Job ion Final Paper

8/3/2019 Job ion Final Paper

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Factors Influencing the Job Satisfaction: A Study in Technical Institutions in Chhattisgarh

Saket Jeswani 1

Dr Sumita Dave2

Saket Ranjan Praveer3

ABSTRACT

Globalisation has created a cutthroat competition among the major players.

Organisations are indulged in tempting the customers. They are offering tremendous benefit

schemes in order to win a considerable level of customer satisfaction. But this customer

satisfaction cannot be compromised with the employee satisfaction as the employees play the

key role and without whose effort the organisation cannot develop and survive in the market.

A study has been conducted on the teachers of technical institutions to evaluate the

factors which influence the job satisfaction. The paper attempts at finding out the relationship

among the various factors as well as significant differences among them.

Key Words: Turnover, Retention, Job Satisfaction, Performance, Work Environment, Career

Development, Salary and Benefit.

1 Sr. Lecturer, Shri Shankaracharya College of Engg & Tech, Bhilai <[email protected]>

2 Associate Professor, Shri Shankaracharya College of Engg & Tech, Bhilai <[email protected]>

3 Reader, Shri Shankaracharya College of Engg & Tech, Bhilai, <[email protected]>



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Introduction:

Every employee has a willingness to climb the corporate ladder as fast as he can. To

prevent employees from job-hopping, companies should provide vistas for personal and

professional growth. If people can accomplish their growth objectives with one employer over a

long period of time, they will usually continue in the same place. Employees will definitely seek

greener pastures if they perceive the environment is restrictive. A company’s ability to retain

the kind of workers it wants and needs has a direct impact on its profitability and effectiveness.

The corporate mantra for employee retention is to have a satisfied employee in every

aspect. To have satisfied and effective employees, it is important to seek and understand the

needs of the corporate vision, as well as the needs of the employees, and to align them to

create an environment that is synergistic and heading in the right direction.

The employee’s attitude of job satisfaction is clearly one of the most researched

concepts in the business literature. Hundreds, if not thousands, of studies have examined the

various dimensions of the job satisfaction and the relationships between job satisfaction and a

vast array of other variables. The amount of energy spent studying job satisfaction is implicitly

based upon the idea that satisfied employees, at all organizational levels, are important

contributors to an organization's effectiveness and ultimately to its long-term success.

Employers should understand the need to keep employees from leaving and going to

work for other companies. This is because of the great costs associated with hiring and



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retraining new employees. The best way to retain employees is by providing them with job

satisfaction and opportunities for advancement in their careers.

This empirical research work aims at identifying the various parameters of job

satisfaction directly affecting the teachers of technical institutes of Chhattisgarh. It will be

helpful in studying and understanding the reasons, the extent and the consequences of

satisfaction level.

It also helps in designing suggestive strategies for the organizations in the face of the

emerging competition with a view to increase the employee retention and minimizing turnover

of teachers. The paper highlights the various concepts essential to develop the job satisfaction -

retention model.

The paper is divided in five parts. In the first part, an overview of research on teacher

satisfaction is provided and the need for empirical studies is highlighted. The second part of the

paper considers the conceptual background of the employee’s retention and job satisfaction. In

the third part, the research methodology is described. In the fourth part, the findings and

suggested strategies to maximize job satisfaction is discussed; in the fifth and concluding part,

attention is drawn to the consequences of the present analysis for future research.

Literature Review

Employees that are satisfied and happy with their jobs are more dedicated to doing a

good job and taking care of customers that sustain the operation (Hammer 2000). Job



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satisfaction is something that working people seek and a key element of employee ’s retention.

So there is a definite need to analyze the elements of employee ’s retention through job

satisfaction.

Job satisfaction plays a key role in the turnover process (Bluedorn 1982). Accordingly,

job satisfaction is a central element in virtually all turnover models and the relationship

between job satisfaction and turnover has been the focus of extensive research efforts (Cotton

and Tuttle 1986).

Turnover and Retention

Imagine a world where firms rigorously compete to employ the best workforce but

where these skilled employees place extortionate demands on their employers. In this world,

knowledge of a firm and its practices is an invaluable asset that firms will strive dearly to

contain within the organization. With this in mind, the question of retaining this knowledge

embodied by key contributors in organizations, namely knowledge workers, is imperative for

their survival and profitability (Wallin Christian, Stipic Ivan, 2007).

