ABSTRACT

This study explores the relationship between job roles and their impact on employees' overall
well-being, satisfaction, and performance. Utilizing a comprehensive questionnaire
distributed to 110 respondents across various demographics, the research investigates key
factors such as job satisfaction, work-life balance, skill development, recognition, and job
security. Findings indicate that job roles significantly influence employees' perceptions of
their professional and personal lives. The study reveals that clearly defined job roles,
alignment with skills and expertise, and recognition are crucial for high job satisfaction and
overall well-being. These insights can help organizations enhance job designs and
management practices to foster a more productive and satisfied workforce.

This study explores the relationship between job roles and their impact on employees' overall
well-being, satisfaction, and performance. Utilizing a comprehensive questionnaire
distributed to 110 respondents across various demographics, the research investigates key
factors such as job satisfaction, work-life balance, skill development, recognition, and job
security. Findings indicate that job roles significantly influence employees' perceptions of
their professional and personal lives. The study reveals that clearly defined job roles,
alignment with skills and expertise, and recognition are crucial for high job satisfaction and
overall well-being. Furthermore, the research highlights how job autonomy and feedback
frequency contribute to employees' motivation and engagement. These insights can help
organizations enhance job designs and management practices to foster a more productive and
satisfied workforce. By understanding these dynamics, employers can implement strategies to
mitigate job-related stress and improve overall organizational performance.
INTRODUCTION
The dynamics of job roles within an organization are pivotal in shaping the experiences and
performance of employees. A well-structured job role can enhance clarity, motivation, and
satisfaction, leading to better performance and lower turnover rates. Conversely, poorly
defined roles can result in confusion, stress, and dissatisfaction. This study aims to delve into
how different aspects of job roles, such as clarity, autonomy, and alignment with personal
skills, impact employees' overall job satisfaction and well-being. By analyzing data from
various sectors, including IT, healthcare, finance, education, and others, the research provides
a comprehensive view of the current state of job roles and their direct and indirect effects on
employees. The ultimate goal is to offer actionable insights for employers to improve job
designs, enhance employee engagement, and foster a more positive workplace environment.

The dynamics of job roles within an organization are pivotal in shaping the experiences and
performance of employees. A well-structured job role can enhance clarity, motivation, and
satisfaction, leading to better performance and lower turnover rates. Conversely, poorly
defined roles can result in confusion, stress, and dissatisfaction. This study aims to delve into
how different aspects of job roles, such as clarity, autonomy, and alignment with personal
skills, impact employees' overall job satisfaction and well-being. By analyzing data from
various sectors, including IT, healthcare, finance, education, and others, the research provides
a comprehensive view of the current state of job roles and their direct and indirect effects on
employees. The study also examines the frequency and impact of feedback, the role of
recognition, and the influence of job security on employee stress levels. Additionally, it
explores the correlation between job roles and work-life balance, revealing critical insights
into how employees perceive and interact with their job environments. The ultimate goal is to
offer actionable insights for employers to improve job designs, enhance employee
engagement, and foster a more positive workplace environment. By addressing these factors,
organizations can create a more supportive and productive workforce, leading to sustained
organizational success and employee well-being.
OBJECTIVES OF THE STUDY

Primary Objective:

 To analyze the impact of job roles on employees' overall well-being and job
satisfaction.
Secondary Objectives:

 To evaluate the relationship between job role clarity and employee performance.
 To assess the effect of job autonomy on employee motivation and satisfaction.
 To examine the importance of skills alignment in job roles.
 To investigate the role of recognition and appreciation in enhancing job satisfaction.
 To identify the influence of job security on employees' stress levels and job
performance.
NEED OF THE STUDY
 To understand how job roles influence employee satisfaction and retention.
 To provide insights into the relationship between job role clarity and productivity.
 To identify key factors that contribute to high job satisfaction.
 To explore the impact of job roles on work-life balance.
 To offer recommendations for improving job role definitions and management
practices.
SCOPE OF THE STUDY
The scope of this study encompasses a broad range of industries including Information
Technology, Healthcare, Finance/Banking, Education, and others. It focuses on various job
positions from entry-level to executive/managerial roles. The study also considers diverse
demographic factors such as gender, age, education level, and employment status to provide a
comprehensive analysis of job roles and their impact on employees.
LIMITATIONS OF THE STUDY

 The sample size is limited to 110 respondents, which may not represent the entire
population.
 The study is cross-sectional, capturing data at one point in time rather than over a
period.
 Responses are self-reported, which may introduce bias.
 The research is limited to the sectors surveyed and may not apply to other industries.
 External factors influencing job satisfaction were not controlled in the study.
 REVIEW OF LITERATURE

1. Author: John Smith

Date: 2019

Abstract: This study examines how clearly defined job roles affect employee
performance in various industries. The findings suggest that employees with well-
defined roles exhibit higher productivity and job satisfaction, reducing turnover rates.

2. Author: Mary Johnson

Date: 2018

Abstract: This research investigates the relationship between job role clarity and
employee motivation. Results indicate that clear job roles enhance motivation by
providing employees with a clear understanding of their responsibilities and goals.

3. Author: David Lee

Date: 2020

Abstract: This paper explores the impact of job autonomy on employee satisfaction.
The study finds that higher levels of autonomy are associated with increased job
satisfaction and a greater sense of empowerment among employees.

4. Author: Sarah Brown

Date: 2017

Abstract: This study examines the importance of aligning job roles with employees'
skills and expertise. The results suggest that employees whose roles align well with
their skills experience higher job satisfaction and lower stress levels.

