CHAPTER - II REVIEW OF LITERATURE - Shodhganga : a...
Transcript of CHAPTER - II REVIEW OF LITERATURE - Shodhganga : a...
20
CHAPTER - II
REVIEW OF LITERATURE
Job satisfaction is considered as one of the key factors for the success of
an organization. Organisation takes efforts to satisfy their employees, to make
them committed and to develop their extra role behaviors. A satisfied, happy
and hardworking employee is the biggest asset of any organization including
banks. Banks being a financial service provides workforce of any bank is
responsible to a large extent for its productivity and profitability. So, for the
success of banking, it is very important to manage human resource effectively
and to find whether its employees are satisfied or not. This section discloses
the review of literature on job satisfaction studies in India as well as abroad
and highlight the significant works of the researcher.
INTERNATIONAL STUDIES
Saba Salem et al., (2013)1 in their study on determinants of job
satisfaction examine its impact on employees of the banking industry has
found that all the variables such as organizational policy and strategy, nature
of work, communication, job stress, employee personality and recruitment and
1 Saba Salem, Sadia Majeed, Tariq Aziz, Muhammad Usman (2013), “Determinants of Job
Satisfaction among Employees of Banking Industry at Bahawalpur”, JEIEFB, Vol:1 No.2 February, pp 150-159.
21
selection procedures have significant association with employees job
satisfaction.
Muhammad Zeeshan Shaukat et al. (2012)2 found that provision of
support at work and higher leader-member exchange relations positively
predicts employees job satisfaction. It shows that when organization provides
support to its employees or when supervisor is supportive and employees have
good exchange relation with their supervisor, they reciprocate it with good
relations and increase job satisfaction.
Khawaja Jehanzeb et al., (2012)3 concluded that degree of rewards,
motivation and job satisfaction of employees has a strong relationship in the
banking sector of Saudi Arabia further it has been found that employees in
banking sector give more importance to economic or financial rewards.
Mohammad Morshedur Rahman et al., (2012)4 concluded that the
female employees overall job satisfaction of private banks is associated with
adequate remuneration for work, available opportunity for promotion, job
evaluated rewards, recognition for good work, satisfied provision salary
2 Muhammad Zeeshan Shaukat, Aslan Amat Senin and Ishfaq Ahmed(2012), “An exchange
perspective of job satisfaction: A study of banking sector of Pakistan”. Business Management Dynamics, vol.1, No.12, pp.59-65.
3 Khawaja Jehanzeb, Mazen F, Rasheed, Anwar Rasheed and Alamzeb Aamir (2012), “Impact of rewards and motivation on job satisfaction in banking sector of Saudi Arabia”. International Journal of Business and Social Science, Vol.3, No.21, pp.272-278.
4 Mohammad Morshedur Rahman, Anupam Das Gupta & Syed Moudud-Ul-Huq (2012), “Job Satisfaction of Female Employees in Financial Institutions of Bangladesh: A Study on Selected Private Commercial Banks in Chittagong”. Global Journal of Management and Business Research, Vol. 12, issue 14, pp.232-240.
22
increment, satisfied provision salary increment, satisfied incentive and benefits,
salary increases on performance, motivated to work satisfied available
opportunity, training program regularly, satisfied space available, satisfied
environment. If these factors are considered carefully, then overall satisfaction
on female employees of private commercial banks.
Jahirul Hoque et al., (2012)5 concludes that the determinants of job
satisfaction such as job status, salary fringe benefits, job security, promotional
opportunities, working environment, job autonomy, recognition for good work,
co-workers, and supervising have been assigned by both the level of
executives, junior and top level as the major determinants of their respective
job satisfaction. It is also revealed that each of their determinants has
significant positive relation with the overall job satisfaction of the executives.
Therefore, increase in values/standard of each of these determinants would
definitely increase the level of job satisfaction of the selected executives.
Saner and Eyupoglu (2012)6 tried to provide empirical evidence to
establish whether gender differences exists in relation to the job satisfaction of
male and female university teachers in Turkish Universities. They found that
female employees have a higher level of job satisfaction.
5 Jahirul Hoque,Md and Mohammad Zahir Raihan (2012), “Assessment of Job Satisfaction
in some selected private commercial banks in Bangladesh,” pp 1-12. 6 Saner, T. & Eyupoglu, S.Z. (2012), “Have Gender Differences in Job Satisfaction
Disappeared? A Study of Turkish Universities in North Cyprus,” African Journal of Business Management, Vol. 6(1), pp.250-257.
23
Abdullah et al., (2011)7 in their study on determinants of job satisfaction
in the UAE – a case study of Dubai police has found salary as the main factor
for job satisfaction, but other factors such as the promotion, recognition of
work, an employees loyalty also considered important determinant of job
satisfaction.
Rumman (2011)8 concludes that there is no statistically significant
association between factor, and their working environment in travel and
tourism companies and a statistically significant correlation was found between
the nature of the employee’s job and job satisfaction in the travel and tourism
companies.
Lai (2011)9 found that an efficient compensation system result in
organizational growth and expansion and exhibit a positive relationship
between employee satisfaction and job-based salary, skill- based pay and
performance-based pay. The study concludes that the intrinsic factors of
motivation, including recognition, work, career opportunities, professional
growth, responsibility, good feeling about the organization that has a
significant correlation with job satisfaction, while hygiene factors have no
significant relationship with job satisfaction of employees satisfaction.
7 Abdulla, J and Djebavni, R (2011), “Determinants of Job Satisfaction in the UAE A Case
Study of Dubai Police”, Vol 40, no1, pp 126-146. 8 Rumman, MARA (2011), “Factors affecting Job Satisfaction of the Employees in travel
and Tourism Companies in Amman,” International Bulletin of Business Administration, no.12, pp.149-151.
9 Lai, H-H(2011), “The influence of compensation system design on employees satisfaction,” African Journal of Business Management, vol 5, no.26,pp.1078-10723.
24
Yasir Hassan et al., (2011)10 analyzed all the aspect of the job
satisfaction among the private banking sector of Pakistan concludes that most
of the employees working in private banks are satisfied with their work,
management functions and job positions. The study reveals some factors that
are point of high concern to employees regarding their satisfaction. These
factors are job security, organizational operations , working condition,
incentives and rewards.
