Job Satisfaction among Employees

Job Satisfaction among Employees 2013

Job Satisfaction among

Employees

Submitted to

Dr. Mumtaz Ali

Presented by

Muhammad Irfan


Table of Contents

1.2 Abstract: .................................................................................................................................... 4

2. Introduction ................................................................................................................................ 5

3. Literature Review ........................................................................................................................ 6

4. THEORATICAL FRAME WORK .................................................................................................... 11

4.1. Variables ............................................................................................................................. 11

DEPENDENT VARIABLES ......................................................................................................... 11

INDEPENDENT VARIABLES ..................................................................................................... 11

4.2 Schematic diagram .............................................................................................................. 12

4.3: Theoretical Framework ...................................................................................................... 12

4.4 HYPOTHESIS: ........................................................................................................................ 14

5. Research Methodology: ............................................................................................................ 14

5.1 Sample selection: ................................................................................................................ 15

5.2 Study type: .......................................................................................................................... 15

5.3 Unit of analysis: ................................................................................................................... 15

5.4 Time horizon:....................................................................................................................... 15

5.5 Instrument development: ................................................................................................... 15

5.6 Data collection procedure: .................................................................................................. 15

6. Discussion of Results: ............................................................................................................... 16

6.1 Reliability analysis: .............................................................................................................. 16

Discussion of Reliabilities: ......................................................................................................... 16

Correlation analysis: .................................................................................................................. 17

Discussion of Regressions. ........................................................................................................ 17

7. Conclusion ................................................................................................................................. 18

8. Reference’s ............................................................................................................................... 19


Title of study: JOB SATISFACTION


1.2 Abstract:

Purpose: To investigates the causes of job satisfaction among the employees of

different organizations and how can maximize the performance of employees

through job satisfaction.

Design/ Methodology - Questionnaires were designed and distributed to all the

employees of different organization. This measures perceived levels of job

satisfaction amongst the employees of organizations and potential effects of job

satisfaction on the performance of employees.

Practical implications-The findings of this research emphasis on organization

culture, work place conditions and job rank in order to optimize the performance

of the employees through job satisfaction. There is also a need to undertake

longitudinal research to investigate

Findings: Findings suggested that there is a positive relationship exists between

stress, time management and Family conflict problems. Increase in lack of support

from family increase the stress level of a student similarly if a student could not

manage its time this also increase the stress of a student.

Research limitations- The research was carried out in five organizations and

therefore results cannot be generalized to cover the whole organization sector.

Value-This research paper highlights the causes of job satisfaction and their

positive impacts on employee’s performance.

Key Words- Job satisfaction, Organization culture, Job rank, Work place conditions.


2. Introduction

Job satisfaction is the most widely investigated job attitude as well as one of the most extensively researched subjects in Industrial/Organizational Psychology (Judge& Church, 2000). Many work motivation theories have represented the implied role of job satisfaction. In addition, many work satisfaction theories have tried to explain job satisfaction and its influence, such as: ( Maslow’s 1943, cited in 1998) Hierarchy of Needs, Hertzberg’s (1968, Cited in 1998) Two-Factor (Motivator-Hygiene) Theory, Adam’s (1965, Cited in 1998) Equity Theory, Porter and Lawler’s (1968, Cited in 1998) modified version of Vroom’s (1964, cited in 1998) VIE Model, Locke’s (1969, Cited in 1998) Discrepancy Theory, Hackman and Oldham’s (1976, Cited in 1998) Job Characteristics Model, Locke’s (1976, Cited in 1998) Range of Affect Theory, Bandura’s (1977, Cited in 1998) Social Learning Theory, and Landy’s (1978, cited in 1998) Opponent Process Theory.

Job satisfaction defined and measured both as a global construct and as a concept with multiple dimensions (Locke, 1969, 1970, Cited in 1998) and job satisfaction overall defined the relationship that what one was want and what one perceives by it. As a result of this expansive research, job satisfaction has been linked to productivity, motivation, absenteeism/tardiness, accidents, mental/physical health, and general life satisfaction (Landy, 1978, Cited in 1998). A common idea of the research has been that, to some extent, the emotional state of an individual is affected by interactions with their work environment. People identify themselves by their profession, such as a doctor, lawyer, or teacher. A person’s individual well-being at work, therefore, is a very significant aspect of research (Judg & Klinger, 2007, Cited in 2012).

