Attitude and job satisfactio (Report)Document Transcript
ATTITUDE AND JOB SATISFACTION
In the Name of Allah, the Most Gracious, the Most MercifulBacholar Of Business Administration(BBA)ATTITUDE AND JOB SATISFACTIONSubmitted to : Sir Nasir Ali Khan________________Submitted by: Zaib MirzaSumbul MaqboolMaria RiazDated: _________________Insitutition: Indus University( Site Campus)
ACKNOWLEDGMENTWords are insufficient for us to express our gratitude to Allah (S.W.T). He gave us thestrength to work the long hours that went into the completion of this project. As always wefelt His divine help whenever we thought that things would turn out for the worse.Today as we close this project work for ourself, it still seems as if the research isn‘t overyet. This research helped us acquire a sense of learning and an urge to enrich our mindwith more and more knowledge.We want to thank our mothers and our families without whom we are nothing. And also toour friends and our classmates. We are very grateful to them for their love and prayers.We have the great opportunity of doing our project work under the kindest supervision ofSir Nasir Ali Khan. We are really very obliged to him for his guidance and genuineconcern for the welfare of his students. Thank you Sir !
ABSTRACTThis project is concerning the level of job satisfaction and attitude. Elemantary supervisorattitudes on factor of job satisfaction (work and contents, salary, administration andevalution, development and advancement oppurtunites, organizational environment) andon factors of organizational commitment (affective commitment and continuancecommitment) in terms of gender, tenure, age and educational level were examined whetherthere is a significant difference.The aim of this study is to enlightment of causes and results of attitudes towards jobsatisfaction which causes the turnover, performance deficiency and absenteeism ofelemantary supervisors.
TABLE OF CONTENTSr# Particulars Page#1. Attitude and its component 1-22. Does behavior always follow by attitude 3-43. Moderating variables 4-54. Major job attitudes 55. Job satisfaction 56. Job involvement 5- 67. Organization commitement 68. Percieved organization support (POS) 79. Self-perception theory and Job engagement 7-810. Job satisfaction 811. Measuring job satisfaction 9-1012. Causes of job satisfaction 1013. The impact of satisfied and dissatisfied employee on work 1114. Job satisfaction and job performance 11-1215. Job satisfaction and OCB 13-1416. Job satisfaction and customer satisfaction 14-1517. Job satisfaction and absenteeism 1618. Job satisfaction and turnover 17-1819. Job satisfaction and workplace deviance. 1820. Manager often don‘t get it 1921 Average level of job satisfaction by country. 20
Before coming to the main topic, we must be clear about the term ―Attitude‖, what theterm mean.ATTITUDE:―An attitude is a hypothetical construct that represents an individuals degree of like ordislike for an item‖. Attitudes are generally positive or negative views of a person, place,thing, or event-- this is often referred to as the attitude object. People can also be conflictedor ambivalent toward an object, meaning that they simultaneously possess both positiveand negative attitudes toward the item in question. Attitudes are judgments.Most attitudes are the result of either direct experience or observational learning from theenvironment. It can also be defined as, ―A complex mental state involving beliefs andfeelings and values and dispositions to act in a certain way‖. For example, if someonesays that ―I like my Job‖. This statement expresses his attitude towards his Job.COMPONENTS OF ATTITUDE:There are three types of components:Congnitive component.Affective component.Behavioral component. Congnitive Component:The beliefs and information that the individual has about the object are thecongnitive component of attitude. Here it makes little difference if the information iscorrect or incorrect. Affective Component:Affective components include the feelings of a person about and object. Thesefeeling could be positive, negative or neutral. While customer service representativedisplays positive feelings, a police officer or a bill collector would exhibit negativefeelings. Similarly while discharging administrative duties public servants arerequired to show neutral feelings.