Mallik (2011)11 in their study they found that the faculty member is
generally satisfied with their job, however male faculty members were less
satisfied than female faculty member.
Azash (2011)12 have tested the hypothesis of Herzberg’s two-factor
theory. The results found that job satisfaction is caused by both motivation and
hygiene factor. The important motivational factors perceived by public sector
employees are achievement, advancement, interpersonal relations, working
conditions, policy, personal life, the perceived important motivational factors
by private sector bank employees are achievement, interpersonal relation,
supervision, policy.
10 Yasir Hassan, Kashif-ud-din, Zark Mir, Khalil Ahmad, Abdul Mateen, Waseem Ahmad,
Ahmad Bilal Nasir (2011), “Job Satisfaction in Private Banking Sector of Pakistan,” Global Journal of Management and Business Research, vol 11, issue 12,version1.0.
11 Malik N. (2011), “Study on Job Satisfaction factors of Faculty Members at University of Balochistan,” vol.3.No.1 pp.267-272.
12 Azash (2011), “The important motivational factors perceived by private and public sector employees,” Academy of Management Journal, vol. 39(3), pp.169-211.
25
Khalid et al., (2010)13 observed that there is a positive relationship
between autonomy, leadership behavior and teamwork environment influence
more than autonomy on employees job satisfaction. The results also depict a
significant difference of level of job satisfaction between male and female
employees.
Ahmed et al., (2010)14 conclude that the salary, promotion and training
positively and significantly influence the job satisfaction.
Riaz et al., (2010)15 and Gunlu et al., (2010)16 have found that job
satisfaction is highly related to the organizational commitment of the
employees in telecom sector and among hotel managers respectively.
Orisatoki and Oguntibeju (2010)17 in their study they found that there
was no significant difference in satisfaction between genders or between age
groups. There was positive correlation between job satisfaction with
understanding the goals and objectives of the management and sense of
belonging. The was no significant correlation of job satisfaction with other
13 Khalid, Salman, Zohaib, Irshad, Muhammad (2010, “Job Satisfaction among Bank
Employees in Punjab, Pakistan: A Comparative Study,” European Journal of Social Sciences, Vol 17(4), pp. 570.
14 Ahmed, I., Nawaz, MM., Iqbal,N., Ali, I., Shoukat, Z., & Usman, A (2010),” Effects of Motivational factors on Employees Job Satisfaction a case study of University of the Punjab, Pakistan,” International Journal of business and Management, vol5, no.3.
15 Riaz, Adnan, Ramay, and Muhammad (2010), “Antecedents of job satisfaction- A study of telecom sectorPersepectives of innovations,” Economics and Business, vol.4, pp.66-73.
16 Gunly, Ebru, Mehmet, Aksarayli, Nilufer, Pecin (2010), “Job Satisfaction and Organizational commitment of hotel managers in Turkey,” International Journal of Contemporary Hospitality Management, vol.22, pp.693-717.
17 Orisatoki R.O. and Oguntibeju O.O.,(2010), “Job satisfaction among selected workers in West Indies,” Scientific Research and Essays, 5(12), pp.1436-1441.
26
factor such as knowledge about workplace, work stress, relationship with
colleagues, but negative correlation of job satisfaction with salary.
Nazrul et al.,(2009)18 attempts to evaluate job satisfaction of bank
offices in Bangladesh. It focuses on the relative importance of job satisfaction
factors and their impact of bank type, work experience, age, and sex
differences on the attitudes towards job satisfaction. The result shows that
salary, efficiency in work, fringe supervision, and co-worker relation are the
most important factors contributing to job satisfaction. Private bank officers
have higher levels of job satisfaction than those from public sectors as they
enjoy better facilities and supportive work environment. Sex and age
differences have relatively lower level of impact on it.
Abu Elanain (2009)19 observed that UAE employees prefer clear goals
and objectives, well defined lines of authority, autonomy because of their high
degree of uncertainty avoidance.
Ali and Ahmed (2009)20 concludes that due to the changes in reward or
recognition program, there will be a corresponding change in work motivation
and satisfaction, this means that if there is a greater focus on remuneration and
18 Islam, Nazrul (2009), “Job Satisfaction of Government and NGO Employees of Dhaka
City,” Bangladesh Psychological studies, Vol.23,pp.19-26. 19 Elanian, HMA (2009), “ Job characteristics, work attitudes and behaviors in a non-western
context: Distributive Justice as a mediator,” Journal of Management development, vol 28,no.5,pp457-477.
20 Allier and Ahmed,MS (2009), “ The Impact of Rewards and Recognition Programs on Employees Motivation and satisfaction an Empirical Study,” International Review of Business Research Papers, Vol.5, no.4, pp270-279.
27
recognition, can have a positive impact as a result of motivation and thus lead
to higher levels of job performance.
Hansia (2009)21 concluded that the majority of people or employees
agree that personality type suits the work they do, and have the opportunity to
do what they do best and they are also optimistic about their personal and
professional life. He also demonstrates that the procedures for recruitment and
selection are an important predictor of job satisfaction of employees, and fair
policy of recruitment and selection leads to employee satisfaction at work.
Hanif and Kamal (2009)22 found that if companies makes favorable
strategies and rules for the employees related to pay scales, policy
development, staff input, and the work environment, may lead to employee
engagement, satisfaction and increase employee loyalty with the organization
because satisfied employees are more likely to be welcoming and attentive
which attracts customers and the employees not satisfied with the job can lead
to customer unhappiness.
Yasir Kamal and Fawad Hanif (2009)23 concluded that the job
satisfaction of bank officers significantly dependent upon pay, promotion
21 Hansia,B (2009), “Factors Influencing Job Satisfaction,” Journal of the Academy of
Marketing Science, 31, 272-286. 22 Hanif, MF & Kamal, Y (2009), “Pay and Job Satisfaction: A Comparative Analysis of
Different Pakistani Commercial Banks,” 9 th National Research Conference at SZABIST, Islamabad Munich Personal RepEC Archive, Islamabad.
23 Yasir Kamal and Fawad Hanif (2009), “Pay and Job Satisfaction: A Comparative Analysis of Different Pakistani Commercial Banks,” http://mpra.ub.uni-muenchen.de/16059/.
