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A STUDY ON JOB SATISFACTION OF EMPLOYEES IN BSNL,

THIRUVARUR

Dr. M. Ganesan

Faculty Member, Department of Commerce and Mgmt. Studies,

SASTRA Deemed University, Srinivasa Ramanujam Centre, Kumbakonam.

Dr. M. K. Durgamani



Dr. R. Renuka



Abstract

Job satisfaction is a multifaceted factor, because it is connected with various casual

factors like individual, social, intellectual, ecological and also, monetary. Job satisfaction is

an individual's attitude towards the job or it is even an individual's reaction to the job. It

plays a prominent role in a man’s life, as it affects positively on the personal and social

adjustment of the individual and adversely affects the physical and cerebral health of the

individual. One should note that a highly satisfied employee need not necessarily be a

profound performer. The study on job satisfaction reveals the preferences and difficulties

of the employees. Mainly, six factors influences the job satisfaction namely payment

package, career development, interpersonal relations, Inspiration, Circumstances, training

and development. The present study highlights job satisfaction of employees of Bharat

Sanchar Nigam Ltd., Thiruvarur, which is well organized in many aspects. However, the

study reveals that the most of the employees are not satisfied with their job.

Keywords

Job Satisfaction, BSNL, Individual Factors, Inspiration and Evaluation.

Introduction

Job satisfaction is the long-term prospect of employment in the organization, which

creates a sense of contribution and dedication to the employees. This is with regard to

one's feelings or mental state with respect to the nature of their work. It can be influenced

by various factors, for eg, the quality of one's relationship with their manager, the quality of

the physical atmosphere in which they work, degree of accomplishment in their work, etc.

International Journal of Pure and Applied MathematicsVolume 119 No. 7 2018, 2429-2443ISSN: 1311-8080 (printed version); ISSN: 1314-3395 (on-line version)url: http://www.ijpam.euSpecial Issue ijpam.eu

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Job satisfaction is also provides positive emotional circumstances when a person

fulfill his requirements and aspirations and it may be general or specific. Statement of the

Problem

An unhappy employee, however, can cause severe damage to the organizational

effectiveness. Performance management system should be based on ideological

underpinnings and a holistic context by strengthening the linkages among the key

components such as performance planning, performance execution, performance appraisal,

recognition and reward, and performance improvement on a continuous basis.

The study on job satisfaction helps to know their preference and problem of the

employees. Mainly six factors influenced on the job satisfaction they include payment

package, career development, interpersonal relations, inspiration, work circumstances,

training and development. When these factors were high Job satisfaction was high in all

organizations. When these factors were low, Job satisfaction is also low. In the present

research, an attempt has been made by the researcher to analyze the job satisfaction of the

employees working in the BSNL Thiruvarur Branch.

Objectives of the Study

To know the demographic profile of the employees in the study unit.

To study the job satisfaction level of employees according to selected individual

factors

To offer suggestions and recommendations to improve job satisfaction in the study

unit.

Methodology

In the present unit of study, survey method has been used for collection of the

required data. Convenience sampling method of non – probability sampling is used in this

study. In Thiruvarur BSNL, 301 employees are working at the time of study. They

constitute the population of the study. From the population, 150 samples have been taken

as sample size. The samples were taken from various departments and sections of the

BSNL and steps were taken to include all categories of staff in the sample frame.

The sample units are chosen primarily on the basis of the convenience to the

investigation. The data, thus collected have been properly classified, tabulated and

interpreted, to have a clear-cut outlook. The statistical tools like percentage, Chi-square

test and ANOVA were employed to analyze the data and testing of hypotheses in an

effective manner.

Hypotheses of the Study

There isn’t any significant difference between experience of the respondents and the

level of satisfaction over the payment package.

There is little difference between educational qualifications of the respondents and

their satisfaction over training and development.

Limitations of the Study

The study has the following limitations

1. Due to less time and considering the limited resources available, the study was

restricted to 150 respondents. The sample size may not be sufficient to reflect the

perception of the employees about the job satisfaction.

International Journal of Pure and Applied Mathematics Special Issue

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2. The method used in the study for collecting the data is very common. As the

researcher found the Questionnaire method for appropriate this study.

3. The study on its face appears to be limited as it is carried out in a single Indian

organization, i.e. BSNL, Thiruvarur. Thus, its findings cannot be generalized.

