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JOB SATISFACTION

Aim - A study of job satisfaction on married and unmarried women

Basic concepts

Job satisfaction is said to consist of feelings and attitudes one has about one’s job. All the

facets of a particular job, good and bad, positive and negative, are likely to contribute to the

development of feelings of satisfaction (or dissatisfaction). It is a variable that has been

extensively examined and explored in Industrial and Organisational Psychology as being

important for organisational efficiency; it is a component of the attitude-behavior link in a

practical setting.

Locke (1976) defined job satisfaction as “a pleasurable, positive emotional state resulting

from the cognitive appraisal of one’s job or job experiences”. Locke states that job

satisfaction stems from our perceptions that our jobs are fulfilling. There are two approaches

to conceptualizing job satisfaction. The first is the global approach, which considers overall

job satisfaction. The second is the facet approach, which considers job satisfaction to be

composed of feelings and attitudes about several different elements, or facets, of the job.

Job satisfaction is typically defined as an employee’s level of positive affect toward his or her

job or job situation (e.g., Locke, 1976; Spector, 1997). Along with positive affect, we can add

both a cognitive and a behavioral component to this definition. The cognitive aspect of job

satisfaction represents an employee’s beliefs about his or her job or job situation. The

behavioral component represents an employee’s behaviors or, more often, behavioral

tendencies toward his or her job. Job satisfaction is an employee’s sense of achievement and

success in the job. It is generally perceived to be directly linked to productivity as well as to

personal well-being (Kaliski, 2007).

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History

One of the major contributions to the study of job satisfaction was the Hawthorne studies.

These studies (1924–1933), primarily credited to Elton Mayo of the Harvard Business

School, he find out the reasons that affect the productivity in Hawthrone Plant, Chicago. The

study shown that there are not only the physical changes but also social factor which

influence the working of an individual. This finding provided strong evidence that people

work for purposes other than pay, which paved the way for researchers to investigate other

factors in job satisfaction.

Scientific management (Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylor's 1911 book, ‘Principles of Scientific Management',

argued that there was a single best way to perform any given work task. Taylor believed that

decisions based upon tradition and rules of thumb should be replaced by precise procedures

developed after careful study of an individual at work. The preliminary use of scientific

management by industries greatly increased productivity because workers were forced to

work at a faster pace. However, workers became fatigued and dissatisfied, thus leaving

researchers with new questions to answer regarding job satisfaction.

The work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylor's

work. Maslow's hierarchy of needs theory, a motivation theory, served as a good basis from

which early researchers could develop job satisfaction theories.

Job Factors - Individual And Organizational Factors

Individual

● Age- Workers in the high age group is more satisfied than younger workers. Because

they have now stagnant live, their personal life was well settled and they get

approximately all what they want as compared to younger workers.

● Sex- Generally female have relatively lower aspiration and expectation level than
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male. Therefore, they are satisfied with their job easily. One of the reason for

satisfaction is they have less economic burden as compared to male.

● Length of service- This is also a determinant factor which influences the individual

satisfaction level. Workers at preliminary stage have experienced more job

satisfaction, but when they reach the age of 45 to 55 than job satisfaction level will go

down, and it will again high after this stage.

● Personality. The worker who are coping with their superior, colleagues, family and

also with employer or management experienced more satisfaction as compared to

individuals who are not like this.

● Dependents. As the dependents in the family are in large numbers, like 5 dependents

on a single earner than it will lead to dissatisfaction with the present job as compared

to single earner having 2 dependents.

● Ambitious. When the performance and the ambition of the worker not fulfill from the

concerned job will result in dissatisfaction.

● Mental ability. If worker have high mental ability as to the requirements for the

particular job than definitely it lead dissatisfaction. They feel they are not getting

according to their ability.

Organisational Factor

● Pay. It is a tool for furthering company goals, which is divided into pay level and job

structure. Pay level is described as wages, salaries, and bonuses. Job structure is

described as the relative pay of jobs within the organization. Money not only helps

people attain their basic needs but is also instrumental in providing upper-level need

satisfaction. Employees often see pay as a reflection of how management views their

contribution to the organization. Research indicates that if employees are allowed

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some flexibility in choosing the type of benefits they prefer within a total package,

there is a significant increase in both benefits satisfaction and overall job satisfaction.

● Promotion. It is the advancement towards a higher position with more challenge,

authority, and responsibility. Promotional opportunities seem to have a varying effect

on job satisfaction. This is because promotions take many different forms and have a

variety of accompanying rewards. The promotion policy of the organization must be

just, unambiguous, and in line with the prevalent industry norms and employee

expectations.

● Job security. It is important for an employee to feel safe and secure within the

employment setting. The aspects such as vulnerability, susceptibility, weakness and

helplessness does not arouse job satisfaction. The job security is affected by the

factors such as effective communication and good relations with the superiors and

subordinates, safe working environmental conditions, safe condition of the machines,

equipment and other devices that people make use of for production and

manufacturing, availability of incentives and benefits and good salary in accordance

with the performance of job duties. Overall job satisfaction is slightly related to job

security (Hong et al. 2013).

● Fair policies and practice. Individuals who perceive that promotion decisions are

made in a fair and just manner are likely to experience satisfaction from their jobs.

Very often employees are demotivated and dissatisfied with their jobs because unfair

policies and practices prevail at their place of work. It is therefore of utmost

importance for an organization to have a fair and equal system regarding practices and

policies so that there is no discrimination and frustration.

● Working environment. It is essential to provide employees with a work environment

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that is conducive to their overall development. They need an environment which is

healthy and safe and which caters to both personal comforts and facilities doing a

good job. If the working conditions are good (clean, attractive surroundings), the

personnel will find it easier to carry out their jobs. On the other hand, if the working

conditions are poor (hot, noisy surroundings), the personnel will find it more difficult

to get things done. Hence, it can be said that having a friendly, and supportive

environment can lead to increased job satisfaction.

● Accessibility. If the factory is located in such a place where school, market, medical

facilities, transportation facilities, entertainment facilities and many more are easily

approachable then worker get satisfied from their job.

● Fringe benefits. According to Mondy & Noe (2005), fringe benefits are financial and

non-financial compensations. Financial compensations consist of direct (e.g.,

bonuses) and indirect compensation (e.g., retirement plans). Non-financial

compensation consists of the job itself (e.g., autonomy), job environment (e.g.,

working conditions), and workplace flexibility (e.g., part-time work).

