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CHAPTER - II

REVIEW OF LITERATURE

Job satisfaction is considered as one of the key factors for the success of

an organization. Organisation takes efforts to satisfy their employees, to make

them committed and to develop their extra role behaviors. A satisfied, happy

and hardworking employee is the biggest asset of any organization including

banks. Banks being a financial service provides workforce of any bank is

responsible to a large extent for its productivity and profitability. So, for the

success of banking, it is very important to manage human resource effectively

and to find whether its employees are satisfied or not. This section discloses

the review of literature on job satisfaction studies in India as well as abroad

and highlight the significant works of the researcher.

INTERNATIONAL STUDIES

Saba Salem et al., (2013)1 in their study on determinants of job

satisfaction examine its impact on employees of the banking industry has

found that all the variables such as organizational policy and strategy, nature

of work, communication, job stress, employee personality and recruitment and

1 Saba Salem, Sadia Majeed, Tariq Aziz, Muhammad Usman (2013), “Determinants of Job

Satisfaction among Employees of Banking Industry at Bahawalpur”, JEIEFB, Vol:1 No.2 February, pp 150-159.

21

selection procedures have significant association with employees job

satisfaction.

Muhammad Zeeshan Shaukat et al. (2012)2 found that provision of

support at work and higher leader-member exchange relations positively

predicts employees job satisfaction. It shows that when organization provides

support to its employees or when supervisor is supportive and employees have

good exchange relation with their supervisor, they reciprocate it with good

relations and increase job satisfaction.

Khawaja Jehanzeb et al., (2012)3 concluded that degree of rewards,

motivation and job satisfaction of employees has a strong relationship in the

banking sector of Saudi Arabia further it has been found that employees in

banking sector give more importance to economic or financial rewards.

Mohammad Morshedur Rahman et al., (2012)4 concluded that the

female employees overall job satisfaction of private banks is associated with

adequate remuneration for work, available opportunity for promotion, job

evaluated rewards, recognition for good work, satisfied provision salary

2 Muhammad Zeeshan Shaukat, Aslan Amat Senin and Ishfaq Ahmed(2012), “An exchange

perspective of job satisfaction: A study of banking sector of Pakistan”. Business Management Dynamics, vol.1, No.12, pp.59-65.

3 Khawaja Jehanzeb, Mazen F, Rasheed, Anwar Rasheed and Alamzeb Aamir (2012), “Impact of rewards and motivation on job satisfaction in banking sector of Saudi Arabia”. International Journal of Business and Social Science, Vol.3, No.21, pp.272-278.

4 Mohammad Morshedur Rahman, Anupam Das Gupta & Syed Moudud-Ul-Huq (2012), “Job Satisfaction of Female Employees in Financial Institutions of Bangladesh: A Study on Selected Private Commercial Banks in Chittagong”. Global Journal of Management and Business Research, Vol. 12, issue 14, pp.232-240.

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increment, satisfied provision salary increment, satisfied incentive and benefits,

salary increases on performance, motivated to work satisfied available

opportunity, training program regularly, satisfied space available, satisfied

environment. If these factors are considered carefully, then overall satisfaction

on female employees of private commercial banks.

Jahirul Hoque et al., (2012)5 concludes that the determinants of job

satisfaction such as job status, salary fringe benefits, job security, promotional

opportunities, working environment, job autonomy, recognition for good work,

co-workers, and supervising have been assigned by both the level of

executives, junior and top level as the major determinants of their respective

job satisfaction. It is also revealed that each of their determinants has

significant positive relation with the overall job satisfaction of the executives.

Therefore, increase in values/standard of each of these determinants would

definitely increase the level of job satisfaction of the selected executives.

Saner and Eyupoglu (2012)6 tried to provide empirical evidence to

establish whether gender differences exists in relation to the job satisfaction of

male and female university teachers in Turkish Universities. They found that

female employees have a higher level of job satisfaction.

5 Jahirul Hoque,Md and Mohammad Zahir Raihan (2012), “Assessment of Job Satisfaction

in some selected private commercial banks in Bangladesh,” pp 1-12. 6 Saner, T. & Eyupoglu, S.Z. (2012), “Have Gender Differences in Job Satisfaction

Disappeared? A Study of Turkish Universities in North Cyprus,” African Journal of Business Management, Vol. 6(1), pp.250-257.

23

Abdullah et al., (2011)7 in their study on determinants of job satisfaction

in the UAE – a case study of Dubai police has found salary as the main factor

for job satisfaction, but other factors such as the promotion, recognition of

work, an employees loyalty also considered important determinant of job

satisfaction.

Rumman (2011)8 concludes that there is no statistically significant

association between factor, and their working environment in travel and

tourism companies and a statistically significant correlation was found between

the nature of the employee’s job and job satisfaction in the travel and tourism

companies.

Lai (2011)9 found that an efficient compensation system result in

organizational growth and expansion and exhibit a positive relationship

between employee satisfaction and job-based salary, skill- based pay and

performance-based pay. The study concludes that the intrinsic factors of

motivation, including recognition, work, career opportunities, professional

growth, responsibility, good feeling about the organization that has a

significant correlation with job satisfaction, while hygiene factors have no

significant relationship with job satisfaction of employees satisfaction.

7 Abdulla, J and Djebavni, R (2011), “Determinants of Job Satisfaction in the UAE A Case

Study of Dubai Police”, Vol 40, no1, pp 126-146. 8 Rumman, MARA (2011), “Factors affecting Job Satisfaction of the Employees in travel

and Tourism Companies in Amman,” International Bulletin of Business Administration, no.12, pp.149-151.

9 Lai, H-H(2011), “The influence of compensation system design on employees satisfaction,” African Journal of Business Management, vol 5, no.26,pp.1078-10723.

24

Yasir Hassan et al., (2011)10 analyzed all the aspect of the job

satisfaction among the private banking sector of Pakistan concludes that most

of the employees working in private banks are satisfied with their work,

management functions and job positions. The study reveals some factors that

are point of high concern to employees regarding their satisfaction. These

factors are job security, organizational operations , working condition,

incentives and rewards.

Mallik (2011)11 in their study they found that the faculty member is

generally satisfied with their job, however male faculty members were less

satisfied than female faculty member.

