Job satisfaction and contributing variables among the bank employees in cuddalore district, india
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    Job satisfaction and contributing variables among the bank employees in cuddalore district, india Job satisfaction and contributing variables among the bank employees in cuddalore district, india Document Transcript

    • International Journal of Advanced Research in Management IJMInternational Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.(IJARM), Volume 1 • Issue 1 • May 2010 • pp. 42-52M.Rameshhttp://iaeme.com/ijarm.html ©IAEME JOB SATISFACTION AND CONTRIBUTING VARIABLES AMONG THE BANK EMPLOYEES IN CUDDALORE DISTRICT, INDIA N.MALLIKA* & Dr. M.RAMESH**ABSTRACTJob satisfaction is the end feeling of a person after performing a task. To the extent thata person’s job fulfills his dominant needs and is consistent with his expectations andvalues, the job will be satisfying. The feeling would be positive or negative dependingup on whether need is satisfied or not. Job satisfaction is different from motivation &morale. Motivation refers to the willingness to work. Satisfaction implies a positiveemotional state. Morale implies a general attitude towards work and work environment.It is a group phenomenon where as job satisfaction is an individual feeling. Jobsatisfaction may be considered a dimension of morale and morale could be also being asource of satisfaction. This job satisfaction is an employee’s general attitude towardshis job. Job satisfaction is a major determinant of organizational growth. So each andevery organization needs to know the employees job satisfaction level. In this study anattempt has been made to job satisfaction and contributing variables among the bankemployees in Cuddalore District in India. In order to study the objective primary datahave been collected with a sample size of 300 which was collected at randomly. Aregressions and Correlations method is used for analyzing the employee’s jobsatisfaction level. The researcher has provided suitable measures to the organization forsatisfying the workers. If the organization given a weightage to the recommendationsgiven by the researcher, it will help to the growth of the organization.Keywords: Job Satisfaction, Contributing Variables, Regression Analysis, CorrelationAnalysis, Banking Sectors.-------------------------------------------------------------------------------*Lecturer, Dept., of Business Administration, Annamalai University,**Reader, Dept., of Business Administration, Annamalai University. 42
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.RameshINTRODUCTION Job satisfaction results from the employee’s perception that the job content and contextactually provide what an employee values in the work situation. It can be defined as “apleasurable or positive emotional state resulting from the appraisal of one’s job or jobexperience”. This positive emotional state is highly contributory to an employee’s physicaland mental wellbeing. Organizationally speaking high level of job satisfaction reflects ahighly favorable organizational climate resulting in attracting and retaining better workers. Job satisfaction can also be defined as the extent of positive feelings or attitudes thatindividuals have towards their job. When a person says that he has high job satisfaction, itmeans that he really his job, feels good about it and values his job highly. It has been established that highly satisfied workers have better physical and mentalwellbeing. It is highly debatable as to which one is the cause and which one is the effect butthey are correlated. On the other hand, serious job dissatisfaction results in stress andtension which is usually the cause of variety of physiological disorders. Job satisfaction is simply how people feel about their jobs and different aspects of theirjobs. It is the extent to which people like (satisfaction) or dislike (dissatisfaction-faction)their jobs. As it is generally assessed, job satisfaction is an attitudinal variable. In the past,job satisfaction was approached by some researches from the perspective of need fulfillmentthat is, whether or not the job met the employee’s physical and psychological needs for thethings provided by work, such as pay. However, this approach has been de-emphasizedbecause today most researchers tend to focus attention on cognitive processes rather than onunderlying needs. The attitudinal perspective has become the predominant one in the studyof job satisfaction. Job satisfaction can be considered as a global feeling about the job or as a relatedconstellation of attitudes about various aspects or facets of the job. The global approach isused when the overall or bottom line attitude is of interest, for example, if one wishes todetermine the effect of people liking their jobs. Most of the research we will discussassessed global job satisfaction in relation to other variables of interest. The facet approach 43
