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EMPLOYEE JOB SATISFACTION WITH THEIR RESPECTIVE JOBS IN SRI
LANKA – A THEORETICAL REVIEW
1
SMBM Assam
2*
M.F. Hibathul Careem
3
A.R.M Arshard
4
M.S.M Imthiyas
1
Mohamed Siraju
1
Eastern University, Sri Lanka, Chenkalady, Sri Lanka
2
Uva Wellassa University of Sri Lanka, Badulla, Sri Lanka.
3
Amana Bank PLC, Sri Lanka
4
South Eastern University of Sri Lanka, Oluvil, Sri Lanka.
*Corresponding author : hcareem@gmail.com
https://doi.org/10.5281/zenodo.14603110
Abstract
Job satisfaction is also an important factor since it determines organization performance
as well as employee turnover rate and several other factors that affects workplace. The
present study aims at presenting the theoretical analysis of the factors influencing the job
satisfaction of the employees of Sri Lanka, the South Asian developing country with unique
cultural, economical and social environment. The review also focuses on the impact of the
intrinsic motivation by using job contents, organizational recognition, and career
advancement opportunities together with the extrinsic motivation by using monetary
rewards, work-family balance and work environment of employees. Further, Sri Lankan
cultural values, organizational culture and/or economic characteristics that might influence
employee satisfaction level are discussed.
The study pays attention to expectations and satisfaction levels of employers. Moreover,
it explores outcomes of economic transitions such as globalization, technological changes and
the labor market in the context of the country. The review also pulls together best practice
research activities in order to specify various factors that could be useful for organizations to
implement in an effort to boost the levels of employee satisfaction and production within such
setting. The suggestions made here are intended to help policy maker/organizational
decision-makers interested in enhancing employees’ quality of working life and
organizational commitment in Sri Lanka.
The future directions for research are also presented, consisting of a call for quantitative
analysis of the micro trends by sector and the relationship between generation change and job
satisfaction in the Sri Lankan labor market.
Introduction
This chapter provided a general overview of the idea of job satisfaction and the variables
that affect it. In essence, hypotheses that explain various facets of job satisfaction are
originally presented. Then, it is evaluated what has been determined to be the primary
predictors of work satisfaction. Additionally, a review was done on the connection between
organizational commitment and work satisfaction. The chapter also assesses the outcomes of
empirical research on the issue under consideration. This has also influenced how
development officers in different divisions feel about their jobs, which has significantly lower
work satisfaction among employees.
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Employee satisfaction with their jobs should be taken into consideration in order to
satisfy customers and external stakeholders, making employees the company's most
significant strategic resources and asset. Employee loyalty to the organization and
organizational performance should rise as a result of effective human resource management
techniques (Li et al., 2017). Because job satisfaction is a series of employee perceptions that
will affect employee attitudes and behavior while working, it is also important to employee
commitment to work, ensuring employees do their best to achieve company goals (Cherif,
2020). Human Resource Management (HRM) practices play a role in building a proper
interrelationships relationship between the establishment and employees. Conferring to
Skelton et al. (2019), job satisfaction may be categorized into three (three) primary
categories: intrinsic satisfaction, extrinsic satisfaction, and complete satisfaction. The task's
nature affects intrinsic pleasure, which is correlated with sense of control, self-confidence,
accomplishment, and self-esteem. Extrinsic pleasure focuses more on individual comparisons
and refers to the task's nature as it relates to employee happiness in the workplace, as well as
positive feedback from superiors, acceptable benefits, good pay, and prospects for
advancement. According to Ezzat & Ehab (2018), overall satisfaction refers to employees'
overall contentment with their job and is determined by both internal and external
satisfaction.
According to Singh & Onahring (2019), job satisfaction is characterized as an
individual's emotional orientation toward their present job position and is linked to their
conduct at work, which expresses sentiments of happiness or unhappiness at work.
Accordingly, it can be concluded that the challenge that must be overcome is the
organization's ability to win by increasing the satisfaction of overcome the challenges on the
global era. Job satisfaction can improve service quality, work performance, external
stakeholder satisfaction, organizational engagement, and organizational citizenship behavior.
Employee commitment and turnover rates are closely correlated, so it is hoped that the
company will have a low turnover rate as well with an increase in job satisfaction for
employees, among others with respectable wages, stable work, interpersonal relationships,
and easy access to benefits (salary, sick leave, and social security) (Ezzat & Ehab, 2018;
Ahamed, Niyas and Rifky, 2018). The formulation of the problem in the present paper is to
gain an understanding of what factors might impact job satisfaction so that in the future the
workplace can optimize employee job satisfaction. This formulation of the problem is based
on the studies on job satisfaction mentioned earlier.
Job satisfaction
According to Herzberg's the theory (Franczukowska et al., 2021) both internal and
extrinsic motives might have an impact on job satisfaction. When analyzing employee job
satisfaction, different studies use different methods. Ezzat & Ehab (2018) and Luz et al.
