CHAPTER 2- REVIEW OF LITERATURE

2.1 LITERATURE REVIEW

Mosammod Mahamuda Parvin and M. M. Nurul Kabir (2011), in their study on "Factors
affecting employee job satisfaction of Pharmaceutical Sector" evaluated job satisfaction of
employees in different pharmaceutical companies. It focuses on the relative importance of job
satisfaction factors and their impacts on the overall job satisfaction of employees. It also
investigates the impacts of pharmaceutical type, work experience, age, and sex differences on
the attitudes toward 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.

Shivastava Arunima and Purang Pooja (2009), in their study entitled, "Employer
Perceptions of Job Satisfaction: Comparative Study on Indian Banks, examined the job
satisfaction level of a public sector and private sector bank employees in India Test and
qualitative analysis is used to stud the differs in employee attitudes. The results of the study
indicated that the means of the public and private banks were significantly different each
other. It was found that private sector bank employees perceive greater satisfaction with pay,
social and growth aspects of job as compared to public sector bank employees. On the other
hand, public sector bank employees have expressed greater satisfaction with job security as
compared to private sector bank employees. The study suggested both the banks to lake 76
performance, initiatives in the areas where employees have reported reduced satisfaction.

Srivastava A. K. (2008), in the study on "Effect of Perceived Work Environment on

Employees' Job Behaviour and Organizational Effectiveness", examined the effect of two
constituents of work environment (i.e.)physical and psychosocial on employees job
satisfaction and performance, and organizational effectiveness of 300 technical supervisors
and operating core personnel. The analyses revealed that participants who perceived their
work environment as to be adequate and favourable scored comparatively higher on the
measures of job satisfaction, performance, and perceived organizational effectiveness. The
two constituents of work environment were also found causing significant variance in
employee’s job behaviour and their perception of organizational effectiveness. Regression
analyses revealed that among the various components of work environment, working
condition, welfare provisions, interpersonal relations, and trust and support predominantly
contribute to employee’s job behaviour and organizational effectiveness.
Hanif and Kamal (2009), argues that if companies makes favourable 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 increased 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.

Rao K. Raghvendra (2003) opines that IR works best when the top leadership in a company
partners with the Hr department to create a people unrented performance culture. Companies
where people are the only source of value-addition have been quicker off the mark in
understanding the new realities of HR and the metrics they need to evaluate themselves. The
challenges are different for manufacturing and services companies. The challenge before an
HR manager in a manufacturing unit that is being restructured is in handing out pink slips,
managing sagging morale, bargaining with employees in wage and benefits settlements, and
looking after litigation. Further, they are trying to manage costs, boost productivity and yet
try to hold onto critical talent. What are tested are their crisis management skills,
communication and people management skills, and the ability to load from the front. On the
other hand, he observed that, services, which are either at the start-up or growth stages in
India, are in a constant need to be fist and agile. Here the challenge is in establishing base
level HR practices, recruiting quality workforces and managing exceptions, dealing with
competitive employees and pressures, managing employee expectations. Hr managers, dream
sellers and decisiveness.

D. S. Thakur (1975), studied the progress of selected milk co-operatives in Gujarat and
analysed their impact on the economic conditions of the farmers in general and weaker
sections in particular. The study covered four milk unions. Twenty four villages were
selected randomly in the study area. Data were collected through a survey method and
concluded that landless labour earned as much as 20 to 30 percent of their total income from
dairying.

Research conducted by Vitell and Davis (1990) which involved employees in a management
information system environment, found a statistically significant relationship. Between job
satisfaction and the dimension of work itself. Results from other studies conducted indicate
that a dimension such as the work itself can result in 78 either job satisfaction or
dissatisfaction (Oshagbemi, 1997; Ruthankoon & Ogunlana, 2003).

