Profiling a professional on their job satisfaction levels using Job Satisfaction Scales and

an interview

Divya
220237
Department of psychology,
Gargi College , University of Delhi.
B.A program (English+psychology)
2112203501:Organisational Behaviour
Dr. Akshay Johri
11 November, 2024
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Profiling a professional on their job satisfaction levels using Job Satisfaction

Scales and an interview
Job Satisfaction
The term job satisfaction refers to one’s attitude towards the job. It indicates an
individual’s orientation towards work and role profile. Positive attitude results in job
satisfaction and negative attitude leads to job dissatisfaction.
E. A. Locke describes job satisfaction as “the pleasurable emotional state resulting
from the appraisal of one’s job as achieving or facilitating the achievement of one’s job
values.” According to P. E. Spector, “Job satisfaction is the extent to which people like or
dislike their jobs.” Davis, Newstrom, and Dessler describe job satisfaction as “a set of
favourable or unfavourable feelings for the employees to perceive their work and that
determine the possibility of a major disposition to achieve higher performance.” De Nobile
defined job satisfaction as “the extent to which a staff member has favourable or positive
feelings about work or the work environment.”
Job Satisfaction refers to the extent to which employees feel content and fulfilled with
their jobs. High job satisfaction occurs when the expectations, needs, and desires of an
employee align well with what the job provides. However, lack of job satisfaction can lead to
disengagement, decreased productivity, and higher turnover rates.
Job Satisfaction comprises several key components that collectively influence how
employees feel about their jobs. The nature of the work is crucial. Jobs that are interesting,
engaging, and provide variety can lead to higher satisfaction. Fair and adequate
compensation including salary, bonuses, and benefits plays a significant role in job
satisfaction. Stability and security at work are vital. Employees who feel that their job is
secure are more likely to be satisfied. Uncertainty about job continuity can significantly
impact employee morale. Opportunities for professional growth and career advancement also
affect job satisfaction. A safe, healthy, and comfortable working environment is important for
job satisfaction. The quality of leadership and management within an organization is a
significant factor. Effective, fair, and supportive supervisors contribute to higher job
satisfaction. Good relationships with colleagues can enhance job satisfaction. Managing the
demands of work and personal life is crucial. Employers who support work-life balance
through flexible schedules, remote work options, and sufficient time off tend to have more
satisfied employees.
Dimensions of Job Satisfaction
As employee knowledge and skills are intangible assets of any service organisation,
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Employee satisfaction has become an issue of utmost importance. Hoppock was the first who
brought forth the concept of job satisfaction in the limelight and described it as “the
employees’ subjective reflections or subjective feelings about their working conditions and
working environment”. While the importance of job satisfaction is generally recognized,
additional and ongoing investigations of satisfaction levels are necessary as external
conditions and societal values are constantly changing. In this respect, job satisfaction has a
significant role in the operation and performance of organisations
An essential prerequisite for the development and long-term success of an
organisation is in fact the utilisation of employee’s capabilities and the improvement of their
working conditions. The degree of job satisfaction is actually the overall level of satisfaction
on a number of different dimensions of work and affects the behaviour of employees that, in
turn, impacts on organisational functioning. Swamy et al. stated that satisfied employees are
the key asset of an organisation. The job dimensions have been identified to represent the
most important characteristics of a job about which employees have effective responses.
These are the work itself , pay , promotional activities , supervision , work group and working
conditions.
The content of the work itself is a major source of satisfaction. For example, research
related to the job characteristics shows that feedback from the job itself and autonomy are
two of the major job-related motivational factors. Research has found that such job
characteristics and job complexity mediate the relationship between personality and job
satisfaction and if the creative requirements of employees’ jobs are met and the work is
interesting and challenging then they tend to be satisfied. Wages and salaries are recognized
to be a significant but cognitively complex and multidimensional factor in job satisfaction.
Money not only helps people attain their basic needs but is also instrumental in providing
upper-level need satisfaction. Employees often see pay as a reflection of how management
views their contribution to the organisation. Promotional opportunities seem to have a
varying effect on job satisfaction. This is because promotions take a number of different
forms and have a variety of accompanying rewards. For example, individuals who are
promoted on the basis of seniority often experience job satisfaction but not as much as those
who are promoted on the basis of performance.
There seem to be two dimensions of supervisory style that affect job satisfaction. One
is employee-centeredness, which is measured by the degree to which a supervisor takes a
personal interest and cares about the employee. It commonly manifests in ways such as
checking to see how well the employee is doing, providing advice and assistance to the
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individual. The other dimension is participation or influence, as illustrated by managers who