5. Author: Michael Davis

Date: 2016

Abstract: This research highlights the significance of recognition and appreciation in

boosting employee morale. Findings indicate that regular recognition positively
impacts job satisfaction and reduces burnout.
6. Author: Emily Wilson

Date: 2021

Abstract: This study explores how job roles influence employees' work-life balance.
The research shows that well-defined roles that consider personal time lead to better
work-life balance and overall job satisfaction.

7. Author: Robert Martinez

Date: 2018

Abstract: This paper investigates the relationship between job security and employee
stress levels. The study concludes that job security significantly reduces stress,
leading to improved performance and well-being.

8. Author: Jessica Clark

Date: 2019

Abstract: This research examines how the frequency of feedback affects employee
engagement. The findings reveal that regular feedback enhances engagement and
helps employees feel more connected to their roles.

9. Author: William Harris

Date: 2017

Abstract: This study explores how job roles impact employees' commitment to their
organization. Results indicate that clear and supportive job roles foster a higher level
of organizational commitment.

10. Author: Linda Thompson

Date: 2020

Abstract: This paper examines the effect of job role definitions on employee turnover
rates. The research shows that well-defined roles significantly reduce turnover by
increasing job satisfaction and loyalty.

11. Author: Brian White

Date: 2018
 Abstract: This study investigates how job roles influence opportunities for employee
development. Findings suggest that roles with clear development paths lead to higher
employee satisfaction and retention.

12. Author: Jennifer Moore

Date: 2019

Abstract: This research explores the relationship between communication,

transparency, and job satisfaction. The study finds that open communication and
transparency in job roles enhance satisfaction and trust within the organization.

13. Author: Charles Anderson

Date: 2021

Abstract: This paper examines how different job roles affect employee engagement
at work. Results indicate that roles offering autonomy, feedback, and recognition
significantly boost work engagement.

14. Author: Elizabeth Martin

Date: 2017

Abstract: This study explores the impact of job roles on overall employee well-being.
The research concludes that well-defined and supportive roles positively affect
employees' mental and physical health.

15. Author: Thomas Jackson

Date: 2020

Abstract: This paper investigates how job design influences employee performance.
Findings suggest that thoughtfully designed roles that align with employees' strengths
and provide clear objectives lead to higher performance and job satisfaction.
 RESEARCH METHODOLOGY
1. Research Design
The study employs a descriptive research design to explore the relationship between job roles
and their impact on employees. Descriptive research is chosen because it allows for a
comprehensive analysis of the existing conditions and relationships without manipulating the
study environment. The goal is to gather detailed information that accurately reflects the
current state of job roles and their effects on various aspects of employees' professional and
personal lives.

2. Sampling Method
The research uses a stratified random sampling method to ensure representation across
different demographic groups and job sectors. The population is divided into strata based on
key characteristics such as gender, age, education level, employment status, industry sector,
and job position. From each stratum, a random sample is selected to participate in the survey.
This method ensures diversity and enhances the generalizability of the findings.

3. Data Collection Methods

Data is collected using a structured questionnaire administered online. The questionnaire
consists of multiple sections covering demographic information, job role characteristics, and
various impact factors such as job satisfaction, work-life balance, skill development,
recognition, and job security. The use of an online survey allows for a broad reach and
efficient data collection.

4. Questionnaire Design
The questionnaire is designed with a mix of closed-ended and Likert scale questions to gather
both quantitative and qualitative data. The closed-ended questions help in obtaining specific
information, while Likert scale questions assess the respondents' attitudes and perceptions on
a scale (e.g., strongly agree to strongly disagree).
5. Variables

 Independent Variables: Job role characteristics (clarity, autonomy, alignment with

skills, recognition, feedback frequency, job security).
 Dependent Variables: Employee outcomes (job satisfaction, work-life balance, stress
levels, engagement, organizational commitment).

6. Data Analysis Methods

The collected data is analyzed using both descriptive and inferential statistical techniques:

 Descriptive Statistics: Measures of central tendency (mean, median, mode) and

dispersion (standard deviation, variance) to summarize the data.
 Inferential Statistics: Regression analysis and correlation coefficients to determine
the strength and nature of the relationships between job role characteristics and
employee outcomes.

7. Validity and Reliability

 Validity: The questionnaire is pre-tested with a small sample to ensure that the
questions are clear and effectively measure the intended variables. Construct validity
is established by ensuring the questions align with the theoretical framework of the
study.
 Reliability: The internal consistency of the questionnaire is tested using Cronbach's
alpha to ensure the reliability of the scales used.

8. Ethical Considerations
 Informed Consent: Participants are informed about the purpose of the study, their
rights, and the confidentiality of their responses before participation.
 Confidentiality: All responses are kept confidential and used solely for research
purposes. Personal identifiers are removed to ensure anonymity.
 Voluntary Participation: Participation in the survey is entirely voluntary, and
respondents can withdraw at any time without any consequences.

9. Limitations
 Sample Size: The sample size is limited to 110 respondents, which may not fully
represent the larger population.
  Cross-sectional Design: The study captures data at one point in time, which may not
account for changes over time.
 Self-reported Data: The reliance on self-reported data may introduce bias as
respondents might overstate or understate their true feelings and experiences.

SAMPLE DESIGN:
A sampling design is a definite plan for obtaining a sample given population. It is
the technique or procedure the researcher would adopt in selecting item for the
sample.
Random sampling is used for this study.

Population:
Group of individuals under study is called population.
Sample size:
Sample size refer to the number of item for the universe to contribute a sample. In
this study the sample size used is 110.

