Job Satisfaction Amoung Academic
JOB SATISFACTION AMONG ACADEMICS
Mrs. Smita Mishra*
Mrs. Deepali Choudhary**
* Mrs. Smita Mishra is Lecturer, Vindhya Institute of Technology and Science,Indore.
Ph: 09770226770. e-mail: msmita20@gmail.com
** Mrs. Deepali Choudhary is Senior Lecturer, Vindhya Institute of Technology and Science,Indore.
Ph: 09826445013. e-mail: deepali_choudhary@rediffmail.com
JOB SATISFACTION AS A CORELATE FOR JOB PERFORMANCE IN EDUCATIONAL INSTITUTES
ABSTRACT
This paper focuses on job satisfaction among academics, with a study of the faculty members of the institution under the D.A.V.V Indore. Ten dimension of job satisfaction – working environment, pay scale, work relationships, delegation of work, opportunity for growth, level of stress, fairness of rewards, delegation of authority , opportunity for advancement and job security. These dimension were finalized after an extensive literature survey, followed by discussion and consultations with a large number of faculty members.
INTRODUCTION
Employees behaviour at work is an important factor in organizational growth if employees are committed then the higher financial benefits can be realized by organizations. A satisfied work force is essential for the success of organizations and their business, while damaging their financial performance. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Employees which are dissatisfied, when unattended, do not have loyalty towards their organizations and therefore cannot produce profits. They endanger the very existence of their organizations, jeopardizing the creation of national wealth in the long run. Therefore it is necessary and important for mangers to make employees behave in a desired manner. The term job satisfaction is commonly used in the context of human
Mrs. Smita Mishra*
Mrs. Deepali Choudhary**
* Mrs. Smita Mishra is Lecturer, Vindhya Institute of Technology and Science,Indore.
Ph: 09770226770. e-mail: msmita20@gmail.com
** Mrs. Deepali Choudhary is Senior Lecturer, Vindhya Institute of Technology and Science,Indore.
Ph: 09826445013. e-mail: deepali_choudhary@rediffmail.com
JOB SATISFACTION AS A CORELATE FOR JOB PERFORMANCE IN EDUCATIONAL INSTITUTES
ABSTRACT
This paper focuses on job satisfaction among academics, with a study of the faculty members of the institution under the D.A.V.V Indore. Ten dimension of job satisfaction – working environment, pay scale, work relationships, delegation of work, opportunity for growth, level of stress, fairness of rewards, delegation of authority , opportunity for advancement and job security. These dimension were finalized after an extensive literature survey, followed by discussion and consultations with a large number of faculty members.
INTRODUCTION
Employees behaviour at work is an important factor in organizational growth if employees are committed then the higher financial benefits can be realized by organizations. A satisfied work force is essential for the success of organizations and their business, while damaging their financial performance. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Employees which are dissatisfied, when unattended, do not have loyalty towards their organizations and therefore cannot produce profits. They endanger the very existence of their organizations, jeopardizing the creation of national wealth in the long run. Therefore it is necessary and important for mangers to make employees behave in a desired manner. The term job satisfaction is commonly used in the context of human
References: 1. Robbins, Sanghi (Organizational Behaviour). 2. T. N. Chhabra and B.P. Singh (Organization Theory and Behaviour). 3. Cranny, Smith & Stone, 1992 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p.174 4. Brief, 1998 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p. 174 5. Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194 6. J. R. Hackman, G. R. Oldham (1976). "Motivation through design of work". Organizational behaviour and human performance 16: 250–279. 7. Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279. 8. Weiss HM, Cropanzano R. (1996). Affective events theory: a theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior 8: 1±74. 9. D.C.Feldaman and H.J.Arnold; managing individual and group behavior in organizations, New York, McGraw hill, 1983, p-192.