Statistical Meta Analysis Sample Work - Statswork

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Meta-analysis
Sample by Statswork
An Empirical Investigation of the Role of Work Intensification on
Employee’s Job Satisfaction: Indian Private Banking Sector

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Abstract
The present research aims to examine the influence of Work Intensification on Job
Satisfaction among employees wherein the Indian private banking sector is considered for the
research. The scenario of Globalisation has led the banking sector to strategically align their
operations wherein in the Indian context, employees performance is influenced by the new
technology and new regulations came into effect in these organisations which has
significantly increased the work intensification and job dissatisfaction among employees. In
this regard, several variables such as Technology usage, high workload, job insecurity,
working hours and low wages are identified which are deemed to have influenced by Work
intensification. A quantitative research method employing a survey based questionnaire was
administered to 72 respondents who are banking staff members in private banks. The results
of the present research revealed that work intensification has both implicit and explicit effects
on job satisfaction in the Indian banking sector. Hence, work life balance programs are
required for the banking employees to ensure that their balance is met irrespective of
intensification at work.

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Table of Contents
Abstract......................................................................................................................................2
CHAPTER I - INTRODUCTION .............................................................................................6
1.1 Background of the study......................................................................................................6
1.2 Problem statement................................................................................................................7
1.3 Aim and objective................................................................................................................7
1.4 Research question ................................................................................................................8
1.5 Significance and scope of the study.....................................................................................9
1.6 Chapterisation ......................................................................................................................9
CHAPTER II: LITERATURE REVIEW ................................................................................11
2.1 Introduction........................................................................................................................11
2.2 Concepts and definition .....................................................................................................11
2.2.1 Work intensification................................................................................................11
2.2.2 Job satisfaction........................................................................................................12
2.3 Factors/variables leading to job satisfaction......................................................................14
2.4 Role of Work Intensification in employee utilization........................................................15
2.5 Factors leading to work intensification and job dissatisfaction.........................................18
2.6 Differences between Public and Private Sector Bank........................................................20
2.7 Banking Sector in India .....................................................................................................22
2.7.1 History of Banking Sector in India .........................................................................22
2.7.2 Structure of Indian Banking System.......................................................................22
2.7.2.1 Private Sector Banks............................................................................................23

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2.7.2.2 Public sector Banks..............................................................................................23
2.7.2.3 New Generation Banks ........................................................................................24
2.7.3 Changing Scenario of Banking Sector....................................................................24
2.8 Psychological Empowerment in Banking Sector...............................................................24
2.9 Impact of Job Satisfaction on Customer Satisfaction ........................................................26
2.10 Previous Studies...............................................................................................................27
2.11 Research gap ....................................................................................................................29
CHAPTER III: RESEARCH METHODOLOGY ...................................................................30
3.1 Introduction........................................................................................................................30
3.2 Research design .................................................................................................................30
3.3 Research philosophy..........................................................................................................31
3.4 Research approach .............................................................................................................31
3.5 Sampling ............................................................................................................................32
3.6 Data collection ...................................................................................................................32
3.7 Data analysis ......................................................................................................................32
3.8 Ethical consideration..........................................................................................................33
3.9 Summary of the chapter.....................................................................................................33
CHAPTER IV: RESULTS.......................................................................................................34
4.1 Introduction........................................................................................................................34
CHAPTER V: DISCUSSION AND CONCLUSION .............................................................55
5.1 Conclusion .........................................................................................................................57
5.2 Recommendations..............................................................................................................58

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Reference .................................................................................................................................59
Appendix..................................................................................................................................76

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CHAPTER I - INTRODUCTION
1.1 Background of the study
For business organisations, employee performance is deemed to be a big
apprehension. . The performance of employees is affected by several variables such as
qualification, employee intellectual and physical capabilities, experience, training, ,
organizational culture, reward based systems, opportunities for career progression, behaviour
of co-workers, responsibility and authority, structure and workload of organizations.
Employee retention is deemed to be an important organizational process; however
their interest does not follow the same direction. The endeavour of employees to get assigned
with less work by their superiors and on the contrary managers require them to put hard work
and overload his/ her employees. In a similarl context, employers require their employees to
operate with less money and generate phenomenal output; however, employees require good
pay and should work reasonably. New work patterns have intensified employee work
pressure which emphasize the redundancies in employees (Henderson, 2011). Work
pressure has also advanced with the advent of processes that are IT based to achieve a win
over its employees require to be multi skill workforce and hence they have capabilities
towards dealing with improved workloads (Beardwell & Claydon, 2010).
According to Ostroff (1992) the performance of employees related to employee
motivation and performance directly affected by the job stress in various stages of profession.
Employee absenteeism Hackett and Guion (1985) and profitability Griffeth et al. (2000) are
also noticeably affected by job stress.
Every stage of banking process involves direct customer interactions, hence the nature
of banking job employees face more challenges. The present study discerns that a number of
bankers are experiencing high stress levels due to work intensification and the reasons behind
this stress may due to increased work hours, lack of culture in the organization, increased
work load, conflict in role and so on. and the main reason may be lack of management
support to employees. A number of problems were perceived by employees which denotes
high stress level among them. If these issues are not cured in early level, they can cause
serious health issues among employees including, diabetes, depression, heart attack etc.

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However, personal banker‟s life is affected due to work intensification, wherein most
employees could not spend time outside or at home.
In India, the Private banking sector is flourishing and hence work intensification has
also been enabled with the new strategies, policies, new changes in the technology, increased
hours of working and reduced salaries which affect employee performance at the end. In this
regard, the present study attempts to explore the different factors which contribute to
intensification at work in the Indian private banking sector wherein is effect on job
satisfaction was empirically evaluated.
1.2 Problem statement
The massive privatization of Indian Banks has showed a great opportunities in
banking and financial sector. Banking sector will offer the maximum job opportunities to
young graduates was the result of recent economic surveys. The banking field has become
quite competitive in India, with this complete upswing in the sector. Although it indicates that
banking is among most favored field of young job seekers there have been many evidence
that the demands of a rising sector job also changes into job stress. Banking sector does offer
the favorable job in the private and public sector in terms of job security. However, due to
unpleasant pressure and stress and the level of job satisfaction is not present in an expected
value.
Privatization in the Indian banking sector is deemed not to have influenced the public
sector but the policies and working employees are also affected. The performance of
employees is affected by the new regulations and technology and came into existence in these
companies which has increased the work intensification and job dissatisfaction among
employees. Hence, the present study examines to identify the various work intensification
forms and its relationship with satisfaction at job.
1.3 Aim and objective
The aim of the present research is to examine the impact of work intensification on job
satisfaction of employees operating at the Indian private bank sector. In this regard, the
following objectives are set:

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 To examine the work intensification as a concept at workplace
 To explore the role of various variables which affect work intensification
 To examine the impact of work intensification on job satisfaction in Indian
private sector banking employees
1.4 Research question
1. Does work intensification affect employee job satisfaction?
2. What are the views of work intensification on the workplace?
3. What are the different variables which effect work intensification?
4. What are the impacts of work intensification on employee job satisfaction?
Hypothesis statement:
H1. High Work load significantly increased work intensification and job
dissatisfaction
H2. Increased use of technology contributes to work intensification and job
dissatisfaction
H3. Increasing job insecurity contribute to the intensification of work effort and job
dissatisfaction
H4. Longer working hours increase work intensification and job dissatisfaction
H5. Low wage increase work intensification and job dissatisfaction
Figure 1: the impact of work intensification on employee‟s job satisfaction at the Indian
private banking sector
Work
intensifica
tion and
Job
insecurity Indian
private
High
work
load

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1.5 Significance and scope of the study
Besides to presenting the academic requirement of the researcher, the study will offer
some benefits. Initially, the results of this study will be of benefit to the selected firms in
particular and private banking industry in India; by understanding the state of work
intensification and its impact on job satisfaction as it will aid the private bank sectors to
conduct corrective processes. This study will desired to aid the banking management to focus
their view to this highly important and contemporary function of human resource
management. The results of this research will support banks to understand the role of work
intensification practices on job satisfaction. It will provide the way to reduce for private bank
industry work intensification problems and it may provide them a concept of where they are
presently in terms of their work and life quality and what they should do in the future.
Furthermore, it will help to other researchers who want to perform further study on the bank
employee in the future.The study was fulfilling to the effects of work intensification on job
satisfaction among employees of private banking sector in India.
1.6 Chapterisation
This Chapterisation for the current study will aid to find out the chapters separation and they
are:

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Chapter I- Introduction: The background of the research, the research aims and
objectives, and the chapterisation of the research are provided in this chapter
Chapter II- Literature review: Review of previous researches is done to arrive at the
research gap
Chapter III- Research Methodology: The methodology adopted for the present
research is provided in this chapter
Chapter IV- Results:. Data analysis is performed and is covered in this chapter
Chapter V- Discussion and conclusion: The chapter discusses the findings of the
paper and concludes with the recommendations.

