This document defines and discusses job satisfaction and morale. It provides multiple definitions of job satisfaction from various authors, positioning it as a general attitude towards one's job that is dependent on the balance between rewards received and believed deserved. Morale is defined as the collective attitudes of employees towards aspects of their work and job. The document then examines dimensions of job satisfaction according to different frameworks, including intrinsic and extrinsic factors like the work itself, pay, promotion opportunities, supervision and coworkers. It also discusses the importance of job satisfaction and ways to measure and increase satisfaction levels through both personal and job-related factors managed by the organization. Finally, it outlines how employees can constructively or destructively express job dissatisfaction through exit

1. Job satisfaction

2. Definition
• A general attitude towards one’s job;(the
difference between the amount of reward
workers receive and the amount they believe
they should receive Robbins (1998).
• Morse (1953) considered job satisfaction as
dependent upon job content, identification
with the company, financial and job status
&pride in group performance.

3. • Sinha (1958) has opined that job
satisfaction is essentially related to human
needs and their fulfillment through work.
• Pestonjee (1973) def job satisfaction as
job ,management ,personal adjustment &
social relations.

4. • A pleasurable or positive emotional state
resulting from the appraisal of ones job or
job experience Lockel (1976).

5. Morale
• It is a concept described the attitudes of the
employees collectively towards all aspects of
their work the job, the company, working
conditions, fellow workers, supervision, and so
on.
• Simply, it is the summation of the attitudes of
the employees making up the group.

6. • A greater presence of positive attitudes
indicates high morale while a greater presence
of negative attitudes indicates low morale.
• There are certain indices to measure the
depth of morale viz., resignation, accident,
sickness, absenteeism, grievances &
complaints.

7. • Job satisfaction is an individual concept,
where as morale is a group concept. Both
have same components. Level of application
the term (individual & group).

8. Dimensions of job satisfsction
 According to Lockel there are 3 dimensions in
job satisfaction.
 First, job satisfaction is a emotional response
to a job situation. As such it cannot be seen it
can only be inferred.
 Third, job satisfaction represent several
related attitudes.

9.  According to Smith Kendall & Huillin there are
5 dimensions that represent the most
important characterizes of a job about which
people have affective responsibility.
1.Work Itself
The extent to which the job provides the interesting
tasks, opportunities for learning and the chance to
accept responsibility.

10. 2.Pay
The amount of financial remuneration that is received
and the degree to which this is viewed as equitable vis-
a -vis others in the organization.
3.Promotion Opportunities
The chance for advancement in the hierarchy.

11. 4.Supervision
The ability of the supervisor to provide technical
assistance and behavioral support.
5.Co-workers
The degree to which follow workers are technically
proficient and socially supportive.

12. Importance of job satisfaction
• Satisfied workers do work more willingly.
• Satisfied workers usually engage in
constructive behavior.
• Satisfied employees have better health and
live longer. Luthans(1993) believed that
employees with higher job satisfaction exhibit
better mental and physical health.

13. • Satisfaction on the job carries over to the
employee’s life outside the job.

14. Measuring job satisfaction
• There are two approaches for measuring job
satisfaction
1.Single global rating
It consists of asking individual to respond to one
question. The respondent reply by circling a number
between 1-5 that corresponds to answer from highly
satisfied to highly dissatisfied.
2.Summation score
It consist of identifying key elements in a job &ask for the
employee’s feeling about each.

15. E.g. nature of work, supervision, present pay, promotional
opportunities & relation with co-workers.
These factors are rated on a standardized scale & then added
up to create an overall job satisfaction.
• Factors related to job satisfaction
The factors related to job satisfaction classified into
1.Personal factors.
2.Factors inherent in the job.
3.Factors controllable by management.
1.Personal factors
a. Sex :most investigations on the subject have found that
women are more satisfied with their jobs than are man.

16. b. Number of dependents :the more dependents one
have, the less satisfaction he has with his job.
c. Age :in some group job satisfaction is higher with
increasing age. In some groups vice-versa.
d. Time on job :job satisfaction is relatively high at the
start, drops slowly.
e. Intelligence :the relation of intelligence to job
satisfaction no doubt depends on the level & range of
intelligence & the challenge of the job.

17. f. Education :conflicting evidences on the relationship
between education and job satisfaction.
g. Personality :extroverts, those who are with sociable
nature, high interpersonal relations are satisfied in job.
In keeping with the opinion of the industrial
psychologist such as Blum & Nylor (1968) job
satisfaction often mention or suggest personality traits
as antecedent or progenitor to job satisfaction.

18. 2. Factors inherent in the job
a. Type of work: work varied in nature brings job
satisfaction. Routine work bring job dissatisfaction,
boredom.
b. Skill required: satisfaction of skills in a job bring job
satisfaction.
c. Occupational status: clerical, offices, professional, etc,
social status, prestige attached to the job also
matters. E.g. scientists.
d. Geography: greater job satisfaction among workers in
small towns than big towns.

19. 3.Factors controllable by management
1. Security for old age was one significant factor related
to job satisfaction. E.g. Pensionary benefits.
2. Pay :pay rise is “cures – all” which will make each
employee happy.
3. Fringe benefits
4. Opportunities for advancement
5. Working conditions
6. Co-worker
7. responsibility

20. 8. Supervision- Favorable attitude of employee towards
their supervision.

21. How to increase job satisfaction ?
The following factors may be considered for
increasing job satisfaction.
Personal factors:
Management cannot change the personal factors of
the employees. But should appreciate the role of
the personal factors in-job satisfaction.
Management should place the workers where
the personal factors of the individual will aid him
in achieving job satisfaction.

22. Factors inherent in the job:
Management should consider how to make the
work less routine, raise the occupational status of
the workers. E.g. Strategy- giving chances for more
creativity.
Factors controllable by management
Promotional policies.
Adequate training of supervisors.
Providing security feeling of workers.

23. How Employees Can Express
Dissatisfaction ?
employees dissatisfaction can be
expressed in number of ways. For example
employees can choose to complain rather
than quit. The figure below offers four
responses that differ from one another along
two dimensions, i.e.
constructiveness/destructiveness &
activity/passivity.

24. Exit
Behavior directed towards leaving the organization. Includes
looking for a new position as well as resigning.
Voice
Actively and constructively trying to improve condition. It
includes suggesting improvement. Discussing problems with
one’s boss, and some from of union activity.
Loyalty
Passively but optimistically waiting for condition to improve.
Includes speaking up for organization in the face of external
criticism and trusting the organization & its management to
“do the right thing”.

25. Neglect
Passively allowing conditions to worsen. Includes chronic
absenteeism, or lateness, reduced efforts & increased
error rate.

26. Exit & neglect behavior encompass
our performance variables- productivity
absenteeism and turnover. But this model
expands employee response to include voice
and loyalty- constructive behavior that allows
individuals to tolerate unpleasant situations or
to revive satisfactory working conditions.

27. It helps us to understand situations
such as those sometimes found among unionized
workers where low job satisfaction is coupled
with low turn over.
Union members often express
dissatisfaction through the grievance procedure
or through formal contract negotiation.
These voice mechanics allow the union
member to continue in their jobs while
convincing themselves that they are acting to
improve the situation.