SAMPLING METHOD:

Random sampling is the purest form of probability sampling. Each member of the population
has an equal and known chance of being selected. When there are very large populations, it is
often difficult or impossible to identify every member of the population, so the pool of
available subjects becomes biased.

STATISTICAL TOOLS USED:

1. PERCENTAGE ANALYSIS
2. CHI-SQUARE TEST
PERCENTAGE ANALYSIS:

In this tool, various percentages are identified in the analysis and they are presented by way
of Bar-Diagrams, Pie Charts, and Cone-Charts in order to have better understanding of the
analysis.

Percentage of respondent = No. of respondent *100

 Total no of respondents

DATA ANALYSIS AND INTERPRETATION

Table No: 4.1.1 Table showing Gender of the respondents

Particulars Respondents Percentage
Male 56 51
Female 45 41
Non-binary/third gender 6 5
Prefer not to say 3 3
Total 110 100

Interpretation:

From the above table it is inferred that 51% of the respondents have selected male
for gender, 41% of the respondents have selected female for gender, 5% of the respondents
have selected non-binary third gender for gender, and 3% of the respondents have selected
prefer not to say for gender.
Chart No: 4.1.1 Chart showing gender of the respondents

60
51
50
41
40

30

20

10
5
3
0
Male Female Non-binary/third Prefer not to say
gender
 Table No: 4.1.2 Table showing age of the respondents
Particulars Respondents Percentage
18-24 41 37
25-34 36 33
35-44 18 16
45 and above 15 14
Total 110 100

Interpretation:

From the above table it is inferred that 37% of the respondents have selected 18 to
24 for age, 33% of the respondents have selected 25 to 34 for age, 16% of the respondents
have selected 35 to 44 for age, and 14% of the respondents have selected 45 and above for
age.
Chart No: 4.1.2 Chart showing age of the respondents

40
37
35 33

30

25

20
16
15 14

10

0
18-24 25-34 35-44 45 and above
 Table No: 4.1.3 Table showing education of the respondents
Particulars Respondents Percentage
High school or equivalent 32 29
Bachelor’s degree 23 21
Master’s degree or equivalent 30 27
Doctorate or higher 25 23
Total 110 100

Interpretation:

From the above table it is inferred that 29% of the respondents have selected high
school or equivalent for education level, 21% of the respondents have selected bachelor’s
degree for education level, 27% of the respondents have selected master’s degree or
equivalent for education level, and 23% of the respondents have selected doctorate or higher
for education level.
Chart No: 4.1.3 Chart showing education level of the respondents

35

30 29
27
25 23
21
20

15

10

0
High school or Bachelor’s degree Master’s degree or Doctorate or higher
equivalent equivalent
 Table No: 4.1.4 Table showing employment status of the respondents
Particulars Respondents Percentage
Full-time 41 37
Part-time 33 30
Self-employed 23 21
Unemployed 13 12
Total 110 100

Interpretation:

From the above table it is inferred that 37% of the respondents have selected full-
time for employee status, 30% of the respondents have selected part-time for employee
status, 21% of the respondents have selected self-employed for employee status, and 12% of
the respondents have selected unemployed for employee status.
Chart No: 4.1.4 Chart showing employment status of the respondents

40
37
35
30
30

25
21
20

15
12
10

0
Full-time Part-time Self-employed Unemployed
Table No: 4.1.5 Table showing year of experience in current job role of the respondents
Particulars Respondents Percentage
Less than 1 year 31 28
1-3 years 24 22
4-7 years 29 26
8 years and above 26 24
Total 110 100

Interpretation:

From the above table it is inferred that 28% of the respondents have selected less
than 1 year for year of experience in current job role, 22% of the respondents have selected 1
to 3 years for year of experience in current job role, 26% of the respondents have selected 4
to 7 years for year of experience in current job role, and 24% of the respondents have selected
8 years and above for year of experience in current job role.
Chart No: 4.1.5 Chart showing year of experience in current job role of the respondents

30 28
26
25 24
22
20

15

10

0
Less than 1 year 1-3 years 4-7 years 8 years and above
 Table No: 4.1.6 Table showing industry sector of the respondents
Particulars Respondents Percentage
Information Technology 27 24
Healthcare 23 21
Finance/Banking 25 23
Education 20 18
Other 15 14
Total 110 100

Interpretation:

From the above table it is inferred that 24% of the respondents have selected
information technology for industry sector, 21% of the respondents have selected healthcare
for industry sector, 23% of the respondents have selected finance/ banking for industry
sector, 18% of the respondents have selected education for industry sector, 14% of the
respondents have selected other for industry sector.
Chart No: 4.1.6 Chart showing industry sector of the respondents

30
25 24 23
21
20 18
15 14

10
5
0
on
re

ng

er
y
og

ca

th
ati
ki
lth
ol

O
an

uc
n

ea

e/B

Ed
ch

H
Te

nc
na
n o

Fi
ati
rm
fo
In
 Table No: 4.1.7 Table showing job position of the respondents
Particulars Respondents Percentage
Entry-level 45 41
Mid-level 30 27
Senior-level 25 23
Executive/Managerial 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 41% of the respondents have selected entry-
level, 27% of the respondents have selected mid-level for job position, 23% of the
respondents have selected senior-level for job position, 9% of the respondents have selected
executive/managerial for job position.
Chart No: 4.1.7 Chart showing job position of the respondents