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.Rameshis used to find out which parts of the job produce satisfaction or dissatisfaction. This can bevery useful for organizations that wish to identify areas of dissatisfaction that they canimprove. Sometimes both approaches can be used to get a complete picture of employee’sjob satisfaction. A job satisfaction facet can be concerned with any aspect or part of a job. Facetsfrequently assessed include rewards such as pay, fringe benefits, other people such ascoworkers or supervisors, the nature of the work itself and the organization itself.STATEMENT OF THE PROBLEM Due to globalization, today’s world has become a single village. And never had it beenbefore and after people have been interacting to one another without considering theirculture, value, norms, attitudes and race, as it today. These interactions are not only in trade,diplomatic, social political and communication network, but also in banking sector ratherthe needs and motivation as for as and all these make a today’s world more competitive andchallenging than never before. Never before has it been so, working performance has beendrive by needs and motivation so as to satisfy employees. In order to satisfy employeesthere is a number of things’s or factors to consider. Therefore, this study will investigate asto what extent job satisfaction has lead to good working performance in formal organization.The study will examine the concept of job satisfaction in relation to the factors whichinfluence employee’s job satisfaction in organization.OBJECTIVES OF THE STUDY 1. To measure the level of job satisfaction among employees in banking sectors. 2. To find out the factors contributing towards the job satisfaction of employees in Banking Sectors. 3. To find out relationship between contributing variables and job satisfaction.RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It may beunderstood as a science of studying how research is done scientifically. The method adoptedin collecting the data selection of the sample analysis and interpretation are discussed below 44
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.RameshRESEARCH DESIGN A research design is the arrangement of conditions for collections and analysis of data ina manner, that aims to combine relevance to the research purpose with the economy inprocedure. Descriptive research design was adopted for this study to achieve the objectivesof the study. This type of research design is more flexible to carry out the research. Thedesign provides the opportunity for considering different aspects of the problem. Theresearcher adopted the method of experience survey to collect the data.SAMPLING SIZE Sample size of the study that is selected from the sampling unit. Total estimated samplesize 300METHOD OF DATA COLLECTION The data collection pertaining to this study involves both primary and secondarymethods. The primary data was collected using questionnaire from randomly selectedsamples. The secondary data were collected from sources like manuals, company records,magazines and internet.STATISTICAL TOOL USEDThe collected data were analyzed by using SPSS package version 11.5. The statistical toolsused are: Stepwise Regression: A technique for measuring the liner association between contributed and independent variables. Bivariate Correlations: procedure computes Pearsons correlation coefficient, Spearmans rho, and Kendalls tau-b with their significance levels. Correlations measure how variables or rank orders are related. 45
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.RameshRESULTS AND DISCUSSION Job satisfaction is a combination of psychological, physiological and the environmentconditions providing satisfaction to person with his job. Table 1 the job satisfactionperceived by the employees based on the opinion. Among the employees in the opinion, 16percent of the employees have state that the job satisfaction is Low, 18.3 percent of theemployees have stated that the job satisfaction is Medium and 65.7 percent of them statethat the job satisfaction is high. At outset it is implied that majority of the employeesperceive high level of job satisfaction, very few employees perceive medium and low levelof job satisfaction. Job satisfaction is high when there is welfare facilities, rewards andrecognition etc., The some employers may expect recognition for there service when it lacksthe job satisfaction perceived by them is low.Table: 1 Level of job satisfaction Opinion Frequency Percent Low 48 16.0 Medium 55 18.3 High 197 65.7 Total 300 100.0Source: Primary Data Table 2, a stepwise regression analysis explains about contributing variables amongbank employees. It is observed that the job involvement, organizational climate andorganizational commitment significantly contribute towards the job satisfaction. Thecompute F-value for these factors is found to be significant at 1 percent level. The R2 value0.009 indicate that highest percentage of variances on job satisfaction could be determinedby these factors. The R2 value 0.009 indicate that organizational climate and organizationalcommitment are the most contributed variables for the job satisfaction among the bankemployees. 46
