Page 1 of 8
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 09
August 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 194
An Investigation of Worker Mentalities and Occupation Fulfillment
SOMAPANGU NAGENDRA BABU
MBA
ABSTRACT: - Cheerful specialists are
profitable laborers and beneficial specialists are
probably going to be glad. Representative
employment fulfillment is basic to confront the
dynamic and consistently expanding difficulties
of keeping up profitability of the association by
keeping their workforce always drew in and
spurred. Besides, ecological weights, rising
wellbeing costs and different needs of the
workforce likewise represent a test for the
administration. This could be overwhelmed by
making a workplace that keeps up worker work
fulfillment and additionally propels individuals
towards uncommon execution at the working
environment accomplishing work-life adjust.
This paper traces the wide forms of different
factors in charge of representative fulfillment
and different courses by which one can augment
worker fulfillment.
KEYWORDS: -Deviance, Employee
Performance, Satisfaction, turnover
INTRODUCTION
Worker fulfillment alludes to an accumulation of
positive or potentially negative sentiments that
an individual holds toward his or her activity.
Employment Fulfillment is a piece of life
fulfillment. It is the measure of delight or
happiness related with a vocation. Occupation
Fulfillment is a passionate reaction to an
occupation. Employment fulfillment is a
standout amongst the most prominent and
broadly looked into themes in the field of
hierarchical brain science (Spector, 1997).
Locke (1976) characterizes work fulfillment as a
pleasurable or positive passionate state coming
about because of the evaluation of one's activity
or occupation encounters. Occupation
fulfillment has been considered both as a result
of numerous individual and workplace qualities
and as a precursor to numerous results.
Representatives who have higher occupation
fulfillment are typically less truant, more averse
to leave, more profitable, more inclined to show
authoritative responsibility, and more inclined to
be happy with their lives (Rent, 1998). There are
an assortment of variables that can impact a
man's level of employment fulfillment. Some of
these variables incorporate the level of pay and
advantages, the apparent reasonableness of the
advancement framework inside an organization,
the nature of the working conditions, authority
and social connections, the activity itself (the
assortment of undertakings included, the intrigue
and test the activity creates, and the lucidity of
the expected set of responsibilities/necessities).
The more joyful individuals are inside their
activity, the more fulfilled they are said to be.
The idea of employment fulfillment has picked
up significance as far back as the human
relations approach has turned out to be well
known. Occupation fulfillment includes complex
number of factors, conditions, sentiments and
behavioral inclinations.
I. REVIEW OF LITERATURE
The study of job satisfaction is a topic of
wide interest to both people who work in
organizations and people who study them. Job
satisfaction has been closely related with many
organizational phenomena such as motivation,
performance, leadership, attitude, conflict, moral
etc. Researchers have attempted to identify the
various components of job satisfaction, measure
the relative importance of each component of
job satisfaction and examine what effects these
components have on employees’ productivity.
Spector (1997) refers to job satisfaction
in terms of how people feel about their jobs and
different aspects of their jobs. Ellickson and
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Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 09
August 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 195
Logsdon (2002) support this view by defining
job satisfaction as the extent to which employees
like their work. Schermerhorn (1993) defines
job satisfaction as an affective or emotional
response towards various aspects of an
employee’s work. C.R. Reilly (1991) defines job
satisfaction as the feeling that a worker has
about his job or a general attitude towards work
or a job and it is influenced by the perception of
one’s job. J.P. Wanous and E.E. Lawler (1972)
refers to job satisfaction as the sum of job facet
satisfaction across all facets of a job. Abraham
Maslow (1954) suggested human need from a
five-level hierarchy ranging from physiological
needs, safety, belongingness and love, esteem to
self actualization. Based on Maslow’s theory,
job satisfaction has been approached by some
researchers from the perspective of need
fulfillment.
Job satisfaction and dissatisfaction not
only depends on the nature of the job, it also
depends on the expectations what the job supply
to an employee (Hussami, 2008). Lower
convenience costs, higher organizational and
social and intrinsic reward will increase job
satisfaction (Mulinge and Mullier, 1998). Job
satisfaction is complex phenomenon with multi
facets and influenced by the factors like salary,
working environment, autonomy,
communication, and organizational commitment
(Vidal, Valle and Aragón, 2007). Different
people interpret compensation differently.
