1. INTRODUCTION The project entitled employee satisfaction is done at MILMA Cattle feed, Cherthala.

The objective is to understand the job satisfaction of the employees in the organization. The major insights of the project include knowing more about the employee satisfaction levels. Employees play a vital role in the success of every product.

1.1. Job Satisfaction Job satisfaction refers to a persons feeling of satisfaction on the job, which acts as a motivation to work. It is not the self satisfaction, happiness or self contentment but the satisfaction on the job. The term relates to the total relationship between an individual and the employer for which he is paid. Satisfaction does mean the simple feeling-state accompanying the attainment of any goal; the end-state is feeling accompanying the attainment by an impulse of its objectives. Job satisfaction does mean absence of motivation at work. Research workers differently described the factors contributing to job satisfaction and job dissatisfaction. Hoppock describes job satisfaction as, Any combination of psychological, physiological and environmental circumstances that cause any person truthfully to say I am satisfied with my job. The term job satisfaction refers to an employees general attitudes toward his job. Locke defines job satisfaction as a Pleasurable or positive emotional state resulting from the appraisal of ones job or job experience, to the extent that persons job fulfill his dominant need and is consistent with his expectations and values. The job will be satisfying there are three major theories of job satisfaction viz., Smith Kendall and Hulinhave suggested that there are five job dimensions that represent the most important characteristics of a job about which people have affective responses, these are:

The work itself: The extent to which the job provides the individual with the Pay: The amount of financial remuneration that is received and the degree to which Promotion opportunities: The chance for advancement in the hierarchy. Supervision: The ability is on the supervision to provide technical assistance and Co-workers: The degree to which follow workers are technically proficient and

interesting task, opportunities for learning and the chance of accept responsibility. this is viewed as equitable vis-avis that of others in the organization.

behavioral support. socially aware. However, a comprehensive approach requires that may additional factors be included before a complete understanding of job satisfaction can be obtained. Such factors as the employees are, health, temperament, desires and levels of aspiration should be considered. Further, his family relationship, social status, recreational or purely socialcontribute ultimately to job satisfaction. 1.2. Effect of Job Satisfaction Job satisfaction has a variety of effects. These effects may be seen in the context of an Individuals physical and mental health, productivity, absenteeism, and turnover Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favorableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction.

2. OBJECTIVES OF THE STUDY

1.
2 To determine the level of satisfaction of the respondents regarding their job. To study and understand the job satisfaction among the employees of the Milma Cattle feeds. 3. To study the various factors which influence job satisfaction. 4. To offer suggestions to the company to improve their employees satisfactory level.

2. STATEMENT OF THE PROBLEM

Employee satisfaction and retention has always been an important issue. After all, high level of absenteeism and staff turn over can affect the organization adversely. The study on employee satisfaction helps to know employee preferences and their problems. Satisfied employees tend to be more productive, creative and committed to their employers, and recent studies have shown that there is a direct correlation between employee satisfaction and customer satisfaction. Managers or leaders who can create work environments that attract , motivate and retain hard working individuals will be better positioned to succeed in a competitive environment that demand quality and cost efficiency. Managers may even discover that by creating a positive workplace for their employees, they have increased their own satisfaction as well.

3. LIMITATIONS OF THE STUDY

1. The research was conducted within a limited duration. So a detailed and Comprehensive Proof one. 3. Some respondents hesitated to give the actual situation. They feared that management would take any action against them. 4. There was a fear of reprisal among the employees to reveal their personal feelings and the result may not reflect the actual situation. study could not be made. 2. The sample was confined to 25 respondents. So this study cannot be regarded as full

4. ORGANIZATION PROFILE
4.1Cattle Feed Manufacturers This section refers to Feed Manufacturers region wise and is further classified state wise within their respective regions. The manufacturers listed usually have a network of distributors, dealers and agents. The address, phone and fax numbers, installed capacity and other details of these companies can be obtained from DAIRY INDIA 1997. The list has been broken down into four parts categorized according to the region, of India, they lie in: There are 86 cattle feed manufactures in south India. Kerala has only 8 industries Higashimaru Feeds (India) Ltd Kerala Cooperative Milk Marketing Federation Ltd KSE Ltd Kerala Trading Corporation Koyenco Feeds Pvt Ltd Prima Agro Products Ltd Vijay Feeds & Farm Touns Pvt Ltd