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CHAPTER II: LITERATURE REVIEW
2.1 Introduction
Previous chapter has manifested the fundamental groundwork and framework of the
study undertaking that intends to explain the part of task heightening on employee‟s work
gratification in Indian private banking sector. The intention of this chapter is to study the
modern literature on employee‟s work gratification particularly in banking sector and the part
of task heightening. Randolf (2009) expressed literature study as examination and mixture of
data engaged on effects and not mere bibliographic references, condensing the essence of the
literature and acquiring result by employing it. It ought to provide diverse opinions of
accessible data and contentions. Likewise, Rockler-Gladen (2008), explains literature study
as valuable and further data for the pertinent study tile. It examines scholarly origins that are
required to a specific topic, and gives obvious synopsis and evaluation. In this situation, the
current analysis gives the ideas and an explanation connected to the study heading and
profoundly studies the components that influence work gratification. In addition, the part of
task heightening was talked about and Indian banking arrangement was clarified. In the end,
last examinations connected to the present analysis are submitted.
2.2 Concepts and definition
2.2.1 Work intensification
Task heightening is an explicit effect of denationalization. Task heightening may be
the result of both the augmented ability for commanding the work procedure, and the types of
capability benefits that have become feasible lately. Hence, one significant aspect of the
heightening tale deals with the alterations that have happened in the capability of employers
to watch in accordance with work agreements. Similar alterations frequently form extra
effects of fresh making and administration procedures. For instance, the automation of
workforce, represented in the call centre, not just effectively assigns job assignments, it
additionally watches their performance and gauges task proportion with fine accuracy.
Likewise, a component of TQM and JIT is that they elevate the “visibility” of task (Sewell &
Wilkinson, 1992). Analyses lately have ascribed task heightening either to augmented rival

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stress being transferred to employees (Burchell et al., 1999) or to the ascending authority of
employers proportionate to fading unions (Green & McIntosh, 2001). A supplementary,
connected, interpretation is that endeavor heightening is reciprocal with technological
change. For the objectives of this document, I incorporate the expression “technological
change” both industrial inventions in the making procedure and modifications in job
institutions. Several of these transformations, I shall contend, have elevated the capability of
managers both to watch the work procedure and to command the stream of task to employees.
The formation of human resources schemes developed to cheer enormous employee
engagement and dedication, together with inducements that connect exertion with wage,
could in addition be propelling certain of the augmented endeavour. Exertion heightening
might in addition emerge from external alterations on the workforce providing domain,
together with a change in employees‟ choices over endeavour and earnings. Task
heightening has occurred rather widely across professions and domains. Nevertheless, the
rise in exertion has been quite higher than normal for women, for those above 40 years old,
for service sector and for public sector employees. Persistent with preceding analyses in the
US and in Britain, the level of conceived task exertion is higher for women than for men
(Bielby & Bielby, 1988; McIntosh, 1997). Task heightening is that the usage of lofty promise
schemes can have a tangible effect on exertion. Francis Green (2002) conclusions
recommend that 25 lofty-promise schemes – both worker engagement policies and exertion
inducements – seem to generate higher exertion. Within the paradigm managers, briefing
augments in both kinds of schemes, and these would be enough to forecast an obvious
comprehensive task heightening.
2.2.2 Job satisfaction
The enjoyable sentimental condition springing from the assessment of one‟s work or
work experiences is known as work gratification (Locke, 1976). i.e., when an employee
respects a specific aspect of a task, his gratification is highly influenced definitely, when
anticipations are encountered and adversely, when anticipations are not encountered,
contrasted with one who doesn‟t respect that aspect. Work gratification or disappointment is
a purpose of conceived connection betwixt what one anticipates and acquires from one‟s
work and how much significance or respect he ascribes to it (Kemelgor, 1982). As stated by
Lawler (1990), work gratification applies to employees‟ emotions about the compensations

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they have acquired on the work. Hsiao and Kohnke (1998) described work gratification as
one‟s passionate reaction to a work that ensues from the employee‟s anticipations of the work
and the fact of the work circumstance. Work gratification is explained as a point of view that
employees have about their work that ensues from their conception of the work and the level
to which there is a nice match betwixt the employee and the firm. Members of the staff in
flat companies where they have more command of their task and decision-making authority
asserts further work gratification (Ivancevich & Matteson, 1980). Spector (1997) explained
work gratification as how employees perceive their work and various facets of their work.
When employees see their work as significant and pleasurable, encouragement to execute the
task will rise. The essence of work gratification suggests that an employee would prefer to
remain in a job that is gratifying him and resign when the work does not please him.
Susskind et al., (2000) explains that work gratification depicts the firm and workers‟
understanding of their work. Work gratification can be envisioned by stages of help a worker
receives from his company, the job circumstance and workers‟ assessment of the work
environment in the company.
Work gratification is a viewpoint, which Porter, Steers, Mowday and Boulian (1974)
express is a further “rapidly formed” and a “transitory” task manner “largely associated with
specific and tangible aspects of the work environment”. There are various views on work
gratification and two important categories of work gratification (Naumann, 1993) are
composition (Herzberg, 1966, 1968; Maslow, 1987; Alderfer, 1972) and procedure ideas
(Adams, 1965; Vroom, 1964; Locke, 1976; Oldham & Hackman, 1975) . In the contemporary
world, workplace ambience is going through a significant change; components like
internationalization, flourishing economies, and enhanced technology are continually
submitting fresh problems and generating fresh possibilities for people. With these
transformations, people‟s views concerning their work are also altering. In this flourish-or-
perish market, the triumph of any company depends on its personnel. Gratified and devoted
workers are the most important resources of any firm, together with banks. As banking
establishments are the mainstay of a country‟s economy, the effective administration of
human resources and the upkeep of loftier work gratification stages influence the
development and presentation of a whole economy. The Indian banking sector is a rapidly
developing economic service sector that has seen enormous growth as a result of
liberalization. The Indian banking arrangement can be widely classified into “scheduled

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commercial banks” and “non-scheduled commercial banks”. Scheduled commercial banks
can be furthermore categorized into public sector banks, private sector banks ( old and new ),
and foreign banks. As time went by, dissimilarities have been seen betwixt public sector
banks and private sector banks with respect to diverse functional and capability confines.
It can therefore be summed up that gratification at an employee level is a significant
idea that can be acquired from work along with work environment.
2.3 Factors/variables leading to job satisfaction
Study of literature discloses the most distinguished and groundbreaking job on work
gratification by Herzberg. Herzberg et al. (1959) titled the deciding factors of gratification
as „motivators‟ and those of disappointment as „hygienes‟. They found motivators to be
accomplishment, acknowledgement, job itself, accountability, and progress. Hygienes
covered scheme and administration, supervision, pay, interpersonal associations, and work
environment. Brayfield and Rothe (1951) had created the „job satisfaction index‟ to gauge
comprehensive work gratification when all facets of the job were taken into account. The list
comprised of 18 objects with reactions extending from 1 ( vigorously differ ) to 5 ( firmly
concur ). Vroom (1964) posited a sample of work gratification that contemplates valence of
the work for its occupant. He contended that the power of the impact on an employee to stay
in his job is a rising operation of valence on his work. Smith et al. (1969) gauged work
gratification with respect to salary, rising through the ranks, colleagues, supervision, and the
job itself. Locke (1976) came across reasons such as demanding work, reasonable salary,
encouraging job ambience and co-workers to influence work gratification. Hackman and
Oldham (1980) stated that work features such as remodelling of task, work improvement,
independence and assessment improve gratification at workplace. Ascigil (2004) discovered
work features such as joint effort, independence, and intricacy to influence work gratification.
Nielsen and Smyth (2006) analyzed work gratification amongst the Chinese metropolitan
employees and have discovered age, education, profession and individual earnings to be the
chief reasons of work gratification. Jones et al.( 2008) employed the British 2004 Workplace
Employee Relations Survey, and discovered obvious proof that preparation is definitely
connected with work gratification, and that work gratification in response is absolutely
connected with most steps of execution. Chen (2008) discovered that work gratification is

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influenced by the employee and the job itself. We may thus sum up from the study of
literature that components / variants such as job facets, payment, preparation, vocation
growth, observation and job – life proportion cause, and in addition influence gratification at
workplace. As stated by Piyali Ghosh in 2010, in a nation such as India, where government
jobs are even now deliberated to be more eminent despite the low salary than private sector
jobs offer, unions have assured that government banks provide job protection as an important
benefit. And this is a sphere of important disagreement betwixt public and private sector
banking jobs. Noer (1993) had perceived that dismissal risks are one of the biggest shocks to
worker faithfulness. In order to raise gratification of their personnel, private sector banks
require to enhance job protection, and such protection must be definite not only by way of
economic advantages, but also non-economic advantages. Inducement arrangement of bank
staff must be grounded on fair and conventional methods. Members of the staff want a just
and explicit salary arrangement. Talking about well-being provisions, retirement, and end-of-
the-service benefits are distinct and well accomplished in public sector banks. Private sector
banks must also pursue the same way, with correct preparation and execution of well-being
affairs to guarantee improved gratification amongst employees. With work getting further
knotty, job – life proportion has appeared as a significant variant for work gratification. A
worker is whole not only by way of competent life, but also in social and individual life, none
of which can be missed by any company. Private banks require to be delicate on these facets
to assure a gratified personnel. Some of the new plans towards sustaining proportion betwixt
job life and private life may comprise birthday bashes, contests, competitions, games, yoga,
and acknowledgement rewards.
2.4 Role of Work Intensification in employee utilization
Task heightening has been mentioned as an emanating venture component for work
struggle (Green & McIntosh, 2001; Brown, 2012; Burchell et al., 2001) . Internationalization
in the form of rising rivalry, the universal economic emergency, and growth in technology is
the reason for augmented task heightening. Many institutional components can lead to task
heightening: alterations in the company of making (Landsbergis et al., 1999; Delbridge et al.,
1992) ; modifications in job company, specifically with respect to rising power6)
; the
launching of fresh technology (Colinwatsonleeds, 2017) ; retrenching that diminishes the
number of employees without diminishing the comprehensive workload Burchell et al.

