Quest Journals

Journal of Research in Business and Management

Volume 11 ~ Issue 6 (2023) pp: 139-142
ISSN(Online):2347-3002
www.questjournals.org
Research Paper

An Analysis of Job Satisfaction of Employees

Palak Sharma
NIMS Institute of Management And commerce
NIMS University Jaipur Rajasthan

Dr. S Maria Anthony Raj

NIMS Institute of Management & Commerce
NIMS University Jaipur Rajasthan

ABSTRACT
This abstract provides an overview of an analysis conducted on job satisfaction among employees. Job
satisfaction plays a significant role in employee engagement, productivity, and overall organizational
performance. The study aims to identify the factors impacting job satisfaction, highlight areas of strength and
progress and provide recommendations to enhance employee satisfaction among the employees. The analysis
was conducted using a combination of surveys, interviews, and data collection. A representative sample of
employees across various organizations was selected to ensure a comprehensive understanding of job satisfaction
in this context.
Organizations play a vital role in promoting job satisfaction among their employees. They may create a positive
work culture that encourages opportunities for skill development and advancement, open communication, and
recognizes and rewards employees' contributions. Higher levels of job satisfaction are also influenced by Effective
leadership and helpful working relationships. fair and transparent policies.

Received 12 June, 2023; Revised 24 June, 2023; Accepted 26 June, 2023 © The author(s) 2023.
Published with open access at www.questjournals.org

I. INTRODUCTION
Job satisfaction is a crucial factor in determining an employee’s overall well–being and productivity of
employees within an organization. It refers to the degree of satisfaction, joy, and contentment employees feel with
their work and the workplace. Understanding and analyzing job satisfaction can give important insights into the
factors affecting employee engagement, motivation, and retention.
The importance of job satisfaction cannot be overstated, as it directly affects various aspects of an
organization. Employees that are happy at work are more likely to be productive, innovative, and committed to
their work. Additionally, they are more likely to exhibit higher levels of job involvement and organizational
citizenship behaviors, which can contribute to a positive workplace culture and enhance overall performance.
Conversely, low job satisfaction can lead to negative consequences for both employees and
organizations. Dissatisfied employees may experience higher stress, burnout, absenteeism, and turnover, which
can incur significant costs for organizations in terms of recruitment, training, and lost productivity. Therefore, to
build a healthy work environment and advance employee well-being, organizations need to identify and
understand the factors that influence job satisfaction.
This analysis aims to analyze the concept of job satisfaction, examining its significance in the workplace
and exploring the factors that contribute to or detract from employee satisfaction.
Given the importance of job satisfaction, organizations aim to create a work environment that promotes
employee satisfaction. This involves being aware of the factors that influence job satisfaction and implementing
strategies to enhance it. Job characteristics, work-life balance, earnings, and compensation, career development
opportunities, supportive leadership, and organizational culture. are just a few of the elements that might affect
employee and organizational satisfaction.

*Corresponding Author: Palak Sharma 139 | Page

 An Analysis of Job Satisfaction of Employees

Parameters of Job Satisfaction –

 Job satisfaction is a multidimensional construct that can be influenced by various parameters or factors.
These parameters can differ from person to person and might include:
 Work itself: Job satisfaction can be greatly impacted by the autonomy, and nature of the work, including
the level of challenge, and variety. Employees who find their work relevant, exciting, and compatible with their
beliefs and skill set are more likely to experience higher job satisfaction.
 Recognition and rewards: Feeling appreciated and recognized for their work is an important parameter
of job satisfaction. Employees who receive regular feedback acknowledgement, and awards for contributions lead
to increased levels of job satisfaction in employees.
 Compensation and benefits: A key factor in determining job satisfaction is Adequate and fair
compensation. which includes salary, bonuses, and benefits Employees who feel that they are fairly rewarded for
their contributions are more likely to be satisfied with their jobs.
 Opportunities for growth and advancement: Another crucial factor is the opportunities for career
development, learning, and advancement. Employees who believe they have opportunities for career advancement
and improvement are more likely to be satisfied with their jobs.
 Work environment and resources: The physical work environment, which includes factors such as safety,
comfort, and access to necessary resources and technology, can influence job satisfaction
 Work-life balance: Maintaining a positive work-life balance is essential for personal life and is crucial
for job satisfaction. Employees who have a manageable workload, supportive policies for family or personal
commitments, and a manageable workload tend to experience higher levels of job satisfaction.

