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Agarwal, Priyanka.A (2012) An Investigation of attitudinal factors in Job Satisfaction. [Dissertation (University of Nottingham only)] (Unpublished)
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An Investigation of Attitudinal Factors in Job Satisfaction
By
Priyanka Agarwal
2011
A dissertation presented in part consideration for the degree of
MSc in Management
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Finally, I would like to be acquainted with and thank my parents Mr and Mrs. Agarwal and
my sisters’ Komal and Kirti for their undying support.!
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ABSTRACT
A qualitative research method is used for identification of factors of job satisfaction, in this paper, that’s marking out a persistent study.
This papers specific focus is on the roles played by job satisfaction, the aspects that form the basis of a certain attitude creation, effect of
these attitudes on the behavior that is conducted at work. The subjects that are studied are beliefs, affect and cognition, perceptions, culture,
disposition and situational factors, relationship between attitude and behavior, respectively. A new perspective has to be recognized to see
the significance of job satisfaction to the performance of the organization in today’s business world where changes and uncertainty is
consistent. Hence, a creative approach is necessary to be taken to respond to these market forces. A vast amount of literature has been
generated on employees’ job satisfaction, employees’ attitude formation and the nature of conducting appropriate behavior. A qualitative
approach consisting of semi-structured interviews with 15 former employees of a company based at IBM, Pune, India were carried out to
find out what made these employees leave the company and why it was significant to them.
In an organization, the human assets, which indicate the particularly unique qualities, skills and capabilities possessed by each employee.
Hence, employee retention and its causes have to be thoroughly studied and understood in order to avoid losing these exceptional human
assets. This study thus aims to highlight some of the reasons that could cause employees to leave their respective companies.
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1. INTRODUCTION
Job satisfaction is related with employees’ attitudes and liking for their work. Variables affecting job satisfaction usually include both
organizational and personal factors. There are numerous organizational factors that affect job satisfaction.
“Job satisfaction is a pleasurable emotional state resulting from the appraisal of one’s job or job experiences” (Zapata, C.P., Colquitt J.A.,
B.A , & Livingston B., 2009). Also the reaction and attitudes towards their job is determined when employees know what they value the
most. “We form an attitude towards our job by taking into account our feelings, beliefs and our behavior” (Weiss, 2000). Again, “it is
clearly very important to keep the employees satisfied in an organization to improve and increase its performance consistently. The question
is how is it that job satisfaction is an attitude? ” (Weiss, 2000). The title determines and specifies the importance of attitudes, considering
that they are the procedure through which most people express their feelings (Moorhead & Ricky. W. Griffin, ‘ Organizational Behavior’-
4th edition, pg 60).
Considering my background in studying human resource in India and ‘managing people and organizations, measurement of job satisfaction
was majorly determined by the employees perception or views, feelings for the job, managers, work environment, subordinates and
colleagues, mental state, family background. India, knowingly, is a diversified country with a varied society.
Composing three elements, i.e., cognitive, affective and behavioral ( Rosenberg and Hovland, 1960), these structures are used to evaluate
information (Bagozzi and Burnkrant, 1979) and to form attitudes (Fishbein, 1967; Fiske and Taylor, 1991). Because of my familiarity with
its literature in the past studies, most of the illustrative, material I employ is drawn from social psychology. When we think, we have
feelings about what we think. On the other hand, when we have feelings, we think abut what we feel. Cognition and affect are thus
inextricably inked. Therefore, when evaluating jobs, as when we assess usually anything important to us, both, thinking and feeling are
involved.
The various subjects under attitudinal factors that are investigated in this research are formation of attitudes, factors that determine the
formation, relationship between attitude and behavior and thereby behavioral consequences. Job satisfaction is important and significantly
noteworthy for understanding a person’s attitude and beliefs also because they may affect his or her behavior. Attitudes and beliefs nay
have a positive effect by causing a person to work harder, or a negative effect causing him to work less. Job satisfaction is worthy of
attention since it considerably affects an individual’s general well being because people spend major part of the day at work.
1.2 Objectives
There is a considerable amount of documented academic literature on this topic but what makes this research distinct and interesting is that it
will enable us to comprehend an Indian employees perspective towards job satisfaction and how do those affect his/her behavior. Not much
research has been done on the markets in India, which has a huge potential for understanding the topic, since, India varies in its culture,
diversified beliefs, thoughts and norms. It is evident from the literature that employee attrition is a serious issue and has assumed
considerable amount of importance among researchers. While literature has attempted in looking in the western context, there haven’t been
many attempts made to study this issue in the Indian context. My purpose to study the causes of the attitudes of employees in India includes
the aspects of is society; the employees’ varies backgrounds, cultures, castes, different societies and customs. The primary motivation of
this research has been to study the causes of employee job satisfaction and their perspectives.
Based on the above, the objectives of this study can be summarized as below:
• What has caused that attitude and what makes his behavior?
• On what aspects does his attitude predict his behavior?
• How does this have an impact on his overall job satisfaction?
1.3 Structure of Dissertation
The structure of the dissertation is as follows:
Chapter 1: INTRODUCTION
In this section the importance of the topic has been given along with the reason for choosing and concentrating on organizational behavior.
Chapter 2: LITERATURE REVIEW
In this chapter, the importance of undertaking and studying the topic is described theoretically. Then followed, are the concepts of
employees’ attitude formation and the basic theories and concepts related to it have been established. Some of the causes of various attitudes
have been explained. Finally, the possible effects of attrition and the behavioral outcome have been pointed out.
Chapter 3: ORGANIZATIONAL BACKGROUND
The reason for approaching IBM in India has been discussed. The organizational culture, beliefs, quotes and values from the company’s
perspective have been taken to undertake a more generalized and qualified research.
Chapter 4: METHODOLOGY
This chapter comprises of the method of research undertaken. The reason for choosing qualitative research compared to the quantitative
methods is highlighted the procedure of data collection and data analysis are explained. Later, the limitations in carrying out the research are
mentioned.
Chapter 5: ANALYSIS AND DISCUSSION
This chapter comprises of the results found during the research. It consists of the findings, the major causes of employees’ dissatisfaction
and vice versa. Those factors are drawn out, and the findings are associated with the literature review.
Chapter 6: CONCLUSION
This chapter concludes the research findings and summarizes the overall impact of the attitudinal factors of job satisfaction. Limitations and
future research have also been briefed.
2. LITERATURE REVIEW
First of all, the formation of belief and its importance are discussed. Secondly, attitude formation and its related factors, namely job
satisfaction, in general and the theories allied with it are taken into account.
2.1 Introduction
The literature forms the strength for the findings as per the effect of attitudinal factors on job satisfaction and supports the research on
investigating g the various factors and the role by attitudes within the workers. The interest of this research is to understand the concepts of
attitudes and the connection between those with the behaviors. The review id thoroughly based on the theoretical historical background that
illustrates the overall factors. It is a complex and a broad topic for researchers since, job satisfaction can be determined by various
outcomes, i.e., external and internal.
2.2 Importance of attitudes
“It is difficult to imagine a psychological world without attitudes. […] Our environment would make little sense to us; the world would be a
cacophony of meaningless blessings and curses. Existence would be truly chaotic and probably quite short” (Fazio & Olson, 2003, p.139).
This elaborates the importance of understanding the way people feel, believe and act towards certain situation, object, and person. Attitudes
and beliefs nay have a positive effect by causing a person to work harder, or a negative effect causing him to work less. Job satisfaction is
worthy of attention since it considerably affects an individual’s general well being because people spend major part of the day at work.
Hence, if a person is dissatisfied with his work, this could create dissatisfaction in other areas of life as well. “Positive emotions enhance
‘feelings of energy and vigor’, which in turn inspires a person to pursue his or her goals” (Watson et al., 1999, p.830). These positive
emotions make them enthusiastic and promote employees to attain the organizational goals and rewards entitled to the performance. “ In the
context with organizations, it suggests that those who are satisfied with their jobs are often more energized and therefore have more energy
to dedicate to work tasks” (George & Brief, 1996). “they would most probably chose to divert more effort, attention and energy to
complete the given work well” (George & Brief, 1996). “ Satisfied employees usually work harder and better than frustrated
ones” (Ostroff, Cheri., 1992). “Where as, individuals’ negative emotions increase withdrawal type behaviors” (Watson et al., 1999).
Perhaps this provides us with the suggestion that employees that are dissatisfied and unhappy with their jobs, might be hesitant to put in
additional efforts. This results in behaviors such as absenteeism, avoidance or delays in work, negligence of task provided. Variety of
studies has shown how employee attitudes are predictive of significant financial performance measures, such as market share.
Considering the research done previously on attitudes, the factors that cause attitude or describe the developed feelings can be claimed to be
based on the culture (values, beliefs, norms), disposition and situational factors, work-place environment or the nature f the work overall.
This creates the basis for the research question to be adopted, helping in defining the causes of favorable and unfavorable feelings, etc.
2.3 Components of attitude
“Attitude is a learned predisposition to respond in a consistently favorable or unfavorable manner with respect to a given object” (Fishbein
& Ajzen, 1975, p.6). “attitude is a person’s enduring favorable or unfavorable evaluations, emotional feelings, and action tendencies
towards some object or thought” (Kotler, 2003, p.199). “…Peoples past and ongoing affective experiences guide their decisions about the
future” (Fredrickson, 2000, p.577). Considering these definitions, it is possible to conclude that attitudes are not innate, they rather are
acquired due to information about or direct experience with the attitude object and can be expressed as favorable or unfavorable feelings.
Attitudes depend upon the information that a person holds about he job, (in this case) and past experiences in this job, all define his ultimate
feelings towards the job (for eg. happy or unhappy).
The concept of attitude is composed of three components, which include cognitively based, affectively based and behaviorally based
attitudes. According to researchers, attitudes are very complex since they are based on and include employees’ beliefs and further the
information that they hold individually (cognitive), the gradual feelings from the cognitive component, such as favorable or unfavorable
feelings (affective) and then the behavior that is intended towards the job. “These components allows the basis to understand the
relationship between attitudes and behavior” (Robin P. &Judge. Organizational Behavior, p. 74). For example, when an employee says
‘my subordinates are discriminative’, it is the cognitive component of an attitude, which is a description of, or the belief of the employee in
the way things are. This sets the basis for the more critical component- the ‘affect’ component of attitudes. Hence, when he expresses this
statement, his emotions attached to his attitude are described which may lead to behavioral outcomes. For eg., statements such as, ‘ I am
going to ignore my subordinates and not involve myself in the work activities, because I an treated discriminatively’ or ‘ I am going to look
for another job that has an indiscriminate organizational environment’. Hence, it is clear that components play a vital part in understanding
the complexity and the relationship between attitudes and behavior.
2.3.1 “The affective component is the central element of an attitude as it is the most closely related to the evaluation of the object” (Katz
and Stotland, 1959). This has an indication that even though a person isn’t much aware or does not know much about his job, there will yet
be an evaluation of the job. Considering the object to be ‘the job’, in this case, according to (Bagozzi, et. al., 1979), “ the affective
component measures the degree of emotional attraction towards an attitude object, while the cognitive component accounts for the
perceived relationship between attitude object and other objects or concepts”. As suggested by Eagly and Chaiken (1993), experiences
and preferences are based on an affective factor. Both positive (eg., enjoyment) and negative affect (eg., resentment) can arise from
experiences with the other attributes (Derbaix and Pham, 1991). “Positive affect and negative affect make independent contributions to
satisfaction or dissatisfaction judgments about products or services” (Horley and Little, 1985).
2.3.2 The cognitive component is important since it contains a “full and detailed description of the object and beliefs about it” (Katz and
Stotland, 1959, p.431). Also, this component consists of “beliefs about the object, characteristics of the object, and relationships of the
object with other objects” (Ostrom, 1969). The term ‘affect’ is often used synonymously with the terms ‘emotion’, ‘mood’ and ‘feeling’,
(Joel B. Cohen et. al., 2006) and “emotions, moods, and oher subjective states like pleasurable and pain, liking and disliking, hope and
dread” ( Fredrickson B.L., 2000). MacKenzie and Lutz (1989) recommend that cognitive responses like individuals’ thinking and
knowledge about objects primarily influence their perceptions of and attitudes toward their job. Cognitive factors are created when
individuals gain information about the attitude object and thereby form beliefs ( Ajzen and Fishbein, 1980; Eagly and Chaiken, 1993).