There are two types of job satisfaction which are based on the level of employees' feelings regarding their jobs. The first, and most studied, is global job satisfaction, which refers to employees' overall feelings about their jobs (e.g., "Overall, I love my job.") (Mueller & Kim, 2008, cited in 2012). The second is job facet satisfaction, which refers to feelings about specific job aspects, such as salary, benefits, and the quality of relationships with one's co-workers (e.g., "Overall, I love my job, but I my schedule am difficult to manage.") (Mueller & Kim, 2008 cited in 2012). According to Kerber and Campbell (1987, Cited in 2005), measurements of job facet satisfaction may be helpful in identifying which specific aspects of a job require improvements. The results may aid organizations in improving overall job satisfaction or in explaining organizational issues such as high turnover (Kerber &


Campbell, 1987, Cited in 2005). Focus in this study will be on answering the question “what are the factor which creates job satisfaction in organization and how measured and controlled job satisfaction”

3. Literature Review

Economist tells us that what is job satisfaction? Job satisfaction is the economic

variable (Hamermesh, 1977; Freeman, 1978) because the more satisfied person

gives the more productivity, more profit and more effective for the organizations

(Oswald 1997). Labour turnover is also determined by the job satisfaction (Clark et

al., 1998). The study about the flexible work arrangement shows that the flexible

work arrangements slightly effect the job satisfaction of the workers. More flexible

work time give more productivity but more flexible mean not give him free as he

want but give him frequent arrangement of time(Booth et al., 2002; de Witte and

Naswall, 2003; de Graaf-Zijl, 2005).Some researcher has been done on the role of

working on flexible time like part time job etc. But actually they are interested in to

know the effect of job satisfaction actually depends on whether part time in

voluntary or in involuntary especially in case of men not women (Johansson, 2004).

Freeman et al. (2000) has been focused on the impact of specific forms of functional flexibility and they know the effect of employee in job satisfaction and productivity and they able to find out that the form of functional flexibility creates the positive effect. In the other hand the study of McCausland et al. (2005) shows the negative effect performance related pay schemes on job satisfaction but not the high paid workers. Two studies are conducted the first one is “enriched” job design (Mohr and Zoghi, 2006) and Bauer (2004) study about the Higher involvement of workers in high performance workplace organizations is associated with job satisfaction. These studies show the results that consider only the effect of different flexible function creates the quantitative flexibility among the controls. The researcher point out that there is a positive link between functional flexibility and job satisfaction and there is no effect or a negative impact of quantitative flexibility. Another result shows that the positive impact of flexibility is greater in case of intrinsic job satisfaction not in extrinsic job satisfaction. These results show that the young workers are more likely to work and satisfied by the flexibility (Federica Origo, 2008)


Fringe benefits also effect the job satisfaction by many ways. First fringe benefits are also known as the worker compensation. The National Compensation Survey conducted by the Bureau of Labor Statistics estimated that benefits made up 30 per cent of total compensation for all US civilian workers in 2006. Other benefits like social security and Medicare, elderly pension fund and health insurance are made 27% of all compensation. The remaining 73% benefit compensation is related to paid leave, insurance plans retirement and savings. These are the cheaper benefits and results shows that cheaper benefits creates more job satisfaction among workers (Alpert, 1987) Second, the fringe benefits can act as valuable substitutes for wages. Decreasing the turnover ratio of the employees increase the wages regularly (Dale-Olsen, 2006) Woodbury (1983) found that workers are makes substitutes between fringe benefits and wages. Willing to get more wages as the place of more fringe benefits increase the satisfaction. He also observed that the decrease the tax rate on wages related to fringe benefits. The results on the employees are satisfied by decreasing the tax wage burden. Third, (Adams, 2004) the negative effect of fringe benefits and wages on job satisfaction if workers find they must sacrifice wages and accept provision of a fringe benefit they do not necessarily desire. For example someone already have fringe benefits and the employee who is newcomer also wants the fringe benefits this is the wastage of fringe benefits because he can also satisfied by the wages. So the combination of uncertainty and job lock can decrease job satisfaction. Job satisfaction is negatively related to job turnover (Freeman, 1978; McEvoy and Cascio, 1985; Akerlof et al., 1988; Weiss, 1984), absenteeism (Clegg, 1983) and positively related to productivity (Mangione and Quinn, 1975). Therefore, it is useful to understand which job characteristics and provisions increase job satisfaction. The study shows that the job satisfaction is although not the major effect by the fringe benefits but it can also impact on the job satisfaction. Some studies Artz (2008) and Donohue and Heywood (2004) shows that the pension are not affect the job satisfaction. But these are also report that the positively significant estimates for such variables like paid vocations and sick pay out but no significant relationship in other benefits other like child care, pension profit sharing and health insurance. Uppal (2005) uses a measure comprised of the number of fringe benefits employees receive and finds that this is positively related to job satisfaction. However, Benz (2005) includes most of the fringe benefits found in NLSY waves 1994-2000 in his study of employees of non-profit organizations and finds only two