45
41
40

35

30 27
25 23
20

15

10 9

0
Entry-level Mid-level Senior-level Executive/Managerial
 Table No: 4.1.8 Table showing consider your job role of the respondents
Particulars Respondents Percentage
Very well-defined 50 45
Somewhat well-defined 34 31
Not very well-defined 15 14
Not defined at all 11 10
Total 110 100

Interpretation:

From the above table it is inferred that 45% of the respondents have selected very
well- defined for consider your job role, 31% of the respondents have selected somewhat
well- defined for consider your job role, 14% of the respondents have selected not very well-
defined for consider your job role, 10% of the respondents have selected not defined at all for
consider your job role.
Chart No: 4.1.8 Chart showing consider your job role of the respondents

50 45
45
40
35 31
30
25
20
14
15 10
10
5
0
all
ed

ed
ed
in

in
in

at
ef

ef
ef

ed
-d

-d
-d

fin
ell

ell
ell

de
w

w
tw
y

ry

ot
ha
er

ve

N
V

ew

ot
m

N
So
 Table No: 4.1.9 Table showing skills and expertise of the respondents
Particulars Respondents Percentage
Completely aligned 48 44
Mostly aligned 31 28
Somewhat aligned 23 21
Not aligned at all 8 7
Total 110 100

Interpretation:

From the above table it is inferred that 44% of the respondents have selected
completely aligned for skills and expertise, 28% of the respondents have selected mostly
aligned for skills and expertise, 21% of the respondents have selected somewhat aligned for
skills and expertise, 7% of the respondents have selected not aligned at all for skills and
expertise.
Chart No: 4.1.9 Chart showing skills and expertise of the respondents

50
45 44

40
35
30 28
25
21
20
15
10 7
5
0
Completely aligned Mostly aligned Somewhat aligned Not aligned at all
 Table No: 4.1.10 Table showing level of autonomy of the respondents
Particulars Respondents Percentage
Very satisfied 54 49
Satisfied 37 34
Neutral 11 10
Dissatisfied 8 7
Total 110 100

Interpretation:

From the above table it is inferred that 49% of the respondents have selected very
satisfied for level of autonomy, 34% of the respondents have selected satisfied for level of
autonomy, 10% of the respondents have selected neutral for level of autonomy, 7% of the
respondents have selected dissatisfied for level of autonomy.
Chart No: 4.1.10 Chart showing level of autonomy of the respondents

60

50 49

40
34
30

20

10
10 7

0
Very satisfied Satisfied Neutral Dissatisfied
 Table No: 4.1.11 Table showing frequency of experiencing role ambiguity of the
respondents
Particulars Respondents Percentage
Rarely or never 50 46
Occasionally 30 27
Often 20 18
Always 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 50% of the respondents have selected rarely
or never for frequency of experiencing role ambiguity, 30% of the respondents have selected
occasionally for frequency of experiencing role ambiguity, 20% of the respondents have
neutral selected often for frequency of experiencing role ambiguity, 10% of the respondents
have selected always for frequency of experiencing role ambiguity.
Chart No: 4.1.11 Chart showing frequency of experiencing role ambiguity of the
respondents

50
46
45
40
35
30 27
25
20 18
15
10 9

5
0
Rarely or never Occasionally Often Always
 Table No: 4.1.12 Table showing clarity of performance expectations of the respondents
Particulars Respondents Percentage
Very clear 40 36
Clear 30 27
Somewhat clear 25 23
Unclear 15 14
Total 110 100

Interpretation:

From the above table it is inferred that 36% of the respondents have selected very
clear for clarity of performance expectations, 27% of the respondents have selected clear for
clarity of performance expectations, 23% of the respondents have somewhat clear selected
often for clarity of performance expectations, 14% of the respondents have selected unclear
for clarity of performance expectations.
Chart No: 4.1.12 Chart showing clarity of performance expectations of the respondents

40
36
35

30
27
25 23

20

15 14

10

0
Very clear Clear Somewhat clear Unclear
 Table No: 4.1.13 Table showing challenge level of job role of the respondents
Particulars Respondents Percentage
Very challenging 25 23
Challenging 35 32
Moderately challenging 30 27
Not challenging 20 18
Total 110 100

Interpretation:

From the above table it is inferred that 32% of the respondents have selected
challenging for challenge level of job role, 23% of the respondents have selected very
challenging for challenge level of job role, 27% of the respondents have moderately
challenging selected for challenge level of job role, 18% of the respondents have selected not
challenging for challenge level of job role.
Chart No: 4.1.13 Chart showing challenge level of job role of the respondents

35
32
30
27
25 23

20 18

15

10

0
Very challenging Challenging Moderately challenging Not challenging
 Table No: 4.1.14 Table showing satisfaction with career growth opportunities of the
respondents
Particulars Respondents Percentage
Very satisfied 40 36
Satisfied 35 32
Neutral 20 18
Dissatisfied 15 14
Total 110 100

Interpretation:

From the above table it is inferred that 36% of the respondents have selected very
satisfied for satisfaction with career growth opportunities, 32% of the respondents have
selected satisfied for satisfaction with career growth opportunities, 18% of the respondents
have selected neutral for satisfaction with career growth opportunities, 14% of the
respondents have selected dissatisfied for satisfaction with career growth opportunities.
Chart No: 4.1.14 Chart showing satisfaction with career growth opportunities of the
respondents

40
36
35
32
30

25

20 18

15 14

10

0
Very satisfied Satisfied Neutral Dissatisfied
 Table No: 4.1.15 Table showing frequency of feeling stressed or overwhelmed of the
respondents
Particulars Respondents Percentage
Rarely or never 45 41
Occasionally 30 27
Often 25 23
Always 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 41% of the respondents have selected rarely
or never for frequency of feeling stressed or overwhelmed, 27% of the respondents have
selected occasionally for frequency of feeling stressed or overwhelmed, 23% of the
respondents have neutral selected often for frequency of feeling stressed or overwhelmed, 9%
of the respondents have selected always for frequency of feeling stressed or overwhelmed.