Information is gained by direct experience with objects 9Simmons and Lynch, 1991).
2.3.3 “Whereas, a behavioral factor is linked to a persons’ explicit actions in relation to the attitude object” (MacKenzie & Lutz, 1989;
Eagly and Chaiken, 1993). “The explanation of individuals’ participation regards involvement as a coe concept in activities and their actions
with respect to the attitude object” (McIntyre, 1992). Hupfer and Gartner (1971) suggest that involvement is related to “a general level of
interest in or concern about an issue” without reference to a specific position. In this context, the variable “involvement” can be represented
as an indicator of a behavioral factor. Consequently, attitudes consist only of the two dimensions, cognition and affect, which in turn
determine the behavioral intentions.
So, while researching, the concepts of attitude formation theory are applied to examine the role of cognitive, affective and behavioral
elements.
2.3.4 Importance of affective component over cognitive component
Katz and Stotland (1959) indicate that even though a person may not know very much about an object, he or she may still evaluate the
object highly or low. Fishbein and Ajzen (1975) agree with this statement, support the latter as well. Nevertheless, the cognitive part is at
least necessary to identify the object, but may also contain a “full and detailed description of the object and beliefs about it” (Katz and
Stotland, 1959). “The affective component measures the degree of emotional attraction towards an attitude object” (Bagozzi and Burnkrant,
1979). “[…] the cognitive component accounts for the perceived relationship between attitude object and other objects or
concepts” (Bagozzi and Burnkrant, 1979). “It comprises of beliefs about the object, characteristics of the object and relationships of the
object with other objects” (Ostrom, 1969).
Specifically as Moore and Isen (1990) point out, “[…] our responses to ourselves and others depend on our feelings”. According to
Fredrickson (2000, p. 577), “people’s past and ongoing affective experiences guide their decisions about the future” and suggests “our
everyday experiences leave little doubt that our decisions can influence the emotions we experience” ( Schwarz, 2002). These citations
already highlight the importance of affect and its several facets, as they influence our daily life. Cognition and affect are intertwined
(Robbins, S.P. et. al., 2010). This explains that affect and cognition go together and determine each other in many ways. Considering this
under the research objective, if an employee states that he ahs been treated discriminatively, he is very much likely to have some feeling
about that attitude, hence, they are related. The study of the components of attitude clearly helps to understand it importance in the
psychological formation of attitudes.
2.4 Formation of attitudes
2.4.1 The Expectancy- Value Model
Evaluation is known to be a primary aspect of any concept’s connotative meaning (Osgood et al., 1957). “ According to the expectancy-
value model (eg., Fishbein and Ajzen, 1975), this evaluative meaning arises spontaneously and inevitably as we form belies about the
object” (Ajzen & Fishbein, 2000). Each belief associates the object with a certain attribute, and a persons overall attitude toward an object is
determined be the subjective values of the object’s attributes in interaction with the strength of the relations. Although people can form
many different beliefs about an object, it is assumed that only beliefs that are readily accessible to recall, influence attitude at any given
moment. A belief’s constant accessibility tends to increase as a function of the frequency with which the expectancy is activated and the
regency of its activation (Higgins, 1996; Olson et al., 1996).
2.4.2 Attitudes and beliefs
There is broad agreement that attitude represents a summary evaluation of a psychological object captured in such attribute dimensions as
good-bad, harmful-beneficial, pleasant-unpleasant and likable-dislikable (Eagly & Chaiken,1993). Belief is said to lead in forming attitudes.
It is stated regarding attitude formation that, “as a person forms beliefs about an object, he automatically and simultaneously acquires an
attitude towers that object. Each belief links the object to some attribute; the person’s attitude toward the object is a function of his
evaluations of these attributes” (Fishbein & Ajzen, 1975). Attitudes are based on beliefs. A person forms different beliefs about several
varied objects, actions, events, people, situations, etc. based on the experiences of that person with the course of time. The beliefs may be an
outcome of direct observation or of inference processes. “At any point in time, however a person’s attitude toward an object may be viewed
as determined by his salient set of beliefs about the object” (Fishbein & Ajzen, 1975). Under most circumstances, the number of salient
beliefs that a person holds in determining the attitude of the person, and this would be included further in detail under research methodology
as a form to determine employees’ attitudes.
Clearly, in order to account for the formation of attitudes, the processes of belief formation has to be initially investigated. According to the
research conducted by (Ostrom, 1968), (Scheme, 1970) and (Fishbein & Ajzen, 1975), attitude formation is based on beliefs, the format of
these beliefs has to be therefore considered to identify the core of the attitudinal factors. Based on their study, beliefs can be formed either
through direct experiences, known as descriptive beliefs, or based on inferential beliefs.
2.4.3 Descriptive beliefs
Descriptive beliefs occur when a person becomes aware of the attributes that an object has through any of his senses respectively. For eg- a
person may see that a particular person has dark skin; he or she may see that his work place is untidy; he or she may see that is table is
small, which would gradually make them form a certain attitude towards the object.
2.4.4 Inferential beliefs
“These beliefs are at their core, observational. After the observation process, the individual uses his/ her observations to make certain
inferences about a given object” (Alexander Penev & Catalin Ivan, 2011). “Attributes can be determined through interactions with another
person that would lead to the formation of the beliefs that are unobservable, such as honesty, friendliness, intelligence” (Fishbein & Ajzen,
1975). Beliefs that go beyond directly observable events, i.e. inferential beliefs, are generally based on prior beliefs. For eg., a person
observes A to be obese, which is his descriptive belief, and this produces the inference that A is a jolly person. The descriptive belief here
formed the basis for the inferential belief. Also, the produced inference that A is a jolly person, may lead to the further inference that A is
happy. Although an inferential belief can thus be based on a prior inference, in the final analysis most inferences can be traced to descriptive
beliefs. The formation of attitudes guided by the salient beliefs that a person holds, provides the essential background to conduct and
analyze the research topic effectively.
Also, many of our beliefs are neither formed the basis of direct experience with the object nor by the way of some inference process.
Instead, we often accept information about some object provided by an outside source. These refer to the books, magazines, newspapers,
TV, friends, colleagues, and relatives and are expressed as informational beliefs.
A research on how attitudes are formed and caused is undertaken, that includes the dispositional & situational view of attitudes (Ricky. W.
Griffin & Moorhead, 2009). (Weiss and Cropanzano, 1996) suggest that disposition may influence the experience of emotionally
significant events at work, which in turn influences job satisfaction. Country/ culture is a strong predictor of employee attitudes (Saari &
Erez 2002; Saari & Schneider, 2001). Of all the major job satisfaction areas, satisfaction with the nature of the work, that includes job
challenge, autonomy, variety, and scope, best provides overall job satisfaction, as well as other important outcomes like employee retention
( eg., Parisi & Weiner, 1999; Weiner, 2000). These have been theoretically described below.
2.4.5 Dispositional/ Situational factors
“Job satisfaction is a function of the perceived relationship between what one wants from one’s job and what one perceives it as
offering” (Locke, 1980). Considering this definition, indication is that the dispositional and situational factors are important in determining
the attitudinal aspects for job satisfaction. The importance of either dispositional or situational factors in defining attitudes has had an
opposed argument previously. “Situational variables such as task characteristics, supervision, pay and working conditions have been
commonly isolated as determinants of job attitudes” (Locke, 1976). “The dispositional approach involves the measurement of personal
characteristics and the assumption that such measures can aid in explaining individual attitudes and behavior” (Staw and Ross, 1985, p.
469). Further, consistent with Locke’s definition, (Staw and Ross, 1985) have found traits and job factors as determinants of job
satisfaction. Although, in the research conducted by (Staw and Ross, 1985), pay, occupational status, and previous job satisfaction also
have been investigated and claimed to be important determinants. They have also suggested in their findings that, previous job satisfaction
predicts current job satisfaction.
“Many years of research has been conducted on the dispositional source of job satisfaction and has presented strong evidence that job
satisfaction, to some extent, is based on disposition. […] Positive affect is a predisposition favorable to positive emotional experience,
whereas negative affect is a predisposition to experience a wide array of negative emotions (Watson, Clark & Carey, 1988)” (‘Work
Attitude and Job Motivation’. Available : http://wikispaces.psu.edu). Hence, we can conclude disposition to be effective in defining job-
satisfaction considerably. A significant model that lessened the scope of the Dispositional Theory was the Core Self-evaluations Model,
proposed by Timothy A. Judge in 1988. “ There are four Core Self-evaluations that determine one’s disposition towards job satisfaction:
self-esteem, general self-efficacy, locus of control, and neuroticism (Judge et. al., 1997)” (Available : http://wikipedia.com).
“Stated by the model, higher levels of self-esteem (the value one places on his/her self) and general self- efficacy (the belief in one’s own
competence) lead to higher work satisfaction. Having an internal locus of control (believing one has control over his/ her own life, as
opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism leads to higher job
satisfaction (Judge et. al., 1997)” (Available : www.wikipedia.com).
2.4.6 Culture
As per the research conducted by (Frah et. al., 2007; Lam et. al., 2002), it has been apparent that the job attitude- job behavior relationship
may be moderated by culture. “In an individualistic culture, one acts according to one’s own judgment and preferences” (Triandis, 2004).
As per Agarwal (1993), in the research between organizational commitment and job withdrawal in the United States and India, found a
strongly negative relationship perhaps claiming that the employees in individualistic cultures are more assertively provoked by personal
needs than the employees in the collectivist cultures. (e.g., Thomas W.H.N, et. al., 2009).
Whereas, in a collectivistic culture, job satisfaction may be a slighter determinant of job behavior compare to group norms or collective
goals (Earley & Gibson, 2000). Collectivist’s job behavior may be best predicted by norms, duties and obligations rather than job
satisfaction (Thomas and Pekerti, 2003). Here, an individual who is unhappy with his job may experience the requirement to contradict their
behavior from the feelings and perform well or would still put in efforts to live up to the group objectives, contribute and fulfill them.
More specifically, previous research has found that the job attitude-job behavior relationship is stronger for employees in an individualistic
culture.
I have considered Hofstede’s work on culture as the basis of the theory explaining its nature is defining attitudes towards job. Since
Hofstede’s (1980, 2001), also (Hofstede, G., 1980), work on culture has helped many researchers to examine and evaluate a number of
organizational behaviors and management practices (Kirkman et al., 2006). Culture has been defined as “the collective programming of the
mind which distinguishes the members of one human group from another” (Hofstede, 1980) and has recognized four dimensions on
culture, namely, power distance, individualism-collectivism, uncertainty avoidance, and masculinity-femininity.
Power distance describes the extent of power distribution in an organization and how is it that the members accept these distributions.
“Individualism-collectivism refers to the extent how an individual derives self identity and identity in a collective work held
organization” (Peter B Smith; Shaun Dugan, 1996, P. 231). “Uncertainty avoidance refers to the extent to which uncertain, unknown, or
unstructured decisions are perceived as a threat by employees” (Thomas W. H. N., et. al., 2009).
A high uncertainty avoidance culture will have explicit rules and policies so that people have shared guidelines to follow. The extent to
which a culture is dominated by males or females, their thoughts, ways to perform and do work determine the dimension of masculinity-
femininity. “Where, in a culture dominated by males, social reorganization, assertiveness, career achievements are emphasized, conversely,
in a feminine culture, the depth and quality of relationships are emphasized” (Thomas W. H. N, et. al., 2009).
Also, according to (Hofstede, 1997), there are societal differences emphasized on material achievement and non material rewards. The job
attitude – job behavior relationship is stronger for individuals who value material rewards more than relationship. Again, “In a culture
oriented towards tradition and stability, individuals are more concerned about keeping the status quo and are less willing to disturb the
order, once a state of equilibrium is attained (Hofstede, 1997) “ (Thomas W. H. N, et. al., 2009).