Formed in June 1967 as The Compound Feed Manufacturers Association, CLFMA now has around 200 members, including all sectors of the livestock industry. CLFMA OF INDIA is recognized not only by livestock farmers, Central and State Governments, Government Departments, Agricultural Universities, Veterinary Colleges and National Research Institutes in the country, but also by related sectors outside the country. CLFMA's State views are solicited while and reckoned with policies by our Central not and

Governments

formulating

governing

only animal feed industry but also the entire gamut of animal production. 4.2 Company profile

Kerala Co-operative Milk Marketing Federation (KCMMF), popularly called milma was established in April, 1980 with its Head Office at Thiruvananthapuram for the successful implementation of the Operation Flood ( a dairy programme launched in 1970 under the aegis

of

National

Dairy

Development

Board(NDDB).

The name milma represents:2678 Primary milk co-operative societies now functioning as on 31.03.2010 8.31 lakhs farmer members Three Regional Co-operative Milk Producers' Union Thirteen Dairies capable of handling 12lakhs

litres of milk per day

Ten Milk Chilling Centres Two Cattle Feed Plants with cumulative capacity of 600MT per day One Milk Powder Plant of 10MT per day capacity A well established Training Centre 5,200 retail outlets Over 32,000 people working either directly or indirectly for the functioning of

milma . Apart from these they serve millions of consumers day-in and day-out.

Mission

The Objectives

To channelise marketable surplus milk from the rural areas to urban deficit areas

to maximize the returns to the producer and provide quality milk and milk products to the consumers .

To carryout activities for promoting Production, Procurement, Processing and

Marketing of milk and milk products for economic development of the farming community.

To build up a viable dairy industry in the State. To provide constant market and stable price to the dairy farmers for their produce.

Network The Motto of Co-operation of "of the people, by the people and for the people" is the foundation of the "three tier system" followed by the organization. At the village level we have the Village Milk Co-operative Societies which have the local milk producers as its members. These Village Co-operatives unite at the Regional level and form Regional Cooperative Milk Producers' Unions. These Unions are federated at the State level to form State Federation namely Kerala Co-operative Milk Marketing Federation (KCMMF). Provides Staff Management functions to support its Units & Regional Milk Unions. KCMMF Head Office has well established Marketing, Purchase, Quality Control, Finance, Project, Systems and HRD departments. Marketing

Brand Management Lean Flush Management Bulk trading of surplus products Institutional supply contracts Co-ordinated promotional activities Packaging & Product Development Procurement & Consumer Pricing

Purchase

Centralised purchase of Dairy consumables Purchase of Raw Materials for Cattle Feed Plants Purchase functions of KCMMF Head Office

Quality Control

Render technical & legal assistance to primary dairy co-operatives and Regional Liaison and maintain quality of milk and milk products as per the standards. Liaison with statutory authorities for bringing in suitable amendments in statutes. Attend to consumer complaints on quality problems

Milk Unions .

Balanced cattle feed is the major input provided to the dairy farmers of the State from the Federation. There is a high level of acceptability for this product in the market. Milma is now producing 600MT cattle feed a day. It produces both mash and pellet form of cattle feed. In addition to augment the balanced feed and to support vitamin level in milch animal, milma has come out with milma mineral mixture - "milma min". The cattle feed is distributed to farmers at reasonable rate through Apcos, Dealers and Government agencies.