out of nine fringe benefits are positive and significantly related to job satisfaction and that one is negative and significant. The meaning of “culture” often used that the exotic people and person with myths rites and foreign languages. Researcher believe that the employees of any organization can use the myths, stories and rites to effect the organization culture that tend to lead negative or positive effect on the organization employees job satisfaction(Barker,1980; Del and kennedy 1982; Peters and Waterman 1982) The definition of organization cultures are very someone are defined here. (Kilmann et al.1985) Defined as “The shared philosophies, ideologies, values, assumptions, beliefs’, expectations, attitudes and norms” that lead to organization culture. Deal (1986, p.301) defined as “the human invention that that creates solidarity and meaning and inspires commitment and productivity. Uttal (1983) defined as a “system of shared values and beliefs that interact with the company peoples, organizational structure and control system to produce behavior norms” but the present study shows that the definition of organization culture is “the pattern of shared values and beliefs that help individuals understand organizational functioning and provide them with norms for the behavior in the organization” (Deshpande and Webster, 1989, p. 4) Each organization consists of different leader ship styles, beliefs and values that act as glue and lead to organization effectiveness (Cameron and Freeman, 1991) Last few decades job satisfaction are study many times (Currivan, 1999) Job satisfaction defined and measured both as a global construct and as a concept with multiple dimensions (Locke, 1969, 1970) and job satisfaction overall defined the relationship that what one was want and what one perceives by it. Some researcher examined the relationship between organization culture and job satisfaction (Agho, et al.1993; Brooke, et al.1988; Cramer, 1996; Lance, 1991)

Most researchers examined the relationship between job satisfaction and performance (Lawler and Porter, 1969). And other are examined age and gender, management practice, organization climate and organization level (Burkee, 1995, 1996; Agho, et al.1993) Odom et al.(1990) knows that organization culture relates with the job satisfaction, work group cohesion and commitment. He also says that beurocratic style cannot create job satisfaction, work group cohesion and commitment in the employees. Nystrome (1993) studies that the organization that cares the health of employees, the employees of that organization are more satisfied. So all of these studies show that there is direct relationship between organization culture and job satisfaction.


Organization culture is difficult to measure and identifying due to shared

assumptions but early researchers are identified through stories, norms and special

languages (Del and kennedy 1982; Trice and Beyer, 1984; Bate, 1984).

Another study conducted by the (Titus Oshagbemi, 1997) study the influence of rank on the job satisfaction of organizational members. He examined the different ranking person how they satisfy. Research studies designed to investigate whether or not job satisfaction increases with higher rank are relatively few. A search of relevant articles through the Institute of Scientific Information Social Sciences Database revealed that only 23 articles were published between 1981 to 1997, both years inclusive. The search used “occupational level”, “job level” and “job rank” as words in title during the investigation. Thirteen, seven and three successful records were obtained respectively for the words in title during the search period. Ronen (1978) noted that job satisfaction increased with occupational level. Near et al. (1978) examined the relationship between age, occupational level and overall satisfaction. Miles et al. (1996) found job level (rank) to be a significant predictor of workers’ level of job satisfaction. They examined job level as a structural determinant of role behavior and suggest that job level maintain the communication-job satisfaction relationship. Grimes and Register (1997) examined career publications and academic job rank. The results, that publishing is positively correlated with job rank. However, the research did not attempt to establish a relationship between job rank and job satisfaction.