This very well supports the theoretical basis of culture where in order to preserve the traditions, values, norms and living up to the roles,
responsibilities and expectations in a culture, the way an employee performs and his attitude conducted may play only a limited role in
defining their behaviors, since it might be against the behavior that they actually intend to undertake.
The use of term value is perhaps even more subjective and personal in nature. “Guiding principles of thought and behavior are often
referred to as one’s values. It is believed that these principles develop slowly over time as part of the individual’s social and psychological
development” (‘Values, Attitudes and Behaviors’. Available: www.sagepub.com). Researchers have focused on these dispositions in
numerous scientific studies in an attempt to measure, predict, and understand how values guide thought and action. Although values do not
have a direct impact behavior, values strongly influence a person’s attitudes, behaviors, and perceptions. Also, employee’s performance and
satisfaction are likely to be higher if their values fit well with the organization.
2.4.7 Nature of Work (Job Characteristics)
“The nature of an individual’s job or the characteristics of the organization that the individual works for predominantly determines job
satisfaction” (Jay, 2002). “A job characteristic is an aspect of a job that generates ideal conditions for high levels of motivation,
satisfaction, and performance, skillfulness, task identity, task implication, self- sufficiency, and feedback, internal work motivation, growth
satisfaction, general satisfaction, and work effectiveness (Hackman and Oldham, 1980)” ((‘Work Attitude and Job Motivation’. Available :
http://wikispaces.psu.edu).
"(Schmitt, Colligan, and Fitzgerald ,1980) showed that at the individual level, there was little correlation between psychological stress
(perceived work pressure), satisfaction, and other job attitudes and physical symptoms; however, the relationships at the organizational
level were much stronger", (Cheri Ostroff, 1992).
(Porter et. al., 1974} have considerably supported the research that involves the explanation of relationship between persons’ feelings,
behaviors, and its effect on the organizations. Specifically, an employee's attitudinal characteristic towards the job and its influence on the
organizational performance, productivity and turnover has been defined in their researches respectively.
Also, "extensive research conducted on job satisfaction has indicated that personal factors such as an individual's needs and aspirations
determine their attitude, along with group and organizational factors such as relationships with co-workers & supervisors and working
conditions, work policies & compensation" (Ricky W. Griffin, Gregory Moorhead, 2009)
2.5 Attitudes and Behavior
Attitude as predictors of behavior
A contradictory investigation has been raised in the past that determine whether attitudes determine behavior or behaviors determine
attitudes, and also if they are related to each other. In this research it is important to find out whether the behavior of a person can be
predicted through his attitude, and also, whether his behavior describes his attitude. This helps in understanding the importance, impact and
the effect of attitudes majorly over behaviors. Consequent earlier findings have made researchers to approach a pessimistic view about the
relationship between attitudes and behaviors and their roles in predicting behaviors respectively. Attitudes have been studied extensively in
social psychology due to the general belief that attempts to change attitudes are often accompanied by changes in behavior (Kim & Hunter,
1993). This explains that when a person's attitude is pleasant towards his job, eventually he should display behaviors towards the job that
reflects the respective based pleasant attitude. But, researchers have observed that even when individuals hold positive attitudes toward an
activity, they sometimes do not participate in that activity (Ajzen & Fishbein, 1977; Wilson, et. al., 1984). There has been a contradiction of
thoughts about the link between attitudes and behavior. "Employee attitudes and behaviors are usually related either one way or
another" (Available at: www.infobarrel.com). “Behavior can be termed on the basis of societal norms and roles, others' behavior at that
situation as well as on an individual's perceived attitude”. (Fishbein M., and Ajzen I., 1975).
Eagly (1992) has commented that, "Understanding of attitudes both as causes and predictors of behavior has advanced very considerably
since the 1960's claim that attitudes are unimportant causes and weak predictors". Therefore, when a question rises whether there is a
relation between attitudes and behavior, the answer would probably be the on that is a resounding "sometimes." Hence, the question of
attitude-behavior consistency has to be approached differently: Rather than asking whether attitudes relate to behavior, we have to ask,
'Under what conditions do what kinds of attitudes of what kinds of individuals predict what kinds of behavior?' We need to treat the
strength of the attitude-behavior relation as we would treat any other dependent variable and determine what factors affect it (Fazio &
Zanna, 1981). Hence, reviewing the literature, the research to be conducted would be majorly being undertaken under this finding. First, we
would consider, when is it that attitudes are guided by behavior? This question requires identifying factors that determine whether the
relation between attitudes and behavior will be relatively strong or weak. Such factors are typically referred to as moderating variables
because they moderate the relation between attitudes and behavior. These moderators of the attitude-behavior relation include qualities of the
behavior, qualities of the person, qualities of the situation in which the behavior is exhibited. These are briefly detailed below.
2.5.1 Qualities Of The Person
Qualities of the person refer to the distinctive characteristics of people when they behave on being exposed to a situation.
Where, "some kind of people typically display greater attitude-behavior consistency than do others. In general two classes of
individuals have been considered: those who are aware of and guided by their internal feelings and those who tend to rely heavily on cues
in the situation to decide how to behave. In general, people who are aware of their feelings display greater attitude-behavior consistency
than do people who rely on situational cues (Timothy C. B., Melanie C. G., 2005)” (Fazio, R. H., 1986, p.204).
This explains a very interesting point, where, when an individual says that, 'his behavior is dependent on his beliefs, attitudes', and these are
actually his dispositions. Those people go against their attitude, who imitate others behavior or blend into situations according to others’
reactions and behvaiors’.
2.5.2 Qualities Of The Situation
A number of situational variables also affect the strength of the attitude-behavior relation. These include normative factors and time pressure
to reach a decision. This can be referred to as the characteristics of the stations in which a behavior has been undertaken as per the regarded
attitude. Individuals are more likely to base their decisions on their attitudes when they are under time pressure because their attitudes
provide a heuristic for making quick decisions (eg., Jamieson & Zanna, 1989).
"It appears that time pressure pushes people away from a careful examination of the available information and toward a reliance on their
preexisting attitudes"(Timothy C. B., Melanie C. G., 2005)
"Attitudes form directly as a result of experience. They may emerge due to direct personal experience, or they may result from observation.
Social roles and social norms can have a strong influence on attitudes. Social roles relate to how people are expected to behave in a
particular role or context. Social norms involve society's rules for what behaviors are considered appropriate" (Kendra Cherry, 2011.
Available at: http://psychology.about.com/od).
Fishbein and Ajzen (1975) proposed views for norms as having a major influence on behavior. Much evidence has been found in support
of this view (eg., Ajzen & Fishbein, 1980). Norms, or beliefs about how one should or is expected to behave in a given situation, can exert
a powerful influence on behavior. People often behave, as they believe others expect them to behave. “Norms can constrain an individual's
behavior to the point where it is unlikely that the person will display behavior consistent with his or her attitudes” (Fazio, R. H., 1986, p.
204). Considering also the relation between job satisfaction and work attendance, "at first glance, one might expect people who like their
jobs to be less likely to miss a day of work. Yet the normative pressure (in addition to the potential financial pressure) to attend work every
day is strong"(Timothy C. B., Melanie C. G., 2005). Hence people do go to work generally, including ones who do not like their jobs, just
other than the days of illness. Indeed, studies of job satisfaction have found little relation between attitudes toward one's job and
absenteeism (e.g., Vroom, 1962).
2.5.3 Quality Of Attitude
Considering the quality of attitude, i.e. the characteristics of its formation, on the one hand is attitude formation through direct behavioral
experience with the attitude object, and on the other hand is attitude formation through indirect non behavioral experience with the attitude
object. "For example, a child may form an attitude toward a toy by playing with the toy (direct experience) or on the basis of a friend's or an
advertisement's description of the toy (indirect experience)" (Fazio, R. H., & Zanna, M. P, 1978). Attitudes based on direct experience have
been found to be more predictive of later behavior than attitudes based on indirect experience.
The findings of the research until now on the attitudinal factors can be summarized to be dependent on disposition, situation, nature of the
work, culture, individualistic and collective cultures, social norms, time pressure, the respective quality of a person, situation, attitudes
respectively.
There are a lot of factors that enable the attitude- behavior relationship, although these factors seem to be of vital importance and common
predictors of the effect of the attitudes. When Do we perceive our jobs to be challenging or as an opportunity to grow, or do we perceive
our job to be 'as a source of income', 'a temporary feeder for needs', 'a responsibility',' inefficient to work', these attitudes would help us in
understanding their behavior in the organization and to determine his/her future behavior.
2.6 PERCEPTION
When some one says," I like my job", he is expressing his attitude about work. When asked about their view, perception or attitude
regarding job, employees, manager, environment, the response might be simple, but the reason or the causes behind that response are broad
and complex, these factors are required to be determined when understanding of attitudes has to undertaken. The formation of attitudes
makes sense to be formed by perceptions in the minds of people. "Attribution theory" very well explains the basis of understanding the role
of perceptions in formation of attitudes. The research requires detailed and the core beliefs and the reasons for the attitudes attained, which
can be identified well through understanding their perceptions. Perception is important because people's behavior is based on their
perception of what reality is, not on reality itself. "The world as it is perceived is the world that is behaviorally important" (Stephen P. R.,
et.al, 2003). The mental basis of perception is described as process that happens in the head that leads us to perceive people and situations in
particular ways. Perception is selective, subjective, and largely automatic rather than conscious, perception is not just something inside an
individual; "it has a social dimension because perceptions affect our behavior, which influences others" (John Bratton, pg 190). The
connection between perception, behavior and the environment describes the way a person perceives on the basis of existing knowledge, that
includes culture, gender, and age-related assumptions and expectations, as well as what has been learned and experienced in the past. There
has been an argument over the 'theory of linguistic relativity1 that the language we speak has a fundamental influence on the way we
interpret the world that we actually think differently from those who speak a different language. Clearly our judgments about people are
based on the perceptions and interpretations. People share an experience in an organization but form altogether different perceptions about
what happened and what it means. "Attribution theory" is described as "an attempt to understand whether an individual's behavior is
internally or externally caused" (Stephen P. R., et. al., 2003). This philosophy helps in understanding the way a person makes a perception
or judgment about other events or behavior. Thus it explains how employees judge people differently depending on what meaning they
attribute to a behavior. Here, we observe an individual's behavior, and attempt to determine whether it was internally or externally caused.
For example, when a manager comes across an employee who comes late, he might attribute him on the basis of his internal state, i.e., he
might have been oversleeping or on external state that traffic must have been caused him to be late. Again, here his perception would
depend on his past experience with the employee describing his perception that's followed. If, the respective employee has been irregular
and consistently late, then the manager would perceive him or her to be irresponsible in that matter, also, if this behavior continues, the
merger will firmly form an attitude towards the employee thereby. Thus, perceptions clearly determine the way individuals judge, and form
attitudes towards something or some person.
Further examples involve perceptions such as, 'women won’t shuffle for a promotion’, 'over-weight people lack discipline',' Asians are
hard-working', etc. Stereotypes are useful, but they do not determine the core truth that is applied to a person or situations. They can create
problems because we perceive a particular situation or a person as a part of the wide spread perception, without fairly considering the truth
which can harm the person's performance or well being. Concluding, employees thus lay their attitude on others perception, which includes
stereotyping.
2.7 Research Purpose
(Joseph W. Weiss, 2000) suggests "we form an attitude towards our jobs by taking into account our feelings, beliefs and our behavior". It
is clearly very important to keep the employees satisfied in an organization to improve and increase its performance consistently. “The
question is how is it that 'job satisfaction is an attitude?” (Joseph W. Weiss, 2000). “The title determines and specifies the importance of
attitudes, considering that they are the mechanism through which most people express their feelings” (Moorhead & Ricky. W. Griffin, pg
60).
Considering my background in studying Human Resource Management in India and 'Managing people and organizations'/ Transactional
analysis', measurement of job satisfaction was majorly determined by the employees perception or views, feelings towards his respective
job, policies, job-stability, managers, work-place, colleagues, emotional state, family background. India is a diversified country with a
varied society, my purpose to study the causes for the attitudes of employees in India includes the aspects of the Indian society, as,
concentrating on the western and knowledge society in India, the employees come from a variety of different societies, castes, with varied
cultures, customs.