Retention of excellent employees is one of the most important challenges confronting

organizations today. Attracting, hiring, and retaining high-caliber employees in today's labor

market challenges organizations to manage talent at all levels. If organizations want to manage

talent and minimize turnover, they have to identify and understand the factors which are

responsible for employee turnover as shown in fig.1.



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Figure 1

According to Mythili Kolluru, the new market orientation of the employee is no longer in

a work for lifetime mindset. This is the pull factor. Though a survey shows that the employees

give their vote to stability. The main reason for turnover is the lack of interest, frustration at

work, lack of communication. The push factor is the actual culprit in employee turnover. The

employee must have satisfaction of work for e.g. lack of proper delegation, miscommunications

about nature of work leads to monotony. Often there is a mismatch between the work & the

employee. This further escalates the tension. Often there are problems between the employee

& the employer and therefore bad leadership leads to bad management. At other times there

are internal problems between employees. This results because there is no proper coordination

between various departments. The lack of bonding in the organization fosters a sense of

resentment, which slowly poisons the minds of the employee.

Abbasi and Hollman (2000) sought to determine the impact of employee turnover on

organizations and found that excessive employee turnover often engenders far-reaching



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consequences and, at the extreme, may jeopardize efforts to attain organizational objectives.

Frank and Taylor (2003) argue that there is no issue of greater importance than employee

retention and is a growing concern for many employers. To understand what encourages

retention of employees, it is relevant to understand the commitment and the satisfaction

factors, since satisfaction is a central field of managing human resource (Lindmark & Önnevik,

2006).

Job Satisfaction

The best way to retain employees is by providing them with job satisfaction and

opportunities for advancement in their career (Dyne Van Linn, Pierce L. Jon, 2004). Employees

that are satisfied and happy with their jobs are more dedicated to doing a good job and taking

care of customers that sustain the operation (Hammer 2000). Job satisfaction is something that

working people seek which is a key element of employee retention.

Studies show that employees who are satisfied with their jobs are more productive,

creative and be more likely to be retained by the company (Eskildsen & Dahlgaard 2000).

Research has shown that there may be many environmental features that can be created and

maintained to give employees job satisfaction. So there is a definite need to analyze the

elements of employee retention through job satisfaction. Organizations need to concentrate

more towards the factors that make an employee more satisfied which will eventually affect

the employee’s turnover.



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Job satisfaction has been defined as the "positive emotional state resulting from the

appraisal of one's job or job experiences" [Locke 1976]. Therefore, job satisfaction emphasized

the specific task environment where an employee performs his or her duties [Mowday, Porter

and Steers 1982].

Employee’s attitudes, including satisfaction, are developed through interaction with

other workers within the context of the work environment [Salanick and Pfeffer 1978]. The

context of the work environment is multidimensional with the major parameters like job/task

characteristics, organization characteristics, and worker characteristics [Rousseau 1978]. The

interaction of these parameters collectively results in an environment unique to a particular

organization and set of employees.

Job satisfaction is not a univariate concept and has been conceptualized in many ways.

Job satisfaction has been operationalized as satisfaction with various facets of the job, but the

number of facets has ranged from five [Hackman and Oldham 1980] to thirteen [Rice, McFarlin

and Bennett 1989]. Job satisfaction has also been conceptualized more generally as total

satisfaction measured by either a few general questions [Hackman and Oldham 1980] or by a

linear aggregation of individual facets [Levin and Stokes 1989]. Another popular

conceptualization, and the one used in this study, is the intrinsic-extrinsic distinction [Weiss,

Dawis, England and Lofquist 1967].

Intrinsic satisfaction is derived from actually performing the work and experiencing

feelings of accomplishment, self-actualization, and identity with the task. Extrinsic satisfaction



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is derived from the rewards bestowed upon an individual by peers, superiors, or the

organization and can take the form of recognition, compensation, advancement, and so forth.

Recent studies carried out in a number of countries have drawn attention to the degree

of job satisfaction among teachers and have shown that teachers’ work “intensification”

(Hargreaves, 1994) mirrors societal trends toward overwork (Naylor, 2001). Imposed and

centralized system accountability, lack of professional autonomy, relentlessly imposed changes,

constant media criticism, reduced resources, and moderate pay, relates to low employees

satisfaction (Dinham and Scott, 1998b, 2000a; Scott et al., 2001; van den Berg, 2002;

Vandenberghe and Huberman, 1999).

