Prac cal - 4

JOB SATISFACTION SCALE

AIM- To Understand the Par cipants job sa sfac on using Job Sa sfac on
Scale Inventory given by Dr. Amar Singh and Dr. T.R. Sharma.

Introduc on-
Job sa sfac on is de ned as the level of contentment employees feel with
their job. This goes beyond their daily du es to cover sa sfac on with team
members/managers, sa sfac on with organiza onal policies, and the impact
of their job on employees’ personal lives. Job sa sfac on is a widely accepted
psychological aspect of func oning in any profession. The credit of coining this
term was given to Robert Hoppock (1935). According to Robert Hoppock
(1935), he presented the earliest de ni on on Job Sa sfac on, described the
concept “as being any number of psychological, physiological, and
environmental circumstances which leads a person to express sa sfac on with
their job.”

According to Locke (1976), job sa sfac on is de ned as “a pleasurable or

posi ve emo onal state resul ng from the appraisal of one’s job or job
experiences”.
It’s important to remember that job sa sfac on varies from employee to
employee. In the same workplace under the same condi ons, the factors that
help one employee feel good about their job may not apply to another
employee. For this reason, it is essen al to have a mul dimensional approach
to employee sa sfac on, covering the following areas:
The challenging nature of work, pushing employees to new heights
• A level of convenience (short commutes, access to the right digital tools,
and exible hours)
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 • Regular apprecia on by the immediate management and the organiza on
as a whole

• Compe ve pay, which employees maintain a good quality of life

• The promise of career progression in sync with employees’ personal

growth targets

Recent years have witnessed lot of conceptualiza ons with regard to factors
involving job sa sfac on. Many theories are available that are independent
and inter-related, and are described below:

1) Maslow’s Needs Hierarchy Theory (1954)

This theory talks about the human needs that form a ve-level hierarchy
consis ng of physiological needs, safety, belongingness/love/social mo ves,
esteem, and self- actualiza on, which were ini ally developed to explain
human mo va on in general. However, now this theory talks about how these
ve levels are met within an organisa on, and the employee is sa s ed with
his/her job.
The nancial compensa on and healthcare are some of the bene ts which
help an employee meet their basic physiological needs.
• Safety needs can manifest itself through employees feeling physically
safe in their work environment, as well as job security.

• When this is sa s ed, the employees can focus on feeling as though

they belong to the workplace. This can come in the form of posi ve
rela onships with colleagues and supervisors in the workplace.

• Once sa s ed, the employee will seek to feel as though they are valued
and appreciated by their colleagues and their organisa on.

• The nal step is where the employee seeks to self-actualise; where they
need to grow and develop to become everything, they are capable of
becoming.
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 2. HERZBERG’S MOTIVATOR-HYGIENE THEORY
Herzberg’s mo vator-hygiene theory suggests that job sa sfac on and
dissa sfac on are not two opposite ends of the same con nuum, but instead
are two separate and, at mes, even unrelated concepts. ‘Mo va ng’ factors
like pay and bene ts, recogni on and achievement need to be met for an
employee to be sa s ed with work. On the other hand, at the absence of
‘hygiene’ factors (such as working condi ons, company, policies, and structure,
job security, interac on with colleagues and quality of management)
employees will be dissa s ed with their jobs.

3. VROOM'S VALENCE-LNSTRUMENTALITY- EXPECTANCY THEORY (1964)

Here the assump on is that behaviour in organisa ons is viewed as a func on
of the interac on of personality, e.g., ability, values, needs, expecta ons,
instrumentali es and role demand, and general environments; in short
organisa onal con ngencies, environmental constraints, supervision, job or
task requirements.