Azash (2011)12 have tested the hypothesis of Herzberg’s two-factor

theory. The results found that job satisfaction is caused by both motivation and

hygiene factor. The important motivational factors perceived by public sector

employees are achievement, advancement, interpersonal relations, working

conditions, policy, personal life, the perceived important motivational factors

by private sector bank employees are achievement, interpersonal relation,

supervision, policy.

10 Yasir Hassan, Kashif-ud-din, Zark Mir, Khalil Ahmad, Abdul Mateen, Waseem Ahmad,

Ahmad Bilal Nasir (2011), “Job Satisfaction in Private Banking Sector of Pakistan,” Global Journal of Management and Business Research, vol 11, issue 12,version1.0.

11 Malik N. (2011), “Study on Job Satisfaction factors of Faculty Members at University of Balochistan,” vol.3.No.1 pp.267-272.

12 Azash (2011), “The important motivational factors perceived by private and public sector employees,” Academy of Management Journal, vol. 39(3), pp.169-211.

25

Khalid et al., (2010)13 observed that there is a positive relationship

between autonomy, leadership behavior and teamwork environment influence

more than autonomy on employees job satisfaction. The results also depict a

significant difference of level of job satisfaction between male and female

employees.

Ahmed et al., (2010)14 conclude that the salary, promotion and training

positively and significantly influence the job satisfaction.

Riaz et al., (2010)15 and Gunlu et al., (2010)16 have found that job

satisfaction is highly related to the organizational commitment of the

employees in telecom sector and among hotel managers respectively.

Orisatoki and Oguntibeju (2010)17 in their study they found that there

was no significant difference in satisfaction between genders or between age

groups. There was positive correlation between job satisfaction with

understanding the goals and objectives of the management and sense of

belonging. The was no significant correlation of job satisfaction with other

13 Khalid, Salman, Zohaib, Irshad, Muhammad (2010, “Job Satisfaction among Bank

Employees in Punjab, Pakistan: A Comparative Study,” European Journal of Social Sciences, Vol 17(4), pp. 570.

14 Ahmed, I., Nawaz, MM., Iqbal,N., Ali, I., Shoukat, Z., & Usman, A (2010),” Effects of Motivational factors on Employees Job Satisfaction a case study of University of the Punjab, Pakistan,” International Journal of business and Management, vol5, no.3.

15 Riaz, Adnan, Ramay, and Muhammad (2010), “Antecedents of job satisfaction- A study of telecom sectorPersepectives of innovations,” Economics and Business, vol.4, pp.66-73.

16 Gunly, Ebru, Mehmet, Aksarayli, Nilufer, Pecin (2010), “Job Satisfaction and Organizational commitment of hotel managers in Turkey,” International Journal of Contemporary Hospitality Management, vol.22, pp.693-717.

17 Orisatoki R.O. and Oguntibeju O.O.,(2010), “Job satisfaction among selected workers in West Indies,” Scientific Research and Essays, 5(12), pp.1436-1441.

26

factor such as knowledge about workplace, work stress, relationship with

colleagues, but negative correlation of job satisfaction with salary.

Nazrul et al.,(2009)18 attempts to evaluate job satisfaction of bank

offices in Bangladesh. It focuses on the relative importance of job satisfaction

factors and their impact of bank type, work experience, age, and sex

differences on the attitudes towards job satisfaction. The result shows that

salary, efficiency in work, fringe supervision, and co-worker relation are the

most important factors contributing to job satisfaction. Private bank officers

have higher levels of job satisfaction than those from public sectors as they

enjoy better facilities and supportive work environment. Sex and age

differences have relatively lower level of impact on it.

Abu Elanain (2009)19 observed that UAE employees prefer clear goals

and objectives, well defined lines of authority, autonomy because of their high

degree of uncertainty avoidance.

Ali and Ahmed (2009)20 concludes that due to the changes in reward or

recognition program, there will be a corresponding change in work motivation

and satisfaction, this means that if there is a greater focus on remuneration and

18 Islam, Nazrul (2009), “Job Satisfaction of Government and NGO Employees of Dhaka

City,” Bangladesh Psychological studies, Vol.23,pp.19-26. 19 Elanian, HMA (2009), “ Job characteristics, work attitudes and behaviors in a non-western

context: Distributive Justice as a mediator,” Journal of Management development, vol 28,no.5,pp457-477.

20 Allier and Ahmed,MS (2009), “ The Impact of Rewards and Recognition Programs on Employees Motivation and satisfaction an Empirical Study,” International Review of Business Research Papers, Vol.5, no.4, pp270-279.

27

recognition, can have a positive impact as a result of motivation and thus lead

to higher levels of job performance.

Hansia (2009)21 concluded that the majority of people or employees

agree that personality type suits the work they do, and have the opportunity to

do what they do best and they are also optimistic about their personal and

professional life. He also demonstrates that the procedures for recruitment and

selection are an important predictor of job satisfaction of employees, and fair

policy of recruitment and selection leads to employee satisfaction at work.

Hanif and Kamal (2009)22 found that if companies makes favorable

strategies and rules for the employees related to pay scales, policy

development, staff input, and the work environment, may lead to employee

engagement, satisfaction and increase employee loyalty with the organization

because satisfied employees are more likely to be welcoming and attentive

which attracts customers and the employees not satisfied with the job can lead

to customer unhappiness.

Yasir Kamal and Fawad Hanif (2009)23 concluded that the job

satisfaction of bank officers significantly dependent upon pay, promotion

21 Hansia,B (2009), “Factors Influencing Job Satisfaction,” Journal of the Academy of

Marketing Science, 31, 272-286. 22 Hanif, MF & Kamal, Y (2009), “Pay and Job Satisfaction: A Comparative Analysis of

Different Pakistani Commercial Banks,” 9 th National Research Conference at SZABIST, Islamabad Munich Personal RepEC Archive, Islamabad.

23 Yasir Kamal and Fawad Hanif (2009), “Pay and Job Satisfaction: A Comparative Analysis of Different Pakistani Commercial Banks,” http://mpra.ub.uni-muenchen.de/16059/.