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(2001); the cut in working hours without any payment hike in fresh recruits (Burchell et al.,
2001; Consortium, 2010). Task heightening is intrinsically a restricted procedure because
people‟s bodily and cognitive abilities do not permit an eternal expansion of endeavours
Burchell et al. (2001), nevertheless some analyses have probed this significant issue.
Task heightening, for instance, has enticed ample notice Burchell (2002), Green
(2001,2006), McGovern et al. (2007) as has lean making and its reversal from making
Stewart et al., 2010; Womack et al., 1990) to the public (Radnor & Bucci, 2007; Carter et al.,
2011b, 2011a, 2013). Secondary consideration has been given to connected problems,
especially illness non-attendance handling Taylor et al. (2010), in spite of their importance
for the everyday encounter of job.
Contrary to shared benefits view, the crucial view emphasizes the feasible damaging
effects of HRM methods on workers. This view presumes that HRM methods may diminish
the job – life attribute of workers through rises in task heightening (Ramsay et al., 2000;
Kroon et al., 2009). HRM acts are frequently executed to evoke better task exertion from
workers as a method to urge development of the firm and capability. This, as a result, may
bring about employers to have greater anticipations of their personnel, inclined to shift of
higher job obligations to members of the staff (Ramsay et al., 2000). If workers‟
understanding of lofty job requirements and stress surpasses their job-associated pressure
threshold, then workers are further liable to state greater stages of task heightening and, as a
result, decline in their job-associated approaches and welfare (Sparham & Sung, 2007). Task
heightening is considered to follow from important deductions in worker abilities application,
augmented routinization of job models, along with important slashes in worker salaries
(Ramsay et al., 2000; Sparham & Sung, 2007). HRM acts as a forerunner for greater stages
of task heightening; possibly owing to the inclination for managers to shift higher job
obligations to workers (Kroon et al., 2009). By means of important raises in task
heightening, data distribution created an unfavorable devious connection with personnel‟s
stage of work stress.
One of the important transformations in use of workers has been task heightening or
„working harder‟. This contentious problem has been discussed in detail in the UK (Edwards
& Whitston, 1991; Guest, 1990; Nichols, 1991). On the contrary, in Australia, there has
been minimal weighty debate or thought of work heightening in the literature. We would

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contend that task heightening depicts a detached and important form of worker usage (Allan,
1997). A prudent study of the Australian analysis indicates that there is strong proof that
employers in the 1980s and 1990s have been heightening tasks (Donaldson, 1996). A general
employer tactic is to give inadequate personnel for an augmenting workload. The tactic is
widespread in the upper education domain as scholars are anticipated to create further
analysis turnout and educate longer time with more students for no raise in actual pay
(Burgess, 1997). Likewise Allan (1996, 1997) summed up there was methodical task
heightening in Queensland public hospitals in the 1990s as the government tried to lessen
waiting lists by augmenting the capacity of hospital patients. Reeder (1988) in addition,
discovered proof of employer accelerations in the fast food enterprise. More backing for the
general trait of this employer tactic can be discovered in the countrywide study of employer
acts initiated by Brosnan and Walsh ( undisclosed information ). They discovered that about
a fourth ( 27 % ) of firms pursuing to decrease worker charges pertaining to other charges
merely forced the employees to work harder. In certain situations, the acceleration or
heightening of tasks has been connected with changing blends of job analysis, closer
supervision, and corrective ways, and the application of execution-grounded wages. For
example, the origin of genetically modified criteria and computer execution watching in
grocery stores in New South Wales was discovered to effect in a strong heightening of
worker task exertion (Wright & Lund, 1998). In two grocery stores Wright and Lund,
(1998) established that worker task rates had elevated by betwixt 35% and 75% after
genetically modified criteria had been presented. Those employees who did not succeed in
accomplishing turnout objectives were intimidated with termination. Likewise, within the
client service section of Telstra, Long (1996) stated that the task exertion of workers
conducted was watched by computer, along with the time taken to react to incoming and
outgoing telephone calls and take meal and washroom recesses. Computer-grounded
watching of tasks was also seen to the widespread in Australian insurance, banking, airlines
and motor vehicle service industries Long (1996). Moreover, employers may also make use
of joint effort and execution-associated wages to heighten worker exertion and to integral
nearer supervision (Barker, 1993). For example, within one Australian service-grounded
firm, van den Broek observed that separate and group execution in reacting to client
questions were recorded and employed to find out group bonus wages. Whiteboards were
also used to furnish the everyday output of every group and group member. Such knacks put
substantial stress on each of the group members to agree to determined managerial execution

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stages, with employees instead of management approving those group members assumed to
be evading ( 1997: 346-7 ). Another employer tactic is to not recruit someone when an
employee quits, thus augmenting the workload for the existing members of staff. A number
of situations in Australia have come across that augmented task heightening was prefaced by
considerable deductions in personnel, with bigger exertion stages required from persisting
workers (Lansbury & MacDonald, 1992; Junor et al., 1993). Such conclusions were arrived
at by academics employing case study and examining method to scrutinize the results of
retrenching and delayering on middle managers in Australian companies (Littler et al., 1996,
1994, 1997). The scholars summed up that the „survivors‟ of retrenching and delayering
practices frequently have broader stretches of command, work longer time, have more
obligations, handle more employees and take on more tasks (Bramble et al., 1996; Cascio,
1993; Littler et al., 1996) . Truly, Brosnan and Walsh ( undisclosed information ), in their
countrywide study, discovered that the most prevailing way of Australian employers looking
for deducting employee wages was merely not to put back a new employee in place of the
one who had left ( 42% of firms ). In some situations, the heightening of tasks is an explicit
outcome of numerical pliability schemes (Bagguley et al., 1990; Davidson, 1990; Rees &
Fielder, 1992; Stubbs, 1991). Outsourcing of government cleansing services, for instance,
may certify to be inexpensive, but this is frequently achieved with less number of workers
(Quiggin, 1996). Following the denationalization of the New South Wales Government
Cleaning Service in 1994, Fraser (1997) observed a general understanding amongst cleaning
workers that personnel count had decreased by betwixt ⅓ and ⅔. The amount of tasks,
nevertheless, stayed unaltered and was just redistributed amongst the existing members of
cleaning employees. The choices for employees are to work further energetically or to work
more time particularly where employers set up a „work to finish‟ principle and put liability
for finishing everyday workloads on workers (Heiler, 1996) .
2.5 Factors leading to work intensification and job dissatisfaction
The view of people toward workload is not same in every organization. Some can
handle easily while others suffer in hostile results. Just as workload differs as a function of
the individual, it also differs as a function of one‟s type of occupation. Some occupations are,
inherently more work loaded than others. All the stress strain relationships have an apparent
impact on the organization and industry. A research on the topic describes that certain

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individuals, in different occupations, are increasingly exposed to be under unacceptable level
of workload stress (Schultz, 2002).
Today, in practical life each employee seems to be exposing the workload problem.
Each individual is under a range of stress variables both at work and in their personal lives,
which ultimately affect their health and performance. Hence, workload and stress issues are
rising day-by-day, which requires thorough studies to resolve the issues (Shah et al., 2011).
Thus, the first hypothesis considered as high work load significantly increased work
intensification and job dissatisfaction.
Murrary & Rostis‟s study Barley et al. (2011) state that email, cell phones, pagers
and other mobile devices cause stress because they make it easier for work to spill into times
and places formerly reserved for family and self. The results concurred with other research
that the more email one handles the longer they work and the more overloaded they feel.
However, the authors data contradicts literatures assumption that the relationship between
email and stress is based on the amount of time spent working. The author‟s analysis suggests
email is related to stress regardless of how much time people work (Barley et al., 2011). In
this regard, the study attempts to identify whether increased use of technology contributes to
work intensification and job dissatisfaction.
The perception of having a job but not knowing it is secure has been classified as one
of the more stressful burdens that an employee can shoulder (Hartley et al., 1991; Ironson,
1992). Prior research has already shown that job insecurity is directly related to lowered job
satisfaction (Ashford et al., 1989). Job insecurity is the general perception of job
continuation; job satisfaction is the general favorable view of the overall job. Associations
between general constructs are much stronger than between those of general and specific
constructs such as facets of job satisfaction, e.g. pay satisfaction, or features of job insecurity,
e.g. pay and promotion prospects. Thus, the study hypothesize that: increasing job insecurity
contribute to the intensification of work effort and job dissatisfaction
For the individual, working long hours can mean an increase in stress, and potentially
create work/non-work conflict. Long work hours cultures are said to be pervasive and as such
work is claimed to be ruining workers‟ lives instead of ruling (Warhurst et al., 2008). The
more time spent at work the less time available for participation in non-working life. Long