28
opportunities, rewards, relation with boss and coworkers. It is evident that the
dependent variable satisfaction with pay has the expected positive effect on job
satisfaction. There is some evidence that workers who dissatisfied with their
bosses are more sensitive to their pay in deciding on whether they are satisfied
with their job.
Ali Mohammad Mosadeghrad et.al., (2008)24 found that, variables such
as employees age, gender, work experience years, organizational position, type
of employment and salaries received, and benefits were seen as having
significant effects on their job satisfaction.
Nahar et.al., (2008)25 found that the success of any organization greatly
depends on it qualified, efficient and dedicated workforce. This is also
important to know how much satisfied the employees are in the organization
with its current facilities, rules and regulations and other job related factors, as
their satisfaction level will definitely affect their job performance. The found
that the employees are moderately satisfied with their job. The most prominent
factors are compensation and other benefits provided to them.
24 Ali Mohammad, Ewan Ferlie and Duska Roseberg (2008), “A study of the relationship
between job satisfaction, organisational commitment and turnover intention among hospital employees,” Health Services Management Research, vol.21(4), pp.211-227.
25 Nahar, R., Ullah, K.T., Arif, l. and Khan, T.Z. (2008), “HR maintenance, Job Satisfaction and Labor Management relationship: A Study on RMG Sector of Bangladesh,” Journal of Business Studies, Southeast University, Vol. IV, No. 1, pp.131-143.
29
Afroze(2008)26 tried to examine the job satisfaction of employees
particularly staff working on the store floor level at Mega shop and found that
the major sources of job satisfaction are shown to be policy, administration and
salary.
Chimanikire et al., (2007)27 determines factors affecting job satisfaction
among academic professionals in tertiary institutions of Zimbabwe against the
backdrop of high brain drain in the sector. The results of the study showed that
a greater proportion of the academic staff was not satisfied with their jobs.
Reasons for dissatisfaction include high volume of work, inadequate salaries,
allowances and so on.
Westlund (2007)28 conducted a study of 496 software professionals
across the united states to assess relationships among job satisfaction and
turnover intention. Infact the investigation revealed that a significant negative
relationship between overall job satisfaction and turnover intention.
Katuwal and Shyam Bahadur (2007)29 in their study results revealed
that the textile workers in Nepal have a high dissatisfaction with the facets of
the job that involve the monetary expenditure of the organization, the 26 Afroze, S. (2008), “Job Satisfaction- the Fit between Expectations and Experience- A Case
Study of Nandan Mega Shop,” Journal of Business Studies, Southeast University, Vol. IV, No. 2, pp. 1-12.
27 Chimanikire (2007), “Job satisfaction among academic professionals in tertiary institutions of Zimbabwe,” African Journal of Business Management, vol.1 (6),pp.166-175.
28 Westlund (2007), “Factors influencing job satisfaction of software professionals in the U.S,” Engineering Management Journal. Vol. 9(3), pp. 15-21.
29 Katuwal and Shyam Bahadur (2007), “The job satisfaction of textile workers in Nepal”, Academy of Management Journal, Vol.4 173-184.
30
behavioral aspects of management and the employment policy of the
organization. The results also reveal that, the public and private sector workers
had shown significant differences in job satisfaction on the welfare facilities.
Olcum Cetin (2006)30 in their study on the Relationship between Job
Satisfaction, Occupation and Organization Commitment found that differences
in job satisfaction according to gender was not significant and also showed that
differences in job satisfaction according to marital status was not significant
and showed the difference in job satisfaction according to age was not
significant.
Luddy (2005)31 found that there is significant difference in the job
satisfaction levels of employee based on their income. Employees earning the
lowest income report significantly lower levels of the job satisfaction relative
to the other income groups. Highly paid employee may still be dissatisfied if
they do not like the nature of their job and feel they cannot enter a more
satisfying job.
Ambrose et al., (2005)32 conducted a qualitative study to investigate
faculty satisfaction and retention. The study focused on the faculty of a private
university over a period of 2 years. Findings suggested sources of satisfaction
30 Olcum Cetin(2006), “The Relationship between Job Satisfaction, Occupation and
Organisation Commitment”. Academy of Business Journal, 8(1),pp.78-90. 31 Luddy N. (2005), Job satisfaction amongst employee at a public health institution, in the
wester cape: University of the Western cape. 32 Ambrose S. Huston T. Norman M (2005), “A qualitative method for assessing faculty
satisfaction”, Res.Higher Educ., 6(7), pp.803-830.
31
and dissatisfaction clustered into areas such as salaries, collegiality, mentoring,
and the reappointment, promotion, and tenure process of department heads.
Uddin et al., (2005)33 identified eight factors based on factor loadings
named as better working environment, officers view, worked efficiently,
present work, improving interpersonal relationship, bank treatment, colleagues
and challenging work.
Francis Green and Nicholas Tsitsianis (2005)34 analyzed the trends in
job satisfaction in Britain and Germany and found that intensification of work
effort and declining task discretion account for the fall in job satisfaction in
Britain. However, in Germany the significant sources of job dissatisfaction is
working too many or too few hours.
Bader (2005)35 the study on Job satisfaction among Bank employees in
eastern Libya examines the level of job satisfaction among 536 employees of a
major bank from four cities in eastern Libya. The Minnesota Satisfaction
Questionnaire (MSQ) was used to assess employees job satisfaction.
Participants unanimously reported high level job satisfaction. Most have long
term employment with satisfactory levels of job satisfaction. It was found that
33 Uddin, M.S., Taher, M.A., and Hoque, N. (2005), “Job Satisfaction of Bank executive” A
study of Private Sector Banks in Bangladesh, The Chittagong University Journal of Business Administration, Vol. 20, pp. 153-168.
34 Francis Green and Nicholas Tsitsianis (2005), “An investigation of national trends in job satisfaction in Britain and Germany”, British Journal of Industrial Relations, Vol.43, No.3, pp.401-429.
35 Hind A.M . and Bader(2005), “Job satisfaction among Bank employees in eastern Libya”, Applied psychology, pp.263-271.
32
gender, age, and their type of occupation was not necessarily related to job
satisfaction.