28

opportunities, rewards, relation with boss and coworkers. It is evident that the

dependent variable satisfaction with pay has the expected positive effect on job

satisfaction. There is some evidence that workers who dissatisfied with their

bosses are more sensitive to their pay in deciding on whether they are satisfied

with their job.

Ali Mohammad Mosadeghrad et.al., (2008)24 found that, variables such

as employees age, gender, work experience years, organizational position, type

of employment and salaries received, and benefits were seen as having

significant effects on their job satisfaction.

Nahar et.al., (2008)25 found that the success of any organization greatly

depends on it qualified, efficient and dedicated workforce. This is also

important to know how much satisfied the employees are in the organization

with its current facilities, rules and regulations and other job related factors, as

their satisfaction level will definitely affect their job performance. The found

that the employees are moderately satisfied with their job. The most prominent

factors are compensation and other benefits provided to them.

24 Ali Mohammad, Ewan Ferlie and Duska Roseberg (2008), “A study of the relationship

between job satisfaction, organisational commitment and turnover intention among hospital employees,” Health Services Management Research, vol.21(4), pp.211-227.

25 Nahar, R., Ullah, K.T., Arif, l. and Khan, T.Z. (2008), “HR maintenance, Job Satisfaction and Labor Management relationship: A Study on RMG Sector of Bangladesh,” Journal of Business Studies, Southeast University, Vol. IV, No. 1, pp.131-143.

29

Afroze(2008)26 tried to examine the job satisfaction of employees

particularly staff working on the store floor level at Mega shop and found that

the major sources of job satisfaction are shown to be policy, administration and

salary.

Chimanikire et al., (2007)27 determines factors affecting job satisfaction

among academic professionals in tertiary institutions of Zimbabwe against the

backdrop of high brain drain in the sector. The results of the study showed that

a greater proportion of the academic staff was not satisfied with their jobs.

Reasons for dissatisfaction include high volume of work, inadequate salaries,

allowances and so on.

Westlund (2007)28 conducted a study of 496 software professionals

across the united states to assess relationships among job satisfaction and

turnover intention. Infact the investigation revealed that a significant negative

relationship between overall job satisfaction and turnover intention.

Katuwal and Shyam Bahadur (2007)29 in their study results revealed

that the textile workers in Nepal have a high dissatisfaction with the facets of

the job that involve the monetary expenditure of the organization, the 26 Afroze, S. (2008), “Job Satisfaction- the Fit between Expectations and Experience- A Case

Study of Nandan Mega Shop,” Journal of Business Studies, Southeast University, Vol. IV, No. 2, pp. 1-12.

27 Chimanikire (2007), “Job satisfaction among academic professionals in tertiary institutions of Zimbabwe,” African Journal of Business Management, vol.1 (6),pp.166-175.

28 Westlund (2007), “Factors influencing job satisfaction of software professionals in the U.S,” Engineering Management Journal. Vol. 9(3), pp. 15-21.

29 Katuwal and Shyam Bahadur (2007), “The job satisfaction of textile workers in Nepal”, Academy of Management Journal, Vol.4 173-184.

30

behavioral aspects of management and the employment policy of the

organization. The results also reveal that, the public and private sector workers

had shown significant differences in job satisfaction on the welfare facilities.

Olcum Cetin (2006)30 in their study on the Relationship between Job

Satisfaction, Occupation and Organization Commitment found that differences

in job satisfaction according to gender was not significant and also showed that

differences in job satisfaction according to marital status was not significant

and showed the difference in job satisfaction according to age was not

significant.

Luddy (2005)31 found that there is significant difference in the job

satisfaction levels of employee based on their income. Employees earning the

lowest income report significantly lower levels of the job satisfaction relative

to the other income groups. Highly paid employee may still be dissatisfied if

they do not like the nature of their job and feel they cannot enter a more

satisfying job.

Ambrose et al., (2005)32 conducted a qualitative study to investigate

faculty satisfaction and retention. The study focused on the faculty of a private

university over a period of 2 years. Findings suggested sources of satisfaction

30 Olcum Cetin(2006), “The Relationship between Job Satisfaction, Occupation and

Organisation Commitment”. Academy of Business Journal, 8(1),pp.78-90. 31 Luddy N. (2005), Job satisfaction amongst employee at a public health institution, in the

wester cape: University of the Western cape. 32 Ambrose S. Huston T. Norman M (2005), “A qualitative method for assessing faculty

satisfaction”, Res.Higher Educ., 6(7), pp.803-830.

31

and dissatisfaction clustered into areas such as salaries, collegiality, mentoring,

and the reappointment, promotion, and tenure process of department heads.

Uddin et al., (2005)33 identified eight factors based on factor loadings

named as better working environment, officers view, worked efficiently,

present work, improving interpersonal relationship, bank treatment, colleagues

and challenging work.

Francis Green and Nicholas Tsitsianis (2005)34 analyzed the trends in

job satisfaction in Britain and Germany and found that intensification of work

effort and declining task discretion account for the fall in job satisfaction in

Britain. However, in Germany the significant sources of job dissatisfaction is

working too many or too few hours.

Bader (2005)35 the study on Job satisfaction among Bank employees in

eastern Libya examines the level of job satisfaction among 536 employees of a

major bank from four cities in eastern Libya. The Minnesota Satisfaction

Questionnaire (MSQ) was used to assess employees job satisfaction.

Participants unanimously reported high level job satisfaction. Most have long

term employment with satisfactory levels of job satisfaction. It was found that

33 Uddin, M.S., Taher, M.A., and Hoque, N. (2005), “Job Satisfaction of Bank executive” A

study of Private Sector Banks in Bangladesh, The Chittagong University Journal of Business Administration, Vol. 20, pp. 153-168.

34 Francis Green and Nicholas Tsitsianis (2005), “An investigation of national trends in job satisfaction in Britain and Germany”, British Journal of Industrial Relations, Vol.43, No.3, pp.401-429.

35 Hind A.M . and Bader(2005), “Job satisfaction among Bank employees in eastern Libya”, Applied psychology, pp.263-271.

32

gender, age, and their type of occupation was not necessarily related to job

satisfaction.

IsuoOhashi (2005)36 in his empirical study analyzed the effect of

pension benefits, family conditions and the personal characteristics of older

individual on job satisfaction and reported that the number of hours worked,

work environment and type of job than to wages are the major determinants of

job satisfaction.