● Nature of work. As described by Lewis (2014), it is defined as the variability of the

given work. The job variability includes job routine, job characteristics, and job

motivation. The content of the work itself is a major source of satisfaction. For

example, research related to the job characteristics approach to job design shows that

feedback from the job itself and autonomy are two of the major job-related

motivational factors.

● Co-workers. According to Robbins et al. (2003), the extent to which co-workers are

friendly, competent, and supportive is another dimension that influences job

satisfaction. Various studies show that employees will experience increased job

satisfaction if co-workers are more supportive (Aamodt, 2004; Robbins, 1989; 2005).
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This is mainly because “the workgroup normally serves as a source of support,

comfort, advice, and assistance to the individual worker” (Luthans, 1995).

● Supervision: It is defined in the form of supervisors, who are the people working in

an organization (besides co-workers) who can affect job satisfaction. Supervisors with

the same values, attitudes, and philosophies can improve satisfaction but become

homogeneous over time. In addition, employees are satisfied when they are supported

by their supervisors to achieve their own goals. Research shows that people will be

more satisfied with their job if they enjoy working with their supervisors (Aamodt,

2004).

Theories Of Job Satisfaction

The various theories that attempt to explain job satisfaction have been divided into two

categories: content theories and process theories.

Content Theories: The content theories are based on what motivates people at work, i.e.,

identifying the needs, drives, and incentives/goals and their prioritization by the individual to

get satisfaction and thus perform effectively (Luthans, 2005).

Maslow’s Hierarchy of needs (1943): Maslow’s hierarchy of needs is the most widely

mentioned theory of motivation and satisfaction. Maslow postulated that an individual’s

needs could be arranged in a hierarchy. Once a given level of needs is satisfied, it no longer

helps to motivate. Thus, the next higher level of need has to be activated in order to motivate

and thereby satisfy the individual (Luthans, 2005).

Maslow identified five levels in his need hierarchy:

1. Physiological. Includes hunger, thirst, shelter, sex, and other bodily needs.

2. Safety-security. Security and protection from physical and emotional harm.

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3. Social-belongingness. Affection, belongingness, acceptance, and friendship.

4. Esteem. Internal factors such as self-respect, autonomy, and achievement, and

external factors such as status, recognition, and attention.

5. Self-actualization. Drive to become what we are capable of becoming; includes

growth, achieving our potential, and self-fulfillment.

Maslow’s theory has not been subjected to much research. In cases where it has been

researched in organizations, the data gathered do not seem to strongly support the theory.

There seems to be an overlap between the different categories of needs. Some people are of

the opinion that the physiological and the safety/security needs should be grouped together in

one category, and that the higher order needs should be grouped together in another category.

It is also possible that many of people’s different needs may be partially satisfied and

partially unsatisfied at the same time

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Motivation-hygiene factor theory(1959)

Frederick Herzberg proposed this theory, which is also known as the motivation–hygiene

theory. In accordance with Herzberg’s two-factor theory of motivation, the factors are divided

into two dimensions, motivators and hygiene.

According to him, certain factors that would directly motivate the employees and cause

satisfaction are intrinsic factors. Herzberg calls these factors as the motivatoring Factors,

which give the inherent satisfaction, and represent the need for self-actualization.

Motivation factors such as achievement and recognition were often cited by people as

primary causes of satisfaction and motivation. When present in a job, these factors apparently

could cause satisfaction and motivation; when they were absent, the result was feelings of no

satisfaction rather than dissatisfaction.

On the other hand, hygiene factors, which lead to extrinsic satisfaction and cause

dissatisfaction include administration, interpersonal relationships, pay, job security,

supervisors, and working conditions, if seen as inadequate, could lead to feelings of

dissatisfaction. When these factors were considered acceptable, however, the person still was

not necessarily satisfied; rather, he or she was simply not dissatisfied.

The two-factor theory has not been well supported in the literature, and it has many

detractors. Criticisms include the following:-

● Herzberg’s methodology is limited because it relies on self-reports.

● When things are going well, people tend to take credit. Contrarily, they blame failure

on the extrinsic environment.

● The reliability of Herzberg’s methodology is questionable.

● No overall measure of satisfaction was utilized. A person may dislike part of a job yet

still think the job is acceptable overall.

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● Herzberg assumed a relationship between satisfaction and productivity, but he looked

only at satisfaction.

● Herzberg placed a lot of emphasis on personal growth as a motivating factor. There

are, however, limits to what can be achieved in organizations regarding making use of

the motivators (e.g. changing the nature of the jobs of employees). There might be

employees who do not wish to have their jobs enriched or changed. Some employees

do not have the skills needed to handle these enriched or changed jobs.

McClelland’s theory of needs

McClelland (1955, 1984, 1987) did extensive research about the needs for power, affiliation

and achievement.

● The need for power- This need for power is characterized by a desire to have impact,

to be influential and to have control over one’s environment. Individuals high in the

need for power enjoy being in charge, strive for influence over others, prefer to be

placed into competitive and status-oriented situations and tend to be more concerned

with prestige and gaining influence over others than with effective performance.

● The need for affiliation- The need for affiliation has to do with the desire to form

strong interpersonal ties and to get close (on a psychological basis) to other people. It

thus is a need for human companionship, and to be liked and accepted by others. They

strive for friendship, prefer cooperative situations rather than competitive ones and

desire relationships involving a high degree of mutual understanding.

● The need for achievement- The need for achievement has to do with the desire to

reach goals or to accomplish tasks more effectively than in the past. A person with a

high need for achievement sets him or herself goals which are neither too easy

(because then there is very little challenge involved) or too difficult (because then
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there is little chance that he or she will reach the goal). Such a person also wants

immediate and concrete feedback on his or her performance. A person with a high

need for achievement tends to be preoccupied with his or her work, even when away

from the work situation.

Among the early theories of motivation, McClelland’s has had the best research support. But,

it has less practical effect than the others.

● McClelland argued that the three needs are subconscious- we may rank high on them

but not know it- measuring them is not easy. In the most common approach, a trained

expert presents pictures to individuals, asks them to tell a story about each, and then

scores their responses in terms of the three needs. However, the process is time

consuming and expensive.

● Neglect of basic needs - The main focus of the theory was on power, achievement,

and affiliation, however, the theory failed to discuss the basic needs of humans like

food, shelter, sleep, etc.

● A limited number of motivators - The theory focused on only three motivators:

Power, Achievement, and Affiliations. However, the theory failed to mention the

other motivators such as good wages, job security, and growth opportunities that can

affect the motivation of employees.