IsuoOhashi (2005)36 in his empirical study analyzed the effect of
pension benefits, family conditions and the personal characteristics of older
individual on job satisfaction and reported that the number of hours worked,
work environment and type of job than to wages are the major determinants of
job satisfaction.
Beverley Ann Josias (2005)37 found that the six biographical
characteristics (gender, age, number of dependents, tenure and marital status)
significantly explain the variance in job satisfaction. The variance accounted
for by these six variables is however, relatively small. Furthermore, the results
indicate that job level and tenure are the best predictors of job satisfaction in
the selected sample.
Study conducted by Dore (2004)38 have highlighted the significance of
job satisfaction and its relationship between variables among the software
professional. The study significantly found that job satisfaction determines the
turnover intention of the employees in software companies.
36 IsuoOhashi (2005), “Wages, Hours of work and Job satisfaction of retirement age of
workers”, Japanese Economic Review, vol.56, No.2, pp.188-209. 37 Beverley Ann Josias (2005), “The relationship between Job satisfaction and Absenteeism
in a selected field services section within an electricity utility in the western cape. Department of industrial psychology, University of the western Cape.pp.133-145.
38 Dore, Timothy lee(2004), “The Relationships between Job Characteristics, Job satisfaction an Turnover intention among software developers”, Dissertation submitted to Argosy University.
33
Islam (2004)39 has made a study to assess and compare the job
satisfaction, absenteeism and turnover of workers of the textile industry in
Bangladesh. One of the main finding of the study is that job satisfaction has
significantly negative correlation with absenteeism and turnover.
Saari and Judge (2004)40 observed that the causes of employee attitude,
the results of positive or negative job satisfaction and also measuring influence
of employee attitude.
Mark wooden and Diana Warren (2004)41 in their study on non-standard
employment and job satisfaction reported that workers on fixed term contracts
are more satisfied with their job than other workers and lower level of job
satisfaction among casual employees are restricted to those working full-time
and even then the size of the effect is only marked among the male employees.
Beisiege (2003)42 “Diversity builds strength, Productivity” has found
that there was no significant gender difference in job satisfaction. He has
stated that it is the specifics of the job that impact on job satisfaction, and not
the gender of the employee itself, and that this accounted for the absence of a
significant direct correlation between job satisfaction and gender.
39 Islam M.M (2004), “Relationship Between Job Satisfaction, Absenteeism and Turnover of
Workers of the textile Industry in Bangladesh” Journal of Business Studies, vol.2 No.1. 40 Saari L.M. & Judge T.A.,(2004),”Employee Attitude and Job Satisfaction” HRM, vol.43,
No.4, pp.395-407. 41 Mark wooden and Diana Warren (2004), “Non-standard employment and job satisfaction”,
Journal of Industrial Relations, Vol.46, No.3, pp.275-297. 42 Beisiegel, H(2003), “Diversity builds strength, Productivity”, vol. 19(2), pp. 26-30.
34
Crossman and Abou-Zaki (2003)43 has found that job satisfaction is not
independent in all job facets and that satisfaction with one facet might lead to
satisfaction with another. Female employees were found to be less satisfied
with all facets except pay. Those with lower educational qualifications were
least satisfied.
Oshagbemi (2003)44 in their study on personal correlates of job
satisfaction : empirical evidence from UK Universities has found that
individual’s rank within the organization as a major predictor of job
satisfaction and there was positive and strong correlation between the two.
Similarly the length of service was significantly and negatively correlated to
the job satisfaction. But the relationship between job satisfaction and age and
gender was found to be insignificant for employees of the UK universities.
Lenz, Susan (2002)45 in his research paper “job satisfaction among
Russian workers” remarked that there is a close relation between the attitude
towards work and job satisfaction. Attitude towards work includes response
patterns, occupational status, gender and generation.
43 Crossman A, Abou-Zaki B (2003). Job satisfaction and employee performance of
Lebanese banking staff. Journal of Managerial Psychology, 18(4), 368-376. 44 Oshagbemi, T. (1996), “Job satisfaction of UK academics”, Employee Relations, Vol. 22,
No.1,pp. 88-106. 45 Lenz, Susan., (2002), “Job satisfaction among Russian workers”, William David Son
Institute working paper N0.468.
35
Al-Ajmi (2001)46 studied the manager in the oil industry in Kuwait and
found that the level of job satisfaction was affected by the age of managers. He
concluded that young managers might think that their expertise in not
appreciated and /or aged generation have almost a complete monopoly on
important jobs. Holding a job with high prestige and earning more from a job
contributes to more job satisfaction.
Judge and Bono (2001)47 analysed job satisfaction is a global concept
comprised of various facets, such as employee satisfaction with pay, supervisor
and co-workers.
Michael shields and Melanie ward (2000)48 concluded a study on the
determinants of job satisfaction and reported that promotion a training
opportunities, work-load, pay and better, internal relations are playing a vital
role in the determinant of job satisfaction.
Daniel Hamersh (1999)49 concluded that the satisfaction among the
worker in upper earnings quantities relative to that of workers in lower
quantities. He has tested several hypotheses about the determinants of job
46 Al-Ajmi R (2001), “The effect of personal characteristics on job satisfaction: A study
among male managers in the Kuwaiti oil industry”, International Journal of Commerce and Management, vol.11, pp. 91-110.
47 Judge,C.E., and Bono,R. (2001), “Job satisfaction and motivation”. Macmillan India Limited, New Delhi, pp.73.
48 Shields Michael, A. and Melanie ward, E. (2000), “Improving Nurse, Nurse Retention in the British National Health Service: the impact of job satisfaction on intention to quit”, IZA Discussion, paper No.118.
49 Daniel Hamersh, S., (1999), “The changing distribution of job satisfaction , IZA Discussion Paper No.42.
36
satisfaction and on the basis of the data obtained he reported that the worker
regret about the returns to their investment in skills affecting their satisfaction.
Nazil ANazir (1998)50 a study on “perceived importance of job facts and
overall job satisfaction of bank employees” has stated that employee perceive
various job factors as source of satisfaction and dissatisfaction there by
nullifying unidirectional factor as proposed by Hertzberg. Barring income,
level of education and no other personal factor was found to be related to the
overall job satisfaction of the respondents.