Beverley Ann Josias (2005)37 found that the six biographical

characteristics (gender, age, number of dependents, tenure and marital status)

significantly explain the variance in job satisfaction. The variance accounted

for by these six variables is however, relatively small. Furthermore, the results

indicate that job level and tenure are the best predictors of job satisfaction in

the selected sample.

Study conducted by Dore (2004)38 have highlighted the significance of

job satisfaction and its relationship between variables among the software

professional. The study significantly found that job satisfaction determines the

turnover intention of the employees in software companies.

36 IsuoOhashi (2005), “Wages, Hours of work and Job satisfaction of retirement age of

workers”, Japanese Economic Review, vol.56, No.2, pp.188-209. 37 Beverley Ann Josias (2005), “The relationship between Job satisfaction and Absenteeism

in a selected field services section within an electricity utility in the western cape. Department of industrial psychology, University of the western Cape.pp.133-145.

38 Dore, Timothy lee(2004), “The Relationships between Job Characteristics, Job satisfaction an Turnover intention among software developers”, Dissertation submitted to Argosy University.

33

Islam (2004)39 has made a study to assess and compare the job

satisfaction, absenteeism and turnover of workers of the textile industry in

Bangladesh. One of the main finding of the study is that job satisfaction has

significantly negative correlation with absenteeism and turnover.

Saari and Judge (2004)40 observed that the causes of employee attitude,

the results of positive or negative job satisfaction and also measuring influence

of employee attitude.

Mark wooden and Diana Warren (2004)41 in their study on non-standard

employment and job satisfaction reported that workers on fixed term contracts

are more satisfied with their job than other workers and lower level of job

satisfaction among casual employees are restricted to those working full-time

and even then the size of the effect is only marked among the male employees.

Beisiege (2003)42 “Diversity builds strength, Productivity” has found

that there was no significant gender difference in job satisfaction. He has

stated that it is the specifics of the job that impact on job satisfaction, and not

the gender of the employee itself, and that this accounted for the absence of a

significant direct correlation between job satisfaction and gender.

39 Islam M.M (2004), “Relationship Between Job Satisfaction, Absenteeism and Turnover of

Workers of the textile Industry in Bangladesh” Journal of Business Studies, vol.2 No.1. 40 Saari L.M. & Judge T.A.,(2004),”Employee Attitude and Job Satisfaction” HRM, vol.43,

No.4, pp.395-407. 41 Mark wooden and Diana Warren (2004), “Non-standard employment and job satisfaction”,

Journal of Industrial Relations, Vol.46, No.3, pp.275-297. 42 Beisiegel, H(2003), “Diversity builds strength, Productivity”, vol. 19(2), pp. 26-30.

34

Crossman and Abou-Zaki (2003)43 has found that job satisfaction is not

independent in all job facets and that satisfaction with one facet might lead to

satisfaction with another. Female employees were found to be less satisfied

with all facets except pay. Those with lower educational qualifications were

least satisfied.

Oshagbemi (2003)44 in their study on personal correlates of job

satisfaction : empirical evidence from UK Universities has found that

individual’s rank within the organization as a major predictor of job

satisfaction and there was positive and strong correlation between the two.

Similarly the length of service was significantly and negatively correlated to

the job satisfaction. But the relationship between job satisfaction and age and

gender was found to be insignificant for employees of the UK universities.

Lenz, Susan (2002)45 in his research paper “job satisfaction among

Russian workers” remarked that there is a close relation between the attitude

towards work and job satisfaction. Attitude towards work includes response

patterns, occupational status, gender and generation.

43 Crossman A, Abou-Zaki B (2003). Job satisfaction and employee performance of

Lebanese banking staff. Journal of Managerial Psychology, 18(4), 368-376. 44 Oshagbemi, T. (1996), “Job satisfaction of UK academics”, Employee Relations, Vol. 22,

No.1,pp. 88-106. 45 Lenz, Susan., (2002), “Job satisfaction among Russian workers”, William David Son

Institute working paper N0.468.

35

Al-Ajmi (2001)46 studied the manager in the oil industry in Kuwait and

found that the level of job satisfaction was affected by the age of managers. He

concluded that young managers might think that their expertise in not

appreciated and /or aged generation have almost a complete monopoly on

important jobs. Holding a job with high prestige and earning more from a job

contributes to more job satisfaction.

Judge and Bono (2001)47 analysed job satisfaction is a global concept

comprised of various facets, such as employee satisfaction with pay, supervisor

and co-workers.

Michael shields and Melanie ward (2000)48 concluded a study on the

determinants of job satisfaction and reported that promotion a training

opportunities, work-load, pay and better, internal relations are playing a vital

role in the determinant of job satisfaction.

Daniel Hamersh (1999)49 concluded that the satisfaction among the

worker in upper earnings quantities relative to that of workers in lower

quantities. He has tested several hypotheses about the determinants of job

46 Al-Ajmi R (2001), “The effect of personal characteristics on job satisfaction: A study

among male managers in the Kuwaiti oil industry”, International Journal of Commerce and Management, vol.11, pp. 91-110.

47 Judge,C.E., and Bono,R. (2001), “Job satisfaction and motivation”. Macmillan India Limited, New Delhi, pp.73.

48 Shields Michael, A. and Melanie ward, E. (2000), “Improving Nurse, Nurse Retention in the British National Health Service: the impact of job satisfaction on intention to quit”, IZA Discussion, paper No.118.

49 Daniel Hamersh, S., (1999), “The changing distribution of job satisfaction , IZA Discussion Paper No.42.

36

satisfaction and on the basis of the data obtained he reported that the worker

regret about the returns to their investment in skills affecting their satisfaction.

Nazil ANazir (1998)50 a study on “perceived importance of job facts and

overall job satisfaction of bank employees” has stated that employee perceive

various job factors as source of satisfaction and dissatisfaction there by

nullifying unidirectional factor as proposed by Hertzberg. Barring income,

level of education and no other personal factor was found to be related to the

overall job satisfaction of the respondents.