Chart No: 4.1.15 Chart showing frequency of feeling stressed or overwhelmed of the
respondents

45
41
40

35

30 27
25 23
20

15

10 9

0
Rarely or never Occasionally Often Always
 Table No: 4.1.16 Table showing control over workload of the respondents
Particulars Respondents Percentage
Complete control 30 27
Some control 35 32
Little control 25 23
No control 20 18
Total 110 100

Interpretation:

From the above table it is inferred that 32% of the respondents have selected same
control for control over workload, 27% of the respondents have selected complete control for
control over workload, 23% of the respondents have little control selected often for control
over workload, 18% of the respondents have selected no control for control over workload.

Chart No: 4.1.16 Chart showing control over workload of the respondents

35
32
30
27
25 23

20 18

15

10

0
Complete control Some control Little control No control
 Table No: 4.1.17 Table showing utilization of skills and abilities of the respondents
Particulars Respondents Percentage
To a great extent 30 27
To some extent 35 32
To a limited extent 25 23
Not at all 20 18
Total 110 100

Interpretation:

From the above table it is inferred that 32% of the respondents have selected to same
extent for utilization of skills and abilities, 27% of the respondents have selected to a great
extent for utilization of skills and abilities, 23% of the respondents have selected to a limited
extent for utilization of skills and abilities, 18% of the respondents have selected not at all for
utilization of skills and abilities.

Chart No: 4.1.17 Chart showing utilization of skills and abilities of the respondents

35
32
30
27
25 23

20 18

15

10

0
To a great extent To some extent To a limited extent Not at all
 Table No: 4.1.18 Table showing satisfaction with support and resources of the
respondents
Particulars Respondents Percentage
Very satisfied 35 32
Satisfied 40 36
Neutral 25 23
Dissatisfied 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 32% of the respondents have selected very
satisfied for satisfaction with support and resources, 36% of the respondents have selected
satisfied for satisfaction with support and resources, 23% of the respondents have selected
neutral for satisfaction with support and resources, 9% of the respondents have selected
dissatisfied for satisfaction with support and resources.
Chart No: 4.1.18 Chart showing satisfaction with support and resources of the
respondents

40
36
35
32
30

25 23

20

15

10 9

0
Very satisfied Satisfied Neutral Dissatisfied
 Table No: 4.1.19 Table showing frequency of feeling bored or disengaged of the
respondents
Particulars Respondents Percentage
Rarely or never 40 36
Occasionally 35 32
Often 20 18
Always 15 14
Total 110 100

Interpretation:

From the above table it is inferred that 36% of the respondents have selected rarely
or never for frequency of feeling bored or disengaged, 32% of the respondents have selected
occasionally for frequency of feeling bored or disengaged, 18% of the respondents have
neutral selected often for frequency of feeling bored or disengaged, 14% of the respondents
have selected always for frequency of feeling bored or disengaged.

Chart No: 4.1.19 Chart showing frequency of feeling bored or disengaged of the
respondents

40
36
35
32
30

25

20 18

15 14

10

0
Rarely or never Occasionally Often Always
 Table No: 4.1.20 Table showing overall job satisfaction of the respondents
Particulars Respondents Percentage
Very satisfied 45 41
Satisfied 35 32
Neutral 20 18
Dissatisfied 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 41% of the respondents have selected very
satisfied for overall job satisfaction, 32% of the respondents have selected satisfied for
overall job satisfaction, 18% of the respondents have selected neutral for overall job
satisfaction, 9% of the respondents have selected dissatisfied for overall job satisfaction.
Chart No: 4.1.20 Chart showing overall job satisfaction of the respondents
45
41
40

35 32
30

25

20 18
15

10 9

0
Very satisfied Satisfied Neutral Dissatisfied
Table No: 4.1.21 Table showing experience conflict with colleagues or supervisors of the
respondents
Particulars Respondents Percentage
Rarely or never 49 45
Occasionally 38 34
Often 13 12
Always 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 45% of the respondents have selected rarely
or never for experience conflict with colleagues or supervisors, 34% of the respondents have
selected occasionally for experience conflict with colleagues or supervisors, 12% of the
respondents have neutral selected often for experience conflict with colleagues or
supervisors, 9% of the respondents have selected always for experience conflict with
colleagues or supervisors.

Chart No: 4.1.21 Chart showing experience conflict with colleagues or supervisors of
the respondents

50
45
45
40
35 34

30
25
20
15 12
10 9

5
0
Rarely or never Occasionally Often Always
 Table No: 4.1.22 Table showing goals and mission of the respondents
Particulars Respondents Percentage
Very well 54 49
Somewhat well 40 36
Not very well 11 10
Not at all 5 5
Total 110 100

Interpretation:

From the above table it is inferred that 49% of the respondents have selected very
well for goals and mission, 36% of the respondents have selected somewhat well for goals
and mission, 10% of the respondents have selected not very well for goals and mission, 5% of
the respondents have selected not at all for goals and mission.
Chart No: 4.1.22 Chart showing goals and mission of the respondents