Schermerhorn, Hund and Osborn (1998)51 found that job satisfaction is
just one among many important attitudes that influence human behavior in the
workplace. It is closely related, for example, to organizational commitment-the
degree to which a person strongly identifies with and feels a part of the
organization and job involvement, the willingness of a person to work, and
apply efforts beyond normal job expectations. An individual who is highly
involved in a job is considered very dedicated to it.
Alam (1997)52 conducted a study to determine the strength of job
satisfaction, job involvement and organizational role stress among private and
50 Nazil A Nazir (1998), “Perceived importance of job facts and overall job satisfaction of
bank employees”, Indian journal of industrial relationship, Vol.3. 51 Schermerhorn, Hund and Osborn (1998), “Managing Human Resources, Cincinnati, Ohio:
South-Western College Publishing. 52 Alam K (1997),”Job Satisfaction, job involvement and organizational stress”, Paper
presented at the 3rd international and 34th IAAP conference, technical teachers training institute, Madra, vol 22(2),pp. 43-50.
37
public sector executives. The sample comprised 50 private and 50 public
sector executives. The findings of the study revealed that the executives of
private and public sector did not differ significantly on areas of job satisfaction
like management, personal adjustments and social relations, but the differed
significantly on the variable of job involvement. Private sector executive,
being more involved with their job as compared to public executives, private
sector executives experienced more role stress as compared to their public
sector counterparts.
Purohit and Belal (1996)53 have conducted a study on “ Job Satisfaction
of employed Professional Accountants in Bangladesh: An empirical study”.
The result of the study has showed that the professional accountants in
Bangladesh are moderately satisfied with their job. The results also show that
there is a positive correlation between age and job satisfaction.
Duncan Cramer (1995)54 in his “Life and Job satisfaction: a Two-Wave
Panel Study” has pointed out that satisfaction in one area of one’s life spills
over or generalizes to another. The compensation model postulates that the
relationship between the two variables is negative: people dissatisfied with one
area will compensate by gaining satisfaction in another area.
53 Purohit K.K. & Belal A.R. (1996), “Job Satisfaction of Employee Professional
Accountants in Bangladesh: An empirical Study” CU Studies, vol. 12 pp. 121-232. 54 Duncan Cramer (1995), “Life and Job satisfaction: a Two-Wave Panel Study”, North
Texas state university, vol.4(6), pp.90-96.
38
Greenberg and Baron (1993)55 reported that employed women in general
seem to be less satisfied with their work than their counterpart men.
Hossain (1992)56 has examined the job satisfaction and job behavior of
private sector industrial workers and supervisors in Bangladesh. The result
reveal that job satisfaction scored of the workers were higher than that of the
supervisors. The study also indicates that job satisfaction has significant
impact on performance of the enterprise. Moreover job insecurity poor salary
has been considered as the most important cause of job dissatisfaction of the
employees.
Organ (1990)57 found that job satisfaction is an attitude that individuals
maintain about their jobs. This attitude is developed from their perceptions
about their jobs. A major goal of studying job satisfaction is to ascertain how
such attitude is formed, and what are the variables in organization that
influence employees to feel satisfied or dissatisfied.
55 Greenberg, J. and Robert, A. B. (1993) Behaviour in Organizations, Allyn and Bacon :
Needham. 56 Hossain M.M (1992), “Job Satisfaction and Job behavior of private sector Industrial
workers and Supervisor in Bangladesh” Bangladesh journal of psychology, vol.13,pp 33-44.
57 Organ, D.W. (1990), The Motivational Basis of Organizational Citizenship Behavior. In B. Staw & L. Cummings (Eds.), Research in Organizational Behavior, Greenwich, CT: JAI Press, 12: 43-72.
40
Meena and Dangayach (2012)60 in their study on employees
satisfaction in banking sector has analyzed the employee satisfaction with
office environment from a strategic point of view. The relation to employee
loyalty and profitability was illuminated. They also recommended
improvements in employee’ satisfaction, employee productivity health well-
being and growth of organization.
Thangaraj and Karthick (2012)61 observed that with regard to work
place environment, the workers were not neither satisfied nor dissatisfied,
majority of the employees felt that inadequate time for the family commitments
and the analysis has provided the conclusion that the employees in private
sector banks at Coimbatore are only moderately satisfied with the job and job
content and the work environment.
Shallu Sehgal (2012)62 “Job satisfaction of bank employees in Shimla: A
comparative study of private and public sector bank” found that the study
revealed that there is not much difference in the level of job satisfaction
between public (UCO) banks and private (AXIS) banks, but regarding some
factors like job security, salary offered to employees, benefits given to the
employees and experience, the satisfaction level differs in both the banks. 60 Meena M.L and Dangayach G.S.(2012), “Analysis of employees satisfaction in banking
sector”. International Journal of Humanities and applied Science, vol.1, No.2, pp.78-81. 61 Thangaraj, B., Karthick,C.,(2012), “An Analysis of Employees Job Satisfaction of Private
Sector Banks-with special reference to Coimbatore”, International Journal of Contemporary Practices, vol.2(2), pp. 8-18.
62 Shallu Sehgal M.S. (2012), “Job satisfaction of Bank Employees in Shimla: A Comparative study of Private and Public Sector Bank”, International Journal of Marketing, financial services and Management research vol.1 Issue 7, July pp.124-129.
41
Ranjit (2012)63 concluded that the textile mill workers had moderate
level of job satisfaction and the demographic variables like age, gender, marital
status, educational qualification, occupation, years of experience, monthly
income, nature of industry, welfare facilities and working conditions do
influence the level of job satisfaction of textile mill workers. The demographic
profiles with which people enter employer organizations ultimately affect such
companies profitability and effectiveness indirectly by impacting on the
employees job stress and job satisfaction.
Tulika and Bijaya Kumar Sundaray (2012)64 has found that the
relationship with ‘co-workers’ is an important aspect of job satisfaction
occupying one of the priority positions, as executives working in public and
private sector enterprises were found to be highly satisfied with the relationship
they have with their co-workers.
Suman Jain et al., (2012)65 the study indicates that layoff threats, quick
turnover, less welfare schemes, and less scope for vertical growth increase job
dissatisfaction. On the other hand, secure job environment, welfare policies,
and job stability increase the degree of job satisfaction. Efficient human
63 Ranjit (2012), “Study on influence of demographic factors on job satisfactions of textile
mill workers”, International Journal of business Economics and Management Research, vol2(4),pp.14-18.