4. The study is based on the concerned employees’ opinion. They employees might

express a biased opinion, which may limit the validity of the study.

Review of Literature

Maurer and Lippstreu, (2008) states that the support from employer for the personal development of the employee is a Human Resource function that aids in changing employee behavior and further it leads to employees’ positive response as being occupied and pledged. Ali and Ahmed (2009) confirmed that there is significant statistical relationship between recognition and reward, also between inspiration and contentment. Ekaterini Galanou, (2011) focuses on the primary purpose of performance appraisal as to

prepare a useful feedback to individuals so that they could enhance their performance.

There are eight appropriate methods suggested: Personal improving plan, Personal

appraisal, 360 degree appraisal, self appraisal, Coaching, Competence assessment,

objective setting, performance related to pay .

Gurusamy and Mahendran (2013), in their scrutiny established the fact that Salary

occupies the First position in the determination job satisfaction when compared with other

major determinants. About 300 respondents were studied and the study is limited to

automobile industries of India.

Gopinath and Shibu (2014 ) examined the level of promotion and transfer related to job

satisfaction among BSNL employees using Job Descriptive Index (JDI) Scale. The JDI

scale included pay, promotions, supervision, work and co-worker. The results

demonstrated that promotion and transfer process are important praxis for human resource

development and are crucial in affecting the success of an organization. The analysis

further proves that promotion and transfer highly influence job satisfaction of employees in

BSNL. So the 45 % employees are having job satisfaction in high level and 55 %

employees having job satisfaction in moderate level.

Rashid Saeed (2014), in his study found that factors such as promotion, pay, fairness and

working condition are key constituents that contribute to employee’s job satisfaction. The

study was conducted on 200 telecom sector employees of Pakistan and concluded that

money and Payment play an important role in the job satisfaction of the telecom employees

of Pakistan.

Data Analysis and Interpretations

Profile of the Respondents

The profile of the respondents is given below in the form of tables on the basis of

which the analysis has been made in the study.

Table - 1


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Demographic Profile of the Respondents

Sl. No Variables Frequency Total No. of

Respondents Per cent (%)

1 Gender

Male 114 76.00

Female 36 24.00

Total 150 100

2 Age Wise

Classifications

Less than 40 38 25.33

40-50 65 43.33

More than 50 47 31.33

Total 150 100

3 Educational

Qualifications

H.S.C and below 28 18.67

UG and PG 85 56.67

Professional Degree 37 24.67

Total 150 100.00

4

Department

Wise

Classification

Planning department 31 20.67

Accounts department 35 23.33

Commercial department 48 32.00

Telephone revenue

department 36 24.00

Total 150 100.00

5

Experience

Wise

Classification

Below 5 16 10.67

5 - 10 34 22.67

10 - 15 53 35.33

Above 15 47 31.33

Total 150 100.00

6 Income of the

Respondent

Below 10,000 14 09.33

10,000 – 20,000 31 20.67

20,000 – 30,000 58 38.67

Above 30,000 47 31.33

Total 150 100.00

8

Reason for

Joining this

Job

Job Security 74 49.33

Payment package 41 27.33

Career development 35 23.33

Total 150 100.00

9 Motivating

Factor

Payment package 54 36.00

Job Security 30 20.00

Career development 21 14.00

Welfare measures 13 08.67

Recognition & rewards 32 21.33

Total 150 100.00

Source Primary Data

The above table shows the gender distribution of the respondents in the study unit.

Out of 150 sample respondents 76 per cent is male and 24 per cent is female. The table

indicates the age distribution of the respondents. Out of 150 sample respondents, 43 per

cent of the respondents belong to the age group between 40-50 years. It is crystal clear

from the table that 56 per cent of respondents are UG and PG scholars, 24 per cent of the


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respondents are Professional Degree holders and 18 per cent of the respondents have

studied up to Higher Secondary Level.

Above table shows the distribution of the respondents in accordance with their

departments. Out of 150 respondents, as much as 32 per cent of the respondents are

belonging to commercial department. 35 per cent of the respondents have experience

between 10-15 years followed by 31 per cent of the respondents have experience above 15

years.