Schermerhorn, Hund and Osborn (1998)51 found that job satisfaction is

just one among many important attitudes that influence human behavior in the

workplace. It is closely related, for example, to organizational commitment-the

degree to which a person strongly identifies with and feels a part of the

organization and job involvement, the willingness of a person to work, and

apply efforts beyond normal job expectations. An individual who is highly

involved in a job is considered very dedicated to it.

Alam (1997)52 conducted a study to determine the strength of job

satisfaction, job involvement and organizational role stress among private and

50 Nazil A Nazir (1998), “Perceived importance of job facts and overall job satisfaction of

bank employees”, Indian journal of industrial relationship, Vol.3. 51 Schermerhorn, Hund and Osborn (1998), “Managing Human Resources, Cincinnati, Ohio:

South-Western College Publishing. 52 Alam K (1997),”Job Satisfaction, job involvement and organizational stress”, Paper

presented at the 3rd international and 34th IAAP conference, technical teachers training institute, Madra, vol 22(2),pp. 43-50.

37

public sector executives. The sample comprised 50 private and 50 public

sector executives. The findings of the study revealed that the executives of

private and public sector did not differ significantly on areas of job satisfaction

like management, personal adjustments and social relations, but the differed

significantly on the variable of job involvement. Private sector executive,

being more involved with their job as compared to public executives, private

sector executives experienced more role stress as compared to their public

sector counterparts.

Purohit and Belal (1996)53 have conducted a study on “ Job Satisfaction

of employed Professional Accountants in Bangladesh: An empirical study”.

The result of the study has showed that the professional accountants in

Bangladesh are moderately satisfied with their job. The results also show that

there is a positive correlation between age and job satisfaction.

Duncan Cramer (1995)54 in his “Life and Job satisfaction: a Two-Wave

Panel Study” has pointed out that satisfaction in one area of one’s life spills

over or generalizes to another. The compensation model postulates that the

relationship between the two variables is negative: people dissatisfied with one

area will compensate by gaining satisfaction in another area.

53 Purohit K.K. & Belal A.R. (1996), “Job Satisfaction of Employee Professional

Accountants in Bangladesh: An empirical Study” CU Studies, vol. 12 pp. 121-232. 54 Duncan Cramer (1995), “Life and Job satisfaction: a Two-Wave Panel Study”, North

Texas state university, vol.4(6), pp.90-96.

38

Greenberg and Baron (1993)55 reported that employed women in general

seem to be less satisfied with their work than their counterpart men.

Hossain (1992)56 has examined the job satisfaction and job behavior of

private sector industrial workers and supervisors in Bangladesh. The result

reveal that job satisfaction scored of the workers were higher than that of the

supervisors. The study also indicates that job satisfaction has significant

impact on performance of the enterprise. Moreover job insecurity poor salary

has been considered as the most important cause of job dissatisfaction of the

employees.

Organ (1990)57 found that job satisfaction is an attitude that individuals

maintain about their jobs. This attitude is developed from their perceptions

about their jobs. A major goal of studying job satisfaction is to ascertain how

such attitude is formed, and what are the variables in organization that

influence employees to feel satisfied or dissatisfied.

55 Greenberg, J. and Robert, A. B. (1993) Behaviour in Organizations, Allyn and Bacon :

Needham. 56 Hossain M.M (1992), “Job Satisfaction and Job behavior of private sector Industrial

workers and Supervisor in Bangladesh” Bangladesh journal of psychology, vol.13,pp 33-44.

57 Organ, D.W. (1990), The Motivational Basis of Organizational Citizenship Behavior. In B. Staw & L. Cummings (Eds.), Research in Organizational Behavior, Greenwich, CT: JAI Press, 12: 43-72.

40

Meena and Dangayach (2012)60 in their study on employees

satisfaction in banking sector has analyzed the employee satisfaction with

office environment from a strategic point of view. The relation to employee

loyalty and profitability was illuminated. They also recommended

improvements in employee’ satisfaction, employee productivity health well-

being and growth of organization.

Thangaraj and Karthick (2012)61 observed that with regard to work

place environment, the workers were not neither satisfied nor dissatisfied,

majority of the employees felt that inadequate time for the family commitments

and the analysis has provided the conclusion that the employees in private

sector banks at Coimbatore are only moderately satisfied with the job and job

content and the work environment.

Shallu Sehgal (2012)62 “Job satisfaction of bank employees in Shimla: A

comparative study of private and public sector bank” found that the study

revealed that there is not much difference in the level of job satisfaction

between public (UCO) banks and private (AXIS) banks, but regarding some

factors like job security, salary offered to employees, benefits given to the

employees and experience, the satisfaction level differs in both the banks. 60 Meena M.L and Dangayach G.S.(2012), “Analysis of employees satisfaction in banking

sector”. International Journal of Humanities and applied Science, vol.1, No.2, pp.78-81. 61 Thangaraj, B., Karthick,C.,(2012), “An Analysis of Employees Job Satisfaction of Private

Sector Banks-with special reference to Coimbatore”, International Journal of Contemporary Practices, vol.2(2), pp. 8-18.

62 Shallu Sehgal M.S. (2012), “Job satisfaction of Bank Employees in Shimla: A Comparative study of Private and Public Sector Bank”, International Journal of Marketing, financial services and Management research vol.1 Issue 7, July pp.124-129.

41

Ranjit (2012)63 concluded that the textile mill workers had moderate

level of job satisfaction and the demographic variables like age, gender, marital

status, educational qualification, occupation, years of experience, monthly

income, nature of industry, welfare facilities and working conditions do

influence the level of job satisfaction of textile mill workers. The demographic

profiles with which people enter employer organizations ultimately affect such

companies profitability and effectiveness indirectly by impacting on the

employees job stress and job satisfaction.

Tulika and Bijaya Kumar Sundaray (2012)64 has found that the

relationship with ‘co-workers’ is an important aspect of job satisfaction

occupying one of the priority positions, as executives working in public and

private sector enterprises were found to be highly satisfied with the relationship

they have with their co-workers.

Suman Jain et al., (2012)65 the study indicates that layoff threats, quick

turnover, less welfare schemes, and less scope for vertical growth increase job

dissatisfaction. On the other hand, secure job environment, welfare policies,

and job stability increase the degree of job satisfaction. Efficient human

63 Ranjit (2012), “Study on influence of demographic factors on job satisfactions of textile

mill workers”, International Journal of business Economics and Management Research, vol2(4),pp.14-18.