Theory X And Theory Y

Douglas McGregor, recognized that people have needs and that those needs are satisfied at

work. He described two sets of assumptions about people that he labelled Theory X and

Theory Y:

● The assumptions of Theory X are that most people will avoid work because they don't

like it and must be threatened or persuaded to put forth adequate effort. People have
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little ambition and don't want responsibility. They want to be directed and are most

interested in job security.

● The assumptions of Theory Y are that work is very natural to people and that most

people are self-directed to achieve objectives to which they are committed. People are

ambitious and creative. They desire responsibility and derive a sense of satisfaction

from the work itself.

McGregor himself believed Theory Y assumptions were more valid than Theory X.

Therefore, he proposed such ideas as participative decision making, responsible and

challenging jobs, and good group relations to maximize an employee’s job motivation.

Unfortunately, no evidence confirms that either set of assumptions is valid or that acting on

Theory Y assumptions will lead to more motivated workers. OB theories need empirical

support before we can accept them. Theory X and Theory Y lack such support as much as the

hierarchy of needs.

Process Theories: Unlike content theories, process theories are more concerned with how

the motivation takes place. The concept of expectancy from cognitive theory plays a

dominant role in the process theories of job satisfaction (Luthans, 2005).

Equity Theory

The theory was given by J. Stacy Adams. The equity theory of motivation is based on the

relatively simple premise that people in organizations want to be treated fairly. The theory

defines equity as the belief that we are being treated fairly in relation to others and inequity as

the belief that we are being treated unfairly compared with others. Equity theory is just one of

several theoretical formulations derived from social comparison processes.

People in organizations form perceptions of the equity of their treatment through a four-step

process. First, they evaluate how they are being treated by the firm. Second, they form a
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perception of how a “comparison-other” is being treated. Third, they compare their own

circumstances with those of the comparison other and then use this comparison as the basis

for forming an impression of either equity or inequity. Fourth, depending on the strength of

this feeling, the person may choose to pursue one or more of the alternatives discussed in the

next section. If a person feels equitably treated, she is generally motivated to maintain the

status quo. But a person who is experiencing inequity—real or imagined—is motivated to

reduce it. Moreover, the greater the inequity, the stronger the level of motivation

Equity theory describes the equity comparison process in terms of an input-to-outcome ratio.

Inputs are an individual’s contributions to the organization—such factors as education,

experience, effort, and loyalty. Outcomes are what the person receives in return— pay,

recognition, social relationships, intrinsic rewards, and similar things

Equity Theory has been criticised for oversimplifying the normative foundation of

individuals’ behaviour in the social exchange context.

● It has been argued that social relations cannot be reduced to a simple evaluation of

inputs and outputs, due to the difference in the nature of relations, the resources being

exchanged, the context and personality factors (Romer, 1977; Romer, 1979; Huseman,

Hatfield & Miles, 1987; Cropanzano & Folger, 1989; Leventhal, 1980).

● The second limitation of the theory is that it does not take into account personal and

cultural differences, which may affect the perception of equity (Walster, Berscheid &

Walster, 1976).

● Equity Theory has been criticised for its unidimensional measurement, whereby

rewards implied different resources, disregarding the processes that people may

evaluate.
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As a response to this limitation, further research categorised fairness into several dimensions,

such as the most widely used procedural and distributive justice (Leventhal, 1980). Perceived

distributive justice refers to the perception that the amount of reward for the input in

exchange is fair. Perceived procedural justice refers to the degree to which an individual

perceives the means of rewards distribution to be fair (Folger & Konovsky, 1989).

Researchers have provided evidence confirming that both procedural and distributive justice

lead people to believe that the outcome of relations is favourable for them (Rubenstein, Allen

& Bosco, 2019; Chan & Lai, 2017).

Expectancy Theory

One of the most widely accepted explanations of motivation is Victor Vroom’s expectancy

theory. Expectancy theory argues that the strength of our tendency to act a certain way

depends on the strength of our expectation of a given outcome and its attractiveness. In

practical terms, employees are motivated to exert a high level of effort when they believe that

it will lead to a good performance appraisal, that a good appraisal will lead to organizational

rewards such as salary increases and/or intrinsic rewards, and that the rewards will satisfy

their personal goals. The theory, therefore, focuses on three relationships-

● Effort–performance relationship ( Expectancy). The probability perceived by the

individual that exerting a given amount of effort will lead to performance.

● Performance–reward relationship (Instrumentality). The degree to which the

individual believes performing at a particular level will lead to the attainment of a

desired outcome.

● Rewards–personal goals relationship (Valence) The degree to which organizational

rewards satisfy an individual’s personal goals or needs and the attractiveness of those

potential rewards for the individual.

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Some critics suggest it has only limited use and is more valued where individuals clearly

perceive effort–performance, and performance–reward, linkages. Because few individuals do,

the theory tends to be idealistic. If organizations actually rewarded individuals for

performance rather than seniority, effort, skill level, and job difficulty, expectancy theory

might be more valid. However, rather than invalidating it, this criticism can explain why a

significant segment of the workforce exerts low effort on the job.

The Porter-Lawler Model

The original presentation of expectancy theory placed it squarely in the mainstream of

contemporary motivation theory. Since then, the model has been refined and extended many

times. Most modifications have focused on identifying and measuring outcomes and

expectancies. An exception is the variation of expectancy theory developed by Porter and

Lawler.

According to this extended model, initially an individual’s effort to a great degree depends

upon the attractiveness (valence) of the potential reward he or she can expect if he or she

exerts him or herself, and upon the perceived probability (expectancy) that the effort will

lead to a certain reward. Together with the individual’s abilities and traits and role

perceptions, effort leads to performance, which in turn leads to receiving of rewards. The

individual then judges how equitable the rewards are. If the rewards are perceived as being
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equitable, the individual will feel satisfied. Next time around, the degree of satisfaction with

the rewards (a bonus) influences the value that the individual attaches to the rewards. Also,

the performance that followed from the effort influences the way in which the individual

perceives the probability that a certain effort will lead to certain rewards.

Expectancy theory is complicated, researchers have found it quite difficult to test. In

particular, the measures of various parts of the model may lack validity, and the procedures

for investigating relationships among the variables have often been less scientific than

researchers would like. Research has also suggested that expectancy theory is more likely to

explain motivation in the United States than in other countries. People from the United States

tend to be very goal oriented and tend to think that they can influence their own success.