The respondent whose monthly income is less than Rs, 10,000 constitutes 9 per

cent of the total respondents. Table shows the reasons stated by the respondents for joining

this organization. Out of 150 sample respondents, nearly 50 per cent of the respondents

jointed this organization due to high degree of job security. It can be inferred from the

table that the organization provides high degree of job security to its work force. As much

as 36 per cent of the respondents opined that the Payment package offered by the

organization is the main motivating factor and 21 per cent of the respondent stated that the

recognition and reward is the effective motivating factor that drives in work. About 20 per

cent of the respondents felt that the higher degree of job security is the effective motivating

factor.

Job Satisfaction of Employees in BSNL Thiruvaur Branch.

In this paper an attempt is made by the researcher to analyze the job satisfaction of

employees in BSNL, Tiruvarur Branch. The job factor selected for analyzing job

satisfaction employees are (1) Reward Package, (2) Career Development, (3) Working

Circumstances, (4) Interpersonal Relation, (5) Training and Development, (6) Inspirations.

Level of Satisfaction over Payment Package

Table - 2

Level of Satisfaction over Payment Package

S.N

o

Lev

el o

f

sati

sfact

ion

No. of respondents

Sala

ry/

wages

%

Bon

us

%

Fri

nge

ben

efit

s

%

Rew

ard

s

%

01 Highly

satisfied 16 10.67 07 04.67 13 08.67 09 06.00

02 Satisfied 28 18.67 16 10.67 19 12.66 11 07.33

03 Neutral 12 08.00 06 04.00 21 14.00 15 10.00

04 Dissatisfied 53 35.33 63 42.00 57 38.00 63 42.00

05 Highly

dissatisfied 41 27.33 58 38.66 40 26.67 52 34.67

Total 150 100.00 150 100.00 150 100.00 150 100.00

Source: Primary data

Table 2 indicates the level of satisfaction over payment package provided by the

study unit. As per the table the majority of the respondents are dissatisfied with the

Payment package (salary/wages, bonus, fringe benefits and rewards) provided by the study

units. It is inferred from the table that the job satisfaction of the employee is very low in


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relation to Payment package. The Payment package is one of the vital factor that

maximize job satisfaction of the employees, therefore the organization must take necessary

steps to modify the present Payment package in order to improve the job satisfaction of the

employees.

Experience of the Respondents and Level of Satisfaction over Payment Package

Table 3 exhibits that the majority of the respondents are dissatisfied with the

Payment package given by the organization, therefore it is necessary to find out that there

is any significant difference between experience of the respondents and the level of

satisfaction over Payment package.

To verity difference between experience of the respondents and their satisfaction

level over Payment package a null hypothesis is framed and tested with the help chi-square

test.

Null hypothesis

There is no significant difference between experience of the respondents and the

level of satisfaction over Payment package.

Alternate hypothesis

There is a significant difference between experience of the respondents and the

level of satisfaction over Payment package. The result is shown in table 3

Table - 3

Chi-Square Test Result

S.No Payment

package

Calculated

value

Table value

(0.05 level)

Result

01 Salary/

Wages 19.49 21.0 Not significant

02 Bonus 47.55 21.0 Significant

03 Fringe benefits 36.97 21.0 Significant

04 Rewards 43.71 21.0 Significant

Compiled by the researcher

The chi-square test result indicates that there is no significant difference between

experience of the respondents and their level of satisfaction over salary/ wages and there is

a significant difference between experience of the respondents and their level of

satisfaction over bonus, fringe benefits and rewards.

Level of Satisfaction over Career Development

Table - 4

Level of Satisfaction over Career Development

S.No Level of

satisfaction

No. of respondents

Opportunities to

grow in career % Promotions %

01 Highly satisfied 31 20.67 35 23.33


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02 Satisfied 27 18.00 16 10.67

03 Neutral 13 08.67 18 12.00

04 Dissatisfied 45 30.00 38 25.33

05 Highly dissatisfied 34 22.67 43 28.67

Total 150 100.00 150 100.00


Table 4 indicates that the as much as 52 per cent of the respondents are dissatisfied

with the availability of opportunities to grow the career of the employees and 38 per cent of

the respondents are satisfied with it. On the other hand 54 per cent of the respondents are

dissatisfied and 34 per cent of respondents are satisfied with their promotion in the

employment. Therefore it may be concluded that the employees have low job satisfaction

with regard to career development.

Level of Satisfaction over Working Circumstances

Table - 5

Level of Satisfaction over Working Circumstances

S.