Behavioral Component:This components of attitude consist of a tendency of an individual to behave in aparticular way towards and object. Only this components of attitude is visible as theother two can only be inferred.oes Behavior Always Follow fromAttitudes?In the world that we live in today, every individual is very unique. Their lifestyle, hobbies, interests, likes and dislikes and many other characteristics, the way theyportrait it is very differently, even each and everyone in a family will also have differentcharacters or personality. The behavior of a person is hard to be predict if we do notunderstand them. In the late 1960‘s, a researcher Leon Festinger argued that attitudesfollow behavior. Based on the evalution of the number of studies investigated the atttitude-behavior relationship, the reviwer concluded that the attitudes were unrelated to behavioror at best, only sightly related. More recent research has demonstrated that the attitudessignificantly predict future behavior and confirmed orignial thinking that the realtionshipcan be enhanced by taking moderating variables into account.MODERATING VARIABLES: The most powerful moderators of the attitudesbehavior relationships have been found to be importance of the attitude, its specificity, itsD
accessibility, whether there exist social pressures, and whether a person has directexperience with the attitude. Important attitudes are ones that reflect fundamental values,self-interest, or identification with individuals or groups that a person values. Attitudesthat individuals consider important tend to show a strong relationship to behavior. Themore specific the attitude and the more specific the behavior, the stronger is the linkbetween the two. The most powerful moderators of the attitude relationship are:Importance of attitudeCorrespondence to behaviorAccessibilityPresence of social pressureDirect experience with the attitudeOrganizations today are facing challenges that comes from their employees. That is thebehavior of their employees. The organizations want to have more understanding of theiremployees, so that can predict their behavior. Besides, organizations also try to changetheir employees‘ mind set into more positive side. By doing this, it will increase theefficiency and effectiveness of the employees and this will bring benefit to the organizations.By understanding this, we will be able to improve the employees‘ satisfaction inorganization and meet the requirement of the organizations as well. Discrepancies betweenattitudes and behavior are more likely to occur when social pressures to behave in certainways hold exceptional power. This tends to characterize behavior in organizations. Thismay explain why an employee who holds strong anti-union attends pro-union organizingmeetings; or why tobacco executives, who are not smokers themselves and who tend tobelieve the research linking smoking and cancer, donate actively discourage others fromsmoking in their offices.AJOR JOB ATTITUDES:A job attitude is a set of evaluations of ones job thatconstitute ones feelings toward, beliefs about, and attachment to onesjob.Overall job attitude can be conceptualized in two ways. Either as affective jobsatisfaction that constitutes a general or global subjective feeling about a job, or as acomposite of objective cognitive assessments of specific job facets, such as pay, conditions,opportunities and other aspects of a particular job. Employees evaluate their advancementopportunities by observing their job, their occupation, and their employer.M
JOB SATISFACTION:There is some doubt whether job satisfaction consists of a single dimension or a number ofseparate ones. Some workers may be satisfied with some aspects of their work anddissatisfied with others. There does, however, appear to be a positive correlation betweensatisfaction levels in different areas of work. This suggests a single overall factor of jobsatisfaction. However,it seems there is no one, general, comprehensive theory whichexplains job satisfaction. Organizational behavior researchers give job satisfaction highimportance, Some scholars define job satisfaction as the emotional state of enjoyment thatan employee gets from doing his or her job well and being suitably rewarded. Others takeinto account the emotional fulfillment an individual reaches when the job meets his or herexpectations.JOB INVOLVEMENT:Job involvement has been identified by researchers to be the role player in terms ofmotivating employee in an organizational perspective. It has also been observed that thejob involvement is the factor that provides competitive advantage to the organizations. Onthe other hand, according to the individual perspective, job involvement is thought tobe the most important factor for the personal growth and job satisfaction at theworkplace, along with the motivational and goal-centric behavior. It is observed that thehigher involvement of the employee in the job increases the effectiveness and productivityof the organization. Job involvement is a key aspect in the lives of the people on the job. Onthe job activities consume a large amount of time and develop a highly importantcharacteristic in the lives of working class. While explaining the idea of ‗state ofinvolvement‘ it is pointed out that involvement represents the complete participation of aperson in his job.ORGANIZATIONAL COMMITEMENT:Organizational commitment refers to an employees satisfactionwith a particular organization and its goals. An employee who has a high level oforganizational commitment is a strong supporter of the values and goals of theorganization, has a strong inclination to continue being a member of the organization,and wants to strive hard to achieve the goals of the organization.The organizationalcommitment of an employee is affected by a number of personal and organizationalvariables. Personal variables include the employees age, his tenure in the organization,and his attitude towards his job. Organizational variables include the job design and theleadership style of the superior. Sometimes, even non-organizational factors may influencean employee, commitment, such as, the state of the job market and other career optionsavailable to the employee. John P. Meyer and Natalie J. Allen developed a three-component