Because expectancy theory is so complex, it is difficult to apply directly in the workplace.

Goal setting theory

Goal-setting theory emphasizes the role of specific, challenging performance goals and

workers' commitment to those goals as key determinants of motivation. Typically,

goal-setting theory is associated with Edwin Locke (1968; Locke & Latham, 1984, 1990a),

although theories concerning the establishment of defined performance goals have been

around for some time (see, for example, Drucker, 1954; Lewin, 1935).

● Goal-setting theory states that for employees to be motivated, goals must be clear,

specific, attainable, and, whenever possible, quantified. General goals, such as urging

employees to do their best or to work as quickly as possible, are not as effective as

defined, measurable goals.

● In addition, goal-setting programs may emphasize taking a large, challenging goal and

breaking it down into a series of smaller, more easily attained goals.

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● Difficult or challenging goals also result in greater levels of motivation, if the goals

have been accepted by the workers (Locke, Shaw, Saari, & Latham, 1981).

Some authors argue that goals can lead employees to focus on a single standard and exclude

all others. Other studies show that employees low in conscientiousness and emotional

stability experience greater emotional exhaustion when their leaders set goals. Despite

differences of opinion, most researchers do agree that goals are powerful in shaping behavior.

Value Theory

The stated theory was proposed by E.A. Locke. This theory states that job satisfaction

occurs, where job outcomes, an employee receives, matches with those desired by him.

Accordingly, the more the employee receives the value as outcomes, the more they will feel

satisfied; on contrary, the less they receive the value as outcome, the less they feel satisfied.

In other words, the difference between present and the expected aspect of the job by the

employee generates job dissatisfaction. The greater the variance, the more is the job

dissatisfaction and vice versa. This theory has fetched the attention of management to those

aspects of job which may become the reason of dissatisfaction among the employees and may

push them to switch over.

Reinforcement Theory

Reinforcement theory, takes a behavioristic view, arguing that reinforcement conditions

behavior. Reinforcement theorists see behavior as environmentally caused. In its simplest

form, reinforcement theory suggests that behavior is a function of its consequences.

Behavior that results in pleasant consequences is more likely to be repeated (the employee

will be motivated to repeat the current behavior), and behavior that results in unpleasant

consequences is less likely to be repeated (the employee will be motivated to engage in

different behaviors). Reinforcement theory also suggests that in any given situation, people
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explore a variety of possible behaviors. Future behavioral choices are affected by the

consequences of earlier behaviors.

Operant conditioning theory, argues that people learn to behave a certain way to either get

something they want or to avoid something they don’t want. Operant behavior is influenced

by the reinforcement or lack of reinforcement brought about by consequences. Reinforcement

strengthens a behavior and increases the likelihood it will be repeated. B. F. Skinner, one of

the most prominent advocates of operant conditioning, demonstrated that people will most

likely engage in desired behaviors if they are positively reinforced for doing so; that rewards

are most effective if they immediately follow the desired response; and that behavior that is

not rewarded, or is punished, is less likely to be repeated.

Critics argue that reinforcement theory places excessive emphasis on external factors

(rewards and punishments) and neglects intrinsic motivation. It doesn’t consider the internal

drives, passions, or personal values that can also influence employee behavior and job

satisfaction. The theory tends to oversimplify the complexities of human motivation.

Reinforcement theory often focuses on short-term behavioral changes. While it might

produce immediate results, it may not be as effective in sustaining long-term motivation and

engagement, especially for tasks that require creativity, critical thinking, or intrinsic passion.

Review of Literature

A study by Yadav and Gupta (2017) was aimed at studying the effect of job satisfaction on

the marital adjustment of married working women. The sample of the study consisted of 50

married working women from Churu district of Rajasthan state. Out of which, 25 were

working in the private sector and 50 were working in the government sector. The Job

Satisfaction Scale and the Marital Adjustment Questionnaire were used for the collection of

data. Pearson’s correlation and t-test were used for the analysis of the data. The results
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indicated that there is a weak correlation between job satisfaction and marital adjustment

among married working women. The results also revealed that there is no significant

difference between the job satisfaction of working women in the private and government

sectors. The results further revealed that there is no significant difference between the marital

adjustments of working women in the private and government sectors.

Kal’va and Shiryayev (2016) in their research, aimed to investigate the level of job

satisfaction and its relation to satisfaction of basic vital needs (according to Maslow's needs

pyramid) in working women, single and married. A positive correlation was found between

the level of job satisfaction and the level of satisfied material needs and security needs in

working women. Some differences were found between single and married working women

in levels of job satisfaction: 31% of single working women were satisfied fully by their job

(but only 4% of the married). It was shown that the need for communication is correlated

neither with job satisfaction nor with the civil status of women. The need for recognition was

partially satisfied in both women's groups, even in the case of their satisfaction with their

jobs. In cases of dissatisfaction with the job, both groups demonstrated a dissatisfied need for

recognition. The need for self-expression was satisfied partially or dissatisfied in both groups

of working women. Generally, all basic vital needs were satisfied at a lower level among

married women. So, a presence of work-life imbalance has indirectly been shown in married

women, who have to sacrifice a better paid job for the sake of having more free time for the

family. Such rejection of some social roles in working women (moms) has been reported in

literature.

A study by Garwal et al. (2020) investigated the influence of marital status, number of

children and number of dependents on job satisfaction of women employees. The data for the
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present study was collected from 129 women employees of public bank in Sonepat of

Haryana. Data collection tools were questionnaire. Quantitative data was organised using

SPSS version 20.0. The result shows that the job satisfaction of married women having

children is on the whole lower than unmarried women employees. The findings of the study

revealed that women having more dependents are less satisfied with their job in comparison

to women having no or less number of dependents. The only reason for this dissatisfaction or

less satisfaction is related to the high responsibilities that married women employees with

children have at home. These responsibilities detract the women's feelings of satisfaction

with.

Mittal and Bhakar (2018), in their study, examined the impact of role overload on job stress,

job satisfaction, and job performance of married working women. The data from 150 Married

Working Women has been collected for the purpose of study in the Raipur Chhattisgarh

region and regression analysis shows that Role Overload has positive impact on Job stress

and Job Performance and negative impact on Job satisfaction.

The major finding of this research is that Role overload has a significant impact on job stress

as women’s have to play various roles in a family as well as the roles assigned in the

orgaorganization, it is sometimes difficult for a woman to perform all roles with similar

commitment, which leads to fatigue, stress, and dissatisfaction. Our research concluded that

role overload is negatively associated with Job satisfaction. The overloaded employees show

poor efficiency and poor performance, but the result revealed that the performance of a

person increases to a little extent with an increase in role overload, as a certain amount of

stress is good for performance, but again, it increases dissatisfaction.

