Can organizational performance be enhanced by employee’s job satisfaction in India?

Harnam F. Madan

Doctoral Student, Management Development Institute, Gurgaon, India

Anil Sadat

Professor of Finance & Accounting, Management Development Institute, Gurgaon, India

Abstract

The aim of this paper is to examine the impact of job satisfaction by measuring organizational performance based on private sector in India, employee behaviour is very crucial for the organization. Whilst employees are satisfied to their job then it facilitates them to motivate their job, as a result, organization can get extra -ordinary result from them. Consequently, most of the researcher want to pick out this topic to discover the job satisfaction and its relationship with organizational performance. The focal point in this study is to discover which type of satisfaction (intrinsic or extrinsic) employee more expect from organization. In addition, this research additionally identifies the job satisfaction based on gender, age categories and position of the job sector. Further, this research also spotlights what kind of events satisfy employees on their job and evaluation why employee live or leave from the organization. For the current research, researcher is engaging in precise field survey using questionnaire (primary data) from several group of employees like top level manager, middle manager, supervisor and support stuff and so on. From the detailed analysis showed that there is a strong positive relationship between employee job satisfaction and organizational performance. At the same time, analysis showed that “remuneration” and “promotion” are the two crucial factors of job satisfaction these are closely related with job satisfaction. Consequently, based on overall research findings can say that there is a strong positive relationship between employee job satisfaction and organizational performance. So, companies can improve their functioning by encouraging employees’ spirituality in the workplace.

 

Keywords

Job satisfaction, Factors of job satisfaction, reward, organizational performance.

To cite this article

Madan, H. F., & Sadat, A. (2017). Can organizational performance be enhanced by employee’s job satisfaction in India?, International Journal of  Management, and Social Sciences Review (IJMSSR). Vol. 1, No. 2, pp.71-79. Doi:10.5281/zenodo.2648513

 

Copyright

Copyright © 2017 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

 

References

  1. Gazmararian Ashmos, D. P., & Duchon, D. (2000). Spirituality at work: A conceptualization and measure. Journal of Management Inquiry, 9(2), 134–145. [CrossRef] [Google Scholar]
  1. Ayranci, E., & Semercioz, F. (2011). The relationship between spiritual leadership and issues of spirituality and religiosity: A study of top Turkish managers. International Journal of Business and Management,6(4), 136–149. [CrossRef] [Google Scholar]
  1. Chawla, V., & Guda, S. (2010). Individual spirituality at work and its relationship with job satisfaction, propensity to leave and job commitment: An exploratory study among sales professionals. Journal of Human Values,16(2), 157–167. [CrossRef] [Google Scholar]
  1. Daniel, J. L. (2010). The effect of workplace spirituality on team effectiveness. Journal of Management Development,29(5), 442–456. [CrossRef] [Google Scholar]
  1. Delgado, C. (2005). A discussion of the concept of spirituality. Nursing Science Quarterly,18(2), 157–162. [CrossRef] [Google Scholar]
  1. Duchon, D., & Plowman, D. A. (2005). Nurturing the spirit at work: Impact on work unit performance. The Leadership Quarterly,16, 807–833. [CrossRef] [Google Scholar]
  1. Fox, M. (1994). The reinvention of work. San Francisco, CA: Harper. [Google Scholar]
  1. Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly,14(6), 693–727. [CrossRef] [Google Scholar]
  1. Giacalone, R. A., & Jurkiewicz, C. L. (2003). Right from wrong: The influence of spirituality on perception of unethical business activities. Journal of Business Ethics46, 85–97. [Google Scholar]
  1. Gortner, H. F., Mahler, J., & Nicholson, J. (1987). Organization theory: A public perspective. Chicago, IL: Dorsey Press. [Google Scholar]
  1. Greenleaf, R. K. (1991). The servant as leader. Indianapolis, IN: The Robert K. Greenleaf Center. [Originally published in 1970, by Robert K. Greenleaf. [Google Scholar]
  1. Guillory, W. A. (2000). The living organization: Spirituality in the workplace. Salt Lake City, UT: Innovations International, Inc. [Google Scholar]
  1. Gull, G. A., & Doh, J. (2003). The “transmutation” of the organization: Toward a more spiritual workplace. Journal of Management Inquiry,13(2), 128–139. [CrossRef] [Google Scholar]
  1. Heschel, A. J. (1955). God in search of man: A philosophy of Judaism. New York: Farrar, Straus, & Cudahy. [Google Scholar]
  1. Jurkiewicz, C. L., & Giacalone, R. A. (2004). A value framework for measuring the impact of workplace spirituality on organizational performance. Journal of Business Ethics,49(2), 129–142.[Google Scholar]
  1. Klenke, K. (2003). The S factor in leadership education, practice, and research. Journal of Education for Business,79(1), 56–60. [CrossRef] [Google Scholar]
  1. Komala, K., & Ganesh, L. S. (2007). Individual spirituality at work and its relationship with job satisfaction and burnout: An exploratory study among healthcare professionals. The Business Review, Cambridge,7(1), 124–129. [Google Scholar]
  1. Krishnakumar, S., & Neck, C. P. (2002). The what, why, and how of workplace spirituality. Journal of Managerial Psychology,17(3), 153–164. [CrossRef] [Google Scholar]
  1. Lazar, A. (2010). Spirituality and job satisfaction among female Jewish Israeli hospital nurses. Journal of Advanced Nursing,66(2), 334–344. [CrossRef] [Google Scholar]
  1. Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology(pp. 1297–1349). Chicago, IL: Rand McNally. [Google Scholar]
  1. López, L. H., Ramos, R. R., & Ramos, S. R. (2009). Spiritual behavior in the workplace as a topic for research. Journal of Management, Spirituality & Religion,6(4), 273–285. [CrossRef] [Google Scholar]
  1. Martin, A. J., Jones, E. S., & Callan, V. J. (2005). The role of psychological climate in facilitating employee adjustment during organizational change. European Journal of Work and Organizational Psychology,14(3), 263–289.[CrossRef] [Google Scholar]
  1. Milliman, J., Czaplewski, A. J., & Ferguson, J. (2003). Workplace spirituality and employee work attitudes: An exploratory empirical assessment. Journal of Organizational Change Management,16(4), 426–447. [CrossRef] [Google Scholar]
  1. Mitroff, I. I., & Denton, E. A. (1999). A spiritual audit of corporate America: A hard look at spirituality, religion, and values in the workplace. San Francisco, CA: Jossey-Bass. [Google Scholar]
  1. Pawar, B. S. (2009). Individual spirituality, workplace spirituality and work attitudes: An empirical test of direct and interaction effects. Leadership and Organization Development Journal,3(8), 759–777. [CrossRef] [Google Scholar]
  1. Petchsawang, P., & Duchon, D. (2009). Measuring workplace spirituality in an Asian context. Human Resource Development International,12(4), 459–468. [CrossRef] [Google Scholar]
  1. Rego, A. R., & Pina e Cunha, M. (2008). Workplace spirituality and organizational commitment: An empirical study. Journal of Organizational Change Management,21(1), 53–75.  [CrossRef] [Google Scholar]
  1. Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Thousand Oaks, CA: Sage. [Google Scholar]