Andrew Oswald, a professor of economics at the University of Warwick in the United Kingdom, surveyed 16,266 workers from more than 800 workplaces and found that salary minimally influences job happiness. Yet, when Oswald looked at an employee's worker's position in a company, he found a strong link with job satisfaction. Rank influenced how proud they were with their professional achievements. Rank also increased happiness 50 to 60 percent when compared with bigger paychecks. Oswald explains that employees gain satisfaction from ranking higher than others. In a second smaller experiment, done with a group of students, he asked how satisfied they would be with a job offering a yearly salary of $32,000 after graduation. Some were told the pay was the second lowest in the firm, while others were told it was the fifth from the bottom. The higher the ranking, the more satisfied the students were with their prospective job. The difference stems from the fact that people-focused jobs enable workers to get positive feedback on a regular basis, says John Challenger, CEO of outplacement


firm Challenger, Gray & Christmas. ”Money’s not the motivator,” he says. “It doesn’t compare with knowing that you made someone’s life better.” While clients, patients, and students can drive you crazy, they can also say thanks or let you know how you made a difference in their lives. At times, you even get to see the positive differences you’ve made in their lives, say, when a former student starts a company or lands a dream job. You don’t get that if your job entails staring at a screen all day. It’s equally unlikely a spreadsheet will ever give you a thumbs-up.

For more evidence, consider this: The second-highest job in My Plan’s satisfaction survey is fire fighter. Risking your life running into burning buildings wouldn’t necessarily seem to be inherently satisfying, but it speaks to the power of positive feedback and the internal sense that what you’re doing is worthwhile. “It’s another level of value,” Challenger says. The holiday bonus email you get from your boss can’t hold a candle to the sense of purpose fire fighters get from saving people’s lives. Of course, whether or not success and satisfaction are mutually exclusive is debatable. You could argue that a career in a rapidly growing field will be inherently satisfying because jobs will be easy to come by, the work itself will evolve with the times and be exciting, and companies will compete for the best people with big salaries and perks. Part of what makes a job satisfying is the possibility of earning a decent living; the corresponding list of least satisfying careers from My Plan is loaded with jobs at or near the bottom of the pay scale, including maids, food service workers, and telemarketers.

Referred to as “one of the best-researched concepts in work”, job satisfaction mediates the relationships between one individual worker with work conditions, and organizational and individual outcomes (Dormann and Zapf, 2001; Jex, 2002; Judge and Church, 2000). In the real work places, organizations regardless of their size can hardly avoid problems. There always are problems and concerns in any organization. For small businesses, an organizational problem, when it occurs, is less likely to be tackled scientifically, sophistically, or timely (May, 1997; Martin and Staines, 1994). Small businesses were also reported to provide more frequent interpersonal contact between workers, customers, and supervisors (Smith and Hoy, 1992) along with high degree of complexity and challenge of jobs. The study shows that there will be no difference in job satisfaction across groups of different businesses. These are the element of research about job satisfaction; work, pay supervision, co-worker, and supervision. The past literature agreed upon its solid


construct validity (Kinicki et al., 2002) and validity (Bowling Green State University, 1997; Spector, 2002). In general, job satisfaction is more highly correlated to performance in complex jobs, in relevance to the relationship in less complex jobs. This could be explained by greater autonomy in complex jobs (Johnson and Johnson, 2000; Judge and Church, 2000) such as those in small businesses and enterprises.

4. THEORATICAL FRAME WORK

4.1. Variables

DEPENDENT VARIABLES

Job Satisfaction

INDEPENDENT VARIABLES

Organization Culture

Workplace Conditions

Job Rank


4.2 Schematic diagram

S Dependent variables

Independent Variable

ettfdiiidSS

4.3: Theoretical Framework

In this study the job satisfaction is our dependent variable and independent

variables are organization culture, working conditions and job status. Here we

discussed all the dependent and independent variables to show the relationship

between them.

There are many factors of job satisfaction like Fringe benefits, rewards, salary,

bonuses, time management, working hours’, compensation, insurance, medical

facility, benefits, punishment and rank.

Here, it has been observed the relationship between organization culture and job

satisfaction. Organization culture means the rituals, myths and foreign languages.

Different organizations have different organization cultures and the organizations

that deal with like rituals myths and stories they are able to satisfy their employees.

Organization shares the values, norms, expectations, behavior and attitude to

express the culture of organizations. An organization that consist of better values

and they care the employees the result in employees are more satisfied and

productivity of organization increase and it increase the profit. In organization the

Organization Culture

Workplace Conditions

Problems Job Rank

Job

Satisfaction


leader style and attributes are very important because if the behavior of manager

is good then employees are satisfied. Today the culture is an essential instrument

to satisfy the employees. The employees want job satisfaction through the

representing of their own rituals myths and stories. Employees are satisfied by

using the language that he wants to speak but it can also lead to negative impact

because organizations demand his own standardized language to promote his

organization at international level. Specifically, each culture type is characterized

by a particular set of shared beliefs, style of leadership, and set of shared values

that act as bond for employees that tend to lead effectiveness and that show the

job satisfaction of employees. If leader have normative values, respect the

employees, give him better working conditions and given chance them to explore

their identity thus employees are lead to job satisfaction.