allow their people to participate in decisions that affect their own jobs. In most cases, this
approach leads to higher job satisfaction. The nature of the work group or team will have an
effect on job satisfaction. Friendly, cooperative coworkers or team members are a modest
source of job satisfaction to individual employees. Research indicates that groups requiring
considerable interdependence among the members to get the job done will have higher
satisfaction.
Factors influencing Job Satisfaction
There are a number of factors that influence job satisfaction. These factors can be
categorised into four categories on the basis of their nature. Firstly talking about
organisational factors. Wages and salary are important to a person as money is an important
source for fulfilling one’s needs and desires , management’s concern for its staff is reflected
in the pay structure of the company and it is considered as a symbol of achievement.
Opportunities of promotion at work also influence the feeling of job satisfaction of an
employee. Promotion leads to job satisfaction because promotion indicates a person’s worth
to the organisation, it reflects a person’s achievement in his career and promotion involves
positive changes in job profile, job content, salary, responsibility, autonomy and status etc.
An autocratic and authoritative structure results in resentment among the employees as
compared to open and democratic structure. In the similar way, employees will be highly
satisfied if company policies are liberal, fair and favourable for the growth and development
of employees.
Secondly talking about the Work Environmental factors: Supervision is an important
aspect which affects Job Satisfaction. If a leader is friendly and supportive of his employee,
they will be highly satisfied. An employee oriented leader takes personal interest in the
welfare of employees, maintaining open lines of communication ,creating a good physical
environment, changing the perception of dissatisfied employees, expressing concern for
employees, giving ample recognition and practising good management. Working conditions
that provide for comfort and facilitate the increased performance of employees lead to job
satisfaction. Temperature, humidity, ventilation, lighting, noise, cleanliness, hours of work,
adequate tools and equipment are the variables of working conditions that influence job
satisfaction. According to Herzberg's two factor theory, good or desirable working factors do
not cause satisfaction among employees but poor working conditions definitely lead to job
dissatisfaction.
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The next factor influencing Job Satisfaction is the Work itself. Job scope includes the
responsibility, pace of work and feedback required for the job. Higher the degree in which
these variables are present in the job, higher is the job scope and higher will be the level of
job satisfaction. If the job involves a variety of tasks to be performed and a variety of skills
which are interesting, challenging and provides the status, results in job satisfaction. Greater
is the autonomy and freedom to make own decisions, more will be job satisfaction.
At last are the Personal Factors which affect Job Satisfaction. With the growing age
people tend to become more mature, realistic and therefore they accept available resources
and rewards with their own willingness, with age people usually move up in the ladder of
their career and occupy more challenging positions and hence get satisfied from their jobs.
Employees with longer tenure in the organisation are generally more satisfied as compared to
those with shorter tenure, as tenure increases, employees start having a sense of security in
the organisation. In addition to these, older employees are aware of company policies and
procedures, they are more familiar with the customs, culture and norms of the organisation.
Some personality traits are directly related to job satisfaction. These are self esteem, self
assurance, maturity, decisiveness, self efficacy, openness etc. Higher is the degree in which
these traits are available in the individual, more will be the job satisfaction.
Outcomes of Job satisfaction
Research has established the relationship between job satisfaction and performance of
employees. The relationship of job satisfaction with various dimensions of employee
performance that is productivity, turnover, absenteeism, union activities, safety and stress are
discussed. First of all relationship between Satisfaction and Productivity: A definite and
direct relationship between satisfaction and productivity has not been established till now.
There is more evidence to advocate that job satisfaction leads to increased productivity.Porter
and Lawler in their performance-satisfaction model explained the relationship between
performance and satisfaction. This relationship can be seen in the following exhibit. It is
clearly indicating that performance leads to intrinsic and extrinsic rewards, which further lead
to job satisfaction.In some conditions a positive relationship between productivity and
satisfaction can be clearly established.
Secondly, looking at the relationship between Satisfaction and Turnover: High
turnover should be a matter of concern for the management because, high turnover disturbs
the normal operations of an organisation, decreases the level of morale of other employees
and increases the cost involved in HR operations like recruitment, selection and training etc.
In order to resolve the issue of turnover, the employer must do whatever he can do. One best
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method to curb the problem of turnover is increasing the level of satisfaction of employees.
Workers who are dissatisfied with their jobs are more likely to quit their jobs than those who
are highly satisfied.
Next is the relationship between Satisfaction and Absenteeism: Just like the
relationship between satisfaction and turnover, absenteeism also has an inverse relationship
with job satisfaction. When the level of satisfaction is higher, the rate of absenteeism will be
low and when the level of satisfaction is lower, rate of absenteeism will be higher. Highly
satisfied employees tend to be regular on the job than those who are less satisfied. The degree
to which the employees perceive their jobs as important influences their rate of absenteeism.
Less satisfied employees are more likely to remain absent from work largely due to no
reasons or avoidable reasons. This phenomenon is also called voluntary absenteeism.
It is a very obvious fact that dissatisfaction leads to powerful union activities in the
organisation. Dissatisfaction due to unfair wages, insecurity of job, fringe benefits, chances of
promotion and unfair treatment by the supervisors are the popular reasons which may
provoke an employee to join the unions. Dissatisfaction can increase the intentions of
employees to file complaints or call strikes in the organisation and if the issues leading to are
not resolved for a longer period, they may take the form of violence at the workplace.
Job satisfaction is a very important determinant of organisational citizenship
behaviour. Satisfied employees tend to talk positively about the organisation, cooperate with