Locke (1976] states that job satisfaction is a collection of attitudes about specific facets of the job. The objective to my research is to analyze
the causes of attitudes that lead to a certain behavior, also if his or her attitude describes his actual behavior, in other words is his or her
behavior related to the attitude that he or she holds and its ultimate effect. This would strengthen the grounds of my research. My purpose
for the research is to understand why and how employee attitude research will be to better understand the relationship between the person
and the situation and the various internal and external factors that influence employee attitudes.
Considering the above literature review I would want to determine practically within an employ in an Indian company.
• What has caused that attitude and what makes his behavior?
• On what aspects does his attitude predict his behavior?
• How does this impact or affect his overall job satisfaction?
3. 0RGANISATION BACKGROUND
"IBM has been present in India since 1992. The diversity and breadth of the entire IBM portfolio of research, consulting, solutions,
services, systems and software, uniquely distinguish IBM India from other companies in the industry. IBM India's solutions and services
span all major industries including financial services, healthcare, government, automotive, telecommunications and education, among others.
IBM has been expanding its footprint in India - and has a presence in over 200 cities and towns across the country. Widely recognized as
an employer of choice, IBM holds numerous awards for its industry-leading employment practices and policies" (Available:
www.ibm.com) IBM was chosen due to the varied employees that attained the culture of the city of Pune. Also, IBM is renowned for the
services and the benefits that it provides.
As per (Baral R., Bhargava S., 2011), as one of its major employee retention strategies, IBM offers a comprehensive work/life balance
program based on the following seven principles:
• Employees must take responsibility for their own work/life balance needs.
• Work/life balance should have a positive impact on all employees involved.
• Quality of output is more important than the amount of activity.
• Teams should be flexible when balancing working and personal needs.
• Employees must be treated as individuals.
• Ongoing performance and contribution are a prerequisite.
• Achieving work/life balance is hard work and ongoing.
To achieve a balance between talent supply and demand, IBM often redeploys its workforce. The internal redeployment process is
designed to minimize loss of productivity of skilled employees. Also, IBM operates Human Capital Management Services Software to
implement a talent management model within the organization. An organization that has a reputation for consisting majorly satisfied
employees or known for its working environment would gradually attract more people for employment. It makes sense in owing to
understand how do employees that belong to varied background cope up with maintaining their individual standards and co-operate into the
organizations productivity.
4. METHODOLOGY
4.1 Introduction
"Attitude has to be inferred from statements or behavior; it is intangible and not directly observable. [...] Although we can observe and
measure behavior, we have to ask people about their attitudes to various things." (Blythe, 1997, p. 70). In the previous chapter the literature
review linked to research question of this study is discussed. Methodology is probably the answer to the why and how the research was
carried out in the first place. This increases the likelihood of receiving suitable solutions to the research questions and derives constructive
insights into the subject at hand. The main focus of the methodology here is driven by primary research, thus undertaking research that is
original in nature. In conjunction with this, it highlights the methods that would be put to use to explore this study. The choice of research
methods is first discussed in this chapter, followed by data collection, sample selection and data analysis.
4.2 Research Methods
The definition of research methodology is "The procedural framework within which the research is conducted" (Remenyi et. al., 1998). The
two broad and distinct approaches to the social research are the Quantitative and Qualitative methods of enquiry.
Quantitative research has been considered as the "science that silences too many voices" since it relies profoundly on remote, inferential
empirical methods employed to extend and reinforce certain kind of data, (Denzin and Lincoln, 2000, pp.10). It follows rigorous methods
and procedures, which allow generalization of the findings, to measure and analyze causal relationships between variables (Denzin and
Lincoln, 2000). A Qualitative research would be carried on considering the intention or the objective of the research which is to be found,
"these areas of social reality which statistics cannot measure [...] a qualitative approach provides a deeper understanding of social
phenomenon than would be attained from purely quantitative data"(David Silverman, 1983).
4.3 Why Qualitative Approach For This Research?
The underlying assumption is that to study the whole of the overall job satisfaction of the employees in a company, the attitudes throughout
have to be examined. This method grants richness and quality to the associated phenomena that has to be analyzed, also regarding the
ethnographical research, would be more effective and procuring the evidence for the research would be more integrated. Since my aim is to
identify the cause of attitudes, it is central to intimately and deeply investigate their feelings and perceptions, which can be accomplished
through a qualitative approach. Qualitative methods of conducting research can be valuable in bringing closer the corresponding
respondents and the researcher closer to one another. This facilitates in a more effective understanding of the research topic under study
(Easterby-Smith et al, 2002)
Qualitative research gaining popularity has various reasons, which were recognized and listed by McDaniel, Jr and Gates (2002). The very
first purpose was that qualitative approach proves to be more economical than quantitative approach. In addition, this procedure is the finest
way to know the deep motivations and outlook of the employees. In addition of the above two, it has been found out that qualitative
research also has the power to increase the efficiency of quantitative research. (McDaniel, Jr and Gates (2002).
Qualitative research is highly appropriate in areas where people's motives, thoughts, feelings require reasoning and also where the
individual experiences need to be explored. (Gordon & Langmaid, 1988).
(Ajzen and Fishbein, 1977) noted the importance of measuring attitudes and behavior at equivalent levels of specificity. "Attitudes are
subjective states that cannot, even in principle, be observed externally. Attitudes exist only in a person's mind. This was taken into account,
and hence qualitative approach was applied.
4.4 Data Collection
"The diverse forms of qualitative data collection and the multiple goals of qualitative research inhibit development of a uniform approach
to the extensiveness of qualitative data collection." (Sobal, 2001).
4.4.1 Primary Data
"Data collected specifically for the research project undertaken" is the definition of primary research as provided by Saunders et. al (2003:
pp 486). Any investigator to deal with any problem, where the only disadvantage is that it can be high-priced and time-consuming, usually
primary data originates. The numerous ways of assembling primary data is through observations and interviews.
4.4.2 Interview
According to (Seidman's, 1998) in-depth interviewing utilizes open- ended questions that constructs and directs the probing of participants'
answers and the goal of in-depth interviewing is to get the participants reconstruct his or her experience within the topic under study. All the
participants were interviewed face-to-face and the interviews lasted for about half a half on an average. Open-ended rather than closed-
ended questions, unstructured rather than structured interview schedules since qualitative research frequently involves face-to-face contact
between researcher and subject, and the samples are also typically small. (Cannon 1988]
Interviews is that qualitative tool that has the flexibility to be adapted to the level and personality of the respondents, last as long or as short
as you think necessary, and draw out the spontaneous reactions of the respondents (Hanabuss, 1996). By undertaking the methods of semi-
structured interviews, I have approached a few companies (mostly IT), undertook a 3-week internship program as an Assistant HR, at the
IBM in Pune, India, since they approve encouragement to their organizational performance in any form, and have granted permission for
conducting in-depth interviews. They seize it as a chance to make their employees feel that they are being taken care of. I closely observed
the significant verbal and non-verbal behaviors, beliefs, effects, environmental impact, and hence had an interpretative approach to the
information by employees.
4.4.3 Interview Design And Aims
Interactive interviews within 13-15 employees were undertaken regarding the requirement to know their experiences so as to understand the
factors identifying their attitudes and perhaps satisfaction.
In the final analysis, however "a good predictor of behavior is the consistency of behavioral intentions an attitudes toward the
object"(Norman Bradburn, et. al., 2004). For this purpose, a likelihood questionnaire regarding incidence will be undertaken. For example,"
do you plan to put in more efforts into the activities in the coming months?" and "how likely are you to put in more efforts into the activities
if your cabin is shifted to a larger space or if your requests are considered and taken care of?" This would first describe his feeling towards
his job and would possibly indicate the drawback for his satisfaction and his performance or behavior if he were dissatisfied. I carried out
the open-ended questions related interviews since these would allow and encourage the respondents to fully give their opinion, instead, and
would help in understanding the core of their beliefs that form the attitudes, provide a quality, and help in demonstrating higher standards of
my work.
I will also be attaining discussions with the HR manager, in order to analyze and understand their attitudes towards their job and
responsibilities. The questions regarding the manager were reared to the beliefs held by him in person. This served a descriptive analysis of
the perceptions that are held at both the ends, and how is their 'truth' related to each other. The reality for both, the employee and the
manager might differ, hence an in-depth interview with the manger would help in understanding the attitudes from a broader perspective.
Their effort to recognize their employees' needs and desires are discussed along with their organizational environment. There is also a
discussion with the respective manager to define the effect of certain attitudes that the employees hold towards organizations and the work
and further, his / her attempts to safeguard their employees. This would help in understanding the knowledge that the hr manager holds
regarding specific behaviors in the organizations, and its effects thereby.
The questions to be considered in the interviews would be as,
• Are there any specific work- related issues? Relatively regarding ethics, quality, and hygiene?
• Do you get the motivation to actively participate and raise your ideas in the functions? Are your opinions taken into account?
• On what basis would you evaluate yourself in terms of your performance?
• Do you have the guidance, support, materials, equipments you need to do your work right?
• Do you receive recognition or praise?
• Do you have the opportunity to do what you best do every day?
• Is your culture, customs, beliefs valued in the organization?
• Are you taken care of as a person by your managers, subordinates or your supervisor?
• Is your work and development encouraged?
• Are your fellow employees committed to doing quality work?
• Are you likely to perform better than today in the coming months if your problems are taken care of immediately?
• Have you ever behaved in a way that others have behaved at a given situation?
• Say, in a discussion for the working conditions, do you often behave according to what is expected out of you?
• Do you raise your opinion when it is needed or you are likely to keep it to your self? If so, why?
• Would your performance change if you are offered a slightly more addition to your pay?
• Are there any task-related issues? Do you have any specific deadline problem?
• Is the nature of your work causing any stress to you?
All of these comprised of conversations related to pay, benefits, job satisfaction, culture, life balance, recognition, supervision, autonomy,
communication, working relationships.
4.4.4. Interview Process
Since I have observed that the 3 components of attitude are not clearly differentiated form one another, in practice, "attitude questions are
mostly about belief and evaluations. People are less likely to believe something derogatory about something they like or are in favor of, and
they do not usually act in support of things they disapprove of” (Norman Bradburn, et. al., 2004). With the initial questions being raised in
front of the interviewee, I would carry on the series of questions related to his initial response, if there is more clarity and motivation
required, words and questions would be regarded accordingly. There have been arguments previously made over the way attitudes affect
behavior or the way they predict a certain behavior. In a company, for eg., a person might have a negative attitude towards his colleague but
would behave in a manner that is not influenced by his attitude due to lot of factors, one of those may be the fear of being judged and being
wrongly treated. Thus, they often keep their attitudes to themselves. Hence while approaching the interviewees, I would make them feel
assured that their views would be limited only for my research and that their names will not be mentioned. In fact, this approach would
make my research more qualified since the interviewees would then be more open in their interactions and would grant me with an
overview of the actual attitudes held. "Interviewees' emotions, feeling, thoughts, perceptions are taken into account, so secrecy has to be
provided, people will not respond to surveys, or at any rate respond honestly, unless they are assured of the confidentiality of their
replies" (Singer, E., et. al.,1993). Hence an assurance for confidentiality was granted. "A breach of confidentiality violates an individual's
rights and poses a risk of dignitary harm to the research participant, ranging from social embarrassment and shame, to stigmatization, and
even damage to social and economic status" ( Artnak K, Benson M, 2005). The most suitable and the best form of questions were taken
into account. Also I relied on observing how answers may be affected with different varied factors. Focusing and reframing the questions
based only on the attitude object overtook lack of clarity. Participants were guided to involve themselves into the object while carrying the
interviews. Since my research question and the aim is clearly set, I am aware about the object of the attitude that I have to focus on, which
guides in formulating the attitude questions gradually. The interaction in interviews were enhanced on terms of developing rapport by
following the suggestion made by previous researchers, " the interviewers must work to establish a 'suitably relaxed and encouraging
relationship, the interviewer must communicate trust, reassurance and eve, likeableness" (Ackroyd and Hughes, 1992:108).). While
determining the formation of attitudes, as seen in the literature review above, an employee's salient beliefs would be considered. . "Beliefs
that have a high degree of strength about a given object are called salient beliefs, and they are directly connected to attitude formation”.