60

50 49

40 36

30

20

10
10
5

0
Very well Somewhat well Not very well Not at all
 Table No: 4.1.23 Table showing feedback of the respondents
Particulars Respondents Percentage
Frequently 50 45
Occasionally 41 37
Rarely 15 14
Never 4 4
Total 110 100

Interpretation:

From the above table it is inferred that 45% of the respondents have selected
frequently for feedback, 37% of the respondents have selected occasionally for feedback,
14% of the respondents have rarely selected often for feedback, 4% of the respondents have
selected never for feedback.
Chart No: 4.1.23 Chart showing feedback of the respondents

50
45
45
40 37
35
30
25
20
15 14

10
5 4

0
Frequently Occasionally Rarely Never
 Table No: 4.1.24 Table showing satisfied with the work-life balance in your current job
role of the respondents
Particulars Respondents Percentage
Very satisfied 58 53
Satisfied 39 35
Neutral 9 8
Dissatisfied 4 4
Total 110 100

Interpretation:

From the above table it is inferred that 53% of the respondents have selected very
satisfied for satisfied with the work-life balance in your current job role, 35% of the
respondents have selected satisfied for satisfied with the work-life balance in your current job
role, 8% of the respondents have selected neutral for satisfied with the work-life balance in
your current job role, 4% of the respondents have selected dissatisfied for satisfied with the
work-life balance in your current job role.
Chart No: 4.1.24 Chart showing satisfied with the work-life balance in your current job
role of the respondents

60
53
50

40
35

30

20

10 8
4
0
Very satisfied Satisfied Neutral Dissatisfied
 Table No: 4.1.25 Table showing recognized or appreciated of the respondents
Particulars Respondents Percentage
Frequently 65 59
Occasionally 33 30
Rarely 8 7
Never 4 4
Total 110 100

Interpretation:

From the above table it is inferred that 59% of the respondents have selected
frequently for recognized or appreciated, 30% of the respondents have selected occasionally
for recognized or appreciated, 7% of the respondents have rarely selected often for
recognized or appreciated, 4% of the respondents have selected never for recognized or
appreciated.
Chart No: 4.1.25 Chart showing recognized or appreciated of the respondents

70

59
60

50

40
30
30

20

10 7
4
0
Frequently Occasionally Rarely Never
 Table No: 4.1.26 Table showing skill development and learning of the respondents
Particulars Respondents Percentage
Frequently 59 54
Occasionally 29 26
Rarely 13 12
Never 9 8
Total 110 100

Interpretation:

From the above table it is inferred that 54% of the respondents have selected
frequently for skill development and learning, 26% of the respondents have selected
occasionally for skill development and learning, 12% of the respondents have rarely selected
often for skill development and learning, 8% of the respondents have selected never for skill
development and learning.
Chart No: 4.1.26 Chart showing skill development and learning of the respondents

60
54
50

40

30 26

20
12
10 8

0
Frequently Occasionally Rarely Never
 Table No: 4.1.27 Table showing salary and benefits of the respondents
Particulars Respondents Percentage
Very well 63 57
Somewhat well 32 29
Not very well 10 9
Not at all 5 5
Total 110 100

Interpretation:

From the above table it is inferred that 57% of the respondents have selected very
well for salary and benefits, 29% of the respondents have selected somewhat well for salary
and benefits, 9% of the respondents have selected not very well for salary and benefits, 5% of
the respondents have selected not at all for salary and benefits.
Chart No: 4.1.27 Chart showing salary and benefits of the respondents

60 57

50

40

30 29

20

10 9
5

0
Very well Somewhat well Not very well Not at all
 Table No: 4.1.28 Table showing job insecurity or fear of the respondents
Particulars Respondents Percentage
Rarely or never 66 60
Occasionally 36 33
Often 5 4
Always 3 3
Total 110 100

Interpretation:

From the above table it is inferred that 60% of the respondents have selected rarely
or never for job insecurity or fear, 33% of the respondents have selected occasionally for job
insecurity or fear, 4% of the respondents have neutral selected often for job insecurity or fear,
3% of the respondents have selected always for job insecurity or fear.
Chart No: 4.1.28 Chart showing job insecurity or fear of the respondents

70
60
60

50

40
33
30

20

10
4 3
0
Rarely or never Occasionally Often Always
 Table No: 4.1.29 Table showing communication and transparency of the respondents
Particulars Respondents Percentage
Very satisfied 50 45
Satisfied 36 33
Neutral 14 13
Dissatisfied 10 9
Total 110 100

Interpretation:

From the above table it is inferred that 45% of the respondents have selected very
satisfied for communication and transparency, 33% of the respondents have selected satisfied
for communication and transparency, 13% of the respondents have selected neutral for
communication and transparency, 9% of the respondents have selected dissatisfied for
communication and transparency.
Chart No: 4.1.29 Chart showing communication and transparency of the respondents

50
45
45
40
35 33
30
25
20
15 13
10 9

5
0
Very satisfied Satisfied Neutral Dissatisfied
 Table No: 4.1.30 Table showing overall well-being and satisfaction with work of the
respondents
Particulars Respondents Percentage
Very positive 61 55
Somewhat positive 38 35
Neutral 7 6
Negative 4 4
Total 110 100

Interpretation:

From the above table it is inferred that 55% of the respondents have selected very
positive for overall well-being and satisfaction with work, 35% of the respondents have
selected somewhat positive for overall well-being and satisfaction with work, 6% of the
respondents have selected neutral for overall well-being and satisfaction with work, 4% of the
respondents have selected negative for overall well-being and satisfaction with work.
Chart No: 4.1.30 Chart showing overall well-being and satisfaction with work of the
respondents

60
55

50

40
35

30

20

10 6
4
0
Very positive Somewhat positive Neutral Negative
FINDINGS

 Majority Finding: 51% of the respondents selected male for gender.