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.Ramesh Table 2: Stepwise multiple Regression Analysis for the Job Satisfaction and contributed variablesDetails R R2 Adjusted S.E F-Value Significantregarding R2contributedvariablesJob 0.617 0.381 0.379 8.52781 183.530 0.000involvementOrganization 0.655 0.430 0.426 8.20047 111.870 0.000climateOrganization 0.662 0.439 0.439 8.14916 77.106 0.000commitmentSource: Primary Data Table 3, a stepwise regression analysis was performed keeping job satisfaction as thedimensions of job involvement, organizational climate and organizational commitment asindependent variables. It is found that among the job involvement, organizational climate,organizational commitment is found to significantly influence the job satisfaction. Jobinvolvement 0.382 highly influencing the job satisfaction and organizational commitment0.151 least influencing the job satisfaction. Mukherjee (1969) rightly pointed out in thisidentified interrelating among measures of job satisfaction and job involvement withreference to a sample of 80 male semi-skilled workers of Nagpur. It confirms that the higherthe job involvement, higher the job satisfaction and vice-versa.Table 3: Job satisfaction and outcome variables Coefficients Un standardized Standardized t – value Signature Coefficients Coefficients B Std. Error Beta(Constant) 20.673 4.879 4.238 0.000Job 0.391 0.064 0.382 6.068 0.000InvolvementOrganizational 0.076 0.022 0.213 3.443 0.001 47
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.RameshClimateOrganizational 0.117 0.054 0.151 2.180 0.030CommitmentSource: Primary Data Table 4, the result shows that the job involvement is positively and significantlycorrelation with job satisfaction and job involvement (0.617), organizational commitment(0.567), quality of work life (0.367) , organizational climate (0.549). The R-value (0.617)from the table for job involvement and job satisfaction clearly implies that involvement ofemployees is highly influenced by job satisfaction. So it is inferred that job satisfaction ishighly correlated with job involvement. Job involvement among employees will also behigh. The dimension of job content (-0.052) is negatively and significantly correlated withjob satisfaction. From the correlation table it is found that there is significant relationshipbetween job satisfaction and job involvement, quality of work life, organizationalcommitment, and organizational climate except job content.Table 4: Relationship between job satisfaction and contributing variables Correlations JS JI OC QWL OCILM JC JS Pearson Correlation 1 .617(**) .567(**) .367(**) .549(**) -.052 JI Pearson Correlation .617(**) 1 .704(**) .451(**) .604(**) -.012 OC Pearson Correlation .567(**) .704(**) 1 .636(**) .691(**) .039 QWL Pearson Correlation .367(**) .451(**) .636(**) 1 .626(**) .142(*) OCILM Pearson Correlation .549(**) .604(**) .691(**) .626(**) 1 .005 JC Pearson Correlation -.052 -.012 .039 .142(*) .005 1Source: Primary DataMANAGERIAL IMPLICATIONS The study implies that the overall job satisfaction of the bank employees is medium. Thecontributing variables like job involvement, organizational commitment and organizationalclimate is found to significantly influence the job satisfaction perceived by the employees. It 48
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.Rameshis also observed that organizational climate least influencing the job satisfaction perceivedby the employees.SUGGESTION Job satisfaction refers to attitude of employees. Doing any job is a part of life. So jobsatisfaction is part of life satisfaction. When their physical and psychological environmentis conducive they will perceive high job satisfaction. Some of the ways through which thejob satisfaction can be improved are. 1. Job security is very important factors for job satisfaction. So the organization providing the job security to employees automatically they increasing satisfaction level of job. 2. Relationship with co-workers and supervisors makes the employees to feel better and it help to increase productivity and responsibility of workers and it helps to increase profit of the organization. 3. It was found that level of job satisfaction on employees few of them are not satisfied with job. So the organization try to consider the respondents needs and fulfill the same.SCOPE FOR FURTHER RESEARCH The present study concentrates only on finding out the influence of contributingvariables (job involvement, organizational commitment, and organizational climate) andlevel of job satisfaction perceived by the employees. Other than the demographic variables,there are various factors like welfare measures, quality of work life, job content, motivation,Communication, which determine the perception of the employees. A study on combiningthere dimensions could help job satisfaction in identifying the way to improve the jobsatisfaction.LIMITATIONS Due to time constraint, the researcher has conducted the study in one particular bankingsectors. So the implications of this study cannot be generalized for the whole bankingsectors. 49