(Blythe, 1997; Peter & Olson, 1999). An individual holds number of beliefs about an object, but 'it appears that only a small number of
beliefs serve as determinants of his attitude at any given moment, (Fishbein and Ajzen, 1975). So, only five to nine beliefs about the object
regarded by an individual had been taken into account. Hannabuss (1996) explains how important it is for the researcher to establish rapport
with the respondent, with an introduction and small talk phase at the beginning of the research helping to build a positive rapport with the
sample. Therefore, because of the good relation between the interviewer and the interviewees, all participants were very co-operative and
openly shared their enthusiasm in their brand community, helping collect high-returns of data.
4.4.5 Observations
When not interviewing, I shared an office with middle management and spent time in and around the departments and offices conversing
with a variety of managers and employees. This process did in particular allow me to observe people's behavior in a more natural setting
than that expressed in the formal interview while still maintaining the status of an outsider, I observed the participants, their way of
socializing in the organization just to understand their culture to some extent, and carry on unstructured open-ended interviews to
understand their experiences. In order to precise the transcripts of naturally occurring interactions and to enable the understanding of how
interactions are organized, the method of audio recording had been considered.
Such an approach for research will be treated for an in-depth revelation of core psychological processes concerned with attitudes and its
relation with the feeling of satisfaction in an organization.
4.4.6 Secondary Source Data
Prerequisite to the collection of primary data is a careful scrutiny of the existing secondary data. (Malhotra, 2005) Data that is collected from
existing journals, reports, has proved very beneficial for the findings. For this specific study the collection of secondary data was done
primarily from organizational behavior journals already available on this topic. Secondary data helps to comprehend the perception well.
One should proceed to primary data only when one has exhausted the secondary data Source. Thus the study carried out has analyzed the
primary data with the foundation and validation of the present secondary data. “However, one needs to be careful while using secondary
data as the collected data maybe biased where the gatherer of that original data might have highlighted only a partial picture or the data may
be old and also the data quality could be unknown “ (Saunders et al, 2007). This formed the aid in understanding the context.
4.5 Sampling
Following the agreement of the Company's Director, the HR Executive Manager communicated those individuals who were well
experienced and qualified for the interview and made appointments accordingly. The background of the research was made clear in order to
ensure that respondents were made aware that the purpose of the research were entirely external to the company, and that responses would
be treated as confidential. Here, it was expected that respondents would not be concerned over any misperceived significances of their
responses and felt able to express themselves freely and honestly. No individual that was approached denied to be interviewed. In total,
twelve interviews were conducted, along with an interview with the HR manager, and interviews lasting between thirty and forty-five
minutes respectively. The access to communicate the interviewees was granted. The permission to return and re-interview was granted as
per need. All interviews were tape recorded and then transcribed. The sample size for the research study is 15.
4.6 Data Analysis
As soon as the data is collected it needed to be thoroughly investigated in order to arrive to an effective conclusion. Since the chosen
approach is qualitative in nature, grounded theory has been used to estimate the data. “Grounded theory is an approach is a qualitative
research method that uses a systematic set of procedures to develop an inductively derived grounded theory about a phenomenon" (Strauss
& Corbin, 1990). It is a process by which a researcher generates theory that is grounded in the data (Glaser & Strauss, 1967; Strauss and
Corbin, 1998). The key to ground theory is to generate enough in-depth data that can illuminate patterns, concepts, categories, properties,
and dimensions of the given phenomena (Glaser & Strauss, 1967; Strauss & Corbin, 1998). As expressed by Charmaz (1983), grounded
theory occurs through the disassembling and reassembling of the data. This disassembling and reassembling occurs through the "coding"
process. Coding is one of the means of developing the analysis as it serves to synthesize, summarize and sort many observations made of
the data. (Charmaz, 1983:112).
Although, considering the limitations, a problem related with opting to use this approach is that the entirety of the philosophy as expressed
by the interviewee is destroyed while organizing the material though the process of coding. To overcome this problem, transcription of the
taped interview has been suggested (Wiseman, 1979, p.278). The primary data collected has been analyzed through the process of 'coding'.
4.7 Ethical Issues
Every participant has the right to be informed of the nature of the research, in a detailed but non-technical way, so that they can understand
the aim of the study (Silverman, 2006). The interviewees were asked to openly use their comments as well as withdrawal at any time. In
addition, it was agreed that the contributions from members would stay anonymous, which is why the transcripts of interviews will only
mention respondents' community user name.
4.8 Limitations and Conclusion
More time could have been placed into interviewing the employees, where I could have concentrated effectively on the various factors that
have to be considered while the interview process respectively. Existence of Inequalities in interviewer-interviewee relationship, where I
gelled better with some and got more out of them. Although, few employees were not entirely honest, and were more concerned of what
their managers and senior employees might think.
My choice of an in-depth semi-structured interview process reflects an 'overall research strategy' (Mason, 1996:19) as they shape my
methodology. After the research is carried and the data collected, I will be "correlating each factor with various background characteristics
that the respondents have, this would set up my research into a good shape" (David Silverman,1983).
Overall, however, the research design was most effective in providing rich and provocative accounts that enabled the researcher to draw out
findings that enlightened the research question.
5. ANALYSIS AND DISCUSSION
As per the research objective, this chapter will focus on the causes of employee job satisfaction, as an attitude, based on the response given
by the former employees of the company. This chapter aims to obtain the objective of the study by critically analyzing the qualitative data
through thoroughly examining the interviewee's responses and beliefs. The participants have achieved this through evaluating the most
relevant responses. The data has been scrutinized and conferred by comparing the comments made by the respondents and the literature
review been studied.
For the purpose of segregating the entire information that was collected from the interviews, the analysis has been structured in a way that it
provides the data for the research objective, along with the discussions held on the topic respectively. First of all, a general based view of
the employees' job satisfaction is presented following the factors that are the basis for both, their job satisfaction and job- dissatisfaction.
Within the presentation about these factors, the factors that lead to the basis of attitudes and their formation are discussed and analyzed.
Secondly, analysis has been made on how these attitudes define the particular behavior of the employees. Lastly, the impact of these
behaviors and their attitudes held, thereby on their job satisfaction have been discussed, on conducting interviews with the employees at
IBM, the causes of job satisfaction and dissatisfaction faced by the employees were found. The details of the interview questions are
mentioned in the research methodology as well as in the Appendix. ,Employee data were analyzed by demographic variables such as
employee age, gender and job tenure. These types of analyses are useful because they highlight that not all employees have the same
preferences with respect to job satisfaction
5.1 General Based View
The responses that the employees gave when asked about their job satisfaction, determined that a number of employees were dissatisfied
with their work. Their statements reflected how they felt about their job. The task now is to analyze the cause for their feeling or belief, and
how are these respectively formed. The statements have also formed the basis to understand the components of their respective feelings.
Every response has enabled me to understand these attitudes efficiently on the basis of the components as described in the literature review.
The responses have either been affective, cognitive or behavioral.
In this research, the interviewees were asked open-ended questions about whether they were satisfied with their jobs in IBM. Nearly all the
interviewees were not satisfied with various aspects at IBM. From their responses it can be clearly analyzed that the issues related to their
satisfaction were mainly based on pay, performance appraisal, co-workers, managers and supervisors, i.e. the higher authority, working
conditions, nature of the job. Whereas, they were majorly satisfied by aspects such as absence of gender discrimination compared to other
companies in the same industry as per the interviewees, flexibility in the overall job, recognition, pay, incentives, organizational culture,
supervisors, respectively. Not all people perceive things alike, neither do they behave in a desired way. Thus many of the interviewees
shared the same aspects in terms of satisfaction and dissatisfaction. Majority of the interviewees were determined to be unhappy with the
pay, while a few were very much satisfied. These formed the grounds to find out such differences in attitudes and their roots had to be
narrowed to achieve the objective. For this purpose, a few of the important aspects of the overall job satisfaction within the employees at
IBM have been analyzed and discussed below. The findings would be discussed in the form of thee acquired statements followed by their
investigation.
The impact of the recent recession is reflected in the findings. Job security was found to be the most important aspect of job satisfaction
according to employees, when talks of recession and mass layoffs were unpleasant. Benefits, pay, opportunities to use skills and abilities
and feeling safe in the work environment were observed to be at employees' list of top five very important contributors to job satisfaction.
"The workers that I am working with is first and foremost made of software, IT project managers, systems analysts and IT operations
analysts. Our people are very technical, intelligent and passionate for technology. If work doesn’t excite or challenge them, they get bored.
" (HR Manager)
The satisfaction ratings for the top three very important job aspects, were that approximately half of employees indicated that they were very
satisfied with safety in their workplace and opportunities to use skills and abilities, and nearly 4 of employees indicated that they were very
satisfied with their relationships with co-workers, nature of the job and the relationship with their immediate supervisor. Overall, 3 of
employees were very satisfied with communication between employees and senior management. Career advancement opportunities were the
lowest. These are among the areas that organizations should be paying attention to, particularly with respect to the job satisfaction aspects
designated as most important to employees, such as compensation.
From an overall perspective, 5 of the interviewees felt satisfied to be working in IBM. For those who felt satisfied, this was mainly because
of the intrinsic factors, such as their attitude towards the job. As mentioned above, majority of the employees were dissatisfied with their
job, which had their own respective consequences, which would be precisely discussed below. Although, first, it starts with the responses
and the statements that justify the reasons for their perceived job satisfaction.
"I started to work at IBM last year when I was 24 years old. I am in a low-income family and I did really need a job at that time. Many of
my colleagues here, are of around the same age as me and I guess they work here for the same reason as me. Another reason I work here
is it makes some feel proud in the society to be a part of IBM. My dream was to achieve an opportuinity to work abroad and I am still
waiting for it." [Interviewee J]
5.2 Job Security
The interviews asked employees what factors have influenced their sense of job security during the current economic climate. Nearly half of
employees indicated that their professional abilities/skills and the importance of their job (role) to their organization's overall success
increased their sense of job security. Location of employees' company had little impact on their sense of job security.4 Job security as an
aspect of job satisfaction was more important to male employees than to female employees. It is not surprising, since the contemporary
economic downturn, employees selected job security for the second consecutive year as the most important aspect of their job satisfaction.
Here, 10 out of 15 employees provide job security to be the reason for their ambiguity regarding satisfaction. And laid the understanding
that the fear of losing a job has intended their behavior drastically.
5.3 Pay And Compensation
Pay is an important aspect of job satisfaction mainly because of the Indian economy to which the citizens belong, the responsibilities of
handling the entire family living and the culture, in a way. In a developing country like India where little less than half the population falls
below the international poverty line, money is considered an important aspect for the majority of the people for their survival and
sustenance. Although it is said that money cannot buy ones happiness it surely helps in being able to fulfill ones basic needs including
shelter, food etc. When a worker is under paid, the entire concentration is driven to be able to fulfill the basic physiological needs. Most of
the respondents (10 out of 12) considered pay, as the most important factor of their satisfaction at job.
When asked, what is very important for you to be satisfied with your job?
Would your performance change if you are offered a slightly more addition to your pay?
Are you likely to perform better than today in the coming months if your problems are taken care of immediately?
"oh, for me, my salary, my pay is something which is the most important...Money does buy everything. My family holds on to my salary for
their living, so its a sort of a heavy responsibility on me to keep their living at its best, a reputed job that offers me the pay more than my
current one, is the one that would work for me... I know that if I am passionate about my work, I will receive recognition for it, and receive
a higher pay or some kind of incentive, so I believe in working with excellence wherever I am. if my pay is increased, it would be a
motivation for me to work harder." (Interviewee B)
From the above response, the basis for this attitude can be focused to be based on the societal cues, the belief that money is the most
essential and the drive to achieve the desires define the attitude. Although, the effect of this belief can be beneficial for the organization,
since, the interviewee is hard working, it can be categorized to be effective at work place, as related to the literature review. Her attitude does
define her behavior at work, which according to the HR Manager was to be enthusiastic, passionate, and acceptance to challenges.