64 Tulika Singh and Bijaya Kumar sundaray (2012) “Job Satisfaction of Executives: A comparative study on public and private sector”,Taining and Development Journal, vol.3,issue 1, January pp. 1-5.
65 Suman Jain, Seema Sharma & Rachna Jain (2012), “Job Satisfaction in Banking: A Study of Private and Public sector banks (Comparative Study)”,International Journal of Science and Technology, vol.2 issue 1, pp.40-48.
42
resource management and maintaining higher job satisfaction level in banks
determine not only the performance of the bank but also affect the growth and
performance of the entire economy.
Vinod Kumar Singh and Kishor Pankan (2011)66 the study brings the
fact that the sectoral differences in terms of compensation, growth
opportunities, social environment and job security play a significant role in
influencing employees perceptions of job satisfaction in Indian and foreign
banks. By leveraging this fact, jobs can be enriched and can be made highly
motivating and satisfying for the employees. Furthermore, the present study
attempts to enrich the existing knowledge base in the area of job satisfaction in
the banking sector as a whole for the bank employees leading to focus on the
job satisfaction in Indian and foreign banks.
Sowmya and Panchanatham (2011)67 analysed the factors influencing
job satisfaction of banking sector employees and found that the commercial
banks perceived pay and promotion is an indispensible factor to decide their
satisfaction level. The employees have significant inclination towards
optimistic supervisor behavior and pleasant organizational setup. The factor
analysis identified that the job suitability as well as the working condition and
66 Vinod Kumar Singh and Kishor Pankan(2011),”Employees perception of job satisfaction
in Indian and foreign banks”, International Journal of Management and Technology, Vol.2, No.2,pp.33-38.
67 Sowmya, K.R and Panchanatham,N (2011), “Factors influencing job satisfaction of banking sector employees in Chennai”. International journal of Law and Conflict Resolution, vol 3(5), pp.76-79.
43
other interpersonal relationship among the workers are able to ascertain their
level of satisfaction within the working domain.
Parvathy (2010)68 the study shows that working condition is an
important factor for job satisfaction. Good working atmosphere and pleasant
surroundings help increasing the production of industry. Working conditions
are more important to women workers than men workers.
Arunima shrivastava and Pooja Purang (2009)69 found that the sectoral
differences in terms of compensation, growth opportunities, social environment
and job security play a significant role in influencing employees perceptions of
job satisfaction. By leveraging this facts, jobs can be enriched and can be made
highly motivating and satisfying for the employees. It is also indicate that
private sector bank employees report greater satisfaction with the pay and
benefits aspects of the job as compared to public sector bank employees.
Raj kamal and Debashis Sengupta (2009)70 observed that as a person
ages, his job satisfaction shows an increasing trend. Younger employees have
more energy, more expectations and more options, and hence have lesser
68 Parvathy (2010), “Employees perception of Job satisfaction” . Human Resource
Management, vol5(1). Pp65-69. 69 Arunima Shrivastava and Pooja Purang (2009), “Employee Perceptions of Job
Satisfaction: Comparative Study on Indian Banks”, Asian Academy of Management Journal, vol.14, No.2 pp 65-78.
70 Raj kamal and Debashis Sengupta (2009),” A Study of Job Satisfaction of Bank Officers”, Prajnan, Vol. XXXVII, No. 3,pp.239-44.
44
satisfaction with the job. Overall the job satisfaction of bank officers though is
not very high but still satisfactory.
Kumudha and Abraham (2008)71 compared 100 managers from public
and private sector banks and found that the programs related to self-
development, information about job openings, opportunities to learn new skills
and retirement preparation programs greatly influence the feelings of career
satisfaction.
Monika Thakur (2007)72 in their study the found that both public and
private bank officers are equally satisfied. This may be because both perform
the same nature of work and enjoy the same authority level. It was also found
that on the one hand, public sector banks provide good job security to their
employees plus many other benefits – medical, pension, gratuity, etc. On the
other hand, private banks are providing good working atmosphere and
attractive salary package to retain its efficient employees.
Chowdhury (2007)73 has found that the private sector bank employees
are more satisfied than public sector bank employees. There is also difference
71 Kumudha, A., & Abraham, s.(2008), “Organisation career management and its impact on
career satisfaction: A study in the banking sector”. ICFAI University Journal of Bank Management, 7(3), pp 154-183.
72 Monika Thakur (2007),”Job Satisfaction of bank officers –A comparative study”, International Journal of Management and Technology, vol3(3), pp.25-36.
73 Chowdhury F.(2007), “Job Satisfaction of Bank Employees: A Comparative Study of Public and Private sector Banks. Bank Parikrama,V-XXXII, No,pp.64-81.
45
of job satisfaction in different management levels in both the sector except in
the mid-level.
Singh (2005)74 found that job satisfaction is the result of various
attitudes in all probability, activated by a workers needs and their fulfillment
(through work), a worker exhibits towards his job, towards related factors and
towards life in general. More explicitly explained a workers experience of
satisfaction or dissatisfaction with his job, or any aspect of it, in large part,
consequences of the extent of his positive or negative job attitude.
Anu Singh Lather and Shilpa Jain (2005)75 “Motivation and Job
satisfaction” found that need for autonomy and self actualization is a
significant positive predictor of job satisfaction for top level managers. Need
for self control and need for monetary gins are predictors of job satisfaction of
middle level managers. Need for non financial gains have significant negative
effect on job satisfaction of middle level managers. Need for self control has
significant positive effect on job satisfaction of supervisors and workers.
Bajpai and Srivastava (2004)76 studied the satisfaction levels of
employees of two public sector and two private sector banks in India. The
results indicated that layoff threats, quick turnover, less welfare schemes, and
74 Singh, D., & Kohli, G. (2006). Evaluation of private sector banks in India: A SWOT
analysis. Journal of Management Research, 6(2), 84–101. 75 Anu Singh Lather and Shilpa Jain (2005), “ Motivation an Job Satisfaction – a study of
Associates of public and private sector”. Delhi Business Review, Vol.6, No.1, pp.77-84. 76 Bajpai, N., & Srivastava, D. (2004), “Sectorial comparison of factors influencing job
satisfaction in Indian banking sector”. Singapore Management Review, 26(2), pp 89-99.
