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: email@example.com
** Mrs. Deepali Choudhary is Senior Lecturer, Vindhya Institute of Technology and Science,Indore. Ph: 09826445013. e-mail: firstname.lastname@example.org
JOB SATISFACTION AS A CORELATE FOR JOB PERFORMANCE IN EDUCATIONAL INSTITUTES
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.
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 behavior at work. According to Feldman and Arnold “Job satisfaction is the amount of overall positive effect or feelings that individuals have towards their jobs.” One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School sought to find the effects of various conditions (most notably illumination) on workers’ productivity. These studies ultimately showed that novel changes in work conditions temporarily increase productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. 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 (aka 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. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott and Hugo Munsterbergset the tone for Taylor’s work. Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life – physiological needs, safety needs, social needs, self-esteem needs, and self-actualization....
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