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working hours reduce the opportunities for socially productive leisure by restricting time
available „for being an effective marriage partner, parent and citizen‟ (Golden & Figart,
2000). Existing research indicates that long weekly hours and involuntary overtime have a
negative effect on work–life balance (Berg et al., 2003) as it reduces the quality and quantity
of workers‟ participation in family and social life (Pocock, 2001; Pocock & Clarke, 2004).
People working long hours report lower levels of satisfaction with their hours of work and
their work–life balance than other workers (Watson et al., 2003). Therefore, the third
hypothesis developed as longer working hours increase work intensification and job
dissatisfaction
Kabir and Parvin (2011) found that there are many variables that can affect job
satisfaction of a person including salary and fringe benefits, just system of promotion,
working environment quality, leadership, the work tasks and socializing. Clark et al. (1996)
have observed highly significant U-shaped relationship between pay satisfaction and job
tasks satisfaction for job satisfaction. Funmilola (2013) discovered that job satisfaction
dimensions jointly and independently predict job performance as pay, the quality of the
supervisor-subordinate relationship,employees‟ opportunities for promotion significantly
affect the job satisfaction and performance of employees. Vieira and Serrano (2005)
examined low and high paid workers‟ job satisfaction in the European Union (EU). Their
results show when low paid employees were compared to high paid employees, low paid
employees showed a low level of job satisfaction, except in the UK. Their results also
indicated that the gap between low paid employees‟ and high paid employees‟ job
satisfaction is expanded in the Southern European countries. Therefore, fifth hypothesis
developed as low wage increase work intensification and job dissatisfaction
2.6 Differences between Public and Private Sector Bank
Literature denotes that the functioning of the private and foreign banks have been
better than that of public sector banks (Indian Banks‟ Association, 2008). A lately analysis
(Selvaraj, 2009) discloses that private banks are most triumphant in comparison with public
sector banks by way of executing Total Quality Management ( TQM ) drives, like personnel
administration, client spotlight, and top management dedication. Moreover, public and
private sector banks disagree concerning their payment patterns, working ambience,

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technology, development chances, and work protection given to members of the staff. The
payment pattern of public sector banks are in such a way that there are reduced wage
differentials betwixt the workers, long-time term of office is compensated and there is a lofty
base pay, while in the private sector banks, there are bigger wage differentials, less payments
for term of office, and wages for skill in execution (D‟Souza, 2002). Moreover, the working
ambience in private sector banks has been seen as development oriented, technologically
progressive, and lacking of officialdom, where personnel‟s rising through ranks are largely
dependent on their skill in execution and worth. Nevertheless, private sector banks do not
give work protection and would terminate their personnel in situations of bad discharge of
duty or unfavourable circumstances in the marketplace (Jha et al., 2008; Dharmendra &
Garima, 2006; Jain et al., 2007). Bajpai and Srivastava (2004) examined the gratification
stages of personnel of two private sector and two public sector banks in India. The outcome
denoted that termination risks, rapid turnover, inferior well-being policies, and low possibility
for upright development augmented work disappointment. On the contrary, safe work
ambience, well-being schemes, and job permanence augmented the level of work
gratification. In their research, Kumudha and Abraham (2008) equated 100 managers from
13 private and public sector banks and observed that the schemes connected with self-growth,
data about job opportunities, chances to acquire fresh abilities and retirement planning
schemes considerably affect the emotions of vocation gratification. Private and public sector
banks also vary concerning their backdrop and way of life at the workplace. It has been
viewed that the job culture of public sector banks was grounded on the idea of socio-
economic obligation, in which rewarding is less important. Conversely, private sector banks
function towards monetary benefits. Since these dissimilarities betwixt the sectors own a
significant component in forming the way of life at the workplace, it requires to be studied
how they would probably influence work gratification. For the prosperity and persistent
development of Indian banks, it is necessary to produce a pool of dedicated workers by
finding out if they are gratified with their work. Their gratification would influence their
functioning ability and dedication, which would ultimately affect the banks‟ development and
monetary benefits.

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2.7 Banking Sector in India
The Service Sectors such as conveyance, banking, media, business, insurance,
economic services, health and hospital services, public administration and assorted services,
give to important part of the Gross Domestic Product of both fully-grown and growing
nations. Amongst the service sectors in India, the banking sector is the quickest developing
sector and holds a significant stature in the growth of economy in India. Banks are the chief
associates of the economic arrangement in India. Banking is a go-between operation but one
that is very necessary for stable financial development. Universally, banking services can be
widely categorized into capital banking and mercantile banking. Capital banking deals with
serving corporate firms to generate money while mercantile banking deals with channelling
savings to patrons.
2.7.1 History of Banking Sector in India
The initiation of Banks in India started in the 18th
century with The General Bank of
India in 1786. In the later years, some other banks were set up – The Bank of Bengal in
1809, Bank of Bombay in 1840, Bank of Madras in 1843, and Bank of Hindustan in 1870.
Allahabad Bank, which was established in 1865, was the first bank wholly run by Indians. In
1921, all the presidency banks were combined to constitute Imperial Bank of India and in
1935, the Reserve Bank was set up. To simplify the affairs of the commercial banks, the
Banking Regulation Act was legislated in 1949. It authorized the RBI ( Reserve Bank of
India ) to govern and manage the banks in India. In 1969, 14 biggest mercantile and privately
run Banks were nationalized. Once again, in 1980, six further banks were nationalized under
the guise of commanding the loan distribution in India. Following the nationalization of
banks in 1969, the sector has been principally in the Central Government‟s territory.
2.7.2 Structure of Indian Banking System
The banking arrangement in India includes mercantile and cooperative banks, of
which the mercantile bank holds for above 90% of banking arrangement‟s properties.
Mercantile Banks indicate both scheduled and non-scheduled mercantile banks that are
governed under Banking Regulation Act, 1949. Scheduled Mercantile Banks are classified
under the following kinds:

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a) State Bank of India and its Associates
b) Nationalized Banks
c) Foreign Banks
d) Regional Rural Banks and Other Scheduled Mercantile Banks
(a) and (b) form the public sector banks while other scheduled mercantile banks are
called private sector banks. Amongst the mercantile banks, private sector banks, public
sector banks, and new generation banks were weighed for this research which is summarized
below.
2.7.2.1 Private Sector Banks
In private sector banks, most of the stake are possessed by private shareholders and
not by the government. They came into being to increase the functioning of public sector
banks and help the requirements of the economy in a superior method. The private sector
banks are the ones that are commanded by the private lenders with sanction from the RBI.
These are the important participants in the banking sector along with extending of the trade
affairs in India. The current private sector banks are furnished with all types of modern
inventions, fiscal instruments and knacks to manage the intricacies. They possess a loftily
made institutional framework and are adeptly handled.
2.7.2.2 Public sector Banks
In public sector banks, most of the stake ( that is, above 50 per cent ) are possessed by
the government. They control mercantile banking in India. On stock exchanges, the shares
of these banks are enumerated. State Bank of India and its Associates, Nationalized Banks,
and Regional Rural Banks together form the public sector banks. Most of the shares of SBI
and some Associate Banks of SBI are owned by RBI ( Reserve Bank of India ). Nationalized
banks are fully run by the government, even though few of them have caused public
problems. In 1975, the state bank assemblage and nationalized banks established Regional
Rural Banks in association with separate states in order to give low-cost economic and loan
conveniences to the people in rural area.

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2.7.2.3 New Generation Banks
In the early 1990s, as part of the government‟s liberalization scheme, some private
banks, aka „New Private Sector Banks ( NPSBs )‟ were permitted to establish. They were
also called New Generation tech-savvy banks. This comprised Global Trust Bank, which
later joined hands with Oriental Bank of Commerce, UTI Bank ( presently christened „Axis
Bank‟ ), ICICI Bank, and HDFC Bank. Currently, there are 9 NPSBs which give mercantile
banking services. Industrial Development Bank of India Ltd. ( presently christened „IDBI
Bank Ltd.‟ ), which is, in addition, a new generation PSU Bank was included under
Companies Act 1956, as a Ltd. Company. Taking into account the shareholding format, IDBI
Limited has been grouped under a new subgroup, „Other Public Sector Banks‟.
2.7.3 Changing Scenario of Banking Sector
At the advent of liberalization, privatization, globalization, increased competition and
introduction of new technology had its toll on the banking horizon of the country which has
changed significantly, making rapid changes including policy changes in the banking sector.
The conventional banking pattern was forced to change in compliance to the competitive
edge to cope with multinational led environment. The employees in banking sector seem to
be highly stressed due to these changes. The employees of this sector are affected socially
and psychologically. Majority of the bank employees face several problems due to this stress
states the existing literature. As for this scenario, the study of psychological empowerment
among bank employees comes into existence.
2.8 Psychological Empowerment in Banking Sector
Ergeneli et al. (2007) The overall psychological relationship , trust and empowerment
of managers and their immediate managers in accordance to meaning, impact, self-
determination and competence is developed by Spreitzer in four dimensions.. A survey was
taken with a total of 220 managers in Turkey. Education, tenure with current manager,
position, gender, work experience and age are the demographic variables that were
considered as variables to analyze the effect of the relationship between psychological
empowerment and trust. In the case of immediate managers, a significant relationship
between cognition based trust and overall psychological empowerment was revealed in a