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Method

Design of the study

The objective of this practical is to explore job satisfaction among both married and

unmarried women. This qualitative study aims at employing thematic analysis on a stratified

sample. Four female employees from various organizations, two married and two unmarried,

will be interviewed. Five groups were formed for the same objective, with one employee

allocated to each group.

Preliminary information

● Name - P1

● Educational Qualification - Bachelors in Business Administration, Finance Honors.

● Current Occupation- Quality Assurance Specialist at Google Operations Center (3

years- joined in 2020).

● Marital Status - Married

Material required

Interview Schedule, Pen/pencil, Recorder, Computer

Rapport formation

After enquiring about the schedule of the participant, interview was scheduled. By starting

with a casual conversation ("How are you", "How has your day been so far", "Are you

comfortable?"), the participant was made to feel at ease. The participant was then assured of

their privacy. They were informed that their inputs would be used solely for the study.

Following the closure of all ethical considerations, the subject was thanked for their willing

involvement in our study.

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Sample

Stratified sampling was used to choose two married and two unmarried women for the study.

Stratified sampling divides the population into distinct subgroups, or strata, depending on

certain features or attributes relevant to the study. Then, from each of these stratas, a random

sample is drawn. This technique ensures that each stratum is represented in the sample, which

is especially important when certain subgroups are of particular interest, resulting in more

accurate and representative results for those groups.

Tools

A semi-structured interview schedule was drawn up. In a semi-structured interview, the

interviewer covers a predetermined set of questions or themes, but they are also free to probe

further into the interviewee's answers with follow-up questions. This method allows for a

more open and dynamic discussion while ensuring that important subjects are covered.

Appendix 1 has a questionnaire for your convenience.

Procedure

We used stratified sampling to select four women employees (two married and two

unmarried) from various organizations as our sample for this qualitative study. Online

interviews were scheduled and recorded with consent using Google Meet. In our class, 20

students were divided into five-person groups. Each group interviewed one participant. All

other members of the group were present during the interviews, along with the interviewer,

with the participant's consent. Thematic analysis was used to gain a better understanding of

the collected data. Sub-themes and global themes were drawn and discussed alongside the

verbatims supporting each of the chosen themes after the interviews were transcribed.
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Result and Data Analysis

Table 1: Showcasing the Global and Sub Themes along with their relevant verbatims.

Global Theme Sub Theme Verbatims and Interpretation

● Women’s Security and

Personal safety “For a girl's perspective, there are
safety
and security multiple factors that we have to
● Organizational
measures take into consideration.”
Environment

● Growth and “First is security, women’s safety.

Appreciation The other primary factors that I

look into is how the work culture is,

how the people are, how the

environment is, how well you are

going to grow over there and how

well you are appreciated at your

work.”

“First comes my security and

comfort.”

“So, my organization does take

good care that I'm provided with a

security guard in my cab.”

 23

“The security, when I say they're

not just named as security, they are

well trained, like, you know, they

are trained properly how to handle a

difficult situation, what if it

comes.”

“So, on that perspective, it's a 10 on

10 thing”.

● Financial Security
Financial “The financial aspect is definitely

Satisfaction one of the crucial reasons for which

we are working. “

“However, I will rate it under my

second priority, because, if I don't

feel secure, if I don't feel okay at a

place, how can I just concentrate on

my work and grow, which will help

me financially? So, I'll keep it as

second.

“We are human; we are never

satisfied with what we get... but

still, I will say as per the market

rate as per my educational, you

 24

know, your package also is from the

year of experience from the

university you have passed out. So,

you know, comparing to that, yeah,

I'm pretty much satisfied with that."

● Office get-together
Mental “They take utmost care of us, our
with family members
Wellness security, our mental wellness, and
● Break for mental health
Initiatives everything.”
● Workplace amenities
“Every quarter, we get one leave for

our disconnect, but we call it as

recharge day off for mental health

disconnect, where we are not

bothered. We are not called, and it

is a complete off day for us. And it

is also not taken from our kitty.”

“Second, last year, ABC arranged a

massage session. There were

multiple sessions, which you can

opt for depending on your interest.”

“They do give us a family day. Give

us an opportunity to, like, introduce

our family to the work type, work

 25

environment, and where we work.

It's like work and family together”.

“They do take care of everything”.

● Perceived supervisory
Organizational “When it comes to work culture,
behavior.
Climate like, you know, it depends on the
● Flexibility
hierarchy you are reporting to.”
● Congenial climate
“It depends on the reporting

manager, basically, how, how your

manager is, if they have kind of

micromanagement mentality, then

definitely you are going to face

challenges”.

"Earlier, when I was on a different

team, when at times, I had to take a

leave, I used to inform like, 10-15

minutes earlier, before my login, I

used to ask for leave and I used to

get it. But my current manager, he

is little fussy kind of person. So, on

that front, I am facing a bit of

challenges”.
 26

“If you take it organization wise,

there is no such hard-born rule;

there is obviously an ETA for

everything, but not at the cost of

your head or your neck.”

“You know, if something is not

getting done, they will first ask you

what happened, what went wrong.

Then they go for why you didn't do

this”.

Flexibility in Type of leaves “Yes, there are certain guidelines,

Leaves differ from team to team.”

· Maternity Leave

"So, when it comes to leaves, you

· Sick Leaves
know, we have a limited amount of
· Bereavement Leave
leaves we are given. There are 20

· Casual leave vacations we can take and 12 sick

leaves we can take. There is BL,

where we can take if we face any

unfortunate situation in our family.

And there is also this maternity

leave is also there. Apart from that,

 27

you can avail any leaves, but there

is no limitation”.

“But yeah, if your manager feels

that you are taking unnecessary sick

leave and they do not have that trust

on you, that happens in very rare

scenario where they ask you for

reports or anything like that”.

“Personally, I would rate my

organization as 10 on 10. But as I

said, I'm facing few challenges with

my current manager, I would rank it

as 9 out of 10”.

● Monetary
Employee “In ABC, appreciation also comes
compensation (Awards,
Appreciation in a monetary way. When I say
vouchers, and bonus)
and monetary, when you are awarded,
● Performance Appraisal
Recognition vouchers or they do transfer a
● Recognition
certain amount, with your salary”.