64 Tulika Singh and Bijaya Kumar sundaray (2012) “Job Satisfaction of Executives: A comparative study on public and private sector”,Taining and Development Journal, vol.3,issue 1, January pp. 1-5.

65 Suman Jain, Seema Sharma & Rachna Jain (2012), “Job Satisfaction in Banking: A Study of Private and Public sector banks (Comparative Study)”,International Journal of Science and Technology, vol.2 issue 1, pp.40-48.

42

resource management and maintaining higher job satisfaction level in banks

determine not only the performance of the bank but also affect the growth and

performance of the entire economy.

Vinod Kumar Singh and Kishor Pankan (2011)66 the study brings the

fact that the sectoral differences in terms of compensation, growth

opportunities, social environment and job security play a significant role in

influencing employees perceptions of job satisfaction in Indian and foreign

banks. By leveraging this fact, jobs can be enriched and can be made highly

motivating and satisfying for the employees. Furthermore, the present study

attempts to enrich the existing knowledge base in the area of job satisfaction in

the banking sector as a whole for the bank employees leading to focus on the

job satisfaction in Indian and foreign banks.

Sowmya and Panchanatham (2011)67 analysed the factors influencing

job satisfaction of banking sector employees and found that the commercial

banks perceived pay and promotion is an indispensible factor to decide their

satisfaction level. The employees have significant inclination towards

optimistic supervisor behavior and pleasant organizational setup. The factor

analysis identified that the job suitability as well as the working condition and

66 Vinod Kumar Singh and Kishor Pankan(2011),”Employees perception of job satisfaction

in Indian and foreign banks”, International Journal of Management and Technology, Vol.2, No.2,pp.33-38.

67 Sowmya, K.R and Panchanatham,N (2011), “Factors influencing job satisfaction of banking sector employees in Chennai”. International journal of Law and Conflict Resolution, vol 3(5), pp.76-79.

43

other interpersonal relationship among the workers are able to ascertain their

level of satisfaction within the working domain.

Parvathy (2010)68 the study shows that working condition is an

important factor for job satisfaction. Good working atmosphere and pleasant

surroundings help increasing the production of industry. Working conditions

are more important to women workers than men workers.

Arunima shrivastava and Pooja Purang (2009)69 found that the sectoral

differences in terms of compensation, growth opportunities, social environment

and job security play a significant role in influencing employees perceptions of

job satisfaction. By leveraging this facts, jobs can be enriched and can be made

highly motivating and satisfying for the employees. It is also indicate that

private sector bank employees report greater satisfaction with the pay and

benefits aspects of the job as compared to public sector bank employees.

Raj kamal and Debashis Sengupta (2009)70 observed that as a person

ages, his job satisfaction shows an increasing trend. Younger employees have

more energy, more expectations and more options, and hence have lesser

68 Parvathy (2010), “Employees perception of Job satisfaction” . Human Resource

Management, vol5(1). Pp65-69. 69 Arunima Shrivastava and Pooja Purang (2009), “Employee Perceptions of Job

Satisfaction: Comparative Study on Indian Banks”, Asian Academy of Management Journal, vol.14, No.2 pp 65-78.

70 Raj kamal and Debashis Sengupta (2009),” A Study of Job Satisfaction of Bank Officers”, Prajnan, Vol. XXXVII, No. 3,pp.239-44.

44

satisfaction with the job. Overall the job satisfaction of bank officers though is

not very high but still satisfactory.

Kumudha and Abraham (2008)71 compared 100 managers from public

and private sector banks and found that the programs related to self-

development, information about job openings, opportunities to learn new skills

and retirement preparation programs greatly influence the feelings of career

satisfaction.

Monika Thakur (2007)72 in their study the found that both public and

private bank officers are equally satisfied. This may be because both perform

the same nature of work and enjoy the same authority level. It was also found

that on the one hand, public sector banks provide good job security to their

employees plus many other benefits – medical, pension, gratuity, etc. On the

other hand, private banks are providing good working atmosphere and

attractive salary package to retain its efficient employees.

Chowdhury (2007)73 has found that the private sector bank employees

are more satisfied than public sector bank employees. There is also difference

71 Kumudha, A., & Abraham, s.(2008), “Organisation career management and its impact on

career satisfaction: A study in the banking sector”. ICFAI University Journal of Bank Management, 7(3), pp 154-183.

72 Monika Thakur (2007),”Job Satisfaction of bank officers –A comparative study”, International Journal of Management and Technology, vol3(3), pp.25-36.

73 Chowdhury F.(2007), “Job Satisfaction of Bank Employees: A Comparative Study of Public and Private sector Banks. Bank Parikrama,V-XXXII, No,pp.64-81.

45

of job satisfaction in different management levels in both the sector except in

the mid-level.

Singh (2005)74 found that job satisfaction is the result of various

attitudes in all probability, activated by a workers needs and their fulfillment

(through work), a worker exhibits towards his job, towards related factors and

towards life in general. More explicitly explained a workers experience of

satisfaction or dissatisfaction with his job, or any aspect of it, in large part,

consequences of the extent of his positive or negative job attitude.

Anu Singh Lather and Shilpa Jain (2005)75 “Motivation and Job

satisfaction” found that need for autonomy and self actualization is a

significant positive predictor of job satisfaction for top level managers. Need

for self control and need for monetary gins are predictors of job satisfaction of

middle level managers. Need for non financial gains have significant negative

effect on job satisfaction of middle level managers. Need for self control has

significant positive effect on job satisfaction of supervisors and workers.

Bajpai and Srivastava (2004)76 studied the satisfaction levels of

employees of two public sector and two private sector banks in India. The

results indicated that layoff threats, quick turnover, less welfare schemes, and

74 Singh, D., & Kohli, G. (2006). Evaluation of private sector banks in India: A SWOT

analysis. Journal of Management Research, 6(2), 84–101. 75 Anu Singh Lather and Shilpa Jain (2005), “ Motivation an Job Satisfaction – a study of

Associates of public and private sector”. Delhi Business Review, Vol.6, No.1, pp.77-84. 76 Bajpai, N., & Srivastava, D. (2004), “Sectorial comparison of factors influencing job

satisfaction in Indian banking sector”. Singapore Management Review, 26(2), pp 89-99.