It has been observed that there are many workplace condition; some are work

overload, role-based factors such as lack of power, role ambiguity, and role conflict.

The quality of the social environment in the workplace is associated with job

satisfaction as are certain behaviors of the leader. Threats to career development

and achievement, including threat of redundancy, being undervalued and unclear

promotion prospects are elements of job satisfaction. The conflict between home

and work and the work impact on personal relationships is stressful. Also, physical

conditions such as high noise levels, overcrowding in the workplace or a lack of

privacy have been associated with level of job satisfaction. Now we discussed here

to relate these factors with job satisfaction. Social environment is a major issue of

job satisfaction with that relates to work place conditions. If a person that cannot

be a socialized he feel disturbance that lead towards satisfaction and the

person/employee who are social person he cannot like the tough and boring work

conditions but he like socialize culture. The behavior of leader effect the workplace

conditions that are key for the job satisfaction if the behavior of manager or leader

is bad or worst like strict order and the person who cannot like these type of

behavior then he can be not satisfied by his job. On the other hand if leader is

normative and have good behavior then the employees are more satisfied that lead

towards organization effectiveness. Employees want to better working condition

like energetic environment, socialized environment, frequent timing, friendly


workplace environment that are lead to job satisfaction. The effect of employee

involvement on both workers’ productivity and job satisfaction and they find that

this form of functional flexibility has a positive impact on employees’ well-being.

Comparing with alternative pay compensation plans; find a negative effect of

performance-related pay schemes on job satisfaction, except for high-paid

workers.

It has been observed the Job level as a structural determinant of role behavior and

suggests that job level moderates then communication-job satisfaction

relationship. Every level of job holders has different demands to satisfy with his job.

Rank influenced how proud the employees were with their professional

achievements. Rank also increased happiness 50 to 60 percent when compared

with bigger paychecks.it is also seen that employees gain satisfaction from ranking

higher than others. The higher the ranking, the more satisfied the employees are

with their prospective job. So it’s clear that job ranking is also meter with job

satisfaction.

4.4 HYPOTHESIS:

H1= There is relationship between Organization culture and job satisfaction.

H2= Better Work place conditions increases Job satisfaction. H3= There is relationship between Job rank and job satisfaction.

H4= Worst workplace conditions create job dissatisfaction. H5= Positive organization culture tend to lead job satisfaction. H6= Desire organizational culture is significant factor of job satisfaction.

5. Research Methodology:

A questionnaire survey was adopted in this paper. A questionnaire consisting of

two sections, including “basic data” and “sources of job satisfaction” was

developed. We use interval scale. A 20-item, Liker’s 5 point-scale questionnaires

was distributed among employees of five different Organization’s using

convenience sampling method. In this study employees were selected as the


sample because the focus of this study is on employees to job satisfaction. So only

the employees can response correctly.

5.1 Sample selection:

A sample of 100 employees was taken into account for the responses. 100

questionnaires were randomly distributed and all were collected with valid

responses.

5.2 Study type:

Quantitative research approach is used and there is no interaction or any personal

biasness and result are formulated as they were obtained through questionnaire.

This is a descriptive study, and results are taken through different employees. There

are different departments in organizations and data has been taken from different

departments.

5.3 Unit of analysis:

Data was collected from employees so the unit of analysis is each individual

employee in this study.

5.4 Time horizon:

Data were collected just once using cross sectional technique in period of 4days.

5.5 Instrument development:

In order to evaluate the amount of satisfaction that employees perceive to be

under, 5 point likert scale were adopted to take responses from employees.

5.6 Data collection procedure:

100 copies of questionnaire were distributed among the employees of five

organizations.


6. Discussion of Results:

6.1 Reliability analysis:

This paper classified job satisfaction sources into three factors including

Organization culture, workplace condition and job status as shown in Table below

internal consistency test showed that all Cronbach’s _ coefficients range between

. 513~.733, suggesting that the reliability of the questionnaire is adequate

Factors Cronbach’s

Job Satisfaction .733

Organization Culture .645

Job Rank .513

Workplace Condition .646

Discussion of Reliabilities:

It has been observed from above values of Cronbach’s alpha that the reliability of

dependent variable job satisfaction is 0.733. The reliability should be 0.67 or above

than 0.67. It means that reliability of job satisfaction is higher than required value.