“So last year, I was ranked as the

best employee. I did get four

 28

awards. So, yeah, I definitely feel

appreciated at my work”.

“But in the recent current role, I am

facing a bit of challenge. But

however, I'm working on it.

Otherwise, it is pretty much

satisfying and it is good”.

● Health and Insurance

Employee "ABC has the OPD for its
Benefits
Benefits and employees only, it is nothing but,
● OPD facility
Facilities you know, the normal regular
● Free food
checkups you go for. That is not
● Ease of commute
claimed by any of the companies as

far as I know.

“Also, their life insurance is also

good as compared to market

standards. ABC gives you an

employee plus five members”.

“In terms of food, they have taken

really good care”.

“Apart from that, we have a vendor

man card, which is also given, you

 29

know, a limited amount per

employee, depending on your

level.”

“A cab facility is not provided by

all organizations”.

● Sacrificing Personal
Work-Life "We both have compromised on the
Time for Career Goals
Balance household work rather than our
● Compromise on
career. Because he and I, we both
housework
are pretty much career oriented. So,
● Major life change &
we have never compromised our
Work Adjustments
work for, on a personal basis."
● Adjusting to New

Work Environment & "Like, you know, I recently got

Location married. Okay. So, which means I

● Supportive in-laws am still in the learning phase of my

inner balancing out my married life,

my in-laws, my family, and my

work, right? So, at times, I do

struggle completing my household

goals and everything. We are

working on it. It takes time."

"Now that I'm not staying with my

family, I'm staying in Hyderabad,

 30

right? So, it's me, my husband, and

we have a pet. So sometimes, yeah,

I do face a little challenge while

balancing out things. Otherwise, it's

pretty good."

“My in-laws and my husband, they

are pretty understanding. But yeah,

so, that does affect a working

woman to balance out at least it

takes time. At least for me, it is, I

am still balancing it out."

● Building Personal
Meet and Greet "I call them my second family. The
Bonds
Culture first thing I do is meet up with
● Fostering a Friendly
everyone, meet and greet. It's one
Atmosphere
of the values we follow in ABC."
● Encouraging Open

Communication "Meet and greet is the first thing

which we do, and I have a very

good bond with all the team

members I have in my team. Apart

from my team also, I do get and gel

up with other people as well."

 31

"It's fairly transparent. I was able to

communicate to my manager as a

friend of mine. I had never, you

know, got any second thought or

anything like that."

● Openness to Ideas
Transparent "When we come into a meeting,
● Active communication
communication everyone has the right to pitch in
channels
their ideas. It's not like you're just
● Web portal for sharing
an associate, you cannot speak
ideas
while the manager is speaking. If

you have an idea, it is always

welcome."

"ABC has an option of G-Idea,

where every employee can post

their ideas, what changes they are

looking for within the team, in the

infrastructure, in the food,

transportation, work, hierarchy,

whatever they are looking for."

"We had a pet and I suggested

having a daycare for pets as well.

And you must be thinking it's a

 32

vague idea, but no, it was actually

acknowledged. And not only

acknowledged, I had a meeting

session with our geographic

director.”

● Attractive, modern
Innovative “ABC has a very funky work
● Googly factor!
Infrastructure infrastructure.”
● Dedicated napping

room “ABC has a, they call it as a googly

factor.”

“We have very interesting meeting

rooms, like, you know, cuboid type,

like guys, we are provided with

beanbags, sleeping room.”

“We do have a dedicated napping

room as well. So, the infrastructure

wise, they are like, you know,

fantastic and very much fun.”

 33

● Internalized Stress Due

Personal "The stress level is there, but it's not
to High Ambition
Ambition vs. always constant, you know? At

Work Stress times, I do face that. But yeah, if

you know, say me, like, in my

house, it's me and my husband. So,

the level of stress he has in his

work, I don't think I have that much

pressure on me as of now. Like,

when the work is at its peak, yeah, I

have that in my mind, you know, I

have to complete my targets and all

that. That pressure I put on myself."

Interpretation and Discussion

The aim of the practical was to study job satisfaction among married and unmarried women.

For this practical, four interviews were conducted of which, two were on unmarried women

and two on married women. We did thematic analysis of one of the interviews, of a married

woman who was working at Google Operation Centre for three years as a Quality Assurance

Specialist. She did her Bachelor’s in Business Administration and specialization in Finance

Honors.

When the participant was asked about her idea of job satisfaction, the major theme derived

was Personal safety and security measures. She said that “From a girl's perspective, there
 34

are multiple factors that we have to take into consideration.” She majorly emphasized on

‘Women’s Security and safety’, for her it is the topmost priority as she has mentioned that

“First comes my security and comfort.” By security she means not just named as security, but

well-trained people who can handle difficult situations. The other aspects of job satisfaction

for her are the organization environment, and growth and appreciation as can be gathered by

her verbatim “the other primary factors that I look into is how the work culture is, how the

people are, how the environment is, how well you are going to grow over there and how well

you are appreciated at your work”. While talking about the security and safety aspect she also

mentioned that her organization takes a good care of them as they are provided with the

security guard in the cabs when they have to travel home at odd hours. She rated her

organization’s security and comfort as 10 on 10 and also said that the organization not only

takes care of their security but also of their mental health and other things.

As the participant gave the first priority to security, which is her idea of job satisfaction, she

was then asked by the interviewer where would she put financial satisfaction/aspect in

terms of her priority. She said that “The financial aspect is definitely one of the crucial

reasons for which we are working.” Thereby she put it as a ‘second priority’ in terms of job

satisfaction. She also went on to say that “We are human; we are never satisfied with what we

get... but still, I will say as per the market rate as per my educational, you know, your package

also is from the year of experience from the university you have passed out. So, you know,

comparing to that, yeah, I'm pretty much satisfied with that." By this verbatim we can infer

that she is quite satisfied with the pay that she is getting as per her experience and educational

qualification.

The next question asked by the interviewer was related to the mental wellness initiatives

taken by her organization, as stated by the participant that her organization takes good care of
 35

their mental health. She stated a few examples related to it like ‘break for mental health,

workplace amenities and office get together with family members’, and also explained them

briefly. About the break for mental health, they get what is called as ‘recharge day leave’, she

said that “Every quarter, we get one leave for our disconnect, but we call it as recharge day

off for mental health disconnect, where we are not bothered. We are not called, and it is a

complete off day for us. And it is also not taken from our kitty.” So, from what she said we

can gather that there is no cut in their pay for this leave that they get once in a quarter, and

they can utilize this leave to relax and rejuvenate themselves. The second she mentioned

about the workplace amenities in which their organization held a massage session as can be

reflected from her verbatim that “last year, ABC arranged a massage session. There were

multiple sessions, which you can opt for depending on your interest.” By this we can infer

that the employees are also given various sessions like massage, dancing, and others, as per

their interest and they can be really helpful for uplifting their mood and energizing them.