other members in the organisation and perform beyond their role profile and expectations of
the management. There is an inverse relationship between job satisfaction and workplace
deviant behaviour. Dissatisfied employees tend to be involved in antagonistic behaviours at
the workplace such as hostile relationships with co-workers, unionisation, substance abuse,
stealing or theft at work, undue socialising and tardiness.
Ways to Enhance Job Satisfaction
It is really important to work towards enhancing the Job satisfaction in the
organisation because it has profound effects on both individual employees and organisational
outcomes. It has been consistently shown by various researches that job satisfaction
positively correlates with employee well-being, reducing stress, burnout, and turnover while
improving overall mental and physical health. Satisfied employees are more productive, as
they are motivated to engage deeply with their tasks and often exceed basic job requirements.
Job satisfaction can be increased by making jobs more fun. World-class companies such as
Southwest airlines have a fun culture for their employees. Having a fun culture may not
make jobs themselves more satisfying, but it does break up boredom and lessen the chances
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of dissatisfaction. Next, having fair pay, benefits, and promotion opportunities are obvious
ways that organisations typically try to keep their employees satisfied. Recent national
surveys indicate that employees rank benefits and pay as very important to their job
satisfaction.
Matching people with jobs that fit their interests and skills can also increase their job
satisfaction. The organisation should know what the interests and skills are of their
employees just like effective human resource management firms such as Disney, Southwest
Airlines, Google , and Microsoft put considerable effort into finding out interests and skills of
potential new hires, as well as existing employees, in order to make the match or fit with the
right job. Designing jobs to make them exciting and satisfying for their employees instead of
finding people to fit the job because people do not find boring, repetitive work very
satisfying. For example, the Canadian aerospace firm Nord Avionics was losing too many of
their talented engineers and they found that they could increase job satisfaction and reduce
turnover by being more sensitive to and providing their engineers with more challenging
work and professional growth.
The research by Dhir . S et. al. in 2020 aimed at empirically testing a model that
illustrates how person–job fit (PJF), person–organisation fit (POF) and perceived supervisor
support (PSS) as individualistic factors affect job satisfaction and employee loyalty in the
Indian context. Responses of a sample of 220 have been tested using PLS–SEM modelling
approach and it was found that the factors person-job fit (PJF), person-organisation fit (POF )
and perceived supervisor support (PSS) are inferred to have significant impact on job
satisfaction and also improve employee loyalty. In comparison to PJF and PSS, POF has
emerged as the most influential determinant of the proposed model.
In another study by Aruldoss A. et. al. (2022) aimed to investigate the relationship
between work–life balance (WLB) and job stress, job commitment and job satisfaction.
Further, the role of work environment and training and development as moderators in the
relationship between WLB and its consequences is investigated. A structured survey
instrument was used and this paper gathered data from 331 respondents working in a
transportation company in the southern part of India. The authors analysed data using
hierarchical regression and structural equation modelling and found that WLB is negatively
related to job stress,positively related to job satisfaction and positively related to job
commitment. The results also indicated that job stress is negatively related to job satisfaction,
and job commitment is positively related to job satisfaction. The results also support that
work environment is a moderator in the relationship between Work Life balance (WLB) and
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job stress, and Work Life balance and job satisfaction. Results also documented that training
and development is a moderator in the relationship between job stress and job satisfaction,
and job commitment and job satisfaction.
Bharadwaj S. et. al. (2022) did a study to extend employer branding research by
investigating the role of job satisfaction and organisational identification as predictors of
employee retention, and their mediating role between employer branding and employee
retention. A cross-sectional survey is utilised to gather data from 352 employees working in
top Indian IT organisations. The results revealed that employer branding is positively related
to job satisfaction, organisational identification and employee retention. The analysis
provides support for the mediating effects on employee retention of employer branding
through job satisfaction and organisational identification. The findings connote that the
enhanced positive identity of satisfied employees suppresses the intention to leave among IT
professionals.
Alam, A. (2022) performed a research which aims to scrutinise the upshot of human
resource (HR) practices on the outcome of university teachers’ job performance with job
satisfaction as a mediating factor. The self-administered questionnaire survey received
responses from 316 professors from six public universities, each from a different state of
India. According to this study, conventional HR practices such as recruitment and selection,
teacher training courses and faculty development programs, performance assessment, and pay
have a direct and significant bearing on faculty’s work performance and classroom
productivity, owing to enhanced job satisfaction. If the study’s conclusive findings are given
a serious thought by educational policymakers, it is anticipated that faculty’s classroom
productivity would substantially increase.
Kumar, p. et. al. (2021) did a study to analyse the effects of COVID-19 induced
stressors (role overload, lifestyle choices, family distraction, and occupational discomfort) on
employees’ distress levels and job performance. Subsequently, the impact of such distress and
job performance on the employees’ life satisfaction is analysed during the lockdown period.
Data was collected from 433 working professionals of private and public organisations in the
Delhi and NCR region of India during India’s third and fourth phase of lockdown via a
survey, which was distributed online. In the results it was found that the COVID-19 induced
stressors, i.e., role overload, lifestyle choices, and occupational discomfort, were significant
predictors of distress during the lockdown. It has been found that role overload and change in
lifestyle choice did not significantly affect job performance. Family distraction, occupational
discomfort, and distress were significant in impacting job performance, with distress being
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the most significant one. During the COVID-19 pandemic, life satisfaction has reduced due
to a significant increase in distress levels and lowered job performances.