II. REVIEW OF LITERATURE

1. Trilok Kumar Jain (2021) observes employee satisfaction with respect which leads to a higher level of
job satisfaction. These factors relate to the manager, remuneration, reorganization, remuneration, promotion, work
safety, and relationships in the work environment.
2. D Subhashini (2017) attempts to discover how the dimensions of job satisfaction are significantly related
to the job performance of an employee. Highlighted the dimensions to be used in evaluating the job satisfaction
level of the employees and the most influential ones impacting their job performance process on the whole.
3. Mohammed Inuwa (2015) analyzed a conceptual framework that will serve as a basis for understanding
how job satisfaction, job attitude, and equity influence the performance of employees in the workplace. His study
concludes that there is a positive relationship between job satisfaction, job attitude, and equity in the performance
of an employee in an organization.
4. Muhamad Ekhsan (2020) examines the influence of the work environment and job satisfaction variables
on employee performance. Improving employee performance is one of the main factors for companies to achieve
goals. In addition to being a factor in achieving goals, employee performance is also a way to measure the quality
of human resources in a company. Some factors that can influence the success of employee performance include
the work environment and job satisfaction.
5. Gadih Ranti (2018) examines the influence of culture and job satisfaction affect motivation;(ii) culture
also affects job satisfaction;(iii) job satisfaction affects performance;(iv) culture does not affect performance;(v)
culture and job satisfaction affect the performance through motivation
6. Herzberg's theory explains that there were intrinsic and extrinsic motivations that
affect job satisfaction (Franczukowska et al., 2021). Previous studies also suggest managers to use Herzberg's
theory to better understand the factors that could increase job satisfaction and affect work (Denton & Maatgi,
2016)
7. Research conducted by Pan (2015) found that job satisfaction is subjective and specific to each
individual, therefore the satisfaction felt by one employee may not meet the needs of other employees.
8. De Beer et al. (2016) suggests that improving the quality of the exchange of relations between superiors
and employees is considered to increase work engagement and ultimately increase satisfaction, which can
contribute positively to both employees and the organization.
9. Ezzat & Ehab (2018) and Luz et al. (2018) evaluate the returns that measured by satisfaction of
salaries and promotions, employee’s level of comfort with colleagues and superiors, and the amount of tasks
assigned to the employee.
10. Zhang (2017), employee training and development programs can lead to improved job performance,
increased job satisfaction, and reduced turnover rates. Additionally, manpower development initiatives can
improve organizational competitiveness and enhance the ability of organizations to adapt to changing market
conditions (Jia et al., 2017).

*Corresponding Author: Palak Sharma 140 | Page

 An Analysis of Job Satisfaction of Employees

III. Research Methodology

3.1 Method of data collection: With the aid of my developed Google questionnaire forms, the information was
gathered. Information on demographics, information sources, justifications for self-medication, and other topics
was included in Google's questionaries. The study's target population received the forms in random order. Before
gathering this information from the populace, an ethical clearance was obtained.

3.2 Sample Design:

The survey was conducted over 1 month. The distribution of questionnaires was carried out throughout the day
for convenience. Respondents were approached, informed, and explained about the purpose of the survey in
advance before they were given the questionnaire. The link to web Based questionnaire was sent through social
media such as WhatsApp. Facebook and Instagram
Respondents were, collected from employees of Dlf – The Camellias. The age group was divided as 18-25, 25-
30, 30-35, and Above 35. A total sample size of 150 - 200 was completed.

3 Sources of Data:
3.3.1 Primary source of data:
Given that the survey was conducted online using a Google questionnaire, which was distributed to the
participants and contained many study-related items. As a result, several types of responses, such as "Yes" or
"No" responses and responses expressed as percentages and ratios, were noted. And we also used to collect the
data Informal Interviews and Observations.
3.3.2 Secondary data:
To complete the project, secondary data is gathered from prior studies and published works. The secondary
information was gathered using:
 Articles, magazines
 Academic journals
 government reports

IV. Data Analysis and Interpretation

How often do you receive feedback and recognition from your manager and peers in the organization?

Response Frequency Percentage

Always 51 30%
Often 45 26.5%
Sometimes 35 20.6%
Rarely 26 15.3%
Never 13 7.6%

Total 170 100%

Analysis:
From the above diagram and table, it is observed that out of the total responses ie.170 only 51 responders
chose ‘Always’, 45 responders chose ‘Often’, 35 responders chose ‘Sometimes’, 26 responders chose 'Rarely',
and 13 responders chose 'Never'.

*Corresponding Author: Palak Sharma 141 | Page

 An Analysis of Job Satisfaction of Employees

Interpretation:
It observed that more people selected “Always’’ which means they often receive feedback and recognition from
their managers and peers and other people chose different sections according to their experience
Are you able to balance your work and personal life while working for this organization

Response Frequency Percentage

Yes 101 69.7%
No 23 15.9%
Maybe 21 14.5%

Total 145 100%

Analysis:
From the above diagram and table, it is observed that out of the total responses ie.145 only 101 responders
chose ‘Yes’, 23 responders chose ‘No’, and 21 responders chose ‘Maybe’.

Interpretation:
It observed that more people selected “Yes’’ which means they often can balance their work and personal life
and other people chose different sections according to their experience

V. CONCLUSION:
Through the study, it is observed that most employees in the age group of 18-25 are working with job satisfaction in
their organization.
It is also observed that female respondents are more satisfied with their job than male respondents.
It is also observed that one of the parameters of job satisfaction of employees is having a clear understanding of their
work objective.
It is also observed that employees want to align their values more with the organization's culture.
Another parameter of job satisfaction observed in the study is that the respondents tend to receive feedback and
recognition from their managers and peers.
In this study, it is observed that most employees can balance their work and personal balance while working in an
organization.

REFERENCES
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[4]. Mukhopadhyay, S., & Tripathi, A. (2010) An analysis of the contributing variables towards satisfaction. South Asian Journal of
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[5]. Wanous, J. P., Reichers, A. E., & Hudy, M. J. (1997). Overall job satisfaction.
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and Quantitative Review. Psychological Bulletin, 127(3), 376-407.

*Corresponding Author: Palak Sharma 142 | Page