfaction as well as job performance. One study noted that because
job satisfaction is specific to one's job, the research that examined job satisfaction had not
taken into account aspects of one's life external to the job. Prior studies had focused only on
the work environment as the main determinant of job satisfaction. Ultimately, to better
understand job satisfaction .

Job satisfaction can be defined as:

“A positive emotional state resulting from the appraisal of one’s job or job experiences,
encompassing various aspects such as:

1. Intrinsic satisfaction (e.g., personal growth, autonomy)

2. Extrinsic satisfaction (e.g., salary, benefits, work environment)

3. Overall contentment with one’s job

4. Fulfillment of needs, expectations, and values

5. Positive emotional experiences (e.g., joy, pride, satisfaction) derived from work

Job satisfaction is a multifaceted construct, influenced by Job satisfaction can be defined as:

"A positive emotional state resulting from the appraisal of one's job or job experiences,
encompassing various aspects such as:

1. Intrinsic satisfaction (e.g., personal growth, autonomy)

2. Extrinsic satisfaction (e.g., salary, benefits, work environment)

3. Overall contentment with one's job

4. Fulfillment of needs, expectations, and values

5. Positive emotional experiences (e.g., joy, pride, satisfaction) derived from work

Job satisfaction is a multifaceted construct, influenced by individual, organizational, and

environmental factors, and can impact employee engagement, motivation, productivity, and
overall well-being."

Some common synonyms for job satisfaction include:

- Job contentment
- Job happiness

- Job fulfillment

- Job gratification

- Employee satisfaction

- Work satisfaction

Note that job satisfaction is distinct from related concepts like job engagement, job
commitment, and job motivation, although they are often interrelated.individual,
organizational, and environmental factors, and can impact employee engagement,
motivation, productivity, and overall well-being.”

Questionnaire
Personal information

1. Name:

2. Gender:

3. Age:

4.Marital status:

6.Education :

1.PUC. 2.ITI

3.PG. 4.DIPLOMA

5.BE

6. Work experience

1.0-5 years. 2. 5-10years

3.10-15years. 4.15 years

7.Department :

Part: employees opinion

8. How satisfied are you about the security of your job?

1.Highly satisfied. 2. Satisfied

3.Some what satisfied. 4. Low

9. How do you rate chances of promotion in future?

1.Very high. 2. High

3.Moderate. 4. Low

5. Very low

10. Are you satisfied with the promotion you have received in this organization?

1.Fully satisfied. 2. Partial satisfied

3.Not at all satisfied

11. To what extent does your job provides scope for utilizing your talent?

1.To very extent. 2.To some extent

12. How for you satisfied about the welfare measures in the company?

1.Highly satisfied. 2. Satisfied

3.Some what satisfied 4. Dissatisfied

5. Highly dissatisfied

13. Are your company rules and regulation fair and free?

1.Always. 2. Most of the time

3.Some time. 4. Purly

14. Whenever a task is completed on time do you feel satisfied?

1.Always. 2. Most of the time

3.Some time. 4. Purly

15. Do you always give first preference to your duty rather than personal needs
when there is an option?

1.Always. 2. Most of the time

3.Some time. 4. Purly

5.Not at all

16. To what extent you find your work enjoyable?

1.Very highly. 2. High

3.Moderately satisfied 4. Low

5.Very much low

17. How satisfied are you with the job?

1.Very much satisfied. 2. Satisfied

3.Moderately satisfied. 4. Can’t say

5. Not satisfied

18. What factor do contribute most your satisfied with workers?

1.Salary compensation. 2. Reward & recognition

3.Job security. 4. Exposure to new technology. 5.