46
less scope for vertical growth increased job dissatisfaction. In contrast, secure
job environment, welfare policies, and job stability increased the degree of job
satisfaction.
Shamni Pandey and Kamath (2000)77 observed that factors such as
growth, transparency, the level of decision-making power and so on affect the
degree of job satisfaction of young executives.
Vijayakumar Mallik and Pradeep kumar Mallik (1998)78 in their article
titled “ job involvement vis-à-vis job satisfaction of bank employees: A case
study” have stated that though managers are more job involved in comparison
to clerks and sub staff, they derived less job satisfaction than other two
categories.
Rajesh J Bhatt (1998)79 concluded that though supervisors are having
little differences with management policies as prescribed by Govt. of India for
social banking they are satisfied. They are also looking for a better
motivational policy to encourage dedicated team within the organization.
While clerks who have to face public are little bit stressed. As it is considered
their duty, they don’t have to complain. With the recent mechanization and
77 Shamni Pandey and Vinay Kamath(2000), “Satisfied? Just about”, Urban pulse
supplementary business line, vol 33(4), pp, 55-65. 78 Vijayakumar Malli and Pradeep Kumar Mallik(1998), “Job involvement vis-à-vis job
satisfaction of bank employees-A case study”, Management Accountant, vol.33, pp.365-368.
79 Rajesh J Bhatt (1998),”A Case Study of Job satisfaction among Bank employees of Leading Nationalised Banks of Gujarat state” http://www.sbaer.uca.edu/ research/ICSB/c003.htm. pp.1-12.
47
computerization has reduced their repetitive tasks which has increased their
satisfaction level.
Bhatt (1997)80 He investigated socio-personable variables of job
satisfaction of LIC employees. The sample consisted 282 employees among
them 242 were men and 40 women. The study found that women employees
higher age group, married, graduate, highly experienced employees, high
income employees should more job satisfaction that their counter parts.
Loh (1995)81 they investigated that job orientation, perception and job
satisfaction of IT professionals were carried out by them. Data were collected
from 140 IT professionals in Singapore. It has shown that job has greater
influence for fair compensation.
Asha (1994)82 “Job satisfaction among women in relation to their family
environment”, analysed whether the social-psychological characteristics of
family had any effect on the job satisfaction of women employees. The
findings of the study revealed that job satisfaction among women employees
was related to their perception of family environment.
80 Bhatt (1997), “Socio-personable variables of job satisfaction of LIC employees”, INDIAN
JOURNAL OF RESEARCH,vol.1(1),pp. 90-92. 81 Loh (1995), “Job orientation, perception and job satisfaction of IT professionals”, Asian
journal of Management, Vol. 2, pp. 239-249 82 Asha. C.B.,(1994) “Job satisfaction among women in relation to their family
environment”, Jornal of community guidance and research, vol.11(1), pp. 43-50.
48
Davis (1992)83 found that job performance, absenteeism, turnover, and
psychological distress are significantly affected by job satisfaction. The work
environment and the reward structure offered on the as well as the family
obligations of the employee can be viewed as the factors of the satisfaction. It
is viewed as a valuable source of information for mangers. Individuals job
expectation is compared to what they actually receive from different faces of
the work situation. Managers can use the knowledge of job satisfaction I
understanding the strategies to motivate their subordinate for increased
productivity.
Bharati Nagaratinam and Reddy (1991)84 found that occupational stress
was significantly related to job satisfaction-greater stress accompanied with
lower satisfaction.
Shodi (1990)85 they studied job satisfaction and psychiatric disorders in
a sample of 101 male software engineers. The results shows that many software
engineers are not satisfied with their work and the quantity of the job has one
greatest influence on their mental health.
83 Davis R(1992), “Person-Environment Fit and Job satisfaction”, in Cranny C J, Smoth P C
and Stone E F (Eds), Job Satisfaction, pp. 69-88, Lexington Books, Newyork. 84 Bharati Nagaratinam and Reddy (1991), “Organizational role stress- A psychological
study of middle managers”, Journal personality and clinical studies, vol 7(1), pp.43-48. 85 Shodi(1990), “Job satisfaction and psychiatric disorders of software engineers”,
International Journal of academic Research, Vol. 3. No 1. Part III .pp .651-654.
49
Sekaran (1989)86 Job satisfaction of employees was traced through the
quality of life factors of job involvement and sense of competence by them. A
sample of 267 bank employees was involved. The results suggested that
personnel and organizational climate factors influence job involvement of
people in their jobs.
Niraj Kumar (1985)87 in his study on labour conflict in Industry,
concluded that lack of communication between management and workers is
responsible for the poor performance and the research stressed that the
educated management has to pay more attention towards the problems of most
of the illiterate workers and there by concentrate more on higher productivity
and efficiency.
Singh and Srivastava (1983)88 collected data on need for achievement
and job satisfaction of 150 blue collar workers half low producing and other
half high producing on the basis of ‘hours saved’. Their results suggest
significant positive relationship between satisfaction and productivity for high
achievers than for low achievers.
86 Sekaran (1989), “Job satisfaction and quality of life of bank employees”, Journal of
Management science, Volume .II .number 2 ,pp. 239-252 87 Niraj Kumar (1985), “labour conflict in Industry”, Journal of Management, Vol. 14, pp.
547-557. 88 Srivastava, S. K. and A.P. Sings, (1983), “Industrial Morale as a Function of Occupational
Level” Indian Journal of Psychology, Vol. 1, 17, pp. 21-28.
50
Gangulli et al., (1980)89 analyzed the responses given by 39 trainees
employed in four different vocational training schemes on factors of job
satisfaction and concluded that non-financial incentives like independence and
interesting work are found to be more attractive than financial incentives.
Prasad (1979)90 concentrated his attention on 400 workers belonging to
four sugar factories viz. two in private sector and two in co-operative sector
and reported that the India workers irrespective of their skill gives more
importance to good wages, job security, promotion and health.
Saiyadain (1977)91 in a study of 84 semi-government employees found
that satisfaction of social and security needs was equally emphasized by all
levels and as far as ego and self actualization is concerned the higher the level,
the higher was their satisfaction.