model to understand the multidimensional nature of organizational commitment.The three components (or dimensions) of organizational commitment are:i) Affective commitment: This is concerned with the employees emotionalattachment and involvement with the organization.ii) Continuance commitment: This is influenced by the costs that could accrue tothe employee if he leaves the organization.iii) Normative commitment: This refers to the extent to which an employee feelsobligated to continue in the organization.Perceived Organizational Support ( POS) :Perceived Organizational Support (POS) is the degree to which employees believe thattheir organization values their contributions and cares about their well-being and fulfillsemployees socioemotional needs. POS is generally thought to be the organization‘scontribution to a positive reciprocity dynamic with employees, as employees tend toperform better to reciprocate received rewards and favorable treatment .This ideabloomed from Eisenberger and Rhoades organizational support theory.According to the POS website:Research on POS began with the observation that managers concern with their employees‘commitment to the organization is positively correlated with employees focus on theorganization‘s commitment to them. For employees, organizations serve as important sources
of socioemotional resources like respect and care, as well as tangible benefits like wages andmedical benefits.a. Being regarded highly by the organization helps to meet employees‘ needsfor approval, esteem, and affiliation.b. Positive evaluation by the organization also provides an indication thatincreased effort will be noted and rewarded.c. Employees, therefore, take an active interest in the regard with which theyare held by their employer.Although there were relatively few studies of POS until the mid-1990s, research on thetopic has burgeoned in the last few years. Rhoades and Eisenberger‘s meta-analysiscovered some 70 POS studies carried out through 1999, and over 300 studies have beenperformed since. The meta-analysis found clear and consistent relationships of POS withits predicted antecedents and consequences.Self-Perception Theory:Although most A-B studies yield positive results, researchers have achieved still highercorrelations by pursuing another direction looking at whether or not behavior influencesattitudes. This view, called self-perception theory, has generated some encouragingfindings. Letâes briefly review the theory.When asked about an attitude toward some object, individuals often recall their behaviorrelevant to that object and then infer their attitude from their past behavior. Self-perception theory, therefore, argues that attitudes are used, after the fact, to make senseout of an action that has already occurred rather than as devices that precede and guideaction. And contrary to cognitive dissonance theory, attitudes are just casual verbalstatements. When people are asked about their attitudes, and they dont have strongconvictions or feelings, self-perception theory says they tend to create plausible answers.Self-perception theory has been well supported. Although the traditional attitude-behaviorrelationship is generally positive, the behavior-attitude relationship is stronger. This isparticularly true when attitudes are vague and ambiguous. When you have had fewexperiences regarding an attitude issue or given little previous thought to it, you‘ll tend toinfer your attitudes from your behavior. However, when your attitudes have been
established for a while and are well defined, those attitudes are likely to guide yourbehavior.Employee engagement, also called worker engagement, is a businessmanagement concept. An "engaged employee" is one who is fully involved in, andenthusiastic about their work, and thus will act in a way that furthers their organizationsinterests. According to Scarlett Surveys, "Employee Engagement is a measurable degree ofan employees positive or negative emotional attachment to their job, colleagues andorganization that profoundly influences their willingness to learn and perform is at work".Thus engagement is distinctively different from employee satisfaction, motivation andorganisational culture. Employee engagement is a part of employee retention." Thisintegrates the classic constructs of job satisfaction (Smith et al., 1969), and organizationalcommitment (Meyer & Allen, 1991). Harter and Schmidts (2003) most recent meta-analysis can be useful for understanding the impact of engagement.Research Studies On Employee Engagement: Engaged employees care about thefuture of the company and are willing to invest discretionary effort. Engaged employeesfeel a strong emotional bond to the organisation that employs them (Robinson), whichresults in higher retention levels and productivity levels and lower absenteeism. Whenreliably measured, positive employee engagement can be causally related or correlated tospecific positive business outcomes by workgroup and job type. Scarlett Surveys refers tothese statistical relationships as engageonomics.Emotional Attachment In Employee Engagement:Only 31% of employees are actively engaged in their jobs. These employees work withpassion and feel a profound connection to their company. 88% of highly engagedemployees believe they can positively impact quality of their organizations products,compared with only 38% of the disengaged. 72% of highly engaged employees believe theycan positively affect customer service, versus 27% of the disengaged. 68% of highlyengaged employees believe they can positively impact costs in their job or unit, comparedwith just 19% of the disengaged.Such promising findings have earned employee engagement a following in many businessorganizations and management consulting firms. However, the concept is relatively newand still generates active debate about its usefulness. One review of the literature concluded― The meaning of employee engagement is ambiguous among both academic researchersand among practitioners who use it in conversations with clients‖ . Another reviewer called― An umbrella term for whatever one want it to be ― .