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study. . This denotes that the belief in the immediate manager‟s reliability, dependability and
competence is directly proportional to the psychological empowerment. Cognition based
trust relates to meaning and competence dimensions whereas affect based trust relates to
impact dimension in comparing the four dimensional psychological empowerment of
cognition and affect based trust. The immediate manager does not have any kind of
relationship with both types of trusts in self-determination study. Position was the only
control variable among the other entire demographic variable which signifies overall effect
on psychological empowerment. Barrutia et al.(2009) studied a sales person of Swedish
bank, his power transference dimensions in the concept of empowerment. PDE process
driven empowerment and DDE decision driven empowerment are the two kinds wherein an
individual feels empowered. They were studied in relation to performance from their
relationship. People who are in sales and their feeling of empowerment was derived from
both drivers was the end result.. Management decisions pertaining to transference of power to
sales people were performance driven. A question arises when it comes to the existence of a
positive relationship between DDE and performance whereas it is sure there is a positive
relationship between PDE and performance. Spreitzer‟s measure of Psychological
Empowerment Questionnaire (PEQ) was used in the analysis of the relationship between the
perceived levels of psychological empowerment and organizational effectiveness.by Sharma
and Kaur (2011). Private sector banks were assessed for the effectiveness of their
organization as perceived by their own employees. It resulted in the high inter-relationship
between the perceived levels of psychological empowerment and organizational
effectiveness. The highest relation is seen in individual components between self-
determination and organizational effectiveness. The employees of the public sector banks
consider themselves more empowered than the private sector banks‟ employees due to the
structural empowerment and its positive impact on the levels of psychological empowerment.
Self-determination plays a vital role in empowering the public and private sector employees.
The private sector banks thrives on reward system whereas the public sector bank predicted
organizational effectiveness scores through skills and knowledge. Committing employees
with organization is achieved through psychological empowerment according to the studies
of Hashmi and Naqvi (2012). The banking sector in Pakistan tested the effect of dimensions
of psychological empowerment on organizational commitment. The employees displayed a
significant organizational commitment through all dimensions in psychological
empowerment from the data collected on employees working in banks in Pakistan. Thus the

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employees who are emotionally attached with the organization and who has feeling of
obligation towards their work have high levels of all four dimensional of psychological
empowerment.
2.9 Impact of Job Satisfaction on Customer Satisfaction
It is the prime duty of a successful organization to satisfy their customers and it is
also the duty of the organization to look into the satisfaction of the employees. For example
Firms bring in long term benefits and non-financial measures such as good will to their
employees. Wherein in industries like banks the behavior of the employee that determines the
retaining a customer. And thus employee satisfaction is taken into consideration when it
comes into organizations in service sector. Research shows that the employee satisfaction and
customer satisfaction go hand in hand. .Social welfare programs should be considered a
priority as both the employee and customer produce a long term effect on the growth of the
business. As Goedegeburre (2005) stated that if the employee is satisfied it gets reflected on
the customer satisfaction thus helping the growth of the business. The customer is solely
dependent on the employee‟s behavior and thus banking services are intangible in nature.
Therefore the apprehension of the employee‟s performance and its impact is critical. .
Customer satisfaction has to be measured non financially and it is the key factor for any
organization. The operating cost and the production cost gradually decreases if it satisfies
and gains the loyalty of the employee. This brings about profit to the organization. On the
other hand customer refers the bank to other people by “word of mouth” which in turn leads
to the profits of the organization. Banks brings in profitability through these processes. Here
is the suggested model by Daniel and Ashar (2010).

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Figure 2: Employee Satisfaction
Customers have a good relationship with the employee when he/she is satisfied. They
welcome, give swift replies to email messages of customers and so on.
2.10 Previous Studies
Wiggins and Bowman (2000) Career experience, life satisfaction and organizational
factors for managers in a health care organization were studied. As healthcare managers they
were examined for job skills, knowledge abilities necessary for success were assessed at two
stages Delphi analysis of American College of Healthcare Executives (ACHE) members.
The nine domains are leadership, healthcare delivery concepts, quality/risk management,
cost/finance, ethics marketing, technology and accessibility. The full time faculty of the
College of Human Development at Wisconsin University was examined by Resheske (2001)
for job satisfaction. The study included thirty six full time faculty members. The group
cohesion among the faculty members gave them a sense of job satisfaction. The job
autonomy, working with the students and fellow colleagues and supervisors were the other
reasons stated for working there. Priorities were given to pay; assistance and time given by
colleagues to meet deadlines thus having equal workloads were considered to be the top three
criteria for a good work environment.
Employee
Satisfaction
Customer
Satisfaction
Profit
+
+
+

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In order to study job satisfaction sentiments and employee engagements. Harter et al.,
(2002) selected 7939 business units in 36 organizations. The study was about the sub total
employee job satisfaction sentiments and the engagement of the employee to the
organization. 35 organizations over the period of eight years have been studied the several
facets of the satisfaction of the employee ROA (returns on assets) and their respective market
performance (earnings per share) EPS. Satisfaction with security, pay and overall job
satisfaction showed significant positive relationships in terms of ROA and EPS. Niranjana
and Pattanayak (2005) the organizational ethos, citizenship behavior learned optimism were
explored and represented by OCTAPACE in service and manufacturing organizations in
India. The service sector served as an high organizational behavior and learned optimism
whereas the manufacturing sector had a better work culture. Singh (2009) revealed that the
management was held responsible for the high and low culture groups. A high sense of
responsibility must be a reason which made them more satisfied was the possible reason for
this dimension. Vagh (2010) highlighted the unsatisfied employees of the Municipal
Corporation of Saurashtra region. They give rise to several questions and each must be
adhered to from time to time. Adeniji (2011) pursued his study in Southwest Nigeria on
Organizational Climate and job satisfaction among academic staff in selected private
universities. 293 staffs responded in overall five private universities. It showed a positive
relationship between oraganizatinal climate and satisfaction in job. Herzbergs Two-Factor
theory was used as a framework for this study Dev (2012) in his. Analysis states that private
sector banks are satisfied in terms of interest rates other charges and Accessibility whereas
public sector is more satisfied with the clients. In terms of customer orientation both types of
banks seems to be disoriented. Norms in performance have suffered in both the types of
banks. The public sector bank in India has to equip with latest technology. Gurusamy and
Mahendran (2013) states that salary seems to be the priority when compared to other major
determinants. In India the study was conducted in automobile industry and there were 300
respondents. Saeed et al. (2014) in his study says that promotion, pay, fairness and working
condition play an important role in employee job satisfaction. 200 Pakistanis of telecom
industry participated in this study. The Pakistani telecom employees prioritize money and
compensation to be satisfied in their respective jobs.
Dayal and Saiyadain (1969) in a study found that the keys to work satisfaction in
order of priority are recognition, work, relationships, growth and achievement. Supervision,

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working conditions, policies of the company and the administrative proceedings are the factor
that leads to dissatisfaction amongst the employees.
Pestonjee and Basu (1972) conducted a study, that included private group motivators
and public sectors wherein the former were dissatisfied and the latter gave in significant
contributions to the organization.
Bhatt (1998) concluded that management policies as prescribed by Govt. of India
continue to dissatisfy them whereas the social banking has been set according to their
expectation. The organization has been encouraged to have a better motivational policy with
a dedicated team. The most stressed employees of this sector are the clerks as it is their
primal duty not to complain on their nature of work. The recent advancements in the field of
technology have reduced their repetitive tasks and that has increased the level of satisfaction
in these employees.
Bajpai and Srivastava (2004) studied the resultant overall job satisfaction and
dissatisfaction in two of public and private sectors. Quick turnover, layoff threats, less
welfare schemes, less scope for vertical growth increased job dissatisfaction whereas secure
job environment, welfare policies and job stability increased the degree of job satisfaction.
2.11 Research gap
Key factors such as supervisor behaviour, co-worker behaviour, pay and promotion
and other work factors play a major role in job satisfaction. Studies even show high
satisfaction in employees or the right opposite of it. Jobs like nursing, teachers and doctors
have dominating studies in job satisfaction. But in the field of banking it is very rare to have
a study on job satisfaction. It is unavailable because of the negligible amount of researchers
willing to do research in these kinds of area such as banking which is a service sector.
Human physical and mental capabilities are constrained in a particular order which voids
work intensification, however only few have analyzed this field of study. In spite of recession
banking sector has emerged itself has one of the prime sectors in the national scenario.
Future researchers can refer to this study as a basis to conduct comparative studies in India
pertaining to banking sector.