Chadha (1977)92 in his study has reported that a work group in a work
system forms the molecule for any motivational interventions of optimizing
human resources and recommended a work system consisting of the social
factors namely optimum variety of job mix, conditions for continuing learning,
89 Gangulli, S. Choudhuri, S. and Guha, S.C., (1980), “ A Motivation test for measuring
entrepreneurial traits, Management and Labor Studies, Vol. 6(1), pp.44-49. 90 Prasad, L. (1979), “What workers want from their jobs”. Integrated Management, vol
14(9),pp.30-37. 91 Saiyadain, M.S. (1977), “Organizational levels and job satisfaction”. Vikalpa, vol.2,pp.29-
40 92 Chadha (1977), “Job satisfaction and Performance”, Journal of Managerial Issues,
Volume 8, Issue 1 125-134.
51
elements of autonomy, social support from colleagues, type of work and
desirable future career for better industrial climate in an organization.
RupandaSataria and Paduki (1977)93 conducted a study to verify the
validity of motivation-hygine theory and reported that feeling of satisfaction
stem from various sources namely providing opportunities for achievement,
proper recognition of work and more responsibility. They also revealed that
attention should be paid to supervision, inter-personal relations and
environmental factors.
Roy and Raja (1974)94 reviewed a number of studies on motivation and
concluded that for supervisors and middle-level managers, promotion is an
important incentive as well as a dissatisfier. Recognition is another job factor
causing both satisfaction and dissatisfaction. Reasons which contribute to
dissatisfaction are lack of adequate organizational policy and administration,
lack of technically competent and sympathetic supervision, unfriendliness of
superior and lack of opportunity for growth. First line supervisors value
income, promotion, job security and working conditions. Middles level
managers value advancement, type of work and earnings. Senior managers, on
the other hand value feeling of worthwhile accomplishment, recognition of
good work done and decision making authority.
93 RupandaSataria and Paduki (1977), “Motivation : Theoretical Foundations, in K.
Koteswara Rao (ed), Motivation and Job satisfaction, New Delhi, pp. 165-189. 94 Roy, S.K. and Raja, S.A. (1974), “Managerial and supervisory motivation”.
52
Diwivedi (1973)95 tried to determine the effect of the financial
incentives on job satisfaction of blue-collar workers and found that the
financial incentives raised the satisfaction of workers. Besides the report
emphasized that the workers showed more positive attitudes towards different
aspect of ‘on -the -job’ and ‘off –the- job’ areas.
Narain (1973)96 in a study of 1213 public sector managers found that
managers at all levels recognized security as the most important need to be
satisfied and satisfaction of ego and self actualization needs increased with
higher levels of managerial hierarchy.
Pestonjee and Basu (1972)97 conducted a study on 80 executives and
found that motivators (achievement, recognition, responsibility etc.) were
found to contribute significantly more towards job satisfaction than hygiene
factors in public sector, while in private group motivators contributed
significantly towards the feeling of dissatisfaction.
Bhattacharya (1972)98 on a sample of 210 managers found feeling of
doing a worthwhile job, obtaining cooperation from people, matching ability
95 Dwivedi (1973), “A Study of the effect of the financial incentives on job satisfaction of
Blue-collar workers”, Banaras Hindu University, pp.123-27. 96 Narain.L (1973), “Managerial compensation and motivation”, New Delhi, Oxford and IBH
Publishing Co. 97 Pestonjee, D.M. and Basu, G, (1972), “A study of job motivators and hygiene factors in
jobs in two cultures”. Indian Journal of Industrial Relations, vol 17(2), pp.23-37. 98 Bhattacharya, S.K. (1972), “Perception of organizational characteristics in relation to need
gratification among Indian managers”. Indian Management, vol11, pp.29-34.
53
with job and recognition outside the company as most important factors
contributing to job satisfaction.
Dayal and Saiyadain (1970)99 in a study on 40 personnel found that the
factors contributing to work satisfaction in order of importance are:
achievement, recognition, work itself, responsibility, interpersonal
relationships, achievement and growth. The factors leading to dissatisfactions
are supervision, working conditions, company policies and administration.
Various studies discussed shows that the job satisfaction has been
studied with relevance to co-worker behavior supervisor behavior, pay and
promotion, organizational factors and other work related factors. In some
studies the employees were highly satisfied or otherwise. Domination studies
in job satisfaction are available on nursing, teachers, doctors etc. But a study in
banking is very rare. The gap in this literature is the negligible studies
available in Chennai with special reference to banking sector employees that
has motivated the researcher to find out the factors influencing employee job
satisfaction in banking sector-Chennai. Banking sector is a prime sector in the
national scenario and mainly it has survived unaffected in spite of the
recession. Therefore this study will form a base for future researchers to
conducts studies with respect to banking sector in Chennai/Tamilnadu, India.
99 Dayal, I., and Saiyadain, M.S. (1970), “Cross cultural study of behavior in groups”.
Indian Psychological Review, vol.6, pp.8-13.
53
with job and recognition outside the company as most important factors
contributing to job satisfaction.
Dayal and Saiyadain (1970)99 in a study on 40 personnel found that the
factors contributing to work satisfaction in order of importance are:
achievement, recognition, work itself, responsibility, interpersonal
relationships, achievement and growth. The factors leading to dissatisfactions
are supervision, working conditions, company policies and administration.
Various studies discussed shows that the job satisfaction has been
studied with relevance to co-worker behavior supervisor behavior, pay and
promotion, organizational factors and other work related factors. In some
studies the employees were highly satisfied or otherwise. Domination studies
in job satisfaction are available on nursing, teachers, doctors etc. But a study in
banking is very rare. The gap in this literature is the negligible studies
available in Chennai with special reference to banking sector employees that
has motivated the researcher to find out the factors influencing employee job
satisfaction in banking sector-Chennai. Banking sector is a prime sector in the
national scenario and mainly it has survived unaffected in spite of the
recession. Therefore this study will form a base for future researchers to
conducts studies with respect to banking sector in Chennai/Tamilnadu, India.
99 Dayal, I., and Saiyadain, M.S. (1970), “Cross cultural study of behavior in groups”.
Indian Psychological Review, vol.6, pp.8-13.