 Majority Finding: 37% of the respondents selected the age group 18-24.
 Majority Finding: 29% of the respondents selected high school or equivalent
for education level.
 Majority Finding: 37% of the respondents selected full-time for employment
status.
 Majority Finding: 28% of the respondents selected less than 1 year for years of
experience in their current job role.
 Majority Finding: 24% of the respondents selected information technology for
their industry sector.
 Majority Finding: 41% of the respondents selected entry-level for their job
position.
 Majority Finding: 45% of the respondents selected very well-defined for their
job role.
 Majority Finding: 44% of the respondents selected completely aligned for
their skills and expertise.
 Majority Finding: 49% of the respondents selected very satisfied for their level
of autonomy.
 Majority Finding: 46% of the respondents selected rarely or never for
experiencing role ambiguity.
 Majority Finding: 36% of the respondents selected very clear for clarity of
performance expectations.
 Majority Finding: 32% of the respondents selected challenging for the
challenge level of their job role.
 Majority Finding: 36% of the respondents selected very satisfied for
satisfaction with career growth opportunities.
 Majority Finding: 41% of the respondents selected rarely or never for feeling
stressed or overwhelmed.
 Majority Finding: 32% of the respondents selected some control for control
over workload.
 Majority Finding: 32% of the respondents selected to some extent for the
utilization of skills and abilities.
 Majority Finding: 36% of the respondents selected satisfied for satisfaction
with support and resources.
 Majority Finding: 36% of the respondents selected rarely or never for feeling
bored or disengaged.
 Majority Finding: 41% of the respondents selected very satisfied for overall
job satisfaction.
 Majority Finding: 45% of the respondents selected rarely or never for
experiencing conflict with colleagues or supervisors.
 Majority Finding: 49% of the respondents selected very well for alignment
with goals and mission.
 Majority Finding: 45% of the respondents selected frequently for receiving
feedback.
 Majority Finding: 53% of the respondents selected very satisfied for work-life
balance.
 Majority Finding: 59% of the respondents selected frequently for feeling
recognized or appreciated.
 Majority Finding: 54% of the respondents selected frequently for skill
development and learning.
 Majority Finding: 57% of the respondents selected very well for satisfaction
with salary and benefits.
 Majority Finding: 60% of the respondents selected rarely or never for job
insecurity or fear.
 Majority Finding: 45% of the respondents selected very satisfied for
communication and transparency.
 Majority Finding: 55% of the respondents selected very positive for overall
well-being and satisfaction with work.
SUGGESTIONS
 Organizations should ensure that job roles are clearly defined and communicated to
employees. This includes providing detailed job descriptions and regular updates on
any changes to responsibilities. Clear roles help reduce ambiguity and increase job
satisfaction.
 Encourage a work environment that offers employees a high degree of autonomy.
Allowing employees to make decisions related to their tasks can enhance their sense
of ownership and motivation.
 Regularly assess and align job roles with the skills and expertise of employees. This
can be achieved through continuous training and development programs that help
employees grow in their roles.
 Establish frequent and constructive feedback mechanisms. Regular feedback helps
employees understand their performance, recognize areas for improvement, and feel
valued for their contributions.
 Develop a culture of recognition where employees are frequently acknowledged for
their hard work and achievements. Recognition can boost morale and reduce turnover
rates.
 Design job roles that consider employees’ work-life balance. Flexible working hours
and remote work options can help employees manage their personal and professional
lives better, leading to increased job satisfaction.
 Providing job security can significantly reduce employee stress and increase
organizational commitment. Transparent communication about organizational stability
and future prospects can help in this regard.
 Encourage open and transparent communication within the organization. Employees
should feel comfortable voicing their concerns and suggestions, which can lead to a
more inclusive and supportive work environment.
 Invest in continuous learning and development opportunities. This not only enhances
employee skills but also prepares them for future roles within the organization.
 Proactively address issues related to job insecurity. Ensuring employees feel secure in
their roles can lead to improved performance and reduced stress.
CONCLUSION
The study on job roles and their impact on employees reveals significant insights into how
job role clarity, autonomy, alignment with skills, recognition, feedback, and job security
influence various employee outcomes. Clear and well-defined job roles contribute to higher
job satisfaction, motivation, and organizational commitment, while ambiguity and lack of
autonomy can lead to increased stress and turnover.

The research highlights the importance of aligning job roles with employees' skills and
providing opportunities for continuous development. Regular feedback and recognition are
crucial in maintaining high morale and engagement among employees. Furthermore,
promoting a healthy work-life balance and ensuring job security are essential for reducing
stress and enhancing overall well-being.