No

Lev

el o

f sa

tisf

act

ion

No. of Respondents

Wo

rk s

tress

%

Wo

rk t

imin

gs

%

Infr

ast

ruct

ure

Fa

cili

ties

%

Wo

rk l

oa

d %

Del

ega

tio

n o

f a

uth

ori

ty

an

d r

esp

on

sib

ilit

y

%

Lea

ve

po

licy

%

01 Highly

satisfied 47 31.33 51 34.00 27 18.00 11 07.33 42 28.00 28 18.67

02 Satisfied 56 37.33 64 42.67 46 30.67 15 10.00 51 34.00 39 26.00

03 Neutral 09 06.00 03 02.00 18 12.00 03 02.00 08 05.33 12 08.00

04 Dissatisfie

d 21 14.00 24 16.00 42 28.00 67 44.67 31 20.67 45 30.00

05 Highly

dissatisfied 17 11.33 08 05.33 17 11.33 54 36.00 18 12.00 26 17.33

Total 150 100 150 100 150 100 150 100 150 100 150 100



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Table 5 shows the level of satisfaction over working circumstances of the employees. As per

the table majority of the respondents are satisfied with the work stress, Work timings,

availability of the infrastructure facilities, delegation of authority and responsibility and

leave policy of the organization. This is due to strong trade union in the study unit. On the

other hand nearly 80 per cent of the respondents are dissatisfied with their work load because

that they felt that the top level management imposes heavy work on them. It can be

concluded from the table that the job satisfaction of employees in relation to working

condition is satisfactory except for work load. Therefore, the organization may try to reduce

the work load through proper allocation of work and by way of appointing new employees.

Level of Satisfaction over Interpersonal Relation

Table - 6

Level of Satisfaction over Interpersonal Relation

S.N

o

Lev

el o

f

sati

sfact

ion

No. of Respondents

Rel

ati

on

ship

wit

h s

up

erio

r

%

Rel

ati

on

ship

wit

h

coll

ogu

es

%

Sen

se o

f te

am

work

%

01 Highly satisfied 36 24.00 57 38.00 41 27.33

02 Satisfied 48 32.00 68 45.33 56 37.33

03 Neutral 07 04.67 03 02.00 02 01.33

04 Dissatisfied 32 21.33 15 10.00 39 26.00

05 Highly

dissatisfied 27 18.00 07 04.67 12 08.00

Total 150 100.00 150 100.00 150 100.00


It could be infered from table 6 that the majority of the respondents are satisfied

with the interpersonal relations, which include Relationship with superior, Relationship

with collogues, and Sense of team work. Therefore it is inferred from the table that the job

satisfaction in relation to interpersonal relation is very high among the employees in the

organization.

Level of Satisfaction over Training and Development

Table - 7

Level of Satisfaction over Training and Development

S. No Level of satisfaction No. of Respondents %

01 Highly satisfied 56 37.33

02 Satisfied 68 45.33

03 Neutral 05 03.33

04 Dissatisfied 15 10.00

05 Highly dissatisfied 06 04.00

Total 150 100.00


Table 7 indicates the level of satisfaction over training and development policy of

the organization. Out of 150 sample respondents, about 83 per cent of the respondents are

satisfied with the training and development policy of the organization of which 45 per cent

of the respondents are highly satisfied with it and a meager portion of the respondents are


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dissatisfied with the training and development policy practiced by the study unit.

Therefore it can be concluded that the job satisfaction of the employees is very high with

regards to training and development policy of the organization.

Educational Qualifications and Level of Satisfaction over Training and Development

Table 8 clearly exhibits that most of the respondents are satisfied with the training

and development policy of the organization. Therefore to verify difference between

educational qualifications of the respondents and their satisfaction level over training and

development a null hypothesis is framed and tested with the help of one way ANOVA.

Null hypothesis

There is no significant difference between educational qualifications of the

respondents and their satisfaction level over training and development.

Alternate hypothesis

There is a significant difference between educational qualifications of the

respondents and their satisfaction level over training and development.

The result is shown in table 8

Table – 8

ANOVA TABLE

Source of

Variation

Sum of

Squares

Degrees of

Freedom

Mean

Square

F ratio

Table

Value

(5%

level)

Result

Between

Samples

375.6 02 187.8

187.8/165.