Method
Participant Preliminaries
The participant for this study is Mr. Abhishek Gupta who is a 39 year old male
currently working in an electronic giant MNC for the last 5 years. He presently is at the post
of an AGM in the company and works in the department of Product Marketing for the audio
category. The inclusion criteria of the participant for the study was that he/she should have
been working in the corporate sector for the past 15 years or more and has been the part of
the same company for the past 5 years or more.
Sampling
The type of sampling used for this study involves Convenience and Purposive
Sampling. Convenience sampling is a specific type sampling method that relies on data
collection from population members who are conveniently available to participate in study. In
it the first available primary data source will be used for the research without additional
requirements, making it cost effective and quick. Whereas Purposive sampling is a technique
used in qualitative research to select a specific group of individuals or units for analysis.
Participants are chosen “on purpose,” not randomly. In purposive sampling, the researcher
has a specific purpose or objective in mind when selecting the sample. Therefore, the sample
is selected based on the characteristics or attributes that the researcher is interested in
studying.
Design
According to Tuckman (1972) , Ex-post facto research can be defined as an
experiment in which the researchers examine the effects of a naturalistically occurring
treatment after that treatment has occurred rather than creating the treatment itself . The term
ex post facto means ‘from what is done afterwards’ where an independent variable is not
manipulated which has already occurred. It’s a quasi-experimental study which explores how
an independent variable, present earlier to the study in the participants, influences a
dependent variable. There could be more difficulty in establishing a cause-effect relationship
if we compare it with experiments, however it is flexible by nature, including less costly.
In this study the ex-post facto research method is used to find the level of job
satisfaction and understand different domains like pay , fringe benefits , supervision, work
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nature and others to understand the factors that affect job satisfaction at individual and
organisational level.
Measure
The Job Satisfaction Survey developed by Paul E. Spector in 1985, JSS is a 36 item,
nine facet scale to assess employee attitudes about the job and aspects of the job. Each facet
is assessed with four items, and a total score is computed from all items. A summated rating
scale format is used, with six choices per item ranging from “strongly disagree” to “strongly
agree”. Items are written in both directions, so about half must be reverse scored. The nine
facets are Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards (performance
based rewards), Operating Procedures (required rules and procedures), Coworkers, Nature of
Work, and Communication. This well-established instrument has been repeatedly investigated
for reliability and validity. In this study JSS is used to assess the Job satisfaction level in
Indian employees working in the corporate sector.
The JSS was followed by the conduction of a semi-structured interview on the
participant to get hold of both the qualitative and quantitative information. The interview was
also recorded so that the transcription can be done and all the information can be used for the
content analysis.
Procedure
Rapport formation
First of all the participant who qualified the inclusion criteria was asked if he is
willing to participate in the study and was asked about his availability. A brief conversation
was done with the participant in order to build a rapport and to make him feel comfortable
about the study. The participant was then given all the necessary instruction about JSS and
the interview they needed to be a part of.
Instructions
The participants were briefed about the test, what it is about and what it measures.
The participant was also explained about the likert rating scale and how they needed to
answer. The participant was briefed to read all the questions and answer them carefully and in
case of any confusion he is free to ask about it at any point. Before the conduction of the
interview their permission was asked to record it and were also told that they can choose to
not answer or quit at any point they feel uncomfortable .
Administration
Before instructions the participants read the consent form and signed it. Ample time
was given to the participant to answer the questions and if there was any confusion in
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understanding the meaning of the word, it was cleared by the researcher. After giving the test
the participant was interviewed while recording was on and was later asked for feedback and
thanked for participating.
Scoring
Initially the responses of the participant were checked if he had left any unanswered
questions or not and after which the required questions whose scores needed to be reversed
were noted. Each question had six responses: disagree very much, disagree moderately,
disagree slightly, neutral, agree slightly, agree moderately, agree very much. Then the items
were separated according to their respective domains. Similar process was followed for all
the nine domains whose scores were first added according to the domains and then scores of
all the domains were added collectively to take out the level of job satisfaction from a total
216. The obtained score was then used to interpret the result along with the content analysis
of the interview.