The effects of these trends include declining job satisfaction, reduced ability to meet

students’ needs, significant incidences of psychological disorders leading to increased

absenteeism, and high levels of claims for stress-related disability (Farber, 1991; Troman and

Woods, 2000), dissatisfaction appears to be a main factor in teachers leaving the profession in

many countries (Huberman, 1993; Woods et al., 1997). Thus, research into teacher satisfaction

is becoming more and more important because not only a growing number of teachers leave

the profession but also that dissatisfaction is associated with decreased productivity (Tshannen-

Moran et al., 1998).

In terms of definitions, there is no generally agreed upon definition of teacher job

satisfaction or of what constitutes teacher satisfaction although there might be some

international trends such as, the notion that teachers are most satisfied by matters intrinsic to



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the role of teaching: student achievement, helping students, positive relationships with

students and others, self growth and so on (Dinham and Scott, 2002; van den Berg, 2002). As

Cherniss (1995, p. 166)points out: “People can make their lives better or worse but what they

think, how they feel and what they do are strongly shaped by the social contexts in which they

live”.

Methodology

Objectives of the Research:

1) To understand and evaluate the parameters of Job Satisfaction of employees; and

2) To formulate strategies to enhance Job Satisfaction amongst the workforce with a view

to increase employee retention.

Research Plan

Research Design : Descriptive Research

Data Collection Method : Primary Data and Secondary

Research Instrument : Written Questionnaire

Measurement scale : Likert’s Scale

Sample Plan

Sampling Design : Non probabilistic Convenience Sampling

Sample Size : 75



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Sample Location : City: Bhilai, Raipur and Rajnandgaon; State: Chhattisgarh

Sample Units : Teachers of 5 technical institutes of Chhattisgarh.

Job Satisfaction-Retention Model (Model of the Study):

The purpose of this study is to determine the various parameters of the job that most

significantly influence employees’ decisions to remain employed at a particular organization

and possible reasons for choosing to leave. In addition, the study sought to describe the

importance of retaining critical employees and developing strategies to enhance employee

retention practices.

The concept of minimizing turnover of the employees can be understood best in the

context of the interrelationship between parameters of the job and the satisfaction level of

employees on the basis of which employees decides to quit or stay in the organization.

There are various job parameters, which have a direct relationship with the generation

of the satisfaction level among the employees, considered in the Job Satisfaction – Retention

Model for the purpose to check the level of satisfaction and its probable relationship with the

decision to quit or stay as shown in fig 2.

As the struggle for reducing employee turnover rates is intensifying, employers are

putting renewed efforts in identifying talent, which is committed and productive. Therefore,

there is a demand to develop an insight on how employee retention is relevant in present

business context. A model retention strategy must be devised that can be effectively used to



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plan employee retention initiatives in the organization. Since one Strategy does not fit all in the

organization, there exists a need for the employers to identify the employee needs and then

devise the retention strategies.

Figure 2

According to Udai Pareek (2002), the parameters affecting job satisfaction are:

1. Salary/Benefit: Salary and benefits is the most important motivator for employees, and they

wanted to be paid fairly. If individuals believe they are not compensated well, they will be

unhappy to work for any one. Employees see whether the salaries and benefits offered to them

are comparable to those of other organizations in that area. In addition, there must be clear

policies related to salaries, raises and bonuses.



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2. Job Task/Level of Responsibility: The second most important factor for satisfaction is the

feeling that the work employees are doing is important and the tasks are meaningful.

Employees will be more motivated to do their jobs well if they have ownership of their work.

3. Work Environment: The environment in which people work has a tremendous effect on

their level of pride for themselves and for the work they are doing.

4. Relationships: Remember that part of the satisfaction of being employed is the social

contact it brings, so allow employees a reasonable amount of time for socialization (e.g., over

lunch, during breaks). This will help them to develop a sense of camaraderie and teamwork.

5. Sense of Purpose: There is an enormous need for the employees to find a sense of purpose

in the things they do. Even if the task is boring, it will help a lot if the real benefit of the work is

clear to them.

6. Career Developments: Reward should be linked with loyalty and performance with

advancement. If there is no open position to which to promote a valuable employee, they

should be given a new title that reflects the level of work the employee has achieved. When

feasible, employees should be supported by allowing them to pursue further education, which

will make them more valuable to practice and more fulfilled professionally.

7. Autonomy: Autonomy is the degree to which a job provides an employee with the discretion

and independence to schedule their work and determine how it is to be done. Higher levels of



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autonomy on the job have been shown to increase job satisfaction, and in some cases,

motivation to perform the job.

8. Work Load: Workload represents a way of managing office-based work in terms of the

available resources and structures. It therefore focuses on throughput and utilization.