03 =1.14

3.8853

Not

significant Within

samples

1980.4 12 165.03

Source: computed by the researcher

Since the calculated value is less than the table value, the null hypothesis is

accepted. Therefore, it may be concluded there is no significant difference between

educational qualifications of the respondents and their satisfaction level over training and

development.

Inspiration

Table - 9

Level of Satisfaction over Inspiration


Table 9 indicates the level of satisfaction of the employees with respect to their

inspiration. As per the table majority of the respondents are not satisfied with the

S.No Level of

satisfaction

No. of Respondents

Recognition for

good performance %

Performance

based incentives %

01 Highly

satisfied 15 10.00 11 0.733

02 Satisfied 24 16.00 16 10.67

03 Neutral 19 12.67 29 19.33

04 Dissatisfied 47 31.33 53 35.33

05 Highly

dissatisfied 45 30.00 41 27.33

Total 150 100.00 150 100.00


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recognition for good performance and performance based incentives in the organization.

This is due to that the employees felt that they are not properly recognized good

performance and also incentives are not given based on the performance in the

organization. Therefore it can be infereded that the job satisfaction of the employees in

relation with inspiration is very poor.

Over All Job Satisfaction

After analyzing the above mentioned ten job factors, the over all job satisfaction of

the employees in the study unit is explained in table 10

Table - 10

Over All Job Satisfaction

Job factor

No. of Respondents

Satisfied Dissatisfied Neutral

Total no.

of

responden

ts

PAYMENT PACKAGE

Salary/wages 44

(29.33)

94

(62.67)

12

(8.00)

150

(100)

Bonus 23

(15.33)

121

(80.67)

06

(04.00)

150

(100)

Fringe benefits 32

(21.33

97

(64.67)

21

(14.00)

150

(100)

Rewards 20

(13.33)

115

(76.67)

15

(10.00)

150

(100)

CAREER

DEVELOPMENT

Opportunities to grow in

career

58

(38.67)

79

(52.67)

13

(08.67)

150

(100)

Promotions 51

(34.00)

81

(54.00)

18

(12.00)

150

(100)

WORKING

CONDITIONS

Work stress 103

(68.67)

38

(25.33)

09

(06.00)

150

(100)

Work timings 115

(76.67)

32

(21.33)

03

(02.00)

150

(100)

Infrastructure facilities 73

(48.67)

59

(39.33)

18

(12.00)

150

(100)

Work load 26

(17.33)

121

(80.67)

03

(02.00)

150

(100)

Delegation of authority

and responsibility

93

(62.00)

49

(32.67)

08

(05.33)

150

(100)

Leave policy 67

(44.67)

71

(47.33)

12

(08.00)

150

(100)

INTERPERSONAL


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RELATION

Relationship with

superior

84

(56.00)

59

(39.33)

07

(04.67)

150

(100)

Relationship with

collogues

125

(83.33)

22

(14.67)

03

(02.00)

150

(100)

Sense of team work 97

(64.67)

51

(34.00)

02

(01.33)

150

(100)

TRAINING AND

DEVELOPMENT

124

(82.67)

21

(14.00)

05

(03.33)

150

(100)

INSPIRATION

Recognition for good

performance

39

(26.00)

92

(61.33)

19

(12.67)

150

(100)

Performance based

incentives

27

(18.00)

94

(62.67)

29

(19.33)

150

(100)

Source: primary data

Figures without brackets indicate the number of respondents.

Figures in the brackets indicate the percentage to the total sample

Table 10 indicates the overall picture of the job satisfaction of the employees after

taking in to account six job factors. Out of six job factors, the respondents are dissatisfied

with the Payment package, the career development, Inspiration and satisfied with the

working conditions (except work load, and leave policy), Interpersonal relation, Training

and development, job security and job evaluation. It is inferred from the table that the

satisfaction in relation to the career development of the employees in the organization is

not at satisfactory level, therefore the organization must take necessary steps to increase the

career satisfaction of the employees.

Findings, Suggestions and Conclusion

Findings

It is found that out of 150 sample respondents; nearly 50 per cent of the respondents

jointed this organization due to high degree of job security, nearly 27 per cent of the

respondents referred Payment package as their reason for joining this organization. About

23 per cent of the respondents have joined due to availability of career development

opportunities in the organization. It can be inferred from the study that the organization

provides high degree of job security to its work force.