Results
Table 1
Scores of the participant in all the domains

Domains Score Range Interpretation

Pay 17 16-24 Satisfied

Promotion 17 16-24 Satisfied

Supervision 20 16-24 Satisfied

Fringe benefits 17 16-24 Satisfied

Contingent Rewards 20 16-24 Satisfied

Operating conditions 15 12-16 Ambivalent

co-workers 16 12-16 Ambivalent

Nature of work 21 16-24 Satisfied

Communication 20 20-24 Satisfied

Total 162 144-216 Satisfied

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Table 2
Content analysis based on different domains

Verbatims Codes Categories

I work in a middle Job title and role Job Responsibilities

management position as a
head of ..ahhh.. product
marketing…

I am responsible for the Job Role

entire uh ..ahhh.. marketing
of a particular category of
all the audio products

My responsibility is to work Job Role

on the strategies and direct
the team...

Tohhh…, I report to an Reporting hierarchy Organisational Structure

expat.

I report to uh ….ahhhh… he Expatriate leadership

is my senior, but he belongs
to a different country

Around 8 people report to Reporting hierarchy

me

The biggest reason is it's a Brand reputation Job satisfaction

very big brand and it's an
MNC.

I started liking the way these Positive work culture

people …ah.. plan and
execute things.

I ..ahh..really like many Positive work culture

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areas, particularly the way

company ..ah.. plans for the
future

I think that was really really Positive work culture

nice in this organization.

The way they work in the Positive work culture

detailing I have never
worked or I have never seen
in any other Indian
companies particularly.