4. ADAM 'S EQUITY THEORY (1964)

This theory is essen ally a social comparison theory in which an individual
evaluates his inputs into v/s outputs derived from a given situa on rela ve to
those of another, where this 'other' may be a person, a group, an organisa on
or the individual himself rela ve to his experiences from an earlier point in
me. To the extent that an individual perceives an imbalance in this
rela onship (i. e. inequity), it is postulated that he will experience disa ec on
and be mo vated to engage in some kind of ac vity which will restore equity.

5. PERFORMANCE THEORY (DONALD ET AL., 1970)

In this theory employee's sa sfac on is connected with job performance;
sa sfac on leads to performance and performance to sa sfac on and
performance-sa sfac on rela onship is moderated by many variables linked
with man and his job. Bray eld and Grocke (1955) have reviewed 50 studies
and provided a capslone to the sa sfac on-performance rela onship.


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 6. FULFILMENT THEORY OF JOB SATISFACTION

Scha er (1953) has argued that job sa sfac on will vary directly with the
extent to which the needs of an individual which can be sa s ed, are actually
sa s ed.

7. DISCREPANCY THEORY OF JOB SATISFACTION

Katzell (1964), Locke (1969) and many other psychologists have argued for a
discrepancy approach to thinking about sa sfac on, discrepancies may be
actual or perceived. This theory suggests techniques for measuring job
sa sfac on.

8. MCGREGOR'S X AND Y THEORY

The basic assump on as propounded by McGregor (1957) is that human
behaviours may di er because of complexity of factors a ec ng the behaviour.
These assump ons are characterised as Theory X and Theory Y.

9. ACHIEVEMENT MOTIVATION THEORY

McClelland and Winter, the basic thinkers of this theory make the point that a
score on n Ach. is of an operant not a respondent, nature, in that, it records
how o en a person spontaneously thinks about improving things, not how
interested he says he is in so doing. Atkinson and Feather (1966) propose that
the tendency to approach or to con nue a task in a simple mul plica ve
product of ini al level of n Ach. to achievement success.

10. MATURITY-IMMATURITY THEORY OF ARGYRIS (1953)

He assumes that worker has very li le self-discipline and personal pride. He is
branded as a short-sighted, foolish human. He points out that most employees
are expected to do as they are told and leave the thinking to the boss.

11. EMPLOYEE CENTRED THEORY BY LIKERT

Likert (1967) feels that there is a marked rela onship between the kind of
supervision an employee receives and his produc vity. When an employee

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 thinks that his boss perceives him as a cog in the machine, he will be a poor
producer and when he thinks his boss is interested in him, his problems, his
future, he will be a high producer.

12. BEHAVIOURISTIC THEORY OF SKINNER

Skinner (1954) has proved that cause of behaviour is outside the person and is
in the environment. Behaviour of an individual is modi ed through operant
condi oning. It is encouraged through posi ve re-enforcement and
discouraged through nega ve condi oning.

13. WOLF'S NEED GRATIFICATION THEORY

As per Wolf (1970) job -mo va on will be stronger when an individual
perceives an opportunity to gra fy an ac ve need through job related
behaviours.

14. JOB CHARACTERISTICS MODEL

The Job Characteris cs Model (JCM) explains that job sa sfac on occurs when
the work environment encourages intrinsically mo va ng characteris cs. Five
key job characteris cs; skill variety, task iden ty, task signi cance, autonomy
and feedback, in uence these psychological states. Subsequently, the three
psychosocial states then lead to several poten al outcomes, including job
sa sfac on. Therefore, from an organiza ons’ point of view, it is thought that
improving the ve core job dimensions will subsequently lead to a be er work
environment and increased job sa sfac on. These can be combined to form a
mo va ng poten al score (MPS) for a job, which can be used as an index of
how likely a job is to a ect an employee’s a tudes and behaviours.