5. REVIEW OF LITERATURE
Job satisfaction represents the constellations of persons attitude towards or about the job. In general, job satisfaction is the attitude towards the job as a whole. Job satisfaction is a function of satisfaction with different aspects of job, i.e. supervision, pay, works itself, co-workers, promotion, etc., and of the particular weighting or importance one attaches to these respective components( Locke, 1976) Cranny, Smith and Stone cited that the study of job satisfaction is a relatively recent phenomenon. It can perhaps be said to have begun in earnest with the famous Hawthorne studies conducted by Elton Mayo at the western Electronic Company in 1920s during the course of investigations. However they become convinced that factors of a social nature were affecting satisfaction with the job and productivity. Since the Hawthorne studies there has been an enormous output of work on the nature, causes and correlates of job satisfaction. The traditional model of job satisfaction is that it consists of the total body of feelings that an individual has about his job. This total body of feelings involves, in effect, weighting up the sum total of influences of the job, the nature of job itself, the pay, the promotion. The promotion prospects, the nature of supervision and so on. Where the sum total of influences gives rise to feelings of satisfactions the individual is job satisfied. Where in total they give rise to feelings of job dissatisfaction the individual is job dissatisfied(Brief,1998). Improving any one of these influences will lead in the direction of job satisfaction, making less satisfactory any one of the influences will lead in the direction of the job dissatisfaction. However, what makes a job satisfying does not depends only on the nature of the job, but on the job expectations that individuals have of what their job should provide(Weiss H.M,2002). Expectancy theory points to the importance of the individuals expectations of his job in determining job satisfaction. For individuals who have expectations that their 10

job should give them opportunities for pay, challenge, a failure of the job to meet this expectation will lead to dissatisfaction compared to a situation where no such expectation is involved. What expect expectation of individuals will have of a job may vary. For a large number of reasons, some deriving from social others from individual causes. These proposing an expectancy theory usually regarded over all job satisfaction as a function of satisfaction with various elements of the job. Another theory that has dominated the study of the nature of job satisfaction is Herzbergs famous Two factory Theorys of job satisfaction. In this he claims that the factors which cause job satisfaction are separate and distinct from the factors which job dissatisfaction (J.R.Heckman, 1976). According to Fischer.A.D in 2007 the factors causing job satisfaction, which level factors such as their relating to satisfaction with the job itself. The factors which cause job dissatisfaction called hygiene are more concerned with conditions of work such as pay and supervision. At no time does Herzberg argue a job satisfactory, except may be for a short run. Philip apple while has listed five major components of job satisfaction as, 1. Attitude towards work group. 2. General workings conditions. 3. Attitude towards company. 4. Monetary benefits and 5. Attitude towards supervision Other components that should be added to these five are the individuals state of mind about the work itself and about life in general. The individuals health, age, level of aspiration, social status and political and social activities can all contribute to job satisfaction. A person attitude toward the job may be positive or negative (Pugliesi K.
1999).

Job satisfaction is not synonymous with organizational morale, which is the possession of felling of being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the byproduct of a group, while job satisfaction is more of an individual stage of mind. However the two concepts are interrelated in that job satisfaction can contribute to morale and morale can

11

contribute to job satisfaction. For many years managers generally have believed that a satisfied worker is necessarily a good worker (Ashforth, B. E., & Humphrey, R. H. 1993). Greenes thesis is that if a performance problem exists, increasing an employees happiness is for more pleasant than discussing with the worker his or her failure to meet standards. Although happiness eventually results from satisfaction, this feeling goes much deeper and is far less tenuous than happiness. Recent research evidence generally rejects the more popular view that satisfaction causes performance. The evidence does, however, provide moderate support for the view that job effort causes satisfaction. The evidence also strongly indicates that rewards constitute a more direct cause of satisfaction that performance does and that rewards based on current effort causes subsequent performance.
Abraham, R. (1999) states that research also indicates that a high level of job satisfaction

does have a positive impact is reducing turnover, absenteeism, tardiness accidents, grievances and strikes. In addition, recruitment efforts by current employees generally are more successful if these employees are well satisfied. Satisfied employees are preferred simply because they affect the work environment positively. Thus even through a well satisfied employee is not necessarily an outstanding performer; there are numerous reasons for taking steps to encourage employee satisfaction. A high level of satisfaction leads to organizational commitment while a low level or dissatisfaction results in behaviours detrimental to the organization. It must be remembered that satisfaction and motivation are not synonymous. Motivation is a drive to perform, whereas satisfaction reflects situation. The factors that determine whether an individual is adequately satisfied with the job differ from those that determine whether he or she is motivated. The level of satisfaction is largely determined by the comforts offered by the environment and situation (Organ, D. W., & Ryan, K. 1995). Motivation on the other hand, is largely determined by the value of rewards and their contingency on performance. Motivation results is added effort that is turn leads to increased performance if the individual has the ability and result of high satisfaction is