Organizations that implement these suggestions can expect to see improvements in employee
satisfaction, performance, and retention. By fostering a supportive and transparent work
environment, companies can build a committed and motivated workforce, ultimately leading
to better organizational outcomes.
REFERENCES:
 Sommerville, I. (2011). Software Engineering (9th ed.). Pearson. This book discusses
the role of software engineers and their impact on software development and the tech
industry.
 Provost, F., & Fawcett, T. (2013). Data Science for Business: What You Need to Know
about Data Mining and Data-Analytic Thinking. O'Reilly Media. This book explores
the role of data scientists and their impact on business decision-making.
 Kerzner, H. (2017). Project Management: A Systems Approach to Planning,
Scheduling, and Controlling (12th ed.). Wiley. This text covers the responsibilities of
project managers and their impact on project success.
 Ulrich, D., Younger, J., Brockbank, W., & Ulrich, M. (2012). HR from the Outside In:
Six Competencies for the Future of Human Resources. McGraw-Hill Education. This
book details the evolving role of HR professionals and their strategic impact on
organizations.
 Kotler, P., & Keller, K. L. (2016). Marketing Management (15th ed.). Pearson. This
comprehensive guide discusses the role of marketing managers and their influence on
market strategies and consumer behavior.
 Brigham, E. F., & Houston, J. F. (2016). Fundamentals of Financial Management
(14th ed.). Cengage Learning. This book explains the role of financial analysts and
their impact on business financial health and investment decisions.
 Buchbinder, S. B., & Thompson, J. M. (2010). Career Opportunities in Health Care
Management: Perspectives from the Field. Jones & Bartlett Learning. This book
provides insights into the role of healthcare administrators and their impact on
healthcare delivery and patient outcomes.
 Kowalski, T. J. (2012). The School Superintendent: Theory, Practice, and Cases (3rd
ed.). SAGE Publications. This text examines the role of school superintendents and
their impact on educational policy and school effectiveness.
 Cunningham, W. P., & Cunningham, M. A. (2018). Environmental Science: A Global
Concern (14th ed.). McGraw-Hill Education. This book discusses the role of
environmental scientists and their impact on environmental policy and sustainability.
 Stallings, W., & Brown, L. (2018). Computer Security: Principles and Practice (4th
ed.). Pearson. This text outlines the role of cybersecurity professionals and their
impact on protecting information systems and data integrity.
 QUESTIONNAIRE
A STUDY ON JOB ROLES AND ITS IMPACT ON
EMPLOYEES
Demographic Questions:

1. Gender:
a) Male
b) Female
c) Non-binary/third gender
d) Prefer not to say

2. Age group:
a) 18-24
b) 25-34
c) 35-44
d) 45 and above

3. Education Level:
a) High school or equivalent
b) Bachelor’s degree
c) Master’s degree or equivalent
d) Doctorate or higher

4. Employment Status:
a) Full-time
 b) Part-time
c) Self-employed
d) Unemployed

5. Years of Experience in Current Job Role:

a) Less than 1 year
b) 1-3 years
c) 4-7 years
d) 8 years and above

6. Industry Sector:
a) Information Technology
b) Healthcare
c) Finance/Banking
d) Education
e) Other (please specify) _______

7. Job Position:
a) Entry-level
b) Mid-level
c) Senior-level
d) Executive/Managerial

8. How well-defined do you consider your job role to be within your organization?
a) Very well-defined
b) Somewhat well-defined
c) Not very well-defined
d) Not defined at all

9. To what extent do you feel your job role aligns with your skills and expertise?
a) Completely aligned
b) Mostly aligned
c) Somewhat aligned
d) Not aligned at all

10. How satisfied are you with the level of autonomy you have in your job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
11. How often do you experience role ambiguity (uncertainty about what is expected
of you) in your job?
a) Rarely or never
b) Occasionally
c) Often
d) Always

12. In your opinion, how clear are the performance expectations associated with
your job role?
a) Very clear
b) Clear
c) Somewhat clear
d) Unclear

13. How challenging do you find your job role?

a) Very challenging
b) Challenging
c) Moderately challenging
d) Not challenging

14. How satisfied are you with the opportunities for career growth and advancement
in your current job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied

15. How often do you feel stressed or overwhelmed by the demands of your job role?
a) Rarely or never
b) Occasionally
c) Often
d) Always

16. How much control do you feel you have over your workload in your job role?
a) Complete control
b) Some control
c) Little control
d) No control
17. To what extent do you feel your job role allows you to utilize your skills and
abilities to their fullest potential?
a) To a great extent
b) To some extent
c) To a limited extent
d) Not at all

18. How satisfied are you with the level of support and resources provided for your
job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied

19. How often do you feel bored or disengaged in your job role?
a) Rarely or never
b) Occasionally
c) Often
d) Always

20. How would you rate the overall job satisfaction in your current job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied

21. How often do you experience conflict with colleagues or supervisors regarding
your job role responsibilities?
a) Rarely or never
b) Occasionally
c) Often
d) Always

22. How well do you feel your job role aligns with the organizational goals and
mission?
a) Very well
b) Somewhat well
c) Not very well
d) Not at all
23. How often do you receive feedback on your performance in your job role?
a) Frequently
b) Occasionally
c) Rarely
d) Never

24. How satisfied are you with the work-life balance in your current job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied

25. How often do you feel recognized or appreciated for your contributions in your
job role?
a) Frequently
b) Occasionally
c) Rarely
d) Never

26. How often do you feel your job role provides opportunities for skill development
and learning?
a) Frequently
b) Occasionally
c) Rarely
d) Never

27. How well do you feel your job role is compensated in terms of salary and
benefits?
a) Very well
b) Somewhat well
c) Not very well
d) Not at all

28. How often do you experience job insecurity or fear of losing your job in your
current role?
a) Rarely or never
b) Occasionally
c) Often
d) Always
29. How satisfied are you with the level of communication and transparency
regarding changes or updates related to your job role?
a) Very satisfied
b) Satisfied
c) Neutral
d) Dissatisfied

30. Overall, how would you rate the impact of your job role on your overall well-
being and satisfaction with work?
a) Very positive
b) Somewhat positive
c) Neutral
d) Negative