OB SATISFACTION:Robbins (2003) define job satisfaction as, there are four main primary factorsthat determines job satisfaction. The first one is rewards, refer to as pay andpromotion which is considered most related to job satisfaction because whenemployees feels that they are rewarding fairly, their experience towardssatisfaction is increased. The second determinant is supportive work environment, nextdeterminant is mentally challenging work and the last one determinant is supportivecolleagues. Job satisfaction define as ―a function of the range of specific satisfactions anddissatisfactions that he/she experiences with respect to the various dimensions of work‖ Itincludes what Individuals expect from job and what they receive Locke, (1976). Differentemployees are different level of expectation with respect to pay and rewards in worksituations. Many companies used different techniques like survey to find out what are theemployees expectations and perceptions about their jobs. Job satisfaction is the positiveattitude of an individual towards his job.Measuring job satisfaction:In short , Two approaches for measuring job satisfaction are popular.1. The single globle rating is response to one question, such as ― All things consideredhow satisfied you are with your job?‖2. Second method is to identify the key elements in the job and responsed are asked toanswer, such as the nature of the work, supervision.salary,promotion,opportunities,relation with co-workers etc.Briefly we have different methods for measuring job satisfaction include using surveys,interviewing employees and monitoring performance targets. Determining which methodto use depends on the level of complexity or underlying issues the business feels could becausing the dissatisfaction. If it suspects that employees do not trust its managers, forinstance, then ananonymous survey may be more useful than having management conductpersonal interviews. In situations wherein the company feels that the underlying problem iscomplex, then interviews may be more appropriate for understanding the full extent of theproblem.-- Surveys are a common method of measuring job satisfaction. A survey canassesssatisfaction in the areas of pay, promotion, supervision, tasks and coworkers. Whilestandard surveys are available for businesses, a customized survey that is tailored to abusinesss own needs and industry may be more effective.-- Interviewing employees as a method of measuring job satisfaction is mostly usefulin organizations that have positive relationships with employees and believe the problem istoo sophisticated to be understood with a survey. If employees do not trust the organizationor interviewer, however, responses may not be entirely honest. Businesses with low jobJ
satisfaction or employees who fear being let go may find the employees reluctant to discussthe situation since they may fear it could negatively affect them in the future.-- Monitoring performance targets is a method of measuring job satisfaction thatrequires a business to be an active observer. With this method, management monitorsemployee satisfaction by using standard criteria, such as achieving bonuses, participatingin optional programs and performance in reaching goals.-- Businesses with high levels of job satisfaction tend to experience a lower employeeturner, higher productivity and lower overall costs. Whichever method or methods areused for measuring job satisfaction, the business should collect qualitative and quantitativedata. This puts the data in a format that is easier to analyze and compare. For instance,when interviewing employees, the interviewer could mix in simple questions that result inanswers of "yes" or "no," or ratings on a scale of one to five.CAUSES OF JOB SATISFACTION: Nature of work: Nature of work in organization have a lot of importance. Thechange in nature of work according to organizational theorists point to two keydrivers:Increasing pressures on organizations to be more competitive, agile, and customerfocused—to be a "lean enterprise."Communication and information technology breakthroughs, especially mobiletechnologies and the Internet that enable work to be separated from time andspace. Co-workers: The impact coworkers may have on each other is profound. Infact, this influence may be even greater than the influence of supervisors.Coworkers can impact or influence others in both positive and negative ways, asthey may provide support for or be antagonistic towards each other. Coworkers‘support (or lack thereof) can influence:Role perceptionsWork attitudesIndividual effectiveness Pay scale: This is one of the most important factors to be considered beforetaking up a new job or leaving your current job. The pay, that you are getting andthe growth pattern of that pay, will largely influence the level of your jobsatisfaction. If you are happy with your pay, it will show in your performance andproductivity. Further, before you opt for quitting the present job, simply compareyour pay with other people across the country in the same profile.
Training: Todays organizations need to be smarter.As a manager or trainer you probably have seen how environments have becomemore pressurized. This makes work more challenging. This involves the effects ofindividuals, groups and structures within the organization. It also draws heavily from fieldslike psychology, sociology and the management schools of thought.Training others aboutorganizational behavior does not have to be complicated - a good working knowledge willget you a long way. Control: Management Control and Organizational Behaviour provides anintroduction to the understanding of human behaviour in work and organizations,by considering the key issue of management control. Management control is used asa vehicle for considering the interaction of formally designed administrative controlsystems with the phenomena of social and self-controls.The Impact of Satisfied and Dissatisfied Employees on WorkplaceThe Impact of Satisfied and Dissatisfied Employees on Workplace: One theoretical model,the exit, voice, loyalty, neglect framework is helpful in understanding the consequences ofdissatisfaction. Exit: The exit response directs behavior toward leaving the organization, includinglooking for a new position as well as resigning. Voice: The voice response includes actively and constructively attempting toimprove conditions, including suggesting improvements, discussing problems withsupervisors, and undertaking some forms of union activity.