Data Analysis

Table 1 Sampling Distribution Plan

5 Institutes of Chhattisgarh

X1 X2 X3 X4 X5 Total

15 15 15 15 15 75

Table 2 Standard Measurement Scale

Overall IndividualParameter Satisfaction

Overall Job Satisfactionof the Institute

Interpretation

0 to 60 0 to 480 Very Dissatisfied

61 to 120 481 to 960 Reasonably Satisfied

121 to 180 961 to 1440 Very Satisfied

Table 3 Consolidated Data

Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8

Overall JobSatisfaction

of theInstitute

Mean SD

X1 85 126 106 134 129 94 106 114 894 111.75 16.19

X2 81 139 105 147 138 131 108 107 956 119.50 21.19

X3 101 137 125 149 157 129 96 97 991 123.88 22.22

X4 108 152 127 172 153 133 98 129 1072 134.00 22.85

X5 75 111 102 133 115 82 88 115 821 102.63 18.38

Mean 90.00 133.00 113.00 147.00 138.40 113.80 99.20 112.40

SD 12.46 13.75 10.71 14.10 15.46 21.44 7.22 10.50



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Figure 3

Table 4 Correlation among Parameters

Y 1 Y 2 Y 3 Y 4 Y 5 Y 6 Y 7 Y 8

Y1 1

Y2 0.813498 1

Y3 0.982917 0.755881 1

Y4 0.850544 0.909557 0.819486 1

Y5 0.902337 0.874615 0.910322 0.781675 1

Y6 0.699303 0.926984 0.698181 0.802448 0.896736 1

Y7 -0.00445 0.434865 -0.12923 0.06285 0.210636 0.389001 1

Y8 0.200302 0.211881 0.090669 0.441774 -0.14513 -0.10891 -0.096 1

Analysis of Variance (1) Single Factor(For testing the equality of Parameters)

H0: The difference among the parameters is not significant (Yi=Y j)

H1: The difference among the parameters is significant (Yi ≠ Y j)

Table 5 ANOVA

Source of Variation SS df MS F P-value F crit

Between Groups 897.54 7 128.22 17.85525 1.44E-21 2.025032Within Groups 4251.2 592 7.181081

Total 5148.74 599

Conclusion: H0 is rejected, Hence Yi ≠ Y j



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Analysis of Variance (2) Two Factor without Replication(For testing the equality of Institutions/ Parameters)

H0: The difference among institutions and/ or parameters is not significant (X i =X j ) and/ or (Y i =Y j )

H2: The difference among institutions and/ or parameters is significant (X i ≠X j ) and/ or (Y i ≠Y j )

Table 6 ANOVA

Source of Variation SS df MS F P-value F crit

Rows 4540.85 4 1135.21 10.4041 2.7E-05 2.71408

Columns 13463.1 7 1923.3 17.6268 1E-08 2.35926

Error 3055.15 28 109.113

Total 21059.1 39

Conclusion:H0 is rejected for institutions, Hence Xi≠X j as well as for parameters Yi ≠ Y j

Table 7 Satisfaction Analysis: Parameter Wise

Overall Individual

Parameter Satisfaction

Very

DissatisfiedReasonably Satisfied Very Satisfied

X1 - Y1,Y3, Y6, Y7, Y8 Y2,Y4, Y5

X2 - Y1, Y3, Y7,Y8 Y2, Y4, Y5, Y6

X3 - Y1, Y7, Y8 Y2, Y3,Y4, Y5, Y6

X4 - Y1, Y7 Y2, Y3, Y4, Y5, Y6, Y8

X5 - Y1, Y2, Y3, Y5, Y6,Y7, Y8 Y4

Satisfaction Analysis: Institute Wise

Overall Teachers Job

Satisfaction of the Institute- X1 , X2 ,X5 X3 ,X4

Conclusion

The study reveals that Y1, Y2, Y3, Y4 and Y5 are strongly and Y6 is partially correlated

while Y7 and Y8 are weakly correlated [Refer Table 2]. That is to say, Salary/Benefit, Job

Task/Level of Responsibility, Work Environment, Relationships and Sense of Purpose are the



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parameters that are strongly correlated whereas Career Developments is partially correlated to

these parameters. On the other hand, Autonomy and Work Load are weakly correlated to these

factors as well as to each other. There is a significant difference among the parameters for the

teachers of all the institutions as a whole [Refer Table 3]. Hence every parameter has to be

considered separately while making strategies to extend an adequate job satisfaction. For

example, respondents are very satisfied as far as relationship (Mean 147) with the surrounding

people is concerned [Refer Table 1]. Similarly, salary benefit has got the least mean value

(Mean 90) out of the eight parameters that means employees are marginally satisfied with this

parameter. If it is considered institute wise, there is a difference of opinion among the

institutes for different parameters [Refer Table 4]. The teachers of the institute X4 are very

satisfied (Mean 134) although salary/benefit and autonomy are the only parameters to work

on which teachers are reasonably satisfied whereas those of the institute X 5 are reasonably

satisfied (Mean 102.63) in all the parameters except relationships [Refer Table 1 & 5].