Compensation, reward, recognition, and wages
are terms used in different situations (Zobal,
1998). The compensation is defined by
American Association as “cash and non-cash
remuneration provided by the employer for
services rendered”. Salary was found to be the
prime factor for the motivation and job
satisfaction of salaried employees of the
automobile industry in the results of the survey
done by Kathawala et al. (1990). The survey
tried to assess the various job characteristics and
the way the employees ranked them as
motivators and satisfiers.
The results showed that compensation was
ranked as the number one job element for job
satisfaction and increase in salary for
performance was ranked as the number one job
element for motivation. Compensation is very
valuable tool for retention and turnover. It is also
a motivator for an employee in commitment
with the organization which in result enhances
attraction and retention (Zobal, 1998; Moncarz
et al., 2009; Chiu et al., 2002). It also works as
communicator when it is given to employee
against his services which shows how much an
employee is valuable for its organization (Zobal,
1998).
The mentoring is used for development- orientation (Scandura and Williams, 2004).
When a supervisor provides mentoring, the
relationship affects the protégés skill
development and intentions to remain with the
employer (McManus and Russell, 1997). On the
other hand non-supervisory mentor may increase
mentee’s confidence by providing access to
outside organization (Scanduraa and Williams,
2004). The immediate supervisor support is very
important in organizational change. Although
the support of supervisor is not very crucial in
satisfaction but it has positive impact on
satisfaction (Griffin, Patterson and West, 2001).
According to Chakrabarty, Oubre, and Brown
(2008), “perhaps the finest way in which
supervisors can portray himself as a role model
is to personally demonstrate proper techniques
so that employee could understand how job
should be done.” J.D. Politis (2001) has
examined the roles played by leadership in the
process of knowledge acquisition and a survey
was carried out on 227 persons who were
engaged in knowledge acquisition activities to
examine the relationship between leadership
styles and knowledge acquisition attributes. The
results showed that the leadership styles that
involve human interaction and encourage
Page 3 of 8
Journal for Studies in Management and Planning
Available at
http://edupediapublications.org/journals/index.php/JSMaP/
ISSN: 2395-0463
Volume 03 Issue 09
August 2017
Available online: http://edupediapublications.org/journals/index.php/JSMaP/ P a g e | 196
participative decision-making are related
positively to the skills and essential knowledge
acquisition.
According to the study conducted by
Friedlander and Margulies (1969), it was
discovered that management & friendly staff
relationships contribute to the level of job
satisfaction. However, this result contradicts
with view of Herzberg (1966) who supported the
view that supervision is irrelevant to the level of
job satisfaction. Arnold and Feldman (1996),
promoted factors such as temperature, lighting,
ventilation, hygiene, noise, working hours, and
resources as part of working conditions. The
worker would rather desire working conditions
that will result in greater physical comfort and
convenience. The absence of such working
conditions, amongst other things, can impact
poorly on the worker’s mental and physical
well-being (Baron and Greenberg, 2003).
Arnold and Feldman (1996) shows that factors
such as temperature, lighting, ventilation,
hygiene, noise, working hours, and resources are
all part of working conditions. Employees may
feel that poor working conditions will only
provoke negative performance, since their jobs
are mentally and physically demanding.
II. OBJECTIVES OF THE STUDY
The objective of the study is as follows:
To identify the factors which influence
the job satisfaction of employees.
To identify the impact of employees’
job satisfaction on their performance.
To identify the factors which improve
the satisfaction level of employees.
Importance of Employee
satisfaction for Various
Stakeholders
1. Importance of Employee Satisfaction for the
Organization:
Enhance employee retention.
Increase productivity.
Increase customer satisfaction.
Reduce turnover, recruiting, and training
costs.
Reduced wastages and breakages.
Reduced accidents.
Reduced Absenteeism.
Enhanced customer satisfaction and
loyalty.
More energetic employees.
Improved teamwork.
Higher quality products and/or services
due to more competent, energized
employees.
Improves a corporate image.
2. Importance of Employee Satisfaction for the
Employee
Employee will believe that the
organization will be satisfying in the
long run
They will care about the quality of their
work.
They will create and deliver superior
value to the customer.
They are more committed to the
organization.
Their work is more productive.
III. FACTORS INFLUENCING
EMPLOYEE JOB
SATISFACTION
1. Policies of Compensation and Benefit:
This is the most important variable for
employee satisfaction. Compensation
can be described as the amount of
reward that a worker expects from the
job. Employees should be satisfied with
competitive salary packages and they
should be satisfied with it while
comparing their pay packets with those
of the outsiders who are working in the