It means that its results are more reliable as the reliability is more than 7. Similarly

the independent variable organization culture show the reliability of 0.645, which

is also near than 0.67. It means that its reliability is also reliable. Similarly reliability

of job rank is (0.513) that is less reliable. Workplace condition reliability is 0.646


also reliable. At the end, Reliability of all variables was results in range of 0.6-0.7

that is showing that this is reliable.

Correlation analysis:

1. Organization Culture:

Correlation between organization culture and job satisfaction is 0.668. P-value in

the sig (2-tailed) is 0.000 that is representing a very strong relationship. Result

showing that those employees who find good organization culture are more

satisfied.

2. Workplace Condition:

Correlation between Workplace Condition and job satisfaction is -0.017. This

shows that the negative relationship between workplace condition and job

satisfaction.

3. Job Rank:

Correlation between job rank and job satisfaction is 0.048 and p-value in the sig

(2-tailed) is 0.636. This is above 0.005(for a 5% test). It means that there is a

negative relationship between job rank and job satisfaction.

Discussion of Regressions.

Regression checks the impact and effect of two or more variables.

1 unit of organization culture increase job satisfaction by 0.760

1 unit of workplace conditions increase job satisfaction by 0.144

1 unit of job rank increase job satisfaction by 0.025.


7. Conclusion

The basic purpose of this research is to find out the job satisfaction among the

employees in different organization in different hierarchal level. We find that the

employees need job satisfaction through different conditions. Due to job

satisfaction the performance of employees increase and organization get more

benefits. But there is need more research in this field.


8. Reference’s

Aubert, P., Caroli, E. and Roger, M. (2006), “New technologies, organisation and age: firm-level evidence”, Economic Journal, Vol. 116 No. 509, pp. F73-F93. Bowling Green State University (2002), “The job descriptive index”, available at: www.bgsu.edu/departments/psych/ JDI (accessed September 13). Carsten, J.M. and Spector, P.E. (1987), “Unemployment, job satisfaction, and employee turnover: a meta-analytic test of the Muchinsky model”, Journal of Applied Psychology, Vol. 72, pp. 374-81. De Graaf-Zijl, M. (2005), “The anatomy of job satisfaction and the role of contingent employment contracts”, Tinb rgen Institute Discussion Papers No. 119/3. Green, C. and Heywood, J. (2008), “Does performance pay increase job satisfaction?”, Economica, Vol. 75 No. 300, pp. 710-28. Heywood, J.S. and Wei, X. (2006), “Perform. 523-40ance pay and job satisfaction”, Journal of Industrial Relations, Vol. 48 No. 4, pp. Heywood, J.S., Siebert, W.S. and Wei, X. (2002), “Worker sorting and job satisfaction: the case of union and government jobs”, Industrial & Labor Relations Review, Vol. 55 No. 4, pp. 595-609. Jensen, G.A. and Morrisey, M.A. (2001), “Endogenous fringe benefits, compensating wage differentials and older workers”, International Journal of Health Care and Economics, Vol. 1, pp. 203-26 Maslow, A.H. (1954), Motivation and Personality,Harper & Row Publishers, New York, NY. Mowday, R.T., Steers R.M., and Porter, L.W. (1979), “The measurement of organizational commitment”, Journal of Vocational Behavior, Vol. 14, pp. 224-47. Ronen, S. (1978), “Job satisfaction and the neglected variable of job seniority”, Human Relations, Vol. 31, pp. 297-308. Smith, P.C., Kendall, L.M. and Hulin, C.L. (1969), The Measurement of Satisfaction in Work and Retirement, Rand McNally, Chicago, IL. Staw, B.M. and Ross, J. (1985), “Stability in the midst of change: a dispositional approach to job attitudes”, Journal of Applied Psychology, Vol. 70, pp. 469-80. Van der Zee, K.I., Bakker, A.B. and Bakker, P. (2002), “Why are structured interviews so rarely used in personnel selection?”, Journal of Applied Psychology, Vol. 87 No. 1, pp. 176-84. Young, K.M. and Cooper, C.L. (1995), “Occupational stress in the ambulance service: a diagnostic study”, Journal of Managerial Psychology, Vol. 10 No. 3, pp. 29-36.

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Job Satisfaction among Employees