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CHAPTER III: RESEARCH METHODOLOGY
3.1 Introduction
Research methodology is defined as systematic data collection process wherein data is
examined with the purview of achieving high research knowledge (Leedy, 1997). In this
context, the objectives of the present research explained in the present methodology section
in detail which is followed by the research model type, and the methods and philosophy
applied. In addition, the class of sampling method involved and the data collection methods
are also elaborated. Furthermore, the different data analysis tools and techniques used for the
examination of data collected,. ethical research considerations and its limitations are
discussed. Finally a summary is provided at the end.
3.2 Research design
Research design is a one of the significant steps of the research methodology which
helps to give a better understanding on the data collection types and the limitations of the
study limitations, wherein the factors such as availability of resource and time is considered.
It is revealed by Easterby-Smith et al. (1994) that a complete research basis wherein the data
collection method in line with the framed research objectives is stated in the research design.
The objectives of the present research are achieved with the appropriate research strategy
selection for the collection of data that is required for the research. Research methods are of
two types as classified by Creswell (1994), Bell (1996), and Punch (2005)- Qualitative and
quantitative. Several researchers provide diverse views about the research methods. Merriam
(2009) reveals that the model of qualitative research model as the extensive information
acquisition process from the participants involved in the research wherein their opinions are
acquired to get in- depth information. Qualitative research design incorporates the collection
of non-numerical data and are analysed using textual analysis methods (Saunders et al.,
2009). On the contrary, the design of quantitative research means numerical data collection
which is statistically computed based o numerical analysis methods (Creswell, 2011). The
present study which aims at examining the impact of work intensification on job satisfaction
of employees at the Indian private bank sector attempts to analyse work intensification at the
workplace, wherein the role of different variables were understood which affects work

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intensification and explores work intensification‟s impact on job satisfaction of employees
which is considered as the main objective of the research. Hence, a quantitative research
methodology could be best suited for the research to achieve the present research‟s
objectives.
3.3 Research philosophy
One of the important steps in the research is the identification of an appropriate
research philosophy as it aids the personnel working in the research to proceed. According to
Saunders, Lewis & Thornhill (2012), research philosophy could clearly explain real word
entities‟ cognisance and recognise the different modes by problems. There are two kinds of
research philosophy defined by Perry (1995) which considers the social reality- positivist and
interpretivist . According to Bryman and Bell (2011), positivism asserts world as an external
entity wherein the objectives are considered as the researchers‟ belief and whether there exist
a relationship between specific variables considered for the research. However, Carson et al.,
2001 discerns the theory of interpretivism as the research based on social reality wherein the
construction of human values forms the social world.
Any scenario of research scenario adapts either positivist or interpretivist notions. In
this context, a quantitative approach is more suitable wherein this is a positivist approach.
3.4 Research approach
According to Saunders et al. (2012) theory and research and are related with one
another and analyses the connection which could be approached using any one of the
methods such as inductive and deductive approach. Bryman and Bell (2011) states
deductive approach as the understanding of previous researches from which hypothesis are
framed and examined using techniques that are survey based wherein the approach is also
termed as the approach of top- down basis (Gabriel, 2013; Saunders et al., 2009). The present
study attempts to examine the influence of work intensification on job satisfaction of
employees at the Indian private bank sector. Hence, the approach which is better suited for
the present research is the deductive approach.

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3.5 Sampling
The selection of target population is a very important requirement for any research
and are people who are involved in the research (Gay & Airasian, 2003). 72 respondents on
the whole were targeted who are banking personnel in Indian private banks. Since the
research attempts to identify whether work intensification affect employee job satisfaction,
simple random sampling design is used.
Figure 3: Research Onion for the present study
Source: Adopted from Saunders et al. (2012)
3.6 Data collection
Primary data is collected for the present research wherein questionnaires were
administered to the top and middle management personnel in the Indian private sector banks.
3.7 Data analysis
Quantitative data is collected wherein the same is assessed using the IBM SPSS
software (version 20.0). The tool is used for statistically examination of the collected data and
also supports towards enhancing the several operations which includes data management and
documentation. (SPSS, 2015).
POSITIVIST
DEDUCTIVE
MONO-METHOD (QUANTITATIVE)
SURVEY
DATA COLLECTION AND DATA ANALYSIS

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3.8 Ethical consideration
For the present research, complete confidentiality is maintained in all facets such as
collection of data, information storage and so on wherein the information pertaining to the
researchers are not revealed. This is facilitated by providing a Unique Identifier (UID) which
shadows the name of the participant. Furthermore, the collected data is kept confidential and
shared only to the research guide.
3.9 Summary of the chapter
The research methodology selected for this research is quantitative methodology
wherein the same is selected based on achieving the aims and objectives of the research. The
research design, the type of philosophy adopted and the ethical considerations of the research
are provided in this chapter.

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CHAPTER IV: RESULTS
4.1 Introduction
In the chapter, the researcher provides the results of the quantitative data. The data
was first entered into an excel files and exported into SPSS 20.0 version. Thus, using SPSS
software the present study results analyzed. The sample size taken for the study is n=72.
Internal consistency of the data computed through reliability analysis using Cronbach‟s alpha
value. Exploratory factor analysis was also used to ascertain whether the independent
variables had any collinearity. Descriptive statistical measures were carried out in each and
every item of factors. Correlation is used to find the relationship between independent and
dependent variables. Regression is used to find the association between independent variables
on dependent variables.
Table 1: Frequency of gender
Frequency (n) Percentage (%)
Male 37 51.4
Female 35 48.6
Total 72 100.0
Table 1 shows the frequency of gender. Majority 51.4% of the respondents were male
while 48.6% of the respondents were female respectively.
Figure 4: Percentage for gender
51%49%
Male
Female

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Table 2: Frequency of age
20-25 11 15.3
26-30 14 19.4
31-35 17 23.6
36-40 18 25.0
Above 40 12 16.7
Total 72 100.0
Table 2 shows the frequency of age. Majority 25% of the respondents are under 36-40
years age group followed by, 23.6% of the respondents are 31-35 years and group, 19.4% of
the respondents are under 26-30 years age group, 16.7% of the respondents are 40 years and
above age group while 15.3% of the respondents are 20-25 years age group respectively.
Figure 5: Percentage for age
Table 3: Frequency of marital status
Single 20 27.8
Married 29 40.3
Widow 10 13.9
Divorced 13 18.1
Total 72 100.0
15.3
19.4
23.6
25
16.7
0
5
10
15
20
25
30
20-25 26-30 31-35 36-40 Above 40
Percentage
Age in years

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Table 3 shows the frequency of marital status of the respondents. Majority 40.3% of
the respondents are married followed by, 27.8% of the respondents are single and 18.1% of
the respondents are divorced while 13.9% of the respondents are widow respectively.
Figure 6: Percentage for marital status
Table 4: Frequency of work experience
1-3 years 18 25.0
4-6 years 18 25.0
7-10 years 11 15.3
More than 10 years 25 34.7
Total 72 100.0
Table 4 shows the frequency of work experience of the respondents. Majority 34.7%
of the respondents are had more than 10 years‟ experience followed by, 25% of the
respondents are 1-6 years of experience and 15.3% of the respondents are 7-10 years of
experience respectively.
27.8
40.3
13.9
18.1
0
5
10
15
20
25
30
35
40
45
Single Married Widow Divorced
Marital Status

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Figure 7: Percentage of experience
Table 5: Frequency of salary
15,000-20,000 24 33.3
20,000-30,000 29 40.3
More than 30,000 19 26.4
Total 72 100.0
Table 5 shows the frequency of salary of the respondents. Majority 40.37% of the
respondents are earning 20,000-30,000 followed by, 33.3% of the respondents are earning
15,000-20,000 and 26.4% of the respondents are earning more than 30,000 respectively.
Figure 8: Percentage of salary
25 25
15.3
34.7
0
5
10
15
20
25
30
35
40
1-3 years 4-6 years 7-10 years More than 10
years
Percentage
Work experience
33.3
40.3
26.4
0
10
20
30
40
50
15,000-20,000 20,000-30,000 More than 30,000
Percentage
Salary

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Table 6: Frequency of travel to work each day
Yes 37 51.4
No 35 48.6
Total 72 100.0
Table 6 shows the frequency of travel to work each day. Majority 51.4% of the
respondents are travel to work each day while 48.6% of the respondents are not traveling to
work each day respectively.
Figure 9: Percentage of travel to work each day
Table 7: Frequency of daily scheduled workload be completed within the time
available
Yes 51 70.8
No 31 29.2
Total 72 100.0
Table 7 shows the frequency of daily scheduled workload is completed within the
time available. Majority 70.8% of the respondents are daily scheduled workload be
completed within the time available while 29.2% of the respondents are not daily scheduled
workload be completed within the time available respectively.
51%49%
Yes
No

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Figure 10: Percentage of daily scheduled workload be completed within the time
available
Figure 11: Frequency of other personal problems
Yes 44 61.1
No 28 38.9
Total 72 100.0
Table 8 shows the frequency of other personal problems. Majority 61.1% of the
respondents are have other personal problems male while 38.9% of the respondents does not
have other personal problems respectively.
71%
29%
Yes
No