As much as 36 per cent of the respondents opined that the Payment package of the

organization is the main motivating factor and 21 per cent of the respondent stated that the

recognition and reward is the effective motivating factor that drives in work. About 20 per

cent of the respondents felt that the high degree of job security is the effective motivating

factor. Therefore it is inferred from the table that the Payment package, and Career

development are important motivating factors to stimulate the employees to achieve the

organization goals.

As per the study the majority of the respondents are dissatisfied with the Payment

package (salary/wages, bonus, fringe benefits and rewards) provided by the study units. It

is inferred from the study that the job satisfaction of the employee is very low in relation to

Payment package.


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It is found that there is no significant difference between experience of the

respondents and their level of satisfaction over salary/ wages and there is a significant

difference between experience of the respondents and their level of satisfaction over bonus,

fringe benefits and rewards.

As much as 52 per cent of the respondents are dissatisfied with the availability of

opportunities to grow the career of the employees and 38 per cent of the respondents are

satisfied with it. On the other hand 54 per cent of the respondents are dissatisfied and 34

per cent of respondents are satisfied with their promotion in the employment. Therefore it

may be concluded that the employees have low job satisfaction with regards to career

development.

As per the study, majority of the respondents are satisfied with the work stress,

Work timings, availability of the infrastructure facilities, delegation of authority and

responsibility and leave policy of the organization. This is due to strong trade union in the

study unit. On the other hand nearly 80 per cent of the respondents are dissatisfied with

their work load because that they felt that the top level management imposes heavy work

on them. It can be concluded from the study that the job satisfaction of employees in

relation to working circumstances is satisfactory except work load.

Most of the respondents in the study are satisfied with the interpersonal relation,

which include Relationship with superior, Relationship with collogues, and Sense of team

work. Therefore it is inferred from the table that the job satisfaction in relation to

interpersonal relation is very high among the employees in the organization.

Out of 150 sample respondents, about 83 per cent of the respondents are satisfied

with the training and development policy of the organization of which 45 per cent of the

respondents are highly satisfied with it and a meager portion of the respondents are

dissatisfied with the training and development policy practiced by the study unit.

Therefore it can be concluded that the job satisfaction of the employees is very high with

regards to training and development policy of the organization.

It is found that there is no significant difference between educational qualifications

of the respondents and their satisfaction level over training and development.

Most of the respondents are not satisfied with the recognition for good performance

and performance based incentives in the organization. This is due to that the employees

felt that they are not properly recognized good performance and also incentives are not

given based on the performance in the organization. Therefore it can be concluded that the

job satisfaction of the employees in relation to Inspiration is very poor.

Out of six job factors, the respondents are dissatisfied with the Payment package,

the career development and Inspiration and satisfied with the working conditions (except

work load, and leave policy), Interpersonal relation, Training and development. It is

inferred from the table that the over all job satisfaction of the employees in the organization

is not at satisfactory level.

Suggestions

The following suggestions are offered to maximize satisfaction on the career of

employees in the study unit.

The study discloses that the most of the respondents are dissatisfied with the

Payment package. Therefore the organization must take necessary steps to modify the

Payment package to improve the job satisfaction of the employees.


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The study reveals that the employees have low job satisfaction with regards to

career development. Therefore the organization may create an opportunity to improve the

employee career development in the organization and the employees and promote in time,

in accordance with their performance.

The study indicates that nearly 80 per cent of the respondents are dissatisfied with

their work load because that they felt that the top level management imposes heavy work

on them. Therefore, the organization may try to reduce the work load through proper

allocation of work and by way of appointing additional employees.

It is suggested that the organization must recognize the employees for their good

performance and also the organization may provide performance based incentives to

enhance the job satisfaction of employees in relation to Inspiration.

Overall findings of this research indicate that the job satisfaction of the employees

in the study unit is not satisfactory. So measures should be taken to maximize job

satisfaction of the employees.

Conclusion The study highlights the career satisfaction of employees in the study unit. Bharat

Sanchar Nigam Ltd., Thiruvarur, is well organized in many aspects. However the study

reveals that the most of the employees are not satisfied with their job. Job dissatisfaction

creates a lack of will to work and forces the employee to go away from work as far

as possible. It is also found that an unhappy worker quit the job over time and seeks

satisfaction elsewhere. Therefore the organization should take necessary measure to

enhance job satisfaction of employees to achieve the organization goals.

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