Chaudhuri (2012) the human resource practice of training outsourcing is emerging us use of
the fastest-growing segments of the broader business process outsourcing industry. In spite of
its growing popularity in both academic literature and professional practice, training
outsourcing is continuously subjected to critical reviews and on-going debates regarding the
decision to 'outsource" or "not to outsource. There exists, however, a paucity of research on
training outsourcing as a human resource development (HRD) practice on different
organizational outcomes. This conceptual paper attempted to build Review of Literature 82
on and extend previous research that examined the relationship between training and
organizational commitment by focusing on outsourced training. This study also file an
important gap in the training outsourcing literature by taking into consideration employee
perceptions and preferences towards outsourced training. The study is framed by social
exchange theory to explore possible relationships between training outsourcing and
organizational commitment.

Schermerhorn (1993) defines job satisfaction as an affective or emotional response towards

various aspects of an employee's work. The author emphasizes that likely causes of job
satisfaction include status, supervision, co-worker relationships, job content, remuneration
and extrinsic rewards, promotion and physical conditions of the work environment, as well as
organisational structure.

Savery (1989) highlighted the job satisfaction of nurses in Perth, Western Australia. The job
satisfaction level of the nurses was mainly due to interesting and challenging work which was
followed by a feeling of achievement wherein, he even said salary was ranked as a very low
satisfier. The job satisfaction level increased as the person grew old where in the variables
like gender, time in hospital, position held were controlled. Organizations should always
focus on satisfying the three basic needs (Individual motivators, Employee relationships and
personal relationships) of an employee which will in return help the employees in achieving
job satisfaction.

Melvin (1993) stated that the environmental design of an organization plays a very important
role in job satisfaction at the same time it also plays an important role in employee’s high job
involvement. A good environmental design of an organization helps in resolving the conflicts
and confusion. The author even cites that it is the responsibility of the management to design
the environment in such a manner that it reduces the dissatisfaction where in the work tasks,
working patterns are properly mentioned.

MacDermid (1999) studied the job satisfaction level of workaholics. He said there are six
variables of workaholic patterns i.e.

Workaholics, Enthusiastic Workaholics, Work Enthusiastic, Unengaged Workers, Relaxed

Workers and Disenchanted Workers. The job satisfaction level and career satisfaction level
was much more in Enthusiastic Workaholics, Work Enthusiastic, Relaxed Workers than

Workaholics, Unengaged Workers and Disenchanted Workers because of the future career
prospects, working involvement, drive and work enjoyment.

Beumont (1982) in his article highlights the job satisfaction level of general household in
United States & Britain where in there is a close fit relationship in U.S than Britain. In the
study he found that in U.S there is a positive relationship between Job Satisfaction and Age
where as in Britain it was considerably low.

Partridge (1981) studied the job satisfaction level of women in Britain in which he found
that the job satisfaction level of women was more as compared with black men, as they
normally have low expectations from their jobs. At the same time they have a greater feeling
that the alternative jobs available to them differs very less than those available to them.

Saari & Judge (2004) discussed on employee attitudes leading to job satisfaction. The
employee attitude is related to the job, when a person has a liking towards to the job the
satisfaction level increases there by increasing the organization performance as in a whole.

Savery (1987) highlights the effect of motivators on job satisfaction. He states intrinsic
motivators’ helps in achieving job satisfaction. The study says stress being one of the major
reason leading to dissatisfaction therefore it has to be taken care of properly to reduce the
level of dissatisfaction. The immediate supervisor is the person who has a major influence on
job satisfaction. The supervisor helps in increasing the satisfaction level by offering more of
intrinsic motivators like challenging work and career development to the subordinates and he
is the one who provides the most tangible assistance to the subordinate.

Singh & Jain (2013) highlights on employees job satisfaction and its impact on their
performance. Employees’ attitude reflects the moral of the company. Happy employees play
an important role in the areas of customers’ service and sales as they are the one to interact
with the customer on a daily basis. Work environment is the key factor in job satisfaction.
Good work environment and good working conditions leads to job satisfaction at the same
time helps

In increasing employee work performance, profitability, customer satisfaction as well as

retention.