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Figure 12: Percentage of other personal problems
Table 8: Reliability Analysis
No. of
items
Mean
Cronbach’s
Alpha
Work intensification 3 4.16 0.932
Use of Technology 10 3.65 0.988
High work load 14 4.36 0.989
Job insecurity 6 4.70 0.877
Working hours 3 4.11 0.973
Low wage 4 4.30 0.987
The study used reliability analysis for each multi-item scale using Cronbach‟s alpha.
The above table presents the results of the reliability analysis along with the descriptive
statistics for each variable. Overall, the study reported strong reliability with coefficient
alphas ranging from 0.877 to 0.989 which demonstrated that scale demonstrates good
reliability.
61%
39%
Yes
No

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Table 9: Factor Analysis
Statements
Component % of
Variance1 2 3 4
High work load
The daily workload you are asked to carry out is about
right
.974
46.431
You sometimes feel under pressure to complete work
on time?
.973
There is sufficient variety and interest in your work? .969
If you are often waiting for others to complete their
work
.959
If you are to take a short break: how many minutes, on
average, per day do you take?
.940
Your work can be organized to suit your own needs
and wishes?
.937
You are able to take short breaks during the working
shift?
.936
You have good career development opportunities? .932
Your work is worthwhile and rewarding? .931
Your working environment contains too many
obstructions?
.915
You sometimes need to wait for others to complete
their work before you can commence yours?
.914
You can normally meet deadlines set by management? .894
You feel motivated by your work? .890
Others value and appreciate your work? .887
Job insecurity
I am confident that I will continue to have a job with
my present employer.
.927
19.921
I believe that my career is secure. .814
In my opinion I will keep my job in the near future. .787
How certain are you that you will NOT be laid off from
your job sometime in the future
.732
In my opinion I will be employed for a long time in my
present job.
.726
How certain are you about your job security with your
organization
.719
Low wage
My manager is quite competent in doing his/her job .972
9.703
I am not satisfied with the benefits I receive .957
I feel I am being paid a fair amount for the work I do. .954
There is really too little chance for promotion on my
job
.947
Working hours
Trust among employees in general .974
8.991
How employees spend their working time? .958

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Organization as a work environment meet expectations .937
Table 10 reveals the factor analysis related to an empirical investigation of the role of
work intensification on employee‟s job satisfaction. The twenty-seven items are taken into a
factor analysis. The total twenty-seven questions are reduced into four factors. The four
factors are High work load, Job insecurity, Low wage and Working hours.
 Fourteen items were loaded under Factor one with loading ranging from 0.887
to 0.974. Hence it is named as “High work load”
 Six items were loaded under Factor Two with loading ranging from 0.719 to
0.927. Hence it is named as “Job insecurity”.
 Three items were loaded under Factor Three with loading ranging from 0.947 to
0.972. Hence it is named as “Low wage”.
 Four items were loaded under Factor Four with loading ranging from 0.937 to
0.974. Hence it is named as “Working hours”.
Table 10: Mean ranking for Work intensification
Work intensification Mean SD Rank
How much pressure do you feel from the sheer quantity of work 4.19 0.95 1
How much pressure do you feel from managers and supervisors 4.18 0.95 2
How much pressure do you feel from work mates and colleagues 4.11 0.97 3
Table 11 reveals the mean ranking of Work intensification. The item “How much
pressure do you feel from the sheer quantity of work” had the first rank with mean 4.19
followed by, the item “How much pressure do you feel from managers and supervisors” had
the second rank with mean 4.18 while the item “How much pressure do you feel from work
mates and colleagues” had the third and last rank with mean 4.11 respectively.

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Table 11: Mean ranking for the use of Technology
Mean SD Rank
Now it takes less time to complete my work. 4.07 1.16 1
With new technology I can handle number of responsibilities at one time 3.76 1.32 2
Working hours have been reduced after the technological changes. 3.69 1.25 3
Due to technological advancement the medical facilities have improved
in the organization. 3.64 1.34 4
I feel very committed to my work after the technological changes 3.60 1.44 5
New technology has led to advanced and improved training 3.58 1.37 6
My performance has improved after the implementation of new
technology 3.57 1.39 7.5
Technology has reduced injury and health problems. 3.57 1.37 7.5
The technological changes have led to greater opportunities of work. 3.56 1.44 9
With new technology my task accomplishment has become easy and
efficient. 3.54 1.33 10
Table 12 reveals the mean ranking of Use of Technology. The item “Now it takes less
time to complete my work” had the first rank with mean 4.07 followed by, the item “With
new technology I can handle number of responsibilities at one time” had the second rank with
mean 3.76, the item “Working hours has been reduced after the technological changes.” had
the third rank with mean 3.69, item “Due to technological advancement the medical facilities
have improved in the organization” had the fourth rank with mean 3.64, item “I feel very
committed to my work after the technological changes” had the fifth rank with mean 3.60, the
item “New technology has led to advanced and improved training” had the sixth rank with
mean 3.58, items “My performance has improved after the implementation of new
technology” and “Technology has reduced injury and health problems” had an equal rank
with mean 3.57, item “The technological changes have led to greater opportunities for work”
had the ninth rank with mean 3.56 and the item “With new technology my task
accomplishment has become easy and efficient” had the last and tenth rank with mean 3.54
respectively.

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Table 12: Mean ranking for High work load
Mean SD Rank
You sometimes need to wait for others to complete their work before you can
commence yours
4.46 0.53 1
You feel motivated by your work 4.44 0.63 2.5
Your work can be organized to suit your own needs and wishes 4.44 0.67 2.5
If you are to take a .short break: how many minutes, on average, per day do
you take
4.43 0.71 4
You have good career development opportunities 4.40 0.73 5.5
The daily workload you are asked to carry out is about right 4.40 0.83 5.5
Your work is worthwhile and rewarding 4.38 0.70 7
If you are often waiting for others to complete their work 4.35 0.82 8.5
You sometimes feel under pressure to complete work on time 4.35 0.72 8.5
Your working environment contains too many obstructions 4.32 0.65 10
You are able to take short breaks during the working shift 4.29 0.78 11
There are sufficient variety and interest in your work 4.28 0.75 12
You can normally meet deadlines set by management 4.26 0.79 13
Others value and appreciate your work 4.24 0.75 14
Table 13 reveals the mean ranking of High work load. The item “You sometimes need
to wait for others to complete their work before you can commence yours” had the first rank
with mean 4.46 followed by, the items “You feel motivated by your work” and “Your work
can be organized to suit your own needs and wishes” had an equal rank with mean 4.44, the
item “If you are to take a .short break: how many minutes, on average, per day do you take”
had the fourth rank with mean 4.43, item “You have good career development opportunities”
and “The daily workload you are asked to carry out is about right “ had an equal rank with
mean 4.40, item “Your work is worthwhile and rewarding” had the seventh rank with mean
4.38, the item “If you are often waiting for others to complete their work” and “You
sometimes feel under pressure to complete work on time” had an equal rank with mean 4.35,
item “Your working environment contains too many obstructions” had the tenth rank with
mean 4.32, item “You are able to take short breaks during the working shift” had the eleventh
rank with mean 4.29, item “There is sufficient variety and interest in your work” had the
twelfth rank with mean 4.28, item “You can normally meet deadlines set by management”
had the thirteenth rank with mean 4.26 and the item “Others value and appreciate your work”
had the fourteenth and last rank with mean 4.24 respectively.

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Table 13: Mean ranking for Job insecurity
Mean SD Rank
I am confident that I will continue to have a job with my present employer. 4.88 0.44 1
In my opinion I will keep my job in the near future. 4.75 0.52 2
I believe that my career is secure. 4.74 0.53 3
In my opinion I will be employed for a long time in my present job. 4.65 0.56 4
How certain are you about your job security with your organization 4.63 0.57 5
How certain are you that you will NOT be laid off from your job sometime
in the future 4.58 0.64 6
Table 14 reveals the mean ranking of Job insecurity. The item “I am confident that I
will continue to have a job with my present employer” had the first rank with mean 4.88
followed by, the item “In my opinion I will keep my job in the near future” had the second
rank with mean 4.75, the item “I believe that my career is secure.” had the third rank with
mean 4.74, item “In my opinion I will be employed for a long time in my present job” had the
fourth rank with mean 4.65, item “How certain are you about your job security with your
organization” had the fifth rank with mean 4.63, the item “How certain are you that you will
NOT be laid off from your job sometime in the future” had the sixth rank with mean 4.58
respectively.
Table 14: Mean ranking for Working hours
Mean SD Rank
How employees spend their working time 4.19 1.30 1
Trust among employees in general 4.14 1.31 2
Organization as a work environment meet expectations 4.01 1.17 3
Table 15 reveals the mean ranking of Working hours. The item “How employees
spend their working time” had the first rank with mean 4.19 followed by, the item “Trust
among employees in general” had the second rank with mean 4.14 while the item
“Organization as a work environment meets expectations” had the third and last rank with
mean 4.01 respectively.