12

increased commitment to the organized which may or may not result is better performance (Saari. L. M., & Judge, T. A. 2004).. A study on job satisfaction among workers in chemical unit (M/S. Shri Veeco chems corporation, Cbe) Done by Mr. C.M. RAVIKUMAR (MBA project) in the year 1985. The techniques used by the Researcher for analyzing the data were personal interview. The Researcher interviewed sixty workers on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were percentage method of tabulation to find job satisfaction. A study on job satisfaction among bank officers in State Bank of India, Jabalpur done by Mr.S. NAREND in his MBA project, in the year 1990. The techniques used by the Researcher for analyzing the data were through questionnaire method. The Researcher interviewed forty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status and family income. The tools adopted by the Researcher were average scoring and two-way table method to find out job satisfaction. A study on job satisfaction of Tea Plantation Workers with special reference to Sheikalmudi Estate, done by Mr.K.Madhu In the year 1986 (M.Com project). The techniques used by the Researcher for analyzing the data were through questionnaire and personal interview method. The Researcher interviewed Sixty respondents on the basis of sex, age, educational qualification, experience, monthly income, marital status etc.

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6. RESEARCH METHODOLOGY
6.1 RESEARCH DESIGN: Descriptive research design. In this design, structural information is used to gather information.

6.2 METHODOLOGY Sampling method: The two major methods are probability and non-probability sampling technique. The study requires probability because the samples were chosen at random. Hence, the study was dealt with sample random tool, which is one of the most popular method sampling. 6.3 SOURCES OF DATA The methodology this study consists of both primary and secondary data. These dates collected from the respondents were through questionnaires. The primary data were collected from the respondents; the secondary data were collected from the books. 6.4. SAMPLE SIZE All the items consideration in any field of inquiry constitutes a universe of population. In this research only a few items can be selected form the population for our study purpose. The items selected constitute what is technically called a sample. Here out sample size is 25 employees from the total population. The samples are selected on the basis of convenient.

14

6.5. QUESTIONNAIRE SCHEDULE

Questions are framed in such a way that the answers reflect the ideas and thoughts of the respondents with regard to level of satisfaction of various factors of job satisfaction. The following scaling techniques have been used for each question in the interviews schedule. 1. A = Agree 2. DA = Dis Agree 3. UD = Undecided 4. SA = strongly agree 5. SDA = Strongly Dis agree

15

7. DATA ANALYSIS AND INTERPRETATION

7.1. AGE OF THE RESPONDENTS Age is an important factor that has an influence of job satisfaction. Hence according to age levels the respondents are classified into three factors. SL.NO 1 2. 3. AGE
BELOW 30

NO. OF RESPONDENTS
5

PERCENTAGE (%)
20

30-40 ABOVE 40

12 8

48 32

TOTAL

25

100

INTERPRETATION:
Majority of the respondents (48%) are in 30 to 40 years age group and 32% of the respondents are above 40 years age group and 20% of the respondents are below 30 year.

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age of the respondents

60 50 40 30 20 10 0 30-40 BELOW 30 ABOVE 40 3 AGE Series1 Series2 Series3

SL.NO

7.2. GENDER There is as yet no consistent evidence as to whether women are more satisfied with their job than men, bolding such factors as job and occupational level constant. One might predict this to be the case. Considering the generally lower occupational aspiration of women.

Sl.no 1. 2.

GENDER

NO. OF RESPONDENTS

PERCENTAGE (%)

Male Female Total

20 5 25

80 20 100

INTERPRETATION: Majority of the respondents (80%) are male and 20% of the respondents are female.

17

120 100 80 60 40 20 0 Male 1 Female 2 Total NO. OF RESPONDENTS PERCENTAGE (%)

7.3. EDUCATION Education qualification of the respondents may affect the perception of job satisfaction. Highly educated may expect much better work life than others. According to educational qualification the respondents are classified into four categories as under. Sl.no
EDUCATIONAL STATUS NO. OF RESPONDENTS PERCENTAGE (%)

1 2 3

School level Graduate Post-graduate total

8 12 5 25

32 48 20 100

INTERPRETATION: Majority of the respondents (48%) are graduate level and 32% of the respondents are school level and 20% of the respondents are post graduate.