The institutes, who have to focus more on the overall teachers job satisfaction are X1,

X2 and X5 and the institutes who have to focus less is X3 and X4.

Therefore, it is suggested that the parameters for the different institutes should be

considered differently on the basis of both the priority and extent while making strategies for

better job satisfaction among the teachers.

Suggestions to Improve Job Satisfaction

It is generally believed that high levels of employee satisfaction translate into increased

employee commitment, productivity and retention for organizations. However, if employees



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are dissatisfied with their jobs, trouble lies ahead. Low job satisfaction is associated with higher

levels of absenteeism, decreased productivity and increased turnover.

Depending on the underlying result of the study, there may be several ways to increase

job satisfaction.

1. Salary/Benefit: Routinely monitor internal pay equity among staff members and

recommend adjustments when needed. Reward for performance not for seniority. Establish an

incentive-based compensation plan where at least some portion of earnings is determined by

successful completion of objectives in order to encourage achievement. Benefits play an

important role in employee satisfaction and retention like, vacation, paid holidays, insurance,

retirement and educational reimbursement.

2. Job Task/Level of Responsibility: Emphasize on the understanding regarding the

contributions to the result in positive outcomes and employees should feel how those tasks are

essential to the overall processes that make the practice succeed. Certain tasks that are truly

unnecessary should be eliminated or streamlined, resulting in greater efficiency and

satisfaction. This requires giving employees enough freedom and power to carry out their tasks

so that they feel they "own" the result. As individuals mature in their jobs, provide

opportunities for added responsibility. Employee should not simply be overloaded with more

work. Instead, they should find it more challenging and meaningful giving the employee greater

freedom and authority.



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3. Work Environment: Encourage cooperation through teamwork. Create trust by practicing

open communication. Build a flexible work environment that welcomes new ideas and risk

taking. Do everything you can to keep your equipment and facilities up to date. Even a nice

chair can make a world of difference to an individual's psyche. Also, if possible, avoid

overcrowding and allow each employee his or her own personal space, whether it be a desk, a

locker, or even just a drawer.

4. Relationships: Employee Relationship Management must be adopted in each institute. It will

help employees to maintain harmonious relationships with all the people concerned and helps

in maintaining discipline, peace, timely task completion, which leads to higher job satisfaction

and retention.

5. Sense of Purpose: Providing a meaningful purpose is a powerful job satisfaction and

retention tool, one that can transform an individual to reach new heights of accomplishment.

6. Career Developments: Routinely discuss career plans with each staff member then provide

development opportunities based on their skills, interests and goals. Work with each employee

to help them identify reasonable and reachable performance objectives. Involve those who

implement decisions into the decision-making process. Offering professional development

opportunities is another tactic for retaining quality employees. Attending professional

workshops, seminars and continuing education classes puts employees in charge of their own

careers, helps keep them motivated and provides a support system for their skills and talents.



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7. Autonomy: The level of employee autonomy can be governed by a most important force i.e.

top management support. Moreover employees need to know when and how tasks need to be

performed; they cannot work to their full potential when they are being overly micromanaged.

This type of management creates an atmosphere of distrust, becoming less effective; as a

result, creativity and motivation are soon snuffed out. Giving employee’s autonomy and trust,

with accountability, is far more effective, and allows them to improve in efficiency, quality of

work as well as enjoy a real sense of personal accomplishment on-the-job.

8. Work Load: Adopt workload-management techniques like outsourcing to minimise

workload, taking someone on board, upsizing and downsizing.

Employee retention is viewed as a process or function of the human resources

department. Somehow there is an expectation that the recruiting staff should not only identify

and hire employees, but that they should also ensure their retention through some sort of

strategy or program. The reality is that employee retention is everyone's responsibility.

Limitations

Five institutions have been considered to be the representatives of all the technical

institutions in chhattisgarh which may be very less. More over the mental status of the

respondents have not been considered that might affect the study.



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