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Table 15: Mean ranking for Low wage
Mean SD Rank
My manager is quite competent in doing his/her job 4.33 0.99 1
I am not satisfied with the benefits I receive 4.32 1.03 2.5
There is really too little chance for promotion on my job 4.32 1.03 2.5
I feel I am being paid a fair amount for the work I do. 4.24 0.97 4
Table 16 reveals the mean ranking of Low wage. The item “My manager is quite
competent in doing his/her job” had the first rank with mean 4.33 followed by, the items “I
am not satisfied with the benefits I receive” and “There is really too little chance for
promotion on my job “had an equal rank with mean 4.32 while the item “I feel I am being
paid a fair amount for the work I do” had the fourth and last rank with mean 4.24
respectively.
Hypothesis
H01: There is a significant relationship between Work intensification, High work load, Job
insecurity, Working hours, Low wage and Employee Job satisfaction.
H11: There is no significant relationship between Work intensification, High work load, Job
Table 16: Relatoinship between independent and dependent variables
Work
intensification
High work
load
Job
insecurity
Working
hours
Low
wage
Employee
Job satisfaction
Work
intensification
1 .484**
.432**
.085 .487**
.457**
High work load 1 -.080 -.116 .132 -.050
Job insecurity 1 .209 .330**
.961**
Working hours 1 .114 .235*
Low wage 1 .305**
Employee Job
satisfaction
1
**p<0.01

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Table 17 presents the Pearson correlation analysis. The correlation analysis shows the
linearity between the variables not the strength of association between dependent and
independent variables represented by r and p value, while r is a degree of correlation and p
signifies significance level. It is evident from the table that Work intensification does show a
significant positive linear relationship with Employee Job satisfaction (r=0.457, p<0.01). Job
insecurity does show a significant positive linear relationship with Employee Job satisfaction
(r=0.961, p<0.01). Working hours does show a significant positive linear relationship with
Employee Job satisfaction (r=0.235, p<0.01). Low wage does show a significant positive
linear relationship with Employee Job satisfaction (r=0.305, p<0.01). Therefore we conclude
that the hypothesis,
H01: There is a significant relationship between Work intensification, High work load,
Job insecurity, Working hours, Low wage and Employee Job satisfaction is accepted.
H02: There is a significant relationship between Work intensification, High work load, Job
H12: There is no significant relationship between Work intensification, High work load, Job
Table 17: Relatoinship between independent and dependent variables
Work
intensification
High work
load
Job
insecurity
Working
hours
Low
wage
Use of
Technology
Work
intensification
1 .598**
.432**
.085 .487**
.315**
High work load 1 .126 -.181 .135 .032
Job insecurity 1 .209 .330**
.163
Working hours 1 .114 .242*
Low wage 1 .396**
Use of Technology 1
**p<0.01

of 80
Table 18 presents the Pearson correlation analysis. The correlation analysis shows the
linearity between the variables not the strength of association between dependent and
independent variables represented by r and p value, while r is a degree of correlation and p
signifies significance level. It is evident from the table that Work intensification does show a
significant positive linear relationship with Use of Technology (r=0.315, p<0.01). Working
hours does show a significant positive linear relationship with Use of Technology (r=0.242,
p<0.01). Low wage does show a significant positive linear relationship with Use of
Technology (r=0.396, p<0.01). Therefore we conclude that the hypothesis,
H02: There is a significant relationship between Work intensification, High work load,
Job insecurity, Working hours, Low wage and Use of Technology is accepted
H03: There is a significant impact of Work intensification on Employee Job satisfaction
H13: There is no significant impact of Work intensification on Employee Job satisfaction
Table 18: Association between Work intensification and Employee Job satisfaction
Unstandardized
Coefficients R Square t value p value
Beta SE
(Constant) 3.853 0.212
0.209
18.200 0.000
Work intensification 0.214 0.050 4.295 0.000**
Dependent Variable: Employee Job satisfaction, **p<0.01
The association between Work intensification and Employee Job satisfaction is
presented in the table 19. In the regression model, Work intensification is considered as
independent variable while Employee Job satisfaction is considered as a dependent variable.
The significance value (p-value<0.05) clearly unveils that Work intensification (β=0.214,
t=4.295, p<0.001) positively impacts on Employee Job satisfaction. In addition, 21 percent
of the variation in Employee Job satisfaction is dependent on Work intensification ( R-
square=0.209). Hence there is an association between Work intensification and Employee Job
satisfaction. Therefore, we conclude that the hypothesis,
H03: There is a significant impact of Work intensification on Employee Job satisfaction
is accepted.

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H04: There is a significant impact of High work load on Employee Job satisfaction
H14: There is no significant impact of High work load on Employee Job satisfaction
Table 19: Association between High work load and Employee Job satisfaction
Unstandardized
Beta SE
(Constant) 4.397 0.375
0.013
11.667 0.000
High work load 0.083 0.085 0.975 0.333
Dependent Variable: Employee Job satisfaction
The association between High work load and Employee Job satisfaction is presented
in the table 20. In the regression model, High work load is considered as independent
variable while Employee Job satisfaction is considered as a dependent variable. The
significance value (p-value<0.05) clearly unveils that High work load (β=0.083, t=0.975,
p=0.333>0.05) which is greater than 0.05. In addition, 1 percent of the variation in Employee
Job satisfaction is dependent on High work load ( R-square=0.013). Hence there is no
association between High work load and Employee Job satisfaction. Therefore, we conclude
H14: There is no significant impact of High work load on Employee Job satisfaction is
accepted.
H05: There is a significant impact of Job insecurity on Employee Job satisfaction
H15: There is no significant impact of Job insecurity on Employee Job satisfaction

of 80
Table 20: Association between Job insecurity and Employee Job satisfaction
Unstandardized
Beta SE
(Constant) 0.325 0.153
0.923
2.131 0.037
Job insecurity 0.939 0.032 29.064 0.000*
The association between Job insecurity and Employee Job satisfaction is presented in
the table 21. In the regression model, Job insecurity is considered as independent variable
while Employee Job satisfaction is considered as a dependent variable. The significance
value (p-value<0.05) clearly unveils that Job insecurity (β=0.939, t=29.064, p<0.001)
positively impacts on Employee Job satisfaction. In addition, 92 percent of the variation in
Employee Job satisfaction is dependent on Job insecurity ( R-square=0.923). Hence there is
an association between Job insecurity and Employee Job satisfactions. Therefore, we
conclude that the hypothesis,
H05: There is a significant impact of Job insecurity on Employee Job satisfaction is
accepted.
H06: There is a significant impact of Working hours on Employee Job satisfaction
H16: There is no significant impact of Working hours on Employee Job satisfaction
Table 21: Association between Working hours and Employee Job satisfaction
Unstandardized
Beta SE
(Constant) 4.411 0.171
0.055
25.750 0.000
Working hours 0.081 0.040 2.018 0.047*
Dependent Variable: Employee Job satisfaction, *p<0.05
The association between Working hours and Employee Job satisfaction is presented in
the table 22. In the regression model, working hours is considered as independent variable
while Employee Job satisfaction is considered as a dependent variable. The significance

of 80
value (p-value<0.05) clearly unveils that Working hours (β=0.081, t=2.018, p<0.05)
positively impacts on Employee Job satisfaction. In addition, 5 percent of the variation in
Employee Job satisfaction is dependent on Working hours ( R-square=0.055). Hence there is
an association between Working hours and Employee Job satisfactions. Therefore, we
conclude that the hypothesis,
H06: There is a significant impact of Working hours on Employee Job satisfaction is
accepted
H07: There is a significant impact of Low wage on Employee Job satisfaction
H17: There is no significant impact of Low wage on Employee Job satisfaction
Table 22: Association between Low wage and Employee Job satisfaction
Unstandardized
Beta SE
(Constant) 4.183 0.214
0.093
19.508 0.000
Low wage 0.130 0.049 2.677 0.009**
The association between Low wage and Employee Job satisfaction is presented in the
table 23. In the regression model, the Low wage is considered as independent variable while
Employee Job satisfaction is considered as a dependent variable. The significance value (p-
value<0.05) clearly unveils that Low wage (β=0.130, t=2.677, p<0.05) positively impacts on
Employee Job satisfaction. In addition,105 percent of the variation in Employee Job
satisfaction is dependent on a Low wage ( R-square=0.093). Hence there is an association
between Low wage and Employee Job satisfactions. Therefore, we conclude that the
hypothesis,
H07: There is a significant impact of Low wage on Employee Job satisfaction is accepted
H08: There is a significant impact of Work intensification on Use of Technology
H18: There is no significant impact of Work intensification on Use of Technology

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Table 23: Association between Work intensification and Use of Technology
Unstandardized
Beta SE
(Constant) 1.798 0.684
0.099
2.628 0.011
Work intensification 0.447 0.161 2.781 0.007**
Dependent Variable: Use of Technology, **p<0.01
The association between Work intensification and Use of Technology is presented in
the table 24. In the regression model, Work intensification is considered as independent
variable while Use of Technology is considered as a dependent variable. The significance
value (p-value<0.05) clearly unveils that Work intensification (β=0.130, t=2.677, p<0.05)
positively impacts on Use of Technology. In addition,105 percent of the variation in Use of
Technology is dependent on Work intensification ( R-square=0.093). Hence there is an
association between Work intensification and Use of Technology. Therefore, we conclude
H08: There is a significant impact of Work intensification on Use of Technology is
accepted

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