(2018) analyze the results of their studies based on the job satisfaction of pay and
promotions, the degree of comfort that employees have with their colleagues and superiors,
and the capacity of duties that they are given. Emphasis on the impact of leadership style is
another aspect that influences job satisfaction. Thus, it is believed that a more positive
emotional state would boost job satisfaction and will produce employee happiness as
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employees are expected to form high-quality connections with their supervisors
(Franczukowska et al., 2021).
According to Robbins & Judge (2013), job satisfaction is a good attitude toward one's
work as a result of analyzing its qualities. The findings of the study (Barkhuizen & Gumede,
2021 ; Imthiyas and Arshard 2024; Careem, 2019) indicate that job satisfaction is a function of
how much employees like or dislike certain parts of their employment. The amount of
enjoyment from pays, management's support, prospects for advancement, the workplace
environment, organizational culture, coworkers, and tasks completed all contribute to job
satisfaction. Employees' opinions of the effectiveness, rules, and general procedures of human
resources inside the organization itself can also be considered when determining job
satisfaction.
Theories related to Job Satisfaction
The primary goal is to create three degrees of trust inside the workplace. Building trust,
leadership, and choice are these things (Li, 2008). According to Wiewiora et al. (2010), the
idea of trust will have an impact on organizational elements as well as the link between trust.
Furthermore, that organizational trust influences job satisfaction related to involvement.
Without information on working circumstances and professional growth aspirations, job
satisfaction cannot be fully appreciated (Olaskoaga-Larrauri et al., 2020, Arshard and
Imthiyas, 2024). It has been examined what psychological conditions are fundamentally
necessary for instructors to feel professionally satisfied. According to several research, feeling
competent in one's line of work is essential for the growth of decision-making autonomy and
job satisfaction.
Two Factors Theory
Herzberg addressed the problem of job satisfaction in terms of those factors which cause
satisfaction (motivators) and those which cause dissatisfaction (hygiene). Ozsoy (2019)
summarizes a theoretical analysis of Herzberg's Two Factor Theory of Job Satisfaction. For
instance, Ozsoy (2019) emphasized the requirement for a reliable measuring instrument
capable of testing Herzberg's Two Factor Theory across populations and cultural contexts.
According to Ozsoy (2019), it is more difficult to compare the empirical results of all of these
studies because each one used a different methodology to examine Herzberg's Two Factor
Theory. The theory should next be evaluated on various sample populations, ideally by
contrasting the low, medium, and high-income profession groups, most likely within the same
nation. As motivation and job satisfaction are closely related to personality traits, Ozsoy
(2019) recommended that one of the other important factors that needs to be taken into
account in future research is to examine the differences in personality traits of the
participants involved in the research.
Hierarchy of Needs Theory
ple have a variety of demands because of their biological, psychological, and social
composition. These requirements, which might differ from person to person, proceed in a
hierarchy from fundamental physiological demands to higher-level social and psychological
needs. The "Hierarchy of Needs Pyramid" was made possible by Maslow's Hierarchy of Needs
Theory, which is in the forefront of the most significant studies about motivation.
Physical
needs:
must be met. Other requirements will not materialize to a significant degree if they are
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not partially addressed. It is difficult to claim that among individuals and society that have not
satisfied their mandatory requirements, freedom and democracy, fine art, good music, and
sports are in the manner they should be (Maslow, 1954).
Safety needs:
Despite the fact that physiological demands are mostly met, additional
needs that fall under the category of safety needs develop (Maslow, 1954). These include
protection from harm, self-assurance, and a lack of fear (Daft, 2013).
The desire for love, commitment, and belongingness
emerges once the physiological
demands and safety needs have been completely satisfied. Maslow argues that humans are
social beings at this point in the theory (Stephens, 2000).
Figure 1
. Maslow’s Hierarchy of Needs Pyramid (Gargasz, 2010).
Esteem needs:
come in two different varieties. The first is the desire to be regarded and
valued by others in relation to one's reputation, including status, acknowledgement, and
praise. The other is the requirement for self-appreciation and self-esteem, which includes
traits like talent, achievement, independence, and self-confidence (Maslow, 1954; Griffin,
2013).
Self-Actualization needs:
The person will still feel restless and unsatisfied even if all
the requirements at the other levels of the hierarchy are met. People should act in accordance
with their own capabilities because of this. A musician should practice music, an artist should
practice their craft, and a writer must create in order to be content. A person ought to be
whatever they are capable of becoming (Maslow, 1954).
The Expectancy Theory
Expectancy is characterized as a conviction that a particular activity will result in a
particular outcome. In the 1930s, American psychologist Edward C. Tolman developed the
Expectancy Theory. The expectation the theory has potentially significant ramifications for
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employee motivation. By changing an individual's effort-to-performance expectation,
performance-to-reward expectancy, and incentive valences, the model offers guidance for
boosting employee motivation. The next paragraphs discuss a number of realistic applications
of expectancy theory (Greenberg, 2011).