Challenging job

19. Do you feel that the quality of work life is good in the company?

1.Always. 2. Purely

3.Most of the time 4. Some time

5. Not at all

20. Do you find your work interesting?

1.Always. 2. Purely

3.Most of the time. 4. Some time

5. Not at all .

21. Do you feel happy with training program which you have attended?

1.Yes. 2. No

22. Do you have quality circles to solve work related problem?

1.Yes. 2. No

23. Are you satisfied with information system in the company?

1.Yes. 2. No

24. Is their respect to your work in our company?

1.Yes. 2. No

25. Are you satisfied your salary?

1.Yes. 2. No

26. Is management identifying your efforts?

1.Yes. 2. No

27. Are your satisfied with your company Reward system?

1.Yes. 2. No

28. Are employees satisfied with their current workload?

1.Yes. 2. No

29. Do employees feel adequately recognized for their contributions?

1.Yes. 2. No

30. Are employees satisfied with the opportunities for career advancement?

1.Yes. 2. No

31. Do employees feel their opinions are valued in decision-making?

1.Yes. 2. No

32. Are employees satisfied with their compensation and benefits?

1.Yes. 2. No

33. Are employees satisfied with the work-life balance offered?

1.Yes. 2. No

34. Do employees feel supported by their supervisors?

1.Yes. 2. No

35. Are employees satisfied with the training and development opportunities
provided?

1.Yes. 2. No

36. Do employees believe the organization has a clear vision and direction?

1.Yes. 2. No

37. Are employees satisfied with the workplace. Environment (e.g., physical
workspace, culture)?

1.Yes. 2. N0

38. Do employees feel their skills and talents are well-utilized?

1.Yes. 2. No

39.Are employees satisfied with the communication within the organization?

1.Yes. 2. No

40 Do employees feel a sense of camaraderie with their colleagues?

1.Yes. 2. No
41. Are employees satisfied with the organization’s policies and procedures?

1.Yes. 2. No

42. Do employees feel motivated to perform well in their roles?

1.Yes. 2. No

43.Are employees satisfied with the feedback they receive on their work?

1.Yes. 2. No

44. Do employees believe their workload is manageable?

1.Yes. 2. No

45. Are employees satisfied with the level of autonomy they have in their roles?

1.Yes. 2. No

46. Do employees feel secure about their job stability?

1.Yes. 2. No

47 Are employees satisfied with the overall leadership within the organization?

1.Yes. 2. No

48. Belief in Organizational Mission:

Do you believe in the mission and values of the organization?

1.Strongly Agree 2.Agree

3.Neutral 4. Disagree

5. Strongly Disagree

49. Commitment to Organization

How committed are you to staying with the organization for the long term?

1.Very committed. 2. Committed

3.Neutral. 4.Not very committed

5.Not committed at all

50. Recommendation of Organization:

How likely are you to recommend the organization as a good place to work to
others?

1.Very likely. 2. Likely

3.Neutral. 4.Unlikely
5.Very unlikely

51. Pride in Organization:

Do you feel a sense of pride in working for the organization?

1.Strongly Agree 2. Agree

3.Neutral 4.Disagree

52. Willingness to Go Above and Beyond:

Are you willing to go above and beyond your job responsibilities for the
organization?

1.Yes, always, 2. Sometimes

3.Neutral. 4. No, rarely

5.No, never

53. Advocacy for the Organization:

Do you speak positively about the organization to colleagues and friends?

1. Always. 2. Often

3.Sometimes. 4. Rarely

5.Never

54. Investment of Personal Time:

Are you willing to invest your personal time in activities that benefit the
organization?

1.Yes, frequently. 2.Yes, occasionally

3. Neutral. 4.No, rarely

5.No, never

55. Feeling Valued by the Organization:

Do you feel respected and appreciated by the organization?

1.Strongly Agree. 2. Agree

3.Neutral. 4.Disagree

56.Opportunities for Growth:

Are you satisfied with the opportunities for growth and advancement within
the organization?
1.Very satisfied 2. Satisfied

3.Neutral 4.Dissatisfied

56 Perception of Contribution Value

Do you feel that your contributions are valued by the organization?

1.Strongly Agree. 2. Agree

3.Neutral. 4.Disagree

57.Reaction to Competitive Offers:

Are you loyal to the organization even when presented with better offers
elsewhere?

1.Yes, always. 2. Yes, often

3.Neutral 4. No, rarely

58. Participation in Organizational Initiatives:

Do you actively participate in organizational initiatives and events?

1.Always. 2.Often

3.Sometimes. 4.Rarely / Never

59.Perception of Organizational Care:

Do you believe that the organization genuinely cares about your well-being?

1.Strongly Agree . 2. Agree

3.Neutral 4. Disagree

60. Satisfaction with Benefits and Perks:

Are you satisfied with the benefits and perks offered by the organization?

1.Very satisfied. 2. Satisfied

3. Neutral. 4. Dissatisfied

61.Alignment of Career Goals:

Do you feel that your career goals align with the opportunities provided by the
organization?

1.Agree. 2.Neutral

3. Disagree. 4. Strongly Disagree

62.Optimism about Future with the Organization:

Are you optimistic about your future within the organization?

1. Very optimistic 2. Optimistic

2. Neutral 4.Pessimistic

1. Very pessimistic