Lastly, she mentioned about the office get together with family members where in the

organization “Give us an opportunity to, like, introduce our family to the work type, work

environment, and where we work. It's like work and family together.” This is a great way to

socialize and make new bonds. This way the parents or the family members of the employees

would also get to know better about the organization, the work culture, the people around and

so on.

The participant was asked about the organizational climate of her organization.

Organizational climate refers to the prevailing atmosphere or mood within an organization. It

encompasses the shared perceptions, attitudes, and feelings of the employees toward their

work environment. A positive organizational climate promotes productivity, employee

satisfaction, and collaboration, while a negative climate may lead to stress, dissatisfaction,

and decreased performance. The subtheme derived from her verbatim was ‘Perceived
 36

supervisory behavior.’ She said that “When it comes to work culture, like, you know, it

depends on the hierarchy you are reporting to. It depends on the reporting manager, basically,

how, how your manager is, if they have kind of micromanagement mentality, then definitely

you are going to face challenges”. From her verbatim we can gather that the work culture

depends upon the reporting manager as in how ‘flexible’ s/he is. If the manager is

understanding, then there is no problem as such but if s/he is very particular then there might

be a problem. Like she gave her own example "Earlier, when I was on a different team, when

at times, I had to take a leave, I used to inform like, 10-15 minutes earlier, before my login, I

used to ask for leave and I used to get it. But my current manager, he is little fussy kind of

person. So, on that front, I am facing a bit of challenges”. Otherwise, we can say that the

organisational climate is quite congenial which can be gathered by her verbatim “there is no

such hard-born rule; there is obviously an ETA for everything, but not at the cost of your

head or your neck. You know, if something is not getting done, they will first ask you what

happened, what went wrong. Then they go for why you didn't do this.” Therefore, we can say

that her organisation cooperative, accommodating and thoughtful for their employees as they

do not force them to work at the cost of their head or neck.

When asked about Flexibility in terms of Leaves, the participants mentioned how her

organization has varied policies for maternity leaves, casual leaves, as well as sick leaves and

bereavement leaves. The participant discussed the organization’s approach to leaves,

highlighting the flexibility within certain guidelines. It was noted that leave policies could

vary among teams, acknowledging the importance of adaptability. The participant mentioned

specific leave categories, including vacations (casual leave), sick leaves, bereavement leave

(referred to as "BN"), and maternity leave, showcasing a comprehensive approach to

employee well-being. The participant also stated, “Apart from that, you can avail any leaves,

but there is no limitation”, this suggests that there were no limitations on additional leaves
 37

outside these categories, indicating a level of flexibility. However, it was noted that excessive

or seemingly unnecessary sick leaves might have prompted scrutiny, potentially requiring

verification. This reflected a balance between providing flexibility and maintaining trust and

responsibility. In terms of job satisfaction, the flexible leave policy aimed to create a positive

work environment by recognizing diverse needs, supporting employees during significant life

events, and contributing to overall satisfaction and retention. She also mentioned she would

rate this area in her organization as 9 or 9.5 out of 10, which again indicates a high level of

satisfaction.

She was then asked about Employee Appreciation and Recognition, the major areas she

mentioned were ‘monetary compensation which includes awards, vouchers and bonus’, and

others were ‘performance appraisal’ and ‘recognition'. The participant reflected on their

experiences with employee appreciation and recognition in both their previous organization

and the current role at ABC Operations. In the previous organization, appreciation was

expressed through acknowledgment, creating a positive work environment. However, at ABC

Operations, the participant notes a unique approach where appreciation is not only verbal but

also tied to monetary rewards. The mention of receiving awards in the form of vouchers or

salary transfers, based on quarterly rankings as the best employee, highlights a tangible and

regular recognition system. This system seems to have contributed significantly to the

participant's job satisfaction in the previous role. Despite facing challenges in the current role,

the participant expressed overall satisfaction and emphasized their commitment to

overcoming these challenges. The comparison between the two experiences underscores the

impact of effective employee appreciation strategies on job satisfaction. Tangible recognition,

especially when linked to performance achievements, not only boosts morale but also serves

as a motivational factor. It fosters a sense of value and accomplishment, contributing

positively to the overall work experience. As the participant actively works to address
 38

challenges in the current role, the importance of continued recognition and support for

sustained job satisfaction becomes evident.

When the participant was asked about any other policy that her organization provides for

Employee’s benefits and Facilities, she stated about the health/life insurance that her

company provides for them and their five members of the family, which in other

organizations is only given to employee plus their three family members. She also mentioned

that “their life insurance is also good as compared to market standards…” The employees

also get OPD facilities, from the company for regular checkups as can be noted by the

participant’s verbatim “ABC has the OPD for its employees only, it is nothing but, you know,

the normal regular checkups you go for. That is not claimed by any of the companies as far as

I know.” They also get other facilities such as free food facility. In which they have a buffet

system for all the three meals which includes breakfast, lunch, and dinner. They not only

serve Indian cuisine but also cuisines from other countries like Continental, Chinese etc.

They also get fresh fruit juices. The participant also stated that “Apart from that, we have a

vendor man card, which is also given, you know, a limited amount per employee, depending

on your level.” Her company offers taxi services, which she mentioned earlier, and which

makes commuting easier for her. Not many organizations offer these services.

When the participant was enquired about the work life balance, she talked about her

‘sacrificing her personal Time for the career goals’. She further mentions that she and her

husband “We both have compromised on the household work rather than our career. Because

he and I, we both are pretty much career oriented. So, we have never compromised our work

for, in a personal basis.” She also faced struggles that came with getting married and

balancing her work as stated in the verbatim, “Like, you know, I recently got married. Okay.

So, which means I am still in the learning phase of my inner balancing out my married life,

my in-laws, my family, and my work, right? So, at times, I do struggle completing my

 39

household goals and everything. We are working on it. It takes time." This reflects that she is

still learning how to strike a balance between her work life and personal life. She said that her

in-laws and husband are very supportive and understanding towards her as she is still learning

to balance her work life. She also mentioned adjusting to the new work environment and

location when she moved to Hyderabad as her family was also not with her to help her out

and she alone has to balance things now. This can be associated with her verbatim, "Now that

I'm not staying with my family, I'm staying in Hyderabad, right? So, it's me, my husband, and

we have a pet. So sometimes, yeah, I do face a little challenge while balancing out things.