Equity Theory
Although Equity Theory is a theory of motivation, it has important components related
to pleasure and discontent. The purported input-output balance is what determines
contentment. Education level, knowledge, aptitude, skill, commitment, responsibility, age, and
effort are examples of inputs. Performance, salary, favorable working circumstances, work
insurance, advancement, recognition, position, and prospect are examples of results. As
substantiated by Adams (2003), the tenets of this theory are also important factors in
determining job satisfaction. A variety of prominent concerns, including CEO compensation,
equal value, and equivalent worth, are covered under equity theory. Adams (2003) claimed
that perceptions of fairness among the others, rather than the amount of compensation, are
more important in determining contentment. Equity is therefore rarely accepted, and people
often respond to unfairness by exerting less work on their own, demanding more equitable
treatment, and looking for new job (Adams, 2003, Careem, 2021).
The factors related to Job
Job security:
It's critical that a person feel safe and secure in their place of employment. Job pleasure
is not sparked by qualities like sensitivity, fragility, and powerlessness. Effective
communication and good working relationships with superiors and subordinates, a safe
working environment, the safety of the machines, equipment, and other devices that people
use for production and manufacturing, the availability of incentives and benefits, and a good
salary that is commensurate with the performance of job duties are all factors that affect job
security. The degree of job security is inversely correlated with overall work satisfaction
(Hong, Hamid, & Salleh, 2013).
Pay:
Wages and salaries are important factors for job satisfaction. Money not only helps
personnel attain their basic needs but also instrumental in providing upper-level needs
satisfaction (Luthans, 1992).
Motivation pays:
There is a significant connection between motivation and pay
satisfaction. Workplace motivation is thought of as an intangible, internal concept that should
lead to performance and satisfaction. Prior to their free agency, a study of players on a big-
league baseball club was done. According to equity theory, those who received inadequate
compensation choose to reduce their performance and exhibited lower motivation (Ambrose
& Kulik, 1999).
Communication pays:
A study was conducted on ten corporate locations which found
that when managers and employees have two-way communication, their perception of pay
equity was higher than the other group where there was no communication. Even though
both groups were paid almost the same as the first group, the first group felt that they were
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equitably paid while the second group had the perception that they were underpaid
(Huseman & Hatfield, 1990).
Performance and pay:
The study also discovered that current pay level and earnings
potential, two demographic factors, may have an impact on an individual's view of equitable
compensation (Carrell & Dittrich, 1978).
Work Itself:
“The Motivation to Work” was published in 1959, evidence has been accumulated that
the work itself plays a significant role in attaining job satisfaction. Employees' knowledge and
awareness about these traits and elements can help them work more efficiently and have an
impact on factors like job satisfaction, absenteeism, motivation, and so on (Kumari, Joshi, &
Pandey, 2014).
Supervision:
The behavior of the supervisor plays an important role with regard to
employees’ reactions to a problematic event. It was showed that the employees who
perceived their supervisor as more approachable and responsive were more likely to voice
their concerns (Herzberg 1959). Within the firm, the employees depend on their supervisor
for management, direction, and guidance.
Promotions:
Promotion possibilities involve the availability of advancement
opportunities. If people think that they will not have much promotion possibilities, they may
be affected adversely. The aspiration to be promoted emanates from the desire for social
status ,psychological growth and desire for justice .Therefore management should
commemorate that promotion furnishes a positive motivating tool in ensuring that the
employee attains goals at a higher level.
Peers:
Interaction with peers is an important factor in job satisfaction. A study in an
auto mobile industry demonstrated that isolated workers disliked their jobs. Similarly, it was
found that only 43 percent of the “isolates” in work groups were highly satisfied with their
jobs (Feldman & Arnold, 1985).
Working Conditions:
Providing good physical working conditions (e.g. cleanliness of
the working place, lightning, adequate tools and equipment) enables employees to carry out
their jobs easily, comfortably and efficiently. Working conditions such as flexible time, job
sharing and shorter work weeks are quite valued by employees because they can facilitate
valued off the job activities such as pursuing hobbies (Feldman & Arnold, 1985).
Rewards:
When the employees use their total effort and performance to achieve the
organizational goals and objectives, the organization rewards them appropriately, And then it
can help to meet personal goals. When the employee is satisfied with the rewards the final
result is they are satisfy with the job (Vroom, 1964; Careem, 2023).
Fairness of treatment:
If the employee feels that he/she is rewarded or facilitated
equally, then he/she can satisfy with their job and vice versa. In other words the job
satisfaction depends on fairness of treatment of employees in and out of the organizations
(Adams, 1965)
Conclusion
In the context of the current Sri Lankan ‘working environment’ employee perceptions of
job satisfaction are further influenced by cultural aspects such as collectivism, whereby
employees pay respect to hierarchy and organizational socio-economic conditions. Factors
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like economic cycles, global trends and different generations make depth to build and oversee
the employee satisfaction.
This theoretical review therefore supports the call for organisations in Sri Lanka to take
a broad view of how jobs satisfaction could be improved. Recommendations should therefore
be based on combinations of mainly identified theories with precise context specific
adaptations. The results indicate that human resource management practices can positively
affect satisfaction and productivity through better fit between ideal and actual practice
profiles, stronger organizational identification, and satisfying inclusion experiences with
intrinsic and extrinsic motivation.
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