18

120 100 80 60 40 20 0
ve G l ra Po du st at -g e ra du at e to ta l Sc ho ol le

NO. OF RESPONDENTS PERCENTAGE (%)

7.4. MARITAL STATUS The marital status may influence the job satisfaction as a personal factor. Because the married people have some unavoidable responsibility. Sl.no 1 2.
MARITAL STATUS NO. OF RESPONDENTS PERCENTAGE (%)

Married Un- married Total

21 4 25

85 15 100

INTERPRETATION: Majority of the respondents (85%) are married and 15% of the respondents are unmarried.

19

marital status
120 100 80 60 40 20 0
ar r ie d m ar rie d To ta l

NO. OF RESPONDENTS PERCENTAGE (%)

7.5. FAMILY SIZE The respondents have been classified into three groups. The family number upto three have been grouped as small size. Member between four to six is been grouped under medium size family and above six members have been grouped under large size family.

Sl.no

Un -

FAMILY SIZE

NO. OF RESPONDENTS

PERCENTAGE (%) 15 70 15 100

1. 2. 3.

Upto 3 4-6 Above 6 total 17 4 25

20

INTERPRETATION: Majority of the respondents (70%) are medium family (i.e., 4-6 members) and 15% of
the respondents are upto 3 members and another 15% of the respondents are above 6 members.

family size
120 100 80 60 40 20 0
6Ap r SI ZE 3 6 Ab ov e Up to to ta l

7.6. EXPERIENCE The experience of the employees in their job is another factor affecting the perception on job satisfaction. Highly experienced may expect better working atmosphere and having less experienced satisfy with the existing one. The respondents are classified into three categories according to their level of experience as under: Sl.no

EXPERIENCE

FA M IL Y

NO. OF RESPONDENTS

PERCENTAGE (%)

1 2 3

Below 5 yrs 5-10 yrs Above 10 yrs Total

5 12 8 25

20 48 32 100

INTERPRETATION:

21

Majority of the respondents (48%) have 5-10 years of experience and 32% of the respondents are above 10 years and 20% of the respondents are below 5 years of experience.

120 100 80 60 40 20 0
CE yr s 5Ab 10 yr ov s e 10 yr s To ta l RI EN 5 Be lo w

7.7. Monthly Salary Man work to earn. Every employee in the organization will expect a correct pay to be paid for the job done by him. The reasonable pay for each job which is performed in the organization. This scale of pay may help for the job satisfaction to a greater extent. Sl.no 1 2. 3.
SALARY PER MONTH NO. OF RESPONDENTS PERCENTAGE (%)

EX PE

Upto 10,000 10,000- 15,000 Above 15000 total

10 10 5 25

40 40 20 100

INTERPRETATION 40% each of the respondents belong to salary group of upto Rs.10, 000 as well as between 10,000-15,000. The remaining 20% are above Rs.15, 000.

22

120 100 80 60 40 20 0
10 10 ,0 ,0 00 00 -1 5, 00 Ab 0 ov e 15 00 0 to ta l

NO. OF RESPONDENTS PERCENTAGE (%)

Up to

8. FINDINGS AND SUGGESTIONS

8.1 FINDINGS Age: The percentage table reveals that the majority of the respondents belong to the age group of 30-40. Gender: From the percentage table the majority of the respondents are from the male group. Educational qualification: From the percentage table the majority of the respondents are in graduate level.

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Marital status The percentage table shows that the majority of the respondents are married. Family size Majority of the respondents are form the 4-6 members family group Experience From the percentage table majority of the respondents were in 5-10 years . Monthly income: The percentage table indicates that the majority of the respondents are in upto Rs.10,000 and Rs.10,000-15,000 salary groups. 8.2. SUGGESTIONS The efficiency of the organization should be improved more and more measure must be taken to increase the satisfaction level of the employees.

9. CONCLUSION
The study done at Milma cattle feeds, Alapuzha helped to understand the employee satisfaction in the organization. It provides an overall idea about the working of the various departments. The study gives a practical experience of the complexities in the working of the company. Organization is providing the various measures for employee satisfaction. By analyzing the various data provided by organization and also by employee survey, get an idea that employee satisfaction in organization is above average.