Tietjen & Myers (1998) discusses the theories of job satisfaction mentioned by Herzberg
and Lockers. Job Satisfaction is always maximum when an employee is satisfied with the
work which is assigned to him. A well-furnished office and the temperature of

The work environment doesn’t help much whereas the base duty allotted in the job and the
intrinsic related feelings of an Individual creates a positive attitude in him about the job.
Salary, perks always doesn’t lead to job satisfaction it is the intrinsic feelings of an individual
which leads to job satisfaction.

Witte (2012) highlighted on the group differences aspect in job satisfaction. The study was
done on the banking sector in Belgium.

A model was created for testing the hypothesis .The model was “Job Demand Control
support” and the analysis found says that job demand(It is a psychology which says the job
requires certain capabilities)have the highest effect in explaining satisfaction in relation to the
working conditions and less in relation to explaining satisfaction with job content.

Omey (2007) discusses the relationship between educational level and job satisfaction. He
says though there is a relationship it also says that there is no relationship as well. Higher
educated workers are always satisfied in comparison with the lower educated workers, the
fact being higher educated people obtain a job of better quality. He adds lower educated
workers can also have higher level of job satisfaction from the psychological benefits of a
“good job”. Quality of jobs offered to the employees differs with the educational level
leading to different degree of job satisfaction. Job characteristics have a big role as here one
gets a scope to use his or her own skills. Therefore the author suggests that organizations
should focus more on job quality than educational level.

Oshagbemi (1997) highlights on the effect of ranking on the job satisfaction level of UK
academicians. Rank increases the job satisfaction level of the academics. Based on the
analysis it was found that gender and rank have direct impact on the level of job satisfaction
of university teachers. Female academics in the ranks of senior lecturer, reader and professor
were more satisfied than men in the same rank. Female academics were found to be more
satisfied in regard to pay, promotion, physical conditions/working facilities than men.

Kumari and Pandey Ingram (1992) states that job satisfaction is related to work, co-workers,
promotion, pay, supervision relates to customer orientation. In service industry front line
people are the one who interact with the customers on a regular basis and influence the
customer perception by their behaviors as well as the appearance of the product /service
knowledge. Promotion is a key factor in job satisfaction. It is the duty of the manger to
monitor and improve the employee satisfaction level related to supervision quality, working
conditions, intrinsic compensations and benefits and company policies so that it helps in
achieving the desired level of satisfaction within the employees.

Hawley (2008) discusses on the beginning teachers job satisfaction level and factors
influencing their level of satisfaction.

Teachers are be found to be satisfied with their job and the factors which lead to their job
satisfaction were academic proficiency ,race, socioeconomic status, teaching license and if
their mother was a teacher. Teaching license plays a getter role here as it shows the necessary
skills and knowledge required for teaching and which the teacher possess.

Antvor (2010) discusses the influence of national culture on the national job satisfaction
level and at the same time he also discusses its effect on other evaluations of job related
aspects. They state that although cultural influence was there in national job satisfaction, all
job aspects of job satisfaction were not cultural context specific. Management has to be
careful while comparing the results from a cross-national job satisfaction study.

Oshagbemi (1997) highlighted on the characteristics of job satisfaction of UK university

teachers. It grouped the university teachers into three categories i.e. “Happy”, “Satisfied”,
“Unhappy”. Satisfied workers had higher job satisfaction level as they enjoyed their primary
functions of teaching & research. Their satisfaction with organizational facilities was also
very high. On the other hand, unsatisfied categories of workers were dissatisfied on all these
aspects. This limitation can be reduced by the management of the organization by taking
appropriate steps in reducing the dissatisfaction and giving a comfort level and a sense of
belongingness to the employees in the organization and ultimately achieving job satisfaction
leading to more job involvement.
Zaki (2003) explains the job satisfaction and performance of Lebanese banking non-
managerial staff. The researcher found a significant relationship between job satisfaction and
gender in relation to pay and supervision. Only satisfied people in the organization perform
and it is the duty and responsibility of the organization to take proper care of them. Female
employees were more satisfied with the salary whereas male employees were more satisfied
with the supervision. The author even says at times this may not be relevant because self-
ratings are inflated and generally colleagues’ performance is under rated.