Otherwise, it's pretty good."

The next question the interviewer asked was about the participant’s relationship with her

coworkers. The major theme that was derived was meet and greet culture. She said that she

is a very friendly person and gets along with her colleagues very well. She considers them as

a second family as mentioned in her verbatim, “I call them my second family. The first thing

I do is meet up with everyone, meet and greet. It's one of the values we follow in ABC.” By

the verbatim we can reflect at the values that they follow at ABC that promotes in fostering a

friendly environment, “Meet and greet is the first thing which we do, and I have a very good

bond with all the team members I have in my team. Apart from my team also, I do get and gel

up with other people as well.” She mentioned about the encouraging open communication

that she says "It's fairly transparent. I was able to communicate to my manager as a friend of

mine. I had never, you know, got any second thought or anything like that." Overall, we can

conclude that the culture of the participant’s organization is very warm and amiable, it

promotes the employees to have cordial relationships among themselves and thereby making

work less burdensome.

When she was asked about the type of communication in her organization the major theme

derived was Transparent communication. She emphasized that the organization encourages
 40

interactive communication channels and is very open to new and interesting ideas. She said

that "When we come into a meeting, everyone has the right to pitch in their ideas. It's not like

you're just an associate, you cannot speak while the manager is speaking. If you have an idea,

it is always welcome." She later talked about how she was able to talk to her manager like a

friend of hers. To validate her point, she adds that "ABC has an option of G-Idea, where

every employee can post their ideas, what changes they are looking for within the team, in the

infrastructure, in the food, transportation, work, hierarchy, whatever they are looking for."

She gave an instance of one of the ideas that she pitched in, in the G- idea and that was about

her pet. She said that “We had a pet and I suggested having a daycare for pets as well. And

you must be thinking it's a vague idea, but no, it was actually acknowledged. And not only

acknowledged, I had a meeting session with our geographic director.” All these instances

clearly show that the organization encourages open and transparent communication.

She was then asked about the infrastructure of the organization, the major theme derived was

Innovative Infrastructure. She stressed majorly on, attractive, modern, googly factor and

innovative infrastructure having interesting meeting rooms and dedicated napping rooms. She

said that “ABC has a very funky work infrastructure” and “ABC has a, they call it as a

googly factor.” She mentioned that they do not wear boring or monotonous dresses as they

don't have any dress code, rather they wear whatever they like. While talking about

interesting/ different rooms she said that “We have very interesting meeting rooms, like, you

know, cuboid type, like guys, we are provided with beanbags, sleeping room.” The dedicated

napping rooms can be gathered by her verbatim- “We do have a dedicated napping room as

well. So, the infrastructure wise, they are like, you know, fantastic and very much fun.” She

mentioned that attractive and innovative infrastructure makes work fun and reduces boredom.

All these verbatims reveal that ABC organization has an innovative and interesting

infrastructure which improves efficiency, performance, and the mental health of employees.
 41

The next major theme derived was Personal ambition vs work stress. When she was asked

to describe the stress level of her work, she mentioned Internalized stress due to high

ambition. This is gathered by the verbatim- "The stress level is there, but it's not always

constant, you know? At times, I do face that. But yeah, if you know, say me, like, in my

house, it's me and my husband. So, the level of stress he has in his work, I don't think I have

that much pressure on me as of now. Like, when the work is at its peak, yeah, I have that in

my mind, you know, I have to complete my targets and all that. That pressure I put on

myself.” When she was asked about how she manages her work after marriage she mentioned

that she and her husband are pretty ambitious and both of them have kept their household

work as a second priority and they have compromised everything else than their careers. So,

we can infer from the above verbatim that a good level of eustress is there which keeps her

motivated and dedicated to do the work and being an ambitious person, she has always kept

her career as her first priority.

In all, we can conclude from the above thematic analysis that the participant is quite satisfied

with her organization. She had little issues with striking a balance between her work life and

personal life but otherwise she was contented. Her organization provides her with various

perks and facilities that are not provided by the other organization like life/ health insurance

for the employee plus their five family members, free food facilities, massage session

vouchers, recharge day leave, cab with security facilities, family days, flexibility in leaves

and soon on. The work culture and the environment of working is also quite interesting,

breaks boredom, is amiable and positive. There is a facility for napping and relaxing as well.

All these benefits help the employees to work effectively, efficiently and to maintain a good

mental wellbeing.
 42

Conclusion

The aim of the practical was to study job satisfaction among married and unmarried women.

This was a qualitative study which employed thematic analysis and interview was used as

data collection method. The interviews were collected from four women employees, out of

which two were married and two were unmarried, who worked in different organisations. Our

group analysed the interview of a working married woman. From her interview, we reflected

that she was quite satisfied with her organization as they provided various facilities for their

employees and all that helped them to maintain a good mental wellbeing and improve their

working efficiency.
 43

References

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 44

Appendix

Interview schedule

1. Does job security influence your job satisfaction?

2. How financially secure you are? Are you satisfied with how much you are being

paid?

3. How valued do you feel your opinions are at your workplace? Are your efforts

adequately appreciated and recognized?

4. Does your workplace have any beneficial policies for you? (monetary or

non-monetary)

5. Is there any flexibility in your company’s structure regarding unplanned leaves and

working hours? Are you satisfied with the flexibility of it?

6. Are you offered opportunities for growth such as skill development workshops and

enhanced responsibilities according to your skillset?

7. Does your workplace cater to your mental health needs? What do you think about

having a counselor in your workplace?

8. Are you able to balance your works and personal life effectively?

9. Do you experience an adequate level of support from your family towards your

career?

10. Is the workload as per your position or role?

11. How would you describe your relationship with your coworkers?

12. How satisfied do you feel with your role and responsibility?

13. Do you feel you can easily communicate with members from all levels of your

organization?

14. Do you think that the chances of promotion are fair in your current workplace?
 45

15. Do you feel the infrastructure of your organization is adequate for you to perform

your work duties?

16. Would you like to spend more time on work than you are currently able to?

17. Do you feel your feedback or suggestions are welcomed in the midst of different

opinions and in times of work-related conflict?

18. How would you describe the stress levels you face due to your work? Does your

organization cater to reducing your o