Although there were responses which clearly defined that they weren't satisfied without he pay, and gradually affected their behavior in the
organization. They seemed to be tired, unconcerned and ultimately being patient to acquire a better job with a better pay. According to the
manager, 'they only do the given task' (HR Manager)
" I am a human, I have my own desires, my current job doesn't fulfill my needs and I have given a lot to my work to acquire a high
position. I have no problem with any other aspect here, have good colleagues, I get the appreciation and everything, but I only wished it
was in the form of insistent rise in the pay. I know that I can do better, as long as I am offered a raise, I just complete the task and head
back, the passion to excel has been lost for me here... the moment I receive a job that has better salary, I will surely move out".
(Interviewee F)
In regard to this study, money was also considered very important to many of them. Even when the general question like, 'what are the
things you did not like about your company or job?', it was salary and pay that topped the list. Since many of them come for low class
families, the aspect of making money was the most important to them. The consequences consist of non-attendance, intended exit and poor
work performance. Negative attitude matches to the category of "job withdrawal", involving decisions to quit, transfer, or retire in order to
avoid the basis of dissatisfaction.
3 out of the 15 employees cited compensation as being the problem of having to quit the organization. Some of them have said that even if
the supervisor, which is again a major problem for most of them, was not very good it would not have been a problem for them. They
would have intended to stay if they were well paid. As one of the consultant officers had said, " / have a supervisor is like Hitler. I don't
really be bothered for what he has to say about me as it is money that I am fundamentally working for. Everybody here have the need to
make as much money as possible. My father had retired recently and everyone in my family depended on me to be able to at least fulfill the
basic needs." (Interviewee N)
In India there is a structure of joint family where the son stays with the parents, along with his wife and children after marriage. In a
scenario when the entire family is dependent on a particular person, the necessary objective of working for a company would be to get a
good return for his job. Hence this explains the foundation for the attitude held.
" Eventually I want to leave this job to another place where I am paid better. If the company did not cut my pay and looked into what I was
going through and also offered me some benefits or incentives when I felt I deserved I them I would not have considered leaving. As such
the situation was bad where there was not many who were ready to buy the policies and the same existed in other companies as well so we
shouldn't have been penalized heavily." [Interviewee L].
The factors that define his attitude here are dispositional based, the belief is clearly based on his past experience, which do affect his
behavior in a way, that he conducts a very carefree behavior, causes distraction for other employees, feels neglected and frustrated, affecting
his mental peace in the end. In the organization, Conscientiousness (as per the evaluation model) or carefulness will be positively related to
Problem-Solving and negatively related to Exit, Avoidance, Neuroticism and enmity will be positively related to spontaneous Exit behavior.
In the case of married employees, after having children the expenses double and especially if it is only one of the partners working, money
becomes the central issue to work for. A married employee said, "you see (ummm), / am married with two children. I need to pay their
school fees, manage the household expenses and even look after my elderly parents. If I were offered another job with a better position and
a better pay package, I would not think twice before grabbing that opportunity. I am in heavy need of money for my family's
survival." (Interviewee J)
The dissatisfaction here, certainly affects her mental and physical health, and keeps her dull at the work-place most of the times, considering
her job "only as a source of income' (Interviewee J). As per her colleagues, she was frequently observed to be absent.
Compensation has consistently remained one of the top five job satisfaction aspects that are most important to employees. Employees who
are compensated well but have poor relationship with their supervisor may be more likely to be frustrated, less productive and dissatisfied
(Available: www.scribd.com). This may negatively affect the dynamics of a working team. Employees were asked how likely they were to
stay with their current organization if they were offered more money, with the same benefits, at another company. Almost six out of 15
employees indicated that they would be very likely to leave their current position if they received an offer of a 25% salary increase and the
adequate benefits package from another company. Hofstede (1984) confirms that employees in collectivism countries (here, India) expect
organizations to look after them like a family member. They expect organizations to preserve their personal interests, and their opinions in-
group decisions. Employees express emotional dependence on organizations and institutions. “[…] In a country like India, employees'
compensation strategies are influenced by seniority and family needs” (Hodgetts and Luthans, et. al., 1993).
“I was slogging it out during very high targets achievement and being paid only peanuts. We should be told where we are going wrong
instead of directly slashing our salary." [Interviewee C]
Clearly, his attitude does affect his behavior in the organization. Since he is so unhappy, he doesn't actively participate in the tasks. Also the
formation of his belief is his past experience and the social responsibilities that is disturbing him, is gradually disturbing the efficiency at
work.
Incentives were considered as one of the means of being a motivator to help in improving performance better. When one of the employees
felt that even after accomplishing targets, incentives were not given. "/ put in the maximum effort in my company. When I managed achieve
a certain task successfully, and it was one in which the company's future depended on, I felt I should have been rewarded. Forget getting
an extra incentive for such a big achievement, there was no sign of any incentive only. This is one thing that I did not like about my
company. It always helps in being motivated and appreciated in some way or the other." [Interviewee E]. At the same time, 2 other
employees felt an increase in salary would have been a good way to motivate to them.
Their respective belief makes them hold back to perform well and creates an environment which is unfavorable to work, due to the lack of
interests raised by them. When one learns that another co worker has been awarded more or has received more of an incentive when the
results of that worker were not as good as the ones who had worked harder and achieved better results, it was very de motivating to some
of the employees. “The environment was filled with tension and there was no cooperation because of partiality issues which led to
unproductive acts such as gossiping and unnecessary cold-wars.” [Interviewee N].
In total there were 3 employees for whom pay was the most important factor that would lead them to quit the company while for others it
didn’t make much difference. On conclusion, there was frequent chance of attrition at IBM due to the importance of pay, for employs' job
satisfaction.
HR Manager, suggests as part of his advice to his employees that, one should not work just for monetary benefits. "It is important that one
enjoys doing his her job. Selecting a job only based on the compensation principle will not help the employee till the end. He might receive
the necessary monetary benefits but after a point he will start looking for another job. No one can continue working at a job where he is
not contented or pleased. While pay may not always be a worker's prime reason for job satisfaction, it doesn't hurt Incentives that include
bonuses and pay raises often can help employees overcome poor attitudes towards other, and the less enjoyable areas of their work.
Success can be got when one respects their job and are happy in performing it"(HR Manager)
It can be clearly understood that when workers receive rewards for a job well done, they often feel more satisfied. Incentives such as getting
a better office space, a few extra paid vacation days and other perks can significantly increase workers' job satisfaction. Profit sharing can
provide employees with a feeling of ownership in the company and offer increasing satisfaction. ”In times of economic uncertainty, when
organizations might not be able to offer their employees pay raises and bonuses, benefits become one of the many tools employers use to
increase loyalty, productivity and job satisfaction” (‘Employee Job Satisfaction’. Available at: www.docstoc.com).
5.4 SUPERVISOR (Employee Relationship With Management)
The HR manager as well as the interviewees tends to rank most of the aspects from this category (relationship with immediate supervisor,
communication between employees and senior management, and management recognition of employee job performance) in the top five of
very important aspects of employee job satisfaction. Effective communication from senior management, especially during times of
uncertainty, can provide the workforce with direction, disperse rumors and promote trust. HR professional rated this element, along with
job security, the most important out of the various aspects of job satisfaction. The relationship an employee has with his or her supervisor is
a innermost component to the employee's association to the organization, and it has been argued that employee behavior is largely a function
of the supervisor. Employees who have a positive relationship with their supervisor, where they feel safe and supported, may be more
likely to share their job related problems or even personal problems, which can be barriers to employee productivity. It is also important that
supervisors set clear expectations and provides feedback about work performance so as to avoid any possible frustrations. Female
employees, compared with male employees, reported that their relationship with their supervisor was more important to their overall job
satisfaction. Employees saw this aspect as more important.
In India it has been generalized that one of the prime reasons or cause for an employee to leave the company or organization willingly is due
to the supervisor. Supervisors play an important role in helping in structuring the work environment and providing the necessary
information and essential feedback to the employees. The key functions of any kind of supervisors include motivating, developing,
supporting the employees and communicating the necessary and essential information to them, which would help them in their job. An
effective supervisor will have more of an efficient workforce.
Based on following questions, the responses are analyzed and discussed below-
• Do you receive recognition or praise?
• Do you get the motivation to actively participate and raise your ideas in the functions? Are your opinions taken into
account?
• Are you taken care of as a person by your managers, subordinates or your supervisor?
A lot of the employees interviewed, who gave supervisor as a reason for them to leave the company commented on their communication
skills. The formation of the attitude here is out of the direct behavioral experiences countered by the employees with their higher authorities.
"My supervisor did not have a good way of talking. This is no way to speak irrespective of your position. I was spoken to in a language
that was bad. If I did not do something right, instead of being told where I went wrong I was expected to know myself where I went wrong.
Tell me if anyone would want to be in an environment where the supervisor is always humiliating them? I had decided of complaining but
did not have the courage, as it was only me who wanted to bring it out in the open." [Interviewee C]
"I feel 1 did not even exist for my immediate supervisor. He did not even know my name when he had to call me. 'Hey you, come here' was
the way I was called. It always feels good to know your supervisor knows you. I felt like I was not an integral part of the organization and
known to my boss. And when time came to take up for my boss I had to lie to the top-level manager and lived under a threat of losing the
job. It feels sick. And so I finally made the decision to leave and now I am very happy to be working in the current company. Regular
feedback is also given which was lacking in my previous." (Interviewee A)
Pressure also has an impact on performance. Under pressure it is not possible to deliver 100 percent results. As an employee said "the job
cannot be done when you are under pressure. My supervisor was constantly pressurizing me. He was weird. He would call me personally
after office regarding work and if I reached office few minutes late I would get shouted on with not the best of language being used with my
personal life being blamed for my bad performance. Only the bad points would be picked on. It always helps in being polite and being
appreciated for your efforts that was clearly not visible in my company. I feel only when respect is given, respect will be earned. I did not
want to work in such an unhealthy environment.” (Interviewee I)
Of course the belief here is that the 'manager is not supportive and conducted misbehaviors'. This occurs by the experience that made the
employee perceive the manager and behave accordingly at situations. Concluding further, a situational factor surely forms a person’s
attitude towards a person, and influences their overall psychological content. This has a tremendous impact on the mental state of an
employee. According to the literature, the research conducted in the past has proved that a person who lacks pleasure and happiness at
work, eventually behaved in the manner, that made the person more conservative, disturbed, frustrated, and this affects the performance
overall.
"When I felt that there was something wrong and it could be done in a better way I approached my boss with a plan. In return I was
shouted at in front of everyone. My boss asked me whether he was the boss or if I was. All I was trying to do is help by giving my inputs,
which could have been valuable to the others too to improve performance.''(Interviewee G)
Not being able to contribute and being given a chance to speak was a problem faced by an employee who cited this as something which was
not liked by him in the company. Frustration also needs to be taken into consideration, since many complained about silly temperaments and
they being targeted always to remove frustration of other things. "When my supervisor was angry for something he would get his
frustration out on us. When I had entered my office a couple of minutes late due to traffic I was shouted at. I felt it was unnecessary for him
to have shouted on me and the worst thing is when it happens early morning just before starting work. My entire day did not go off
well." [Interviewee D]
For another the supervisor was seen as someone who was 'selfish' and dominating and never cared for anyone's problems. Here, his
perception towards the manager has laid to the formation of his attitude towards the job satisfaction. Looking back in the literature review,
perception is selective, subjective, and largely automatic rather than deliberate. Perception is not just something inside an individual, "it has a
social dimension because perceptions affect our behavior, which influences others" (John Bratton, pg 190).
"The supervisor should be looked upon as a system of support and someone who can be trust worthy and not simply as a leader who lays
down rules to be followed" [Interviewee A]
"It always help in being nice and make your employees feel comfortable and look into their needs" (Interviewee H), was what he felt a
supervisor should be like.
For 4 employees it was the supervisor who would drive them to quit the organization. Effective managers know their employees need
recognition and praise for their efforts and accomplishments. Workers should understand that their supervisors are always available for
support, always open to discuss any concerns they have that are affecting their aptitude to do their jobs successfully and obstructing their
satisfaction at the office.