Warn (2003) highlighted on work place dimensions leading to stress & eventually reducing
job satisfaction. Stress is generally experienced due to loss of control of the desired outcomes
of the job. Stress is felt at the work place due to lack of power, role conflict and role
ambiguity leading to job dissatisfaction. The concept of controllability brings in a solution in
decreasing the stress and leading to job satisfaction, wherein an individual brings in a mind-
set of expectations and needs which is dependent on the individual’s aspirations and control
over various aspects of work situations. A positive working atmosphere like positive learning
environment or no harassment environment or not being fearful in work place helps in
reducing stress and achieving job satisfaction.

Ramayah (2011) evaluates within the Malaysian context whether mentoring leads to job
satisfaction. His findings reveal that career mentoring was related to all the dimensions of job
satisfaction. The dimensions of job satisfaction studied here were: job itself, co-workers,
supervisors, and promotion. Mentor plays an important role in higher level of learning always
and it directly results in positive employee outcomes. But, psychological mentoring doesn’t
have a significant relationship with the three factors of job satisfaction (co-workers, job itself
and promotion). It is also stated in the study that because psychological mentoring leads to
non-monetary satisfaction, employees at maximum time don’t value it.

Oshagbemi (1999) highlights the academics and their managers’ job satisfaction levels: A
comparative Study. Managers and academics are not able to achieve job satisfaction because
they are not satisfied with the present pay, research and administration and management.
Therefore, organizations have to look forward for the ways to reduce the dissatisfaction level
where in they can make few changes to the code of conduct of the administration and
management and helping the employees to achieve a satisfaction level.

Silverthrone (2008) studied the contribution of personality variable locus of control on job
satisfaction and related outcomes such as performance and job stress. Findings reveal that
internal locus of control leads to lower level of job stress and higher level of job satisfaction
and performance. External locus of control doesn’t reduce the job stress whereas internal
locus of control leads to performance and satisfaction by reducing the job stress.

Artz (2010) studies the link between Fringe benefits and job satisfaction. Fringe benefits
always don’t lead to job satisfaction. It is always acceptable to an extent where in the
employee has a feeling that he is able to satisfy his needs. Many at times it is found that it
doesn’t match the requirement of the employee leading to dissatisfaction. Therefore,
organizations have to review their system in a better way which will provide fringe benefits
as required and provide employees every opportunity to avail them, ultimately leading to job
satisfaction.

Mudor and Tookson (2011) discusses about the link between human resource management
practices, job satisfaction and finally the turnover. Supervision, training and pay practices
which are the three variables in HRM Practices are very adversely associated with job
satisfaction. Effective jobs help in achieving job satisfaction with continuous training and
good pay. Job satisfaction is directly related to turnover.

Locke, E. A. (1976), the nature and causes of job satisfaction. In M. D. Dunnette (Ed.),
Handbook of industrial and organizational psychology (pp. 1297-1349). Chicago, IL: Rand
McNally.

Locke's seminal review article from 1976 is a classic in the field of job satisfaction research.
In this article, he defines job satisfaction as "a pleasurable or positive emotional state
resulting from the appraisal of one's job or job experiences" and identifies several key factors
that contribute to job satisfaction, including job characteristics, individual characteristics, and
environmental factors.

Judge, T. A., & Bono, J. E. (2001). Relationship of core self-evaluations traits--self-esteem,

generalized self-efficacy, locus of control, and emotional stability--with job satisfaction and
job performance: A meta-analysis. Journal of Applied Psychology, 86(1), 80-92.