Salary is not that low, not Salary satisfaction Pay

that high

I am satisfied with the Salary satisfaction

salary.

I feel in electronics I think Industry comparison in pay

they pay more.

During the COVID, the Salary freeze

business got hit really bad.
Increments did not happen
for one year. But as an
employee, I understood
because worldwide the
situation was bad.

Though we were getting the Timely salary payment

salaries on time.

We were not paid for No overtime pay

overtime

I joined as …uh… I would Career promotion Career Development

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say at manager level. Now, I

am AGM. So, I have moved
like.. two positions in a way
in the last five years

I started in 2008 and 2009. Difficult job scenario

That was during the
subprime crisis. The job
scenario was really bad.

And I have been working in Domain Experience

marketing for the last twelve
years

I have not worked in any Senior guidance Supervision

other company. I think - I
think it's the way how your
mentor or your seniors….
How they deal with you as
an employee and as a
person.

Wherever it is required they Senior guidance

will give you good direction.
Wherever it is required they
will give you clarity in
thoughts.

They will also how your Senior guidance

seniors make you think like
leaders and prepare you for
the next role

Good supervisors, they are Qualities of a supervisor

always there for you… when
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you are in the line of fire.

They will take the first
bullet.

Supervisor needs to know Supervisory Insight

with which person they have
to do micromanagement and
which guy they have to just
give a direction and then
leave.So they should have a
good assessment of them.

Important that we really Conflict Handling Approach

explain him and make him with supervisor
understand our point of
view.

Making situations or Conflict Handling Approach

explaining situations with supervisor
honestly and clearly helps in
resolving those standoffs.

We also need to understand Conflict Handling Approach

what he is trying to say with supervisor

I think in some of the Leadership Challenges

instances when I could
not… digest the way one of
my subordinates handled a
particular situation.

I don't think we have any No direct fringe benefits Rewards and Benefits
direct fringe benefits.

My job …ahh… lets me to Non-monetary Benefits

travel so like many times I
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go-ooo.. within India I can

go anywhere.I stay in good
hotels so I think those are
the good benefits that I
get.Once or twice in a year I
also get to travel outside the
country

the benefits the company Transportation benefits

provides in terms of the
convenience you go
anywhere you get a car.

Pre-COVID there were a lot Benefit reductions

of good benefits... they used
to give food if you were
staying late.They stopped
those all sort of things
post-COVID

There are like HR-related Contingent Rewards

some rewards and awards
that they always keep on
doing some quarterly
employee of the month.

Apart from that nothing Lack of significant

contingent rewards

Your annual increment tells Annual Rewards

it a lot… you get good
ratings based on that you got
good money.

Out of 22 to 25 days there Workload and Regulations Operating Conditions

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are some 7 to 10 days that

everybody really has to
work long hours.

I think the organisation Workload and Regulations

needs to check on, balance is
required .yes.

It's not like a nine-to-five Heavy workload

job; it's like handling the
entire business.Many times
we have even stayed till 3 or
4 a.m. in the morning.

HR has come out with this Changes in Regulations

policy that we cannot stay
beyond 12 midnight

The top boss rolling up their Leadership involvement

sleeves and working
together inspires and
motivates.

Dedication and commitment Co-worker Qualities Coworkers

are qualities I appreciate in
my co-workers.

Getting into the smallest Co-worker Qualities

details of everything, like
market, product, and
customer feedback.

When leaders connect with Transparent communication Communication

everyone and give clear,
transparent briefings
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It's not a very polished Mixed communication

professional communication
culture, and also not very
completely free rollers

There is zero tolerance for Zero tolerance policy for

discriminatory remarks. discrimination

Management explains the Management

direction of the company to communication
bring everyone on the same
platform.

The role and the company's Work Variety Nature of Work

culture give a good
opportunity for me to
explore all my strengths

Few things are always Monotony in work

monotonous like the
meetings

It is completely dynamic. Work Variety

The market situation
changes overnight.