REVIEW OF LITERATURE-

1. Ali, Anwar (2021) Human Resource Management is becoming increasingly

essen al in business today, since people and their exper se are the most
signi cant factors impac ng the company's produc on. Employee
happiness is one of the most important components of Human Resource
Management. Companies are ensuring that employees are sa s ed, since
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 this is a prerequisite for improving produc vity, responsiveness, quality, and
recogni on service. The purpose of this thesis was to inves gate employee
happiness and mo va on at work. It also addresses the in uence of culture
on employee happiness. Job sa sfac on, mo va on, and reward dispari es
are all part of this thesis' theore cal framework. The interac on and
communica on between employees and management is one of the
organiza on's greatest assets.

2. Eliyana, Ma’arif, et.al (2019) The purpose of this study is to explore the
antecedent variable of transforma onal leadership and its impact on the
job performance of middle-level leaders at Pelabuhan Indonesia III Inc. The
sample size for this study was 30 people, represen ng 75% of the
popula on. Ques onnaires were u lised to collect data from respondents
in order to minimise any discrepancies in interpreta on between
respondents and the researcher. Furthermore, the analy cal model u lised
is a structural equa on model (SEM) based on theory and idea from the
Par al Least Square (PLS) computer package, resul ng in accurate results.
Transforma onal leadership has a direct and considerable impact on work
sa sfac on and organisa onal commitment, according to this study.
Transforma onal leadership, on the other hand, cannot have a substan al
in uence on work performance unless it is accompanied by organisa onal
commitment, and it cannot have a direct
impact on work performance.

3. Scanlan, S ll(2019) Employee turnover and burnout are costly in mental

health services, and they can have a detrimental in uence on service
user results. The goal of this study was to inves gate the rela onships
between burnout, turnover inten on, and job sa sfac on in rela on to
speci c job demands and job resources present in the workplace in the
context of one Australian mental health service with approximately 1100
clinical sta , using the Job Demands-Resources model as a founda on.
The research used a cross- sec onal survey method. Demographic
ques ons, burnout metrics, turnover inten on, work sa sfac on, job
demands, and job resources were all included in the survey. A total of
277 mental health professionals took part in the study. Burnout, turnover
inten on, and work sa sfac on were all linked to job resources such as
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 incen ves and recogni on, job control, feedback, and involvement.
Addi onally, the redness component of burnout was linked to
workplace demands such as emo onal pressures, shi work, and work-
home interference.

4. Culibrk, Delic, et.al (2018) In the transi on economy of Serbia, South

Eastern Europe, empirical research to discover and quan fy the link
between work characteris cs, organisa onal commitment, job
sa sfac on, job engagement, and organisa onal policies and procedures
was performed. The study, comprised 566 people from eight di erent
organisa ons, found that current work incen ve models needed to be
tweaked to suit the empirical data, resul ng in a new research model
detailed in the ar cle. Job engagement par ally mediates the in uence
of job sa sfac on on organisa onal commitment in the suggested
model. Job happiness in Serbia is in uenced by work features, although,
contrary to popular belief, this is not the case. Organiza onal rules and
procedures, contrary to many studies done in developed economies, do
not appear to have a substan al impact on employee sa sfac on.

5. Kong, Jiang, et.al (2018) The goal of this study was to provide an
overview of prior research on work sa sfac on, including its causes and
results, as well as the research objec ves, key themes, and years of
publica on of previous studies. This research also aimed to examine
research trends on work sa sfac on in the hotel and tourist industries.
The leading hospitality and tourist publica ons were combed through,
and relevant papers were found by searching for the term "work
sa sfac on" in Google Scholar. The study goals, key topics, in uen al
factors, outcomes, and journals were all iden ed by content analysis. A
total of 143 peer-reviewed journal publica ons were gathered, with 128
of them looking into the factors that in uence work sa sfac on and 53
looking into the consequences. Organiza onal, individual, social and
familial, and psychological variables were further divided into four
categories as predictors of work sa sfac on.
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 Descrip on of the test-