This meta-analysis by Judge and Bono examines the relationship between core self-
evaluations (i.e., self-esteem, generalized self-efficacy, locus of control, and emotional
stability) and job satisfaction. The authors found a positive relationship between all four core
self-evaluations traits and job satisfaction, suggesting that individuals with higher levels of
these traits tend to be more satisfied with their jobs.

Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences.

Thousand Oaks, CA: Sage Publications.

Spector's book provides a comprehensive overview of job satisfaction research, including its
measurement, causes, and consequences. He discusses various theories of job satisfaction and
identifies multiple factors that influence job satisfaction, such as job characteristics,
organizational culture, and individual differences.

Tella, A., Ayeni, C. O., & Popoola, S. O. (2007). Work motivation, job satisfaction, and
organizational commitment of library personnel in academic and research libraries in Oyo
State, Nigeria. Library Philosophy and Practice, 1-16.

This study by Tella, Ayeni, and Popoola examines job satisfaction and its relationship with
work motivation and organizational commitment among library personnel in Nigeria. The
authors found that job satisfaction was positively related to work motivation and
organizational commitment, suggesting that satisfied employees are more likely to be
motivated and committed to their organizations.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource
management influence organizational outcomes? A meta-analytic investigation of mediating
mechanisms. Academy of Management Journal, 55(6), 1264-1294.

This meta-analysis by Jiang and colleagues examines the relationship between human
resource management (HRM) practices and organizational outcomes, including job
satisfaction. The authors found that HRM practices are positively related to job satisfaction,
and that this relationship is partially mediated by perceptions of organizational support and
the quality of the employee-supervisor relationship.

Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey.
Journal of Applied Psychology, 60(2), 159-170.

Hackman and Oldham's influential study introduced the Job Diagnostic Survey, which
measures the core job dimensions of skill variety, task identity, task significance, autonomy,
and feedback, as well as their impact on job satisfaction. The authors found that these core
job dimensions are positively related to job satisfaction and other outcomes, such as
motivation and performance.

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work (2nd Ed.).
New York: John Wiley & Sons.

Herzberg and colleagues' book introduced the two-factor theory of job satisfaction, which
proposes that there are two types of factors that influence job satisfaction: hygiene factors
(such as salary, working conditions, and job security) and motivators (such as achievement,
recognition, and growth opportunities). The authors argue that hygiene factors are necessary
but not sufficient for job satisfaction, and that motivators are more important for creating a
sense of fulfilment and motivation in the workplace.

Steel, R. P., & Konig, C. J. (2006). Integrating theories of motivation. Academy of

Management Review, 31(4), 889-913.

This review article by Steel and Konig integrates various theories of motivation, including
expectancy theory, goal-setting theory, self-efficacy theory, and self-determination theory, to
better understand the factors that influence job satisfaction and performance. The authors
propose a comprehensive framework for understanding how these theories interact to
influence motivation and behavior in the workplace.

Wright, T. A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as
predictors of job performance. Journal of Occupational Health Psychology, 5(1), 84-94.

This study by Wright and Cropanzano examines the relationship between psychological well-
being, job satisfaction, and job performance. The authors found that psychological well-being
and job satisfaction are positively related to job performance, suggesting that employees who
are more satisfied and have better mental health tend to perform better on the job.

Van Saane, N., Sluiter, J. K., Verbeek, J. H., & Frings-Dresen, M. H. (2003). Reliability
and validity of instruments measuring job satisfaction--a systematic review. Occupational
Medicine, 53(3), 191-200.This systematic review by Van Saane and colleagues examines the
reliability and validity of instruments used to measure job satisfaction. The authors found that
many instruments have good psychometric properties, but caution that researchers should
carefully consider the context and purpose of their study when selecting a measurement tool