You are with the family and Work life balance

then suddenly on Saturday,
you have six hours
meeting.Sudden meetings
are not appreciated. It
disturbs the balance.
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Discussion
The aim of this study is to evaluate the Job satisfaction levels in working
professionals across various domains using the JSS scale and an interview with the
participant. The different domains assessed through this study includes pay , promotion ,
supervision, coworkers , fringe benefits etc. The participant has an experience of 15 years in
the corporate sector and has been in the same organisation for the last 5 years.
Scores description
According to the table 1 data, it can be observed that the participant is satisfied in
most of the domains. The scores show satisfaction on seven out of nine domains while other
domains are ambivalent which includes operating conditions and coworkers. Hence, through
the scores it is very clear that the participant is highly satisfied with his current job. In the Pay
domain, the score is 17, which falls within the range of 16-24, indicating satisfaction.
Similarly, the Promotion domain scores 17, also within the satisfied range of 16-24. The
Supervision domain achieves a higher score of 20, showing clear satisfaction, as does Fringe
Benefits with a score of 17. The Contingent Rewards domain also reflects satisfaction with a
score of 20.
However, the Operating Conditions domain scores 15 and co-workers domain scores
16, falls within the ambivalent range of 12-16, suggesting a neutral perspective and mixed
feelings, this can also be understood as participants unwillingness to disclose the reality . The
Nature of Work domain scores 21 and communication domain scores of 20 again shows high
satisfaction as it lies within the range of 16-24. The total score across all domains is 163,
which fits within the overall satisfied range of 144-216. This suggests general workplace
satisfaction, with some areas having more satisfaction than others.
Pay
The score obtained in the domain pay is 17 which falls in the range of 16-24 reflecting
Satisfaction in pay. Through the interview the participant expressed moderate satisfaction
with their salary, stating that it is "not that low, not that high" and describing it as "okay" in
relation to their experience. Despite visible hesitation during the conversation, they
concluded with, "I am satisfied with the salary. Yeah, it's okay." which shows their need to
give a socially desirable answer. He also feels that the pay policies of the organisation are
generally fair while acknowledging challenges such as the lack of increments during
COVID-19, he appreciated the timely payment of salaries and understood the reasoning
behind these decisions as he said “Yeah, but then I think as an employee, I understood
because worldwide the situation was bad.”
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Promotion
The Promotion domain obtained the same score as pay which is 17 falling in the range
16-24 reflecting Satisfaction.The participant joined the organisation at a managerial level and
has advanced to the position of Assistant General Manager (AGM) in five years, indicating
steady career growth reflecting on which he said "I have moved like… two positions in a way
in the last five years." He credited the organisation for fostering leadership qualities,
providing clarity in thought, and preparing employees for future roles “They make you think
like leaders and prepare you for the next role." He also acknowledged the organization's
superior focus on detail and employee development compared to their previous
employers,stating "The way they work in the detailing, I have never worked or I have never
seen in any other Indian companies particularly."
Supervision domain
The participant scored 20 in supervision which also falls in the range of 16-24
showing satisfaction. In the interview he emphasized on the importance of support, guidance,
and adaptability in a good supervisor. “Good supervisors, they are always there for you…
when you are in the line of fire. They will take the first bullet.” He explained that dissent is a
natural and frequent part of the workplace explaining the importance of communication and
understanding and the value of collaborative problem-solving. “It’s more of a very
collaborative discussion and then we come to a conclusion and move forward.” He also
admitted having experienced unfair treatment from their supervisor on a couple of occasions
and himself being unfair towards his subordinates due to losing his temper in certain
situations “I will not lie… I could not digest the way one of my subordinates handled a
particular situation, so I kind of lost my cool.”
Fringe benefits
The participant scored 17 in fringe benefits which falls in the range 16-24 expressing
satisfaction. Though he highlighted that there may not be significant "direct fringe benefits,"
there are other advantages associated with their role as he said“My job lets me travel… many
times I go within India… I stay in good hotels, so I think those are the good benefits that I
get.” International travel was mentioned as a rare but valuable perk“Once or twice a year, I
also get to travel outside the country.” He also seemed to receive additional conveniences
such as transportation which explains his satisfaction with the fringe benefits domain even
though he does not receive them in direct ways“You go anywhere, you get a car, and all those
things… those are good enough benefits.”
Contingent rewards
 20