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.RameshCONCLUSION The present study reveals that majority of the employee’s perceived only low andmedium job satisfaction. So the organization must identify the factors, which lead to poorjob satisfaction. And also take action towards the job satisfaction. Because poor jobsatisfaction may result in less productivity and it is injurious for the employees as well asfor the organization. The contributing variables also significantly contribute for the lowperception of job satisfaction. This study on job satisfaction among bank employees has brought to light the extent towhich the employees are satisfied with their job and their reaction towards factors related towork and work-environment. Attempt has also been made to find the perception ofemployees on the motivational factors. Some of the key areas where improvement wasneeded were inferred from this study and highlighted in the previous chapter. An objectivesanalysis of the situation from the organization side would certainly help in improving theirsituations, which in turn could result in increased job satisfaction, better efficiency andhigher productivity. It is observed from the study on job satisfaction among bankemployees in Cuddalore District, India.REFERENCES1. Adams, M. (1999), "Fair and square: equal payment for male and female employees",HR Magazine, Vol. 44 No.5, pp.38-44.2. Ajzen, I., Fishbein, M. (1977), "Attitude-behavior relations: a theoretical analysis andreview of empirical research", Psychological Bulletin, Vol. 84 pp.888-912.3. Alina Jleana Petrescu, Rob Simmons, Lancaster, (2008), Human resourcesManagement practices and workers job satisfaction, International journal of manpower,Vol. 29, No.7 2008 pp. 651-667. 50
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.Ramesh4. Atinmo, M. I. (1978), "Some factors affecting job satisfaction in Nigerian librarypositions", Careers, Vol. 4 pp.107.5. Andrew Szilagyi and Marc Wallace, Jr. organizational behaviour and performance,Scott, foresman and company, Glenview, Illinois, London, 1980.6. Brickman, P. (1975), "Adaptation level determinants of satisfaction with equal andunequal outcome distributions in skill and chance situations", Journal of Personality andSocial Psychology, Vol. 32 pp.191-8.7. Cranny, C. J., Smith, P. C., and Stone, E. F. (1992). Job Satisfaction: How People FeelAbout Their Jobs and How It Affects Their Performance. New York: Lexington Books.8. Hamermesh D. (2001), The changing distribution of job satisfaction. Journal of HumanResources 36, 1-309. Hagedorn, L.S. (1996), "Wage equity and female faculty job satisfaction: the role ofwage differentials in a job satisfaction causal model", Research in Higher Education, Vol.37 No.5, pp.569-98.10. Johan. E. Mathien and James L. Farr further evidence for the discriminate validity ofmeasures of organizational commitment, job involvement and job satisfaction, Journal ofapplied psychology Vol. 76, No.1, 127-133 (1991).11. K.K.Jain, Fauzia Jabeen, Vinita Mishra & Naveen Gupta, " Job Satisfaction asRelated to Organisational Climate and Occupational Stress: A Case Study of Indian Oil",International Review of Business Research Papers, Vol. 3, Issue-5, November 2007, Pg(193-208)12. Srisvata, S.K. an empirical study of job satisfaction and work adjustment in publicsector personnels. Prestige Journal of Management and Research, 5(2) 184-189 (2001).13. Urmi Nandan Biswas “Life style stressors, organizational commitment, job 51
    • International Journal of Advanced Research in Management (IJARM), N.Mallika & Dr.M.Rameshinvolvement and perceived organizational effect (1998).14. Vaughan, W.J., Dunn, J.D. (1974), "A study of job satisfaction in six universitylibraries", College and Research Libraries, Vol. 35 pp.163.15.Velnampy T., "Job Attitude and Employees Performance of Public Sector Organizationsin Jaffna District, Sri Lanka", GITAM Journal of Management, Vol. 6, Issue-2, April-June2008,Pg (66-73)16. Vroom, J.P. Ego involvement, job satisfaction and job performance personnelpsychology, 59, 616-622 (1962).. http://www.libraryjournal.com/article/CA6533042.html.17. Wheeler, J.L., Goldhor, H. (1981), Practical Administration of Public Libraries,Harper and Row, New York, NY, pp.203.18. Yih Chung, J.M. “A study if job satisfaction in Taiwan.” Dissertation AbstractsInternational, A 53/05, p.1689 November, 1992.19..http://www.allbusiness.com/human-resources/employee-benefits/178139- 1.html.20. http://www.indian-bank.com/cenetary-celebrations.htm. 52