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10. QUESTIONNAIRE
PERSONAL DETAILS 1. Name of the respondent: 2. Age: 3. Gender: Male Female Single

4. Marital status: Married

5. Educational Qualification: a) school b) graduation c) post graduation 6. How many years you are working in the organization: 25

7. Monthly salary: a) up to 10,000 b) 10,000-15,000 c) above 15,000 8. Number of dependents in your family: a) below 3 b) 4-6 c) above 6 9. Working hours:
JOB SATISFACTION SEGMENTS Kindly put tick ( ) mark in only answer from various alternatives given below. A = Agree DA = Disagree UD = Undecided SA = Strongly agree SDA = Strongly Disagree

1. Your salary is satisfied. i)A ii)DA iii)UD iv)SA 2. Your job is very interesting. i)A ii)DA iii)UD iv)SA

v)SDA v)SDA

3. Your job description is clear. i)A ii)DA iii)UD iv)SA v)SDA 4. You feel that your job is secured one. i)A ii)DA iii)UD iv)SA v)SDA 5. You are not making many mistakes in your job. i)A ii)DA iii)UD iv)SA v)SDA 6. You have the capability to achieve the targets in time. i)A ii)DA iii)UD iv)SA v)SDA 7. Your job does not create any physical aliments. i)A ii)DA iii)UD iv)SA v)SDA 8. Management builds and maintains work relationship. i) A ii) DA iii)UD iv)SA v)SDA 9. Grievance redressal. i) A ii) DA iii)UD iv)SA v)SDA

10. Your work is very challenging one. i) A ii) DA iii)UD iv)SA v)SDA

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11. You feel over burden in your job. i) A ii)DA iii)UD iv)SA v)SDA 12. You get response form your superiors and subordinates. i)A ii)DA iii)UD iv)SA v)SDA 13. You have enough time to spend with your family. i) A ii)DA iii)UD iv)SA v)SDA 14. You feel that your working hours are convenient. i) A ii) DA iii)UD iv)SA v)SDA 15. You affect your personal problems in between the job. i) A ii)DA iii)UD iv)SA v)SDA 16. You maintain a good relationship with your colleagues. i)A ii)DA iii)UD iv)SA v)SDA 17. Your complaints are settled quickly by the courier. i)A ii)DA iii)UD iv)SA v)SDA 18. You feel your growth through in this courier. i)A ii)DA iii)UD iv)SA v)SDA 19.Facilities available in the courier are satisfactory. i)A ii)DA iii)UD iv)SA v)SDA 20. Classification of various services satisfactory. i)A ii)DA iii)UD iv)SA v)SDA

REFERENCES

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6. 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. 7. Fried, Y., & Ferris, G. R. (1987). The validity of the Job Characteristics Model: A review and meta-analysis. Personnel Psychology, 40(2), 287-322. 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: 174. 9. Brief AP, Roberson L.(1989). Job attitude organization: an exploratory study. Journal of Applied Social Psychology 19: 717727. 10. Weiss HM, Nicholas JP, Daus CS. (1999). An examination of the joint effects of affective experiences and job beliefs on job satisfaction and variations in affective experiences over time. Organizational Behavior and Human Decision Processes 78: 124 11. Fisher D. (2000).Mood and emotions while working: missing pieces of job satisfaction? Journal of Organizational Behavior 21, 185202 12. Pugliesi K. (1999).The Consequences of Emotional Labor: Effects on Work Stress, Job Satisfaction, and Weil-BeinMotivation and Emotion, Vol. 23(2 13. Cote S.,Morgan LM (2002).A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior vol 23, 947962 14. Ashforth, B. E., & Humphrey, R. H. (1993). Emotional labor in service roles: the influence of identity. Academy of Management Review, 18, 88115 15. Rafaeli, A., & Sutton, R. I. (1989). The expression of emotion in organizational life. Research in Organizational Behavior, 11, 142. 16. Abraham, R. (1999). The impact of emotional dissonance on organizational commitment and intention to turnover. Journal of Psychology, 133, 441455 17. Morris, J. A., & Feldman, D. C. (1997). Managing emotions in the workplace. Journal of Managerial Issues, 9,257274 18. Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775-802 19. Wegge, J., Schmidt, K., Parkes, C., & van Dick, K. (2007). Taking a sickie: Job satisfaction and job involvement as interactive predictors of absenteeism in a public organization. Journal of Occupational and Organizational Psychology, 80, 77-89

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