46

less scope for vertical growth increased job dissatisfaction. In contrast, secure

job environment, welfare policies, and job stability increased the degree of job

satisfaction.

Shamni Pandey and Kamath (2000)77 observed that factors such as

growth, transparency, the level of decision-making power and so on affect the

degree of job satisfaction of young executives.

Vijayakumar Mallik and Pradeep kumar Mallik (1998)78 in their article

titled “ job involvement vis-à-vis job satisfaction of bank employees: A case

study” have stated that though managers are more job involved in comparison

to clerks and sub staff, they derived less job satisfaction than other two

categories.

Rajesh J Bhatt (1998)79 concluded that though supervisors are having

little differences with management policies as prescribed by Govt. of India for

social banking they are satisfied. They are also looking for a better

motivational policy to encourage dedicated team within the organization.

While clerks who have to face public are little bit stressed. As it is considered

their duty, they don’t have to complain. With the recent mechanization and

77 Shamni Pandey and Vinay Kamath(2000), “Satisfied? Just about”, Urban pulse

supplementary business line, vol 33(4), pp, 55-65. 78 Vijayakumar Malli and Pradeep Kumar Mallik(1998), “Job involvement vis-à-vis job

satisfaction of bank employees-A case study”, Management Accountant, vol.33, pp.365-368.

79 Rajesh J Bhatt (1998),”A Case Study of Job satisfaction among Bank employees of Leading Nationalised Banks of Gujarat state” http://www.sbaer.uca.edu/ research/ICSB/c003.htm. pp.1-12.

47

computerization has reduced their repetitive tasks which has increased their

satisfaction level.

Bhatt (1997)80 He investigated socio-personable variables of job

satisfaction of LIC employees. The sample consisted 282 employees among

them 242 were men and 40 women. The study found that women employees

higher age group, married, graduate, highly experienced employees, high

income employees should more job satisfaction that their counter parts.

Loh (1995)81 they investigated that job orientation, perception and job

satisfaction of IT professionals were carried out by them. Data were collected

from 140 IT professionals in Singapore. It has shown that job has greater

influence for fair compensation.

Asha (1994)82 “Job satisfaction among women in relation to their family

environment”, analysed whether the social-psychological characteristics of

family had any effect on the job satisfaction of women employees. The

findings of the study revealed that job satisfaction among women employees

was related to their perception of family environment.

80 Bhatt (1997), “Socio-personable variables of job satisfaction of LIC employees”, INDIAN

JOURNAL OF RESEARCH,vol.1(1),pp. 90-92. 81 Loh (1995), “Job orientation, perception and job satisfaction of IT professionals”, Asian

journal of Management, Vol. 2, pp. 239-249 82 Asha. C.B.,(1994) “Job satisfaction among women in relation to their family

environment”, Jornal of community guidance and research, vol.11(1), pp. 43-50.

48

Davis (1992)83 found that job performance, absenteeism, turnover, and

psychological distress are significantly affected by job satisfaction. The work

environment and the reward structure offered on the as well as the family

obligations of the employee can be viewed as the factors of the satisfaction. It

is viewed as a valuable source of information for mangers. Individuals job

expectation is compared to what they actually receive from different faces of

the work situation. Managers can use the knowledge of job satisfaction I

understanding the strategies to motivate their subordinate for increased

productivity.

Bharati Nagaratinam and Reddy (1991)84 found that occupational stress

was significantly related to job satisfaction-greater stress accompanied with

lower satisfaction.

Shodi (1990)85 they studied job satisfaction and psychiatric disorders in

a sample of 101 male software engineers. The results shows that many software

engineers are not satisfied with their work and the quantity of the job has one

greatest influence on their mental health.

83 Davis R(1992), “Person-Environment Fit and Job satisfaction”, in Cranny C J, Smoth P C

and Stone E F (Eds), Job Satisfaction, pp. 69-88, Lexington Books, Newyork. 84 Bharati Nagaratinam and Reddy (1991), “Organizational role stress- A psychological

study of middle managers”, Journal personality and clinical studies, vol 7(1), pp.43-48. 85 Shodi(1990), “Job satisfaction and psychiatric disorders of software engineers”,

International Journal of academic Research, Vol. 3. No 1. Part III .pp .651-654.

49

Sekaran (1989)86 Job satisfaction of employees was traced through the

quality of life factors of job involvement and sense of competence by them. A

sample of 267 bank employees was involved. The results suggested that

personnel and organizational climate factors influence job involvement of

people in their jobs.

Niraj Kumar (1985)87 in his study on labour conflict in Industry,

concluded that lack of communication between management and workers is

responsible for the poor performance and the research stressed that the

educated management has to pay more attention towards the problems of most

of the illiterate workers and there by concentrate more on higher productivity

and efficiency.

Singh and Srivastava (1983)88 collected data on need for achievement

and job satisfaction of 150 blue collar workers half low producing and other

half high producing on the basis of ‘hours saved’. Their results suggest

significant positive relationship between satisfaction and productivity for high

achievers than for low achievers.

86 Sekaran (1989), “Job satisfaction and quality of life of bank employees”, Journal of

Management science, Volume .II .number 2 ,pp. 239-252 87 Niraj Kumar (1985), “labour conflict in Industry”, Journal of Management, Vol. 14, pp.

547-557. 88 Srivastava, S. K. and A.P. Sings, (1983), “Industrial Morale as a Function of Occupational

Level” Indian Journal of Psychology, Vol. 1, 17, pp. 21-28.

50

Gangulli et al., (1980)89 analyzed the responses given by 39 trainees

employed in four different vocational training schemes on factors of job

satisfaction and concluded that non-financial incentives like independence and

interesting work are found to be more attractive than financial incentives.

Prasad (1979)90 concentrated his attention on 400 workers belonging to

four sugar factories viz. two in private sector and two in co-operative sector

and reported that the India workers irrespective of their skill gives more

importance to good wages, job security, promotion and health.

Saiyadain (1977)91 in a study of 84 semi-government employees found

that satisfaction of social and security needs was equally emphasized by all

levels and as far as ego and self actualization is concerned the higher the level,

the higher was their satisfaction.

