Review of the existing literature

C.B. Gupta explains that Job Satisfaction is the end feeling of a person after performing a
particular task. When the job of a person fulfills his dominant needs and is consistent with his expectation and values, then he feels that the job will be satisfying. The feeling would be positive or negative depending upon whether need is satisfied. Job satisfaction is different from motivation and morale. Motivation refers to the willingness to work. Satisfaction on the other hand implies a positive emotional state. Morale implies a general attitude towards work and work environment. Job satisfaction is an individual feeling . Thus, job satisfaction is an employees general attitude towards his job.

T.N. Chhabra explains that Job Satisfaction is the amount of overall positive effect or
feelings that individuals have towards their jobs. It is the amount of pleasure or contentment associated with the job. If you like your job intensely, you will experience high job satisfaction . If you dislike your job intensely, you will experience job dissatisfaction. Job satisfaction is an individuals emotional reaction to job itself. Level of the job satisfaction is affected by a wide range of factors:1. Individual factors 2. Social factors 3. Cultural factors 4. Organizational structures 5. Environmental factors

ARTICLE-4-YOU: In this article, Kadence Buchanan explains that the Job

satisfaction is a complex and multifaceted concept, which can mean different things to different people. "Job satisfaction is more an attitude, an internal state. It could, for example, be associated with a personal feeling of achievement, either quantitative or qualitative." In recent years

attention to job satisfaction has become more closely associated with broader approaches to improved job design and work organization, and the quality of working life movement.

Larry J. Williams and Stella E. Anderson

In the article

Job Satisfaction and Organizational Commitment as Predictors of

Organizational Citizenship and In-Role Behaviors writer explains that organizational citizenship behavior (OCB) research (a) has not demonstrated that extra-role behaviors can be distinguished empirically from in-role activities, and (b) has not examined the relative contributions of components ofjob satisfaction and organizational commitment to the performance of OCBs. Factor analysis of survey data from 127 employees' supervisors supported the distinction between in-role behaviors and two forms of OCBs. Hierarchical regression analysis found two job cognitions variables (intrinsic and extrinsic) to be differentially related to the two types OCBs, but affective variables and organizational commitment were not significant predictors. The link between the present findings and previous research is discussed, as are directions forfuture research.

Teresa M. Amabile and Steven J. Kramer, describe the article as "the first
comprehensive look at what employees are thinking and feeling as they go about their work, why it matters, and how managers can use this information to improve job performance." The article is interesting in that it looks specifically at what type of management behavior motivates employees. In fact, the single greatest contributor to employee motivation and job satisfaction was the ability to accomplish something in the job. A company that can talk about how they help their employees accomplish their goals - and also how they reward those accomplishments - can use the prospect of greater job satisfaction as a recruiting tool and a competitive differentiator.

Lynn McFarlane Shore and Harry J. Martin

In the articleJob Satisfaction and Organizational Commitment in Relation to

Work Performance and Turnover Intentionsthe writer explains that Job satisfaction
was related more strongly than organizational commitment with supervisory ratings of performance for both samples. The findings suggest that specific job attitudes are more closely associated with task-related out-comes such as performance ratings, whereas global organizational attitudes are more closely associated with organization-related outcomes like turnover intentions.

In the article Job satisfaction over salary for Indians, Indian employees, says a study, look to leadership, job satisfaction, communication, teamwork and work environment as the top five commitment drivers for them. While Indians do recognise that pay is linked to the company's performance, they are not satisfied with their pay or benefits alone.

Job satisfaction in hutchinson encyclopedia explains that job satisfaction is

a Degree of pleasure an individual derives from their work. Job satisfaction is difficult to define or measure. Organizational psychologists have studied the relationship between job satisfaction and performance, as well as the factors that constitute job satisfaction. However, the link between satisfaction and performance remains elusive. Lack of job satisfaction may lead to a demotivated workforce, absenteeism , and high staff turnover.

IRVINE, DIANE M.; EVANS, MARTIN G.

In the article Job Satisfaction and Turnover Among Nurses: Integrating

Research Findings Across Studies the writer explains that a meta-analytic study

investigated the causal relationships among job satisfaction, behavioral intentions, and nurse turnover behavior. A theoretical model was proposed in which behavioral intentions were viewed as a direct antecedent to turnover behavior. Job satisfaction was expected to be indirectly related to turnover by virtue of the mediating role of behavioral intentions. Consistent with these expectations, a strong positive relationship was indicated between behavioral intentions and turnover; a strong negative relationship between job satisfaction and behavioral intentions; and a small negative relationship between job satisfaction and turnover. The results of the modifier analysis suggested that effect sizes are fairly robust to differences in study designs, response rates, and methods of measuring job satisfaction, but the manner in which behavioral intentions were operationalized appeared to moderate the relationship between behavioral intentions and turnover and job satisfaction. Of variables related to nursing job satisfaction, work content and work environment had a stronger relationship with job satisfaction than economic or individual difference variables.

Deborah S. Hildebrand
In the article Retention and Job Satisfaction

Compensation, Opportunity, Recognition, Environment

According to experts, while most managers believe employees leave due to money issues, in actuality it is an employees relationship with their supervisor that has the greatest impact on whether they stay or go, because a supervisor has control over the CORE elements that create job satisfaction --compensation, opportunity, recognition and environment. And that is why it is important to hold supervisors accountable for retaining a thriving workforce. This means that not only do organizations need a performance management system that recognizes and rewards supervisors for meeting objectives that reduce employee turnover, supervisors need to understand what steps they can take to meet their responsibility in employee retention and job satisfaction.