Loyalty: The loyalty response means passively but optimistically waiting forconditions to improve, including speaking up for the organization in the face ofexternal criticism and trusting the organization and its management ―to do the rightthing‖.Neglect: The neglect response passively allows conditions to worsen and includeschronic absenteeism or lateness, reduced efforts and increased error rate.New Survey: Majority of Employees Dissatisfied:-Only 19% of workers said they were "satisfied" with their jobs.Right Management, a subsidiary of the giant staffing firm ManpowerGroup, just released anew snapshot survey that underlines the dissatisfaction among American workers. At atime of high unemployment, lackluster job growth and major uncertainty in worldfinancial markets, many employees feel stuck in their jobs, unable to consider a careermove even if they‘re unhappy.Right Management ran the online survey between April 16 and May 15, and culledresponses from 411 workers in the U.S. and Canada. Only 19% said they were satisfiedwith their jobs. Another 16% said they were ―somewhat satisfied.‖ But the rest, nearlytwo-thirds of respondents, said they were not happy at work. Twenty-one percent said theywere ―somewhat unsatisfied‖ and 44% said they were ―unsatisfied.‖
JOB SATISFACTION AND JOB PERFORMANCE:Performance management and employee satisfaction are two areas that pose challenges foremployers. Using performance management methods such as appraisals to measureemployee performance comes with its own challenges, which are usually unforeseen. Onlyafter employers implement complex appraisal programs do they realize the problemsassociated with them. Job satisfaction is another subjective topic that concerns employers –job satisfaction, or lack thereof, can affect performance appraisals and threaten theemployer-employee relationship by creating friction between employees and theirsupervisors. Nevertheless, employers can use surveys, employee feedback and supervisorreview to define what problems exist within both job satisfaction and performanceappraisalsJOB SATISFACTION AND OCB:-It seems logical to assume that job satisfaction should be a major determinant of anemployees organizational citizenship behavior (OCB). Satisfied employees would seemmore likely to talk positively about the organization, help others, and go beyond the normalexpectations in their job. Moreover, satisfied employees might be more prone to go beyondthe call of duty because they want to reciprocate their positive experiences. Consistent withthe thinking, early discussions of OCB assumed that it was closely linked with satisfaction.More recent evidence, however, suggests that satisfaction influences OCB, but throughperceptions of fairness.There is a modest overall relationship between job satisfaction and OCB. But satisfaction isunrelated to OCB when fairness is controlled for. What does this mean? Basically, jobsatisfaction comes down to conceptions of fair outcomes, treatment, and procedures. If youdont feel as though your supervisor, the organization procedures, or pay policies are fair,your job satisfaction is likely to suffer significantly. However, when you perceiveorganizational processes and outcome to be fair, trust is developed. And when you trustyour employer, you are more willing to voluntarily engage in behaviors that go beyondyour formal job requirements.Job satisfaction and Customer satisfaction:
Employees in service jobs often interact with customers. Because the management ofservice organization should be concerned with pleasing those customers, it is reasonable toask: Is employee satisfaction related to positive customer outcomes?The evidence indicates that satisfied employees increase customer satisfaction and loyalty.The reasons are in service organizations, customer retention and defection are highlydependent on how frontline employees deal with customers. Satisfied employees are morelikely to be friendly, upbeat, and responsive âre ― which customers appreciate. Andbecause satisfied employers are less prone to turnover, customers are more likely toencounter familiar faces and receive experienced service. These qualities build customersatisfaction and loyalty. In addition, the relationship seems to apply in reverse: Dissatisfiedcustomers can increase an employees job dissatisfaction. Employees who have regularcontact with customers report that rude, thoughtless, or unreasonably demandingcustomers adversely effect the employees job satisfaction.A number of companies are acting on this evidence. Service-oriented businesses such asFedEx, Southwest Airlines, Four Seasons Hotels, American Express, and Office Depotobsess about pleasing their customers. Toward that end, they also focus on buildingemployee satisfaction — recognizing that employee satisfaction will go a long way towardcontributing to their goal of having happy customers. These firms seek to hire upbeat andfriendly employees, they train employees in the importance of customer service, theyreward customer