Chadha (1977)92 in his study has reported that a work group in a work

system forms the molecule for any motivational interventions of optimizing

human resources and recommended a work system consisting of the social

factors namely optimum variety of job mix, conditions for continuing learning,

89 Gangulli, S. Choudhuri, S. and Guha, S.C., (1980), “ A Motivation test for measuring

entrepreneurial traits, Management and Labor Studies, Vol. 6(1), pp.44-49. 90 Prasad, L. (1979), “What workers want from their jobs”. Integrated Management, vol

14(9),pp.30-37. 91 Saiyadain, M.S. (1977), “Organizational levels and job satisfaction”. Vikalpa, vol.2,pp.29-

40 92 Chadha (1977), “Job satisfaction and Performance”, Journal of Managerial Issues,

Volume 8, Issue 1 125-134.

51

elements of autonomy, social support from colleagues, type of work and

desirable future career for better industrial climate in an organization.

RupandaSataria and Paduki (1977)93 conducted a study to verify the

validity of motivation-hygine theory and reported that feeling of satisfaction

stem from various sources namely providing opportunities for achievement,

proper recognition of work and more responsibility. They also revealed that

attention should be paid to supervision, inter-personal relations and

environmental factors.

Roy and Raja (1974)94 reviewed a number of studies on motivation and

concluded that for supervisors and middle-level managers, promotion is an

important incentive as well as a dissatisfier. Recognition is another job factor

causing both satisfaction and dissatisfaction. Reasons which contribute to

dissatisfaction are lack of adequate organizational policy and administration,

lack of technically competent and sympathetic supervision, unfriendliness of

superior and lack of opportunity for growth. First line supervisors value

income, promotion, job security and working conditions. Middles level

managers value advancement, type of work and earnings. Senior managers, on

the other hand value feeling of worthwhile accomplishment, recognition of

good work done and decision making authority.

93 RupandaSataria and Paduki (1977), “Motivation : Theoretical Foundations, in K.

Koteswara Rao (ed), Motivation and Job satisfaction, New Delhi, pp. 165-189. 94 Roy, S.K. and Raja, S.A. (1974), “Managerial and supervisory motivation”.

52

Diwivedi (1973)95 tried to determine the effect of the financial

incentives on job satisfaction of blue-collar workers and found that the

financial incentives raised the satisfaction of workers. Besides the report

emphasized that the workers showed more positive attitudes towards different

aspect of ‘on -the -job’ and ‘off –the- job’ areas.

Narain (1973)96 in a study of 1213 public sector managers found that

managers at all levels recognized security as the most important need to be

satisfied and satisfaction of ego and self actualization needs increased with

higher levels of managerial hierarchy.

Pestonjee and Basu (1972)97 conducted a study on 80 executives and

found that motivators (achievement, recognition, responsibility etc.) were

found to contribute significantly more towards job satisfaction than hygiene

factors in public sector, while in private group motivators contributed

significantly towards the feeling of dissatisfaction.

Bhattacharya (1972)98 on a sample of 210 managers found feeling of

doing a worthwhile job, obtaining cooperation from people, matching ability

95 Dwivedi (1973), “A Study of the effect of the financial incentives on job satisfaction of

Blue-collar workers”, Banaras Hindu University, pp.123-27. 96 Narain.L (1973), “Managerial compensation and motivation”, New Delhi, Oxford and IBH

Publishing Co. 97 Pestonjee, D.M. and Basu, G, (1972), “A study of job motivators and hygiene factors in

jobs in two cultures”. Indian Journal of Industrial Relations, vol 17(2), pp.23-37. 98 Bhattacharya, S.K. (1972), “Perception of organizational characteristics in relation to need

gratification among Indian managers”. Indian Management, vol11, pp.29-34.

53

with job and recognition outside the company as most important factors

contributing to job satisfaction.

Dayal and Saiyadain (1970)99 in a study on 40 personnel found that the

factors contributing to work satisfaction in order of importance are:

achievement, recognition, work itself, responsibility, interpersonal

relationships, achievement and growth. The factors leading to dissatisfactions

are supervision, working conditions, company policies and administration.

Various studies discussed shows that the job satisfaction has been

studied with relevance to co-worker behavior supervisor behavior, pay and

promotion, organizational factors and other work related factors. In some

studies the employees were highly satisfied or otherwise. Domination studies

in job satisfaction are available on nursing, teachers, doctors etc. But a study in

banking is very rare. The gap in this literature is the negligible studies

available in Chennai with special reference to banking sector employees that

has motivated the researcher to find out the factors influencing employee job

satisfaction in banking sector-Chennai. Banking sector is a prime sector in the

national scenario and mainly it has survived unaffected in spite of the

recession. Therefore this study will form a base for future researchers to

conducts studies with respect to banking sector in Chennai/Tamilnadu, India.

99 Dayal, I., and Saiyadain, M.S. (1970), “Cross cultural study of behavior in groups”.

Indian Psychological Review, vol.6, pp.8-13.

53

with job and recognition outside the company as most important factors

contributing to job satisfaction.

Dayal and Saiyadain (1970)99 in a study on 40 personnel found that the

factors contributing to work satisfaction in order of importance are:

achievement, recognition, work itself, responsibility, interpersonal

relationships, achievement and growth. The factors leading to dissatisfactions

are supervision, working conditions, company policies and administration.

Various studies discussed shows that the job satisfaction has been

studied with relevance to co-worker behavior supervisor behavior, pay and

promotion, organizational factors and other work related factors. In some

studies the employees were highly satisfied or otherwise. Domination studies

in job satisfaction are available on nursing, teachers, doctors etc. But a study in

banking is very rare. The gap in this literature is the negligible studies

available in Chennai with special reference to banking sector employees that

has motivated the researcher to find out the factors influencing employee job

satisfaction in banking sector-Chennai. Banking sector is a prime sector in the

national scenario and mainly it has survived unaffected in spite of the

recession. Therefore this study will form a base for future researchers to

conducts studies with respect to banking sector in Chennai/Tamilnadu, India.

99 Dayal, I., and Saiyadain, M.S. (1970), “Cross cultural study of behavior in groups”.

Indian Psychological Review, vol.6, pp.8-13.