5.5 Working Conditions And Work Environment
The next group of questions asked to employees and HR Manager was to rate the importance of various work environment components
since employees spend so much time in their work environment each week, it's important for companies to try to optimize working
conditions. Management's role in enhancing employees' job satisfaction is to make sure the work environment is positive, morale is high
and employees have the resources they need to accomplish the tasks they have been assigned. Here, money is not always the main cause of
job satisfaction. When employees spend a majority of their waking hours in the workplace, they need more than a paycheck to satisfy them.
Making optimum use of their talents, engaging them in challenging projects, offering incentives, and creating a friendly and respectful
environment without stress are among the reasons that a staff will be glad to show up each day to contribute to the company's ultimate
productivity.
Are there any specific work- related issues? Relatively regarding ethics, quality, and hygiene?
Is the provided flexibility for balancing the work and life issues satisfactory for you?
Do you have the guidance, support, materials, equipments you need to do your work right?
Say, in a discussion for the working conditions, do you often behave according to what is expected out of you?
I got responses, which favored the need of co-operation provided by the managers and the supervisors, whereas a few expected more
flexibility in their working timings. The cause for these is majorly because of the family priorities and the pressure of attaining these
responsibilities economically. 3 female participants claimed that they hoped to have flexibility of working from home more. These were the
women who belonged to backgrounds or societies that considered women to be back into their houses by 7 pm. Their families didn't
appreciate the working hours at all. They shared their own collectivist culture and raised the issue that they should be provided with
opportunity to reach home on time and complete the task. Here, culture and societal norms play a vital role in building up their attitudes.
" It’s a machine work to reach home and then handle the chores and again sit to complete the work with all the rush that goes on. I cannot
handle it only because I reach home late. Oh my God! Its a terrible feeling to keep everyone dependent on you for food... I feel so stressed
out at the end of the day. To me, if any job offers a flexible working time, with an equivalent pay, I would resign clearly." (Interviewee C)
" Initially we did have problems with the environment ya... there is construction of a building going on next to our premises, the sound was
very disturbing, and the wind that carried the mud used to create suffocation. For now, the problem is a bit under control, so otherwise
there is no issue with the conditions at the work place. "(Interviewee F)
"I do keep quiet when am asked to raise my opinion against any issue. I wait for the majority response and then support it accordingly.
Most of my colleagues do that We have to all work together, and survive to be employed. My maturity speaks that I don't want to create any
sort of issues with anybody here." (Interviewee G)
The attitude of these interviewees affects their behavior and their performance tremendously. Where a person behaves according to the
situation, the quality of the attitudes is defined by the time. “In the context with organizations, it suggests that those who are satisfied with
their jobs, are often more energized and therefore have more put in energy to dedicate to work tasks” (George & Brief, 1996). "Satisfied
employees usually work harder and better than frustrated ones" (Ostroff, C., 1992)
Organizations have different definitions of work/ life balance, but the organizational objective is to ensure that employees feel successful
both at work and at home. Female employees placed greater value on this aspect than did male employees. Initiatives can take the form of
health and wellness support, financial support, paid and unpaid time off, and workplace flexibility. During challenging economic times,
employers may use workplace flexibility as one of their ways of reducing cost, accomplishing business goals and retaining employees. Of
employees cited flexible work arrangements among the top three benefits their employers could offer to help them cope with current or
possible increase in gas prices. HR professionals have consistently rated this element of job satisfaction lower than employees have. With
safety and security threats ranging from terrorism and violence, to public health issues currently in India, it is not surprising that employees
are concerned about workplace safety. This, in turn, may lead to greater expectations of employers to protect their workforce from major
threats (‘Employee Job Satisfaction’. Available at: www.scribd.com)
5.6 Co-Workers
8 out of 12 interviewees claim their co-workers to be their reason for being unsatisfied. As per my observations, there are groups that
belong to the same culture and share the same values, norms, beliefs, and so act and live together at the work place. Depending on the type
of position, there are some jobs where employees work predominately on their own, while other jobs involve regular collaboration with
coworkers. Regardless of job responsibilities, projects often require employees to work together to accomplish a common goal, so
teamwork skills are generally important for success. How much does the relationship with co-workers contribute to employee job
satisfaction? According to 4 out of 15 employees, this factor is very important. The research and analysis of social influence in job
satisfaction suggests that employees want what they think their coworkers want. For example, if the workplace culture is one in which
employees want authority over their projects, a new worker will feel satisfied when he is given responsibility for a project.
Do you feel lack of encouragement when deserved?
Are your fellow employees committed to doing quality work?
Do you raise your opinion when it is needed or you are likely to keep it to your self? If so, why?
Have you ever behaved in a way that others have behaved at a given situation? Is your culture, customs, beliefs valued in the organization?
"People who belong to a group, usually have a back up for their voice, their opinions, whereas when I have to comment, its necessary to
thoroughly think of others opinion, regard their suggestions and then go ahead. I cannot be myself here." (Interviewee Q
"My culture, customs and values are all regarded well here, we all share similar backgrounds, likings, tastes, and it create an easy
friendly atmosphere for me to work in. because I have very friendly and close friends working with me...no issues with that obviously.
"(Interviewee A)
" I remember relating people by the way they looked. All my friends used to remember all the co-workers by their USB. Like interviewee J,
was regarded as friendly and entertaining because he used to always smile and seemed happy... we use words like, 'the plump one', 'the
studious', 'the pet tale', 'the fevicol' and so on." (Interviewee G)
“ I am not apart of any specific group or something. I have my own good friends, who do support, guide and motivate me all the time.
That's what is needed. I cannot ill-treat other coworkers just because they are from a different culture, that's really stupid. I believe in
giving your best, share love and respect for each other's backgrounds. In the end, we are all working for a same motive." (Interviewee D)
" I am not fluent enough to communicate in Hindi, because I come form the south, where Hindi has never been spoken as a regional
language. I have heard comments over my accent; I haven't felt bad over it. It shows their dignity and I accept them the way they are.
"(Interviewee})
" I can leave right now, if I am surrounded with people who can chill their heads a little. You know what, their middle names are
‘Judgmental’. I feel hungry too quickly, I love to eat, but its something very silly for my co-workers. I get very disturbed and annoyed by
their comments. "(Interviewee K)
"I do not appreciate it when a co-worker is flirting with you, or being nasty about everything that comes up in a conversation...Our
National Pledge says tat all women have to be respected... we are here to work for a goal, keep it as clean as you can... its really unsafe to
work even a little late here." (Interviewee G)
Culture plays a very important role here in the formation of the attitudes. People in India come form variety of diversified backgrounds and
have been inculcated with their own values, thoughts, beliefs and norms. The relationship with co-workers is simply influenced majorly by
the culture that they belong to, making them comfortable to work. "Avoidance represents more short-term strategies for avoiding
dissatisfaction, such as coming to work late or leaving early, avoiding meetings or duties while at work, or deciding to take a day off
(Hanisch et al., 1998).
When employees connect with co-workers and develop personal relationships they usually are happier at work. Overall job satisfaction also
correlates with how well employees get along with their direct supervisors. Hiring managers and small business owners should look for
employees with similar backgrounds and tastes as their current staff, and hire those who'll easily fit into the current company culture.
“Respect, sharing and loving is a part of the Indian culture. These are values, beliefs, and assumptions learned in early childhood that
distinguishes people in one society from those in another” (Hofstede, 1991). There are employees who feel neglected because of them not
being a part of the cultural groups. They 'come to the job, do the work, and leave’ (Interviewee C). Infact, they mentioned to have more
supportive employees. Hence they hold the attitude of being satisfied but ‘unhappy’ with their job.
5.7 Performance Appraisal (Opportunity For Advancement)
As mentioned earlier, employees were asked how certain factors have affected their sense of job security since the recession. Employees
indicated that their professional abilities/skills and the importance of their job to their organization's overall success increased their sense of
job security. Employees with less of job tenure indicated that this aspect was more important to their job satisfaction than did employees
who had been with their organizations for more years. It is not surprising that employees who are relatively new to their organizations
placed greater value on career advancement opportunities than did more tenured employees.
Acknowledging employees' performance through praises, awards and incentives is believed to be a cost-effective way of increasing
employee morale, productivity and competiveness. It is a commonly held belief that employees will feel more committed to an organization
if they believe that their efforts are valued. This is even more relevant during challenging economic times, when employees are expected to
do more with fewer resources (‘Employee Job Satisfaction’. Available at: www.scribd.com).
Do you receive recognition or praise in any form at your work ? Do you have the opportunity to do what you best do every day?
Do you get the motivation to actively participate and raise your ideas in the functions? Are your opinions taken into account?
On what basis would you evaluate yourself in terms of your performance?
"I do get judged by my supervisor, and its unto him to recommend me for a higher position. Top management always has record of the
performance statistics of the employees in the end, they review these, and make a choice for the promotions. So I am sure in some way or
the other, if today I perform well, my supervisor is going to notice and provide me with what I deserve. I believe in performing with
perfection throughout." (Interviewee E)
" Yes. My manager keeps a track of everybody's performances, he gives us the task in which we are good ..." (Interviewee B)
" My manager always comes and greets me for my performance, if I have done well of course, so that is what brogans light into my job,
when I am really stressed and I feel like giving in more because I feel there will surely be an advancement to my job."
"First of all, belonging to IBM itself is an honor, and as per career advancement, yes, it does matter a lot. Because if I am a dedicated
employee, I, would want to work even more for my organizations productivity, for that purpose, I would want to grow higher and
higher" (Interviewee D)
" For me, individual as well as organizational advancement is important in order to excel in the industry, it benefits both at last. I am proud
to be a part of IBM, because I get recognition for my work through all ways. My opinions are taken into account, I am heard by.
Eventually, with a good performance will come a higher responsibility and a greater opportunity to excel and my manager does take care of
that and guides me to progress consistently." (Interviewee K)
" Come what may, my manager never appreciates my work. I give my best performance and try finishing it before the target deadline. I
assumed him to have personal grudges, or misunderstandings. Although I am patiently waiting for an opportunity to prove my potentials to
my manager" (Interviewee F]
Here, the attitudes have been formed on the basis of inferential beliefs, direct behavioral observations, culture, societal norms, and
personalities of the employees themselves. Employees are more satisfied with their current job if they see a path available to move up the
ranks in the company and be given more responsibility and along with it higher compensation (‘What are the factors affecting Job
Satisfaction?’ Available at: http://smallbusiness.chron.com). Many companies encourage employees to acquire more advanced skills that
will lead to the chance of promotion. A supervisor should map out a path showing an employee a track to advancement within the
organization. Employee goal-setting is also an important part of an employee appraisal or bonus program because without goals,
achievement is not easily measured.
5.7.1 Weakly Stated Or Unreasonable Goals
“Employees need to know what is expected of them in order to focus their efforts on the most important tasks they have been assigned.
Managers also make the mistake of assigning goals that are unattainable. Employees become frustrated when they conclude that no matter
how hard they try, they can't reach a goal that their performance will be judged upon” (‘Things that make Job Satisfaction go down’
Available at: http://smallbusiness.chron.com).
5.7.2 Interesting Work
Employees are most satisfied when they find their work interesting. Being able to retain a certain amount of self-sufficiency allows workers
to develop their own challenges and find ways to overcome obstacles, leading to a more satisfying work experience. Challenges and
diversity consistently also keep work interesting.
5.7.3 Lack Of Career Advancement Opportunities
With career advancement come higher pay and more fringe benefits. In addition, advancing to a role with more responsibility can be
intellectually stimulating and inspiring. Employees stuck in the same job year after year can become bored, and job performance may suffer.
Supervisors need to meet with each employee annually and plan a path toward advancement. This may include recommending additional
training or education for the employee so he can handle a more complex role within the organization.
5.8 Nature Of Job And Stress
It can be rather difficult for employees to remain motivated and satisfied with their jobs when their work is not interesting, challenging or
exciting. 5 of employees indicated that the work itself was very important to job satisfaction. It has been argued that employees are more
satisfied with their jobs and find their work more meaningful when they can use a variety of skills. Similar to the 'work itself aspect, Variety
of work' includes providing employees with opportunities to work on different assignments and use different skills. Dealing with a
workload that is far too heavy and deadlines that are impossible to reach can cause job dissatisfaction for even the most dedicated employee.