The participant scored 20 in Contingent rewards again in the range of 16-24 showing
their satisfaction with it. The participant clarified that the organisation does not have any
specific contingent rewards “I don’t think so in any roles or level we have such kind of
contingency rewards.” “There are like HR-related some rewards and awards… quarterly,
employee of the month, monthly… apart from that, nothing.” But he highlighted that annual
increments serve as the primary indicator of recognition and reward for exceptional
performance“Your annual increment tells it a lot. You get good ratings; based on that you get
good money.” which makes him satisfied with it. He described this system as fair“It’s a very
fair kind of review system.”
Operating condition
The participant scored 15 in the Operating Conditions which falls in the range of
12-16 showing ambivalence with it. The participant shared that the organization demands
significant effort, with long working hours during certain periods stating , “ Out of 22 to 25
days, there are some 7 to 10 days that everybody really has to work long hours” . He also
explained that the workload is heavy and involves responsibilities that extend beyond typical
office hours“It’s not like a nine-to-five job. It’s like handling the entire business… even if you
have to do something on weekends or holidays, you have to do.” In the interview he also
informed about the recent HR policy restricts employees from working past midnight
“Earlier, we used to… many times, we even stayed till 3 or 4 a.m., but very recently, the HR
changed the policies that you cannot stay beyond 12 midnight.” All these conditions explain
his discontentment with the operating conditions.
Coworkers
The participant scored 16 in the domain of coworker falling in the range of 12-16
portraying Ambivalent . he mentioned in the interview about the qualities of co-worker,
“Dedication and commitment are qualities I appreciate in my co-workers.” He appreciate
the dedication and commitment of their co-workers, which fosters a productive and
supportive work environment. However, they also noted that the co-worker dynamics can
sometimes feel unpolished or lacking in professionalism, which may create mixed
communication. This highlights both the positive and less favorable aspects of working with
others in the organization. Cohesive groups increase job satisfaction and reduce stress
because they offer social support to team members. This reflects that the higher the group's
cohesiveness, the higher employee job satisfaction (Iskandar, 2019).
 21

Nature of work

The participant describes their nature of work at the organization as dynamic and
diverse, providing ample opportunities to leverage their strengths. They appreciate the
role’s variety, especially how the market's constantly changing nature keeps the work
fresh and challenging. However, despite the dynamic environment, certain aspects, such
as meetings, can sometimes feel repetitive, contributing to occasional monotony. The
participant values the ability to adapt to different tasks, but the demanding nature of
the job means that the balance between work and personal life can sometimes be
disturbed, particularly when unexpected long meetings arise. These last-minute
meetings, like a sudden six-hour session on a Saturday, can be disruptive to personal
time and negatively impact the overall work-life balance. Despite these occasional
challenges, the role allows for significant professional growth and requires flexibility to
meet changing market conditions.

Communication
 22

Limitations and future directions

Limitations of this study include using a mixed method approach although it gives a
rich and nuanced understanding of the questions in the study, administering it becomes time
consuming and complex which needs professional training. Combining interview and test
data and interpreting it is challenging in itself. While the interview method used smaller
samples and the test requires larger samples it becomes difficult for the researcher to
generalize the findings. There are chances of unintentional bias of prioritizing one study
method over another during interpretation.
These limitations can be addressed in future studies by establishing clear integration
points within the studies design, such as connecting qualitative themes to specific quantitative
variables. Carefully structured studies frameworks, such as sequential explanatory or
exploratory designs, which clarify the integration of both methods can be used in future
studies along with early planning for data integration, can help researchers manage the
complexity effectively. A team approach, where different team members specialize in
 23

quantitative and qualitative methods, can reduce studies method biases. Training in both
methodologies and regular team discussions about the data can also ensure balanced analysis.
Implications
The study can help in better understanding of the organizational behavior and it can
be implemented to understand the level of job satisfaction of the employees and will also act
as a catalyst which will increase the studies in organizational psychology. Different
companies can also utilize the study to understand the employee behavior of their own
organization. Hence, the study can have a lot of future implications.
Conclusion
The study aimed to profile a professional on their job satisfaction levels using Job
Satisfaction Scale and an interview. Job satisfaction is itself very subjective and can be
studied in different ways. Various dimensions such as pay, work environment, promotion
opportunities, and supervisor support significantly influence job satisfaction levels.

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Appendices

Consent form
Jss form
Transcription