• Theore cal Background of the test-

Job sa sfac on is a widely accepted, psychological aspect of func oning in any
profession. The test was designed by Dr. Amar Singh and Dr. T.R. Sharma. It was
formed a er reviewing 30 contemporary studies. The present scale draws
mo va on from the works of Hoppock (1935),Morse (1953), Kahan (1951),
Herzberg (1959), Kelliberg (1977), Rajbir (1976), Sokhey (1975), Pestongee
(1973) and Muthaya (1984). While framing the scale almost all known factors
of job sa sfac on given above including Ginsberg, triple factors and Kelliberg 's
work values and job rewards were kept in view. The level of Job -sa sfac on
was measured in two types of areas – job-intrinsic (factors lying in the job
itself) and Job-extrinsic (factors lying outside the job). Job- intrinsic area was
further conceptualized as job -concrete (say: excursions, working condi ons
etc.) and job-abstract (say: coopera ng, democra c func oning etc.) and job-
extrinsic area as consis ng of three components, viz., psycho -social aspects,
nancial aspects and community/na on growth aspect. It consists of 30
statements. Each statement has ve alterna ves from which the respondent
chooses. It is comprehensive and omnibus in nature.

• Reliability-
The test-retest reliability works out to be 0.978 with N = 52 and a gap of 25
days.

• Validity-
The scale compares favourably with Muthayya's job sa sfac on ques onnaire
giving a validity coe cient of .743. moreover, the sa sfac on measures
obtained from this scale have a close resemblance to the ra ngs given to the
employees on a 3-point scale: fully sa s ed, average sa s ed, dissa s ed by
the employers. The coe cient of correla on was .812 (N = 52).

Method-


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 Subject Preliminary-
• Name- SM
• Age- 22 years
• Gender- Female
• Educa onal Quali ca on-B.Sc (H) Sta s cs
• Occupa on- Investment Analyst

Material Required-
• JSS Booklet
• Pen/ Pencil
• JSS Manual

Administra on of the test-

• Precau on- The instruc ons were explained to the par cipant before
conduc ng the test . There were no disturbances in the room and the room
had proper ligh ng and ven la on. The par cipant was made comfortable
and an a empt to minimise all kinds of distrac ons was made.

• Rapport Forma on- The par cipant was called into an empty room, she
was made to sit down. A few general conversa ons were held with the
par cipant to make her feel comfortable with the process. Once she was
comfortable and ready with the environment and situa on the experiment
began.

• Instruc ons- “Here are a few statements, dealing with your job, vis-a-vis
yourself. Each statement has ve alterna ves. You are requested to select
just one alterna ve, which candidly expresses your response and encircle
the same. Usually, the spontaneous choice is the most correct response.
Therefore, you need not unnecessarily give a longer thought over any
statement. Act spontaneously. Kindly make sure that you have dealt with all
statements. Thanks. Rest assured your responses will not be in any way a
re ec on of your job or your personality.”

• Introspec ve Report- “ I was very excited to give the test and it was
pre y easy to complete . A few ques ons were di cult to understand
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 but overall it was quite simple and easy. I am eager to know my scores
and interpreta ons now”.

• Observa onal Report-

The par cipant seemed to be comfortable ,occupied with the test and
looked interested throughout the test. At the end of the test, she was
eager to know her job sa sfac on level.

• Scoring- The scale has both posi ve and nega ve statements. Items at
Sr. No. 4, 13, 20, 21,27 and 28 are nega ve, others are all posi ve. The
posi ve statements carry a weightage of 4, 3, 2, 1 and 0 and the nega ve
ones a weightage of 0, 1, 2, 3 and 4. The total score gives a quick
measure of sa sfac on/dissa sfac on of a worker towards his job. As
indicated earlier by adding the score on par cular statements,
sa sfac on/dissa sfac on can also be found in par cular areas say
nancial or job inherent and so on.