Falling short of deadlines resulted in conflict between employees and supervisors and raises the stress level of the workplace. Many times,
ineffective management and poor planning cause this environment. The office operates in a crisis mode because supervisors don't allow
enough time for employees to perform their assigned tasks effectively or because staff levels are inadequate.
Are there any task-related issues?
Do you have any time-limit issue?
Is your work stressful?
" We have to submit our related task like I have to wait for the data from the other departments and then review it and forward it further.
As long as I don't receive the complete data on time, I cannot start my work. Every week this creates, a pressure on my mind, thinking only
about the tasks to come on time.. My supervisor doesn't accept the blame to be on other co-workers.. According to him, my only
responsibility is to finish it on time I have to handle issues with them to provide it on time. It creates lot of stress." (Interviewee D)
"I wish I had a job where there were no deadlines after every 4 days. It's a constant torture. There is no bit of ease or flexibility provided...
every Thursday is a pressure on head. Its so dull to work at such circumstances" (Interviewee L)
"I've been working at IBM for over a year now, and I have to say that the job is much better than I'd expected it to be when I first applied. It
is actually a job, which requires a certain level of skilL.all the procedures and policies are sometimes annoying and frustrating, but in the
end, there's always a reason for them and it's usually a good one. And all the people I've ever worked with follow the procedures, so there
seems to be a general acceptance of them." (Interviewee G]
"I like the deadlines that come up every Thursday u know... they are like a challenge to me. I believe in competition and this job is perfect
for me because I can compete with myself every week and keep a record of my performance. I like challenges. In fact my colleague and I
get excited to work at it as better as we can with the previous performance and enjoy the moment of finishing it before time.. Its fun to me
" (Interviewee H)
"The nature of the job is very well organized by the entire organization. It makes the employees to be focused and creates a spirit of
energetic competition all the time. I have learnt so much out of this job. I have recognized myself. I always want to be at such a
job" (Interviewee E)
"There is a lot of stress in the job and you have to work fast and make sure you do stuff right." (Interviewee D)
"It's like there are unlimited tasks waiting for you to do and you can never take a break during the working time. " (Interviewee K)
5.8.1 Low Stress
Employees who feel continuous stress and pressure to perform at work may develop apathy, fatigue, muscle tension, headaches, substance
abuse problems and high blood pressure. Job satisfaction increases when employees can enjoy a stress-free environment in which they
know they're appreciated and they're not in fear of losing their jobs if they make a mistake. Workers can employ techniques to take care of
themselves, such as eating a healthy diet, eliminating negative thinking and resolving conflicts as they arise. The management of any
company has difficulty keeping every employee happy all the time. Job satisfaction has a number of components, including both financial
and personal factors.
5.8.2 Excessive Workload
Employees at IBM want to be kept busy, but they resent being assigned a workload that cannot be completed during the course of a normal
business day, Having to stay late or work on weekends on an ongoing basis can result in a decline in morale, as employees resent not being
able to spend s much time with their families as they formerly did. In extreme cases, employees can reach a state of exhaustion that causes
them to look for a job with another, more reasonable, company.
“Behaviors such as being late or absent, quitting, thinking about retirement, and reducing work effort may fit into two broader families of
job withdrawal and work withdrawal. They defined job withdrawal as a set of behaviors intended to remove the worker completely from
both the organization and the job; examples include quitting or deciding to retire” (Hanisch & Hulin, 1990,1991; Hanisch, Hulin, &
Roznowski, 1998)
“According to the Five Factor Model of Personality and Job Satisfaction, five personality characteristics have a major impact on job
satisfaction. These traits are neuroticism, extraversion, and openness to experience, conscientiousness and agreeableness. Neuroticism is the
only one of the five directly related to lack of job satisfaction. The more neurotic an individual, the less likely he will be satisfied on his job.
On the other hand, people who have a high degree of any of the other four traits have a better chance of being satisfied on the job” (‘The
Job Characteristics and Theories of Job Satisfaction’. Available at: www.smallbusiness.chron.com).
6. CONCLUSION
6.2 Introduction
The objective of this dissertation was to examine the effectiveness and consequences of attitudes in employee job satisfaction at IBM.
Chapter 1 gave a general introduction, offering some insight into the structure of the dissertation and underlining the major elements. Next,
Chapter 2 provided a literature review on the central concepts of formation of attitudes, importance of studying attitudes as a subject,
perceptions, and attitude-behavior relationship along with the factors that have been identified in the previous researches. It also introduced
the background of IBM in Pune, India. Chapter 3 discussed the research methodology and identified the interviewees in the organization.
Chapter 4 described the findings by transcribing and articulating the personal narratives of the interviewees. Chapter 5 then juxtaposed the
personal narratives and literature review in order to draw out and analyze the major themes.
6.2 Key Findings
The research reviewed found that the contributions of affect and cognition to overall evaluation vary with the attitude object and as a
function of individual differences. Research has continued to explore the role of attitude strength, revealing again the problematic,
multidimensional nature of this aspect of attitudes. In spite of that, some interesting conclusions emerged: It was observed that the strength
of attitudes differs over the life cycle, with greatest strength being displayed in mid-life, here, employees at the age from 23-35. Strong
attitudes were found to be associated with more accessible beliefs and, more prone to change. New attempts to understand attitudinal
ambiguity and explore its implications were also reported. The research reviewed found that the contributions of affect and cognition to
overall evaluation vary with the attitude object and as a function of individual differences. Research has continued to explore the role of
attitude strength, revealing again the problematic, multidimensional nature of this aspect of attitudes.
Based on the interviews, the key findings for this dissertation are:
(1) The three main drivers influencing the formation of attitudes on the basis of Indian perspective are culture (individualistic and
collectivist), past experiences, social responsibilities. Social responsibilities turns out to be a unique new aspect since many of the
employees perceptions are based on or formed by the responsibilities and norms that they have to follow In the society. More than personal
belief, they are more likely to hold their attitudes on the basis of what the society expects them to believe. Nonetheless, the convergence of
values can be accelerated or may be slowly progressing due to few of the Indian background and conditions, such as the economy, the
politics, the overall situation that affects everyday lives and affects how they develop and what are their ambitions and plans in the near and
the far future. Working individually and trying to achieve better results than others are two of the main characteristics of the people here.
(2) Most of the employees were dissatisfied with the pay, nature of the job, working conditions and disrespect from co-workers and
supervisors or managers. Where as, they were satisfied with job recognition, performance appraisal and advancement opportunities.
Moreover they were satisfied and happy with the organizational factors, whereas they were majorly dissatisfied with the entire working
environment. People are looking for opportunities to evolve, to be innovative and stimulate their creativity
(3) Here, attitudes are majorly formed through direct observational behavior and past experiences. There was not much effect or influence
of 'stereotypes' perspective within any employee. (4) There was a relative positive relationship between the attitudes held and the behavior
conducted within most of the employees. Also, that at certain cases the employees' behavior had a major impact of culture, where they
behaved according to the societal norms and the expectations that were raised for future performance. It can be concluded that, India
consists of a background where employees give priority to their families first than their own desires, which influences the formation of their
attitudes and satisfaction towards the job. Also, most of the employees were mentally disturbed and depressed due to their dissatisfaction.
Stress was an issue that revealed the cause of their attitudes held towards the company policies and their work overall. This in turn affected
their performance, relationship as at work, and less efficiency for the organizational functions.
This research being done in India and where the problem of recession existed could explain the difference. Since most of these employees
are sensitive to reward satisfaction be it pay or promotion it shows that during hard times faced now due to recession everyone is in need of
money and it does not have to mean just that people who work for money or to be promoted is the ones that do not exert maximum effort.
In this study, employee's perceptions towards their career prospects in IBM were mainly examined. Through analyzing women's
perception, several problems, such as discrimination, disrespect low level of satisfaction and job motivation were identified. These problems
existed because of the influence of Indian culture and their management systems, which made women employees, feel uncomfortable in
working at IBM. They were willing to quit the job and find another one in local companies of Pune for better pay, career advancement and
promising career prospects. This research has revealed that society on a large-scale influences employees perception.
Pay and respect were proven to be the most important motivator in this case study. Pay was also one of the major factors responsible for the
employees to leave the company. Pay should not be slashed drastically as it could be de motivating. What you pay the employees is what is
given in return in terms of the performance. As has been quoted by Dave Stein, "sales people will do what you pay them to do" (Stein,
2008). Referring to the findings, job security affected all the interviewees. . The study based on the conceptualizations of job insecurity and
literature indicate that perceptions of threats to continue employment or the compromise and pressure to tolerate the unsatisfying aspects
have important empirical associations with an employees' job attitudes, attitudes and behavioral orientations towards the organization.
This was mainly due to the background of the interviewees and their needs.
6.3 Limitations
No research is complete without admitting the limitations that was faced while conducting a study, which will contribute to present learning.
This study too like the others have certain constrains which has been discussed below. Even though qualitative research method was
selected to derive apt results about employees' beliefs, it limits the derivation of accurate results. If quantitative methods were used, the
nature of the findings would have been exact and interpretation would be less subjective. As a recruit, I was limited in my skills and
experience to collect data through in-depth interviews and analyzing them. If I was more experienced, then a more interesting and deeply
related data would have been found.
The first restriction is that the chosen sample size is small and hence not adequate enough to make a definite proposal. Time was an
additional large concern in this research. In the brief duration of only three weeks, it was not possible to cover the varied sections of the
organization. As a result, the data submitted is less in comparison to what this research has highlighted.
The research also focuses on the age group between 21- 32 years, which limits the inflow of different viewpoints that could have been
considered for final evaluations. Due to such reasons an overall view in regard to different age groups couldn't be concluded. Probably, if
an older generation were taken into consideration then a completely diverse perspective could have been assumed.
Moreover, it cannot be assured that the respondents put across their feelings in the truest of the manner as their impression or beliefs
regarding job or over a particular issue is influenced by various aspects such as family, religion, fellow mates, colleagues, surroundings,
friends' circle etc. This hinders the progress of the research to be conducted in an absolute authentic manner. Even though the choice of
qualitative research has provided the most appropriate results for this particular research, it limits the estimation of the accuracy of the
results. Had it been quantitative in nature the results would have not been on approximate terms rather it would have been less subjective
and more exact.
Also despite being an Indian myself, as a novice researcher I was limited in my skills and experience in conducting the in-depth interviews
from with the help of which the proposed results were arrived upon.
6.4 Future Research
First of all, to have deeper investigation, other organization in this specific industry within the same size should be selected, as it can show
the real management situation of the company and the exact hierarchical pattern of employees. Secondly, a comparison between male and
female employees at IBM and local employees can be made in the future to see whether there are any distinct differences between them.
As suggestions for future research, reproduction and expansion of the same study should be made by doing a comparative analysis study of
the employees' perceptions towards job satisfaction between a developed country and a developing country like India. This would serve to
bring clarity to this research conducted by the author. Furthermore as this study has focused its research only on employees within the age
bracket 21-32 years, future research can be undertaken targeting different age groups in India which would probably bring to light different
perceptions regarding the topic in hand.
The usage of focus groups in future studies could also aid in obtaining consumers thoughts and beliefs from varied angle, hence apart from
the conducting semi-structured interviews for understanding the employees' perception, focus group as a data collection method seems very
beneficial. Apart from qualitative research, a quantitative research can be carried out to test effectiveness of employees attitude towards job
satisfaction has, by statistically analyzing its performance. Also, 'intentions' can be studied to understand the relationship between attitude
and behaviors. 'Intentions' as a topic can provide detailed explanation on whether an employee's behavior is involved by his attitude.
The same research design could be used to conduct a similar kind of study in different national contents as every country has its own set of
cultural values and hence distinctive thoughts would surface and it would be interesting to observe what attitude and beliefs influence them.
Greater insights on the relationship between employee attitudes and business performance will assist HR professionals as they strive to
enhance the essential people side of the business in a highly competitive, global arena.
71
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83
8. Appendix
( Interviewee J)
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