service, they provide positive employee work climates, and they regularlytrack employee satisfaction through attitude surveys.Job satisfaction and absenteeism:Building upon recent conceptualizations of different foci of job satisfaction and theories ofsocial-contextual influence, we develop and test an integrative cross-level model of theindividual relationships between both externally focused satisfaction (referring to jobconditions) and internally focused satisfaction (referring to the work unit) and absenteeism.For both of these foci, we hypothesize differential three-way interactive effects of work-unitabsenteeism patterns as characterized by their mean and dispersion levels as well asindividual satisfaction levels on subsequent individual absenteeism. Based on two Germanmulti-level samples, our analyses demonstrate that the negative relationship betweenexternally focused satisfaction and individual absenteeism is strongest in the presence ofhigh mean and dispersion levels of work-unit absenteeism, whereas this relationship isweaker when either the mean or the dispersion levels of work-unit absenteeism or both arelow. In contrast, the negative relationship between internally focused satisfaction andindividual absenteeism is strongest under conditions of low mean and dispersion levels ofwork-unit absenteeism, whereas this relationship is weaker when either the mean or thedispersion levels of work-unit absenteeism or both are high. The present findings suggestthat simultaneously improving individual internally focused satisfaction and reducingwork-unit absenteeism is the most promising approach to reducing individual absenteeism.JOB SATISFACTION AND TURNOVER:The relationship between the job satisfaction and turnover is stronger than betweensatisfaction and absenteeis,. The satisfaction turnover relationship also affected balternative job prospects.
JOB SATISFCTION AND WORKPLACE DEVIANCE:Workplace deviance, in group psychology, may be described as the deliberate (orintentional) desire to cause harm to an organization – more specifically, a workplace. Theconcept has become an instrumental component in the field of organizationalcommunication. More accurately, it can be seen as "voluntary behavior that violatesinstitutionalized norms and in doing so threatens the well-being of the organization"Manager Often Don‘t Get It:Delegating effectively is very difficult, and few managers excel at it. However, the ones whodo are able to reduce their workload and provide opportunities for growth and challengefor their subordinates. Given the importance of effective time management and employeedevelopment to managerial success, delegation is something that managers should dostrategically--i.e., with forethought and planningIn a study of 262 large employers, 86% of senior managers believed their organizationstreated its employees well, but only 55% of employees agreed.Another study found 55% of managers thought morale was good in their organization,compared to only 38% of employees Regular surveys can reduce gaps between what managers think employees feel andwhat they really feel.Average Levels of Job Satisfaction by Country:JOB SATISFACTION LEVEL IN AMERICA:According to a new survey that found only 45% of Americans are satisfied with their work.That was the lowest level ever recorded by the Conference Board research group in morethan 22 years of studying the issue. In 2008, 49% of those surveyed reported satisfactionwith their jobs.JOB SATISFACTION LEVEL IN EUROPE:The ECHP, an international survey conducted by Eurostat, also covered job satisfaction onan annual basis in its eight waves from 1994 to 2001. The survey sources in Denmark,Estonia, Finland, Hungary, the Netherlands and Portugal show high (70% and more
satisfied or very satisfied or equivalent) and stable or slightly increasing levels of reportedjob satisfaction over successive survey waves. Nevertheless, the reported levels of jobsatisfaction remain at a comparatively high level in the UK, with 84% of respondents to theWIBS 2000 survey reporting positive job satisfaction, compared to 86% in the earlier EIBS1992 survey.The Top 5 Job Satisfaction Factors for Employees are according to the 2009 Surveyreport :Job SecurityBenefitsCompensation/PayOpportunities to use skills and abilitiesFeeling safe in the work environmentThe HR professionals in this study agreed with ‘ Job Security’ as top priority, andthey also included ‘Benefit’s and ‘Opportunities to use skills and abilities’ amongthe top 5 factors..Refrences:1. http://www.allprojectreports.com/MBA-Projects/HR-Project-Report/job-satisfaction-relationship-among-motivation-attitude-and-job-satisfaction-survey-project-report-mba/job-satisfaction-of-employees-survey-project-report.htm2. http://www.business.com/human-resources/new-employee-orientation/3. http://www.eurofound.europa.eu/ewco/reports/TN0608TR01/TN0608TR01_7.htm4. http://usatoday30.usatoday.com/money/workplace/2010-01-05-job-satisfaction-use_N.htm5. http://journal-archieves18.webs.com/337-347.pdf