• Results-
Table-1

Factors Sub- Factors Scores Interpretation

Job Job Concrete
17 Fully Satis ed
Intrinsic (6,11,13,19,23&25)

Job Abstract
14 Average Satis ed
(8,15,16,17,21&27)

Job Psycho-Social
16 Average Satis ed
Extrinsic (1,3,4,7,10,12,26&30)

Economic
5 Dissatis ed
(2,5,9,18&20)
Community Growth
11 Average Satis ed
(14,22,24,28&29)

Total Score 63 Very Satis ed

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 Table-2

Score Degree of satisfaction

74 or Above Extremely Satis ed
63-73 Very Satis ed
56-62 Moderately Satis ed
48-55 Not Satis ed
47 or below Extremely dissatis ed

• Discussion-

This prac cal was conducted to assess the job sa sfac on level of the
professional using the JOB SATISFACTION SCALE(JSS) formulated by Dr. Amar
Singh & Dr. T.R. Sharma. The booklet is based on two factors- namely; Job
intrinsic and Job extrinsic, which are further categorized into job concrete, job
abstract and the later into psycho-social, economic, and community growth
respec vely. The booklet consists of 30 statements, with ve alterna ves each.
A three-point scale- fully sa s ed, average sa s ed and dissa s ed was used
to interpret the intrinsic and extrinsic factors. While a prede ned table of
sa sfac on was used to interpret the total scores.
The test was conducted on. 22 year old female, who has been working for
more than 3 months as an investment analyst in the corporate sector. The
par cipant has completed her professional degree B.Sc (H) Sta s cs .The
par cipant looked happy while giving the test and was eager to the results.
The sa sfac on levels are as follows-
The par cipant’s total Raw Score is 63 which implies as Very Sa s ed. The
par cipant’s raw score in Job Concrete a sub- factor of Job Intrinsic factor is 17
,this implies the par cipant is Fully sa s ed . The raw score for job abstract is
14 which implies Average Sa s ed. Hence, these scores implies that the
par cipant is not fully sa s ed with the factors that lie in the job itself or it can
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 be said that the par cipant is not completely sa s ed in terms of excursions,

working condi ons and coopera on.
The par cipant’s raw score in Psycho-social a sub -factor of job extrinsic factor
is 16 again implying not fully sa s ed . The raw score for community growth is
11 which means that the par cipant is averagely sa s ed and the raw score of
economic is 5 which implies that the par cipant is dissa s ed . This indicates
that the par cipant is not very sa s ed with the job security , communica on
networks , in terms of incen ves as well as perks is very averagely sa s ed. But
in totality because the score is 63 I.e at borderline it can be interpreted that
there are a bunch of things that can get be er for the par cipant.

• Conclusion-

The job sa sfac on level of the professional was determined using the JOB
SATISFACTION SCALE(JSS) given by Dr. Singh & Dr. Sharma. The Par cipant is
recorded to be Very SATISFIED with his job. This implies that experience
correlates posi vely with job sa sfac on. Sa sfac on with job increases with
increase in age. Small families are also responsible for sa sfac on of job.
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 References -

Culibrk, J. Et al . (2018) . Job Sa sfac on , organisa onal commitment and

job involvement : The media ng role of job involvement . Fron ers in
Psychology,9,132.

Eliyana, A., & Maarif, S. (2019). Job sa sfac on and organisa onal
commitment e ect in the transforma onal leadership towards employee
performance. European Research on Management and Business
Economics, 25(3), 144-150

Kong, H. Et al . (2018). Job sa sfac on research in the eld of hospitality

and tourism. Interna onal journal of contemporary hospitality
management.

Kong, H. Et al . (2018). Job sa sfac on research in the eld of hospitality

and tourism. Interna onal journal of contemporary hospitality
management.

Scanlan, J. N., & S ll, M. (2019). Rela onships between burnout, turnover
inten on, job sa sfac on , job demands and job resources for mental
health personnel in an Australian mental health service. BMC health
services research , 19(1) , 1-11
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Appendix ( test) -