Discussion: Measuring Job Satisfaction

Measuring of job satisfaction: the use of quality of work life factors

Pavitra Dhamija Faculty of Engineering and the Built Environment,

University of Johannesburg, Johannesburg, South Africa Shivam Gupta

Indian Institute of Management Sambalpur, Sambalpur, India, and Surajit Bag

Faculty of Engineering and the Built Environment, University of Johannesburg, Johannesburg, South Africa

Abstract Purpose – Banking industry forms a part of financial services that has emerged itself as the most important source for India’s economic growth. Job satisfaction of employees is one of the important pre-requisites to ensure smooth functioning of banks. The purpose of this paper is to explore the association of job satisfaction with the quality of work life factors of bank employees (n ¼ 300), followed by the essential influential relationship of these concepts with socio-demographic characteristics, thereby, proving its own distinct contribution to the subsist body of literature. Design/methodology/approach – This study has considered five private sector banks in India and has used the technique of multi-stage sampling to collect primary data. The respondents from different cadres, namely, executive, associate and manager involved in customer-oriented interactions participated in this survey. The analysis has been conducted by applying descriptive statistics, regression analysis (impact of the quality of work life factors on job satisfaction) and χ2 statistics (association of the quality of work life and job satisfaction with socio-demographic variables). The results have been compared with the Herzberg Theory of Job Satisfaction. Findings – The results of the study show the presence of variance (R2 61.40 percent) in job satisfaction as explained by the quality of work life constructs. The unconducive work environment has confirmed negative association with job satisfaction. The study foresees to contribute useful information to the top management level in the organizations to enhance employees’ overall job satisfaction. Research limitations/implications – The opaqueness with which the Indian banking industry has its roots and existence in India, the present study clearly has limits: the small size of the sample and the study considered only private sector banks. Practical implications – A planned approach at organizational and individual level is highly recommended. The bank management must realize the importance of their devoted staff by giving them quality work environment. The initiatives like regular exercise routines can be adopted to reduce stress. Some respondents expressed the need for intercity branch associations, which can help them to solve common problems, better learning opportunities with an informal atmosphere along with other training sessions organized formally. Originality/value – The paper gives a theoretical explanation of the quality of work life and job satisfaction factors in the Indian private banks falling under the umbrella of Indian banking industry with respect to the employees of private sector banks. Keywords Job satisfaction, Quality of work life, Private bank employees, Private sector banks, Socio-demographic variables Paper type Research paper

1. Introduction Private banking, a concentrated form of human capital, is one of the key contributors to the Indian service sector (Kaura, 2013). With the introduction of liberalization and globalization, competition has increased manifold which has further increased the

Benchmarking: An International Journal

Vol. 26 No. 3, 2019 pp. 871-892

© Emerald Publishing Limited 1463-5771

DOI 10.1108/BIJ-06-2018-0155

Received 9 June 2018 Revised 2 July 2018

Accepted 7 July 2018

The current issue and full text archive of this journal is available on Emerald Insight at: www.emeraldinsight.com/1463-5771.htm

The researchers are grateful to the participants and acknowledge their cooperation for becoming effective respondents, and other bank officials for their permission to contact various participants for the plausible completion of this study.

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importance of customers significantly (Oly Ndubisi and Kok Wah, 2005; Fram and McCarthy, 2011; Ganguli and Roy, 2011; Kaura and Datta, 2012; Padmavathy et al., 2012). A highly motivated and satisfied employee will have positive attitude toward customers which can incite banks’ business (Colwell et al., 2008; Bedi, 2010; Ladhari et al., 2011; Shainesh, 2012; Gulati, 2015; Wong et al., 2016; Sufian et al., 2017). The improved quality of work life can enhance the job satisfaction level of employees and decrease stress, thereby, lessening employee turnover (Seiders et al., 2007; Lenka et al., 2009; Chmiel et al., 2017; Diriwächter and Shvartsman, 2018). Job satisfaction symbolizes feeling of contentment, freedom of thought, distance from stress and confident approach toward job requirements by the employees. It signifies futurist and influential concerns for employers and employees in every organization (Baumann et al., 2012; Pinar et al., 2012; Fazlollahtabar et al., 2016; Alfayad and Arif, 2017; Thies and Serratt, 2018). It has been explained as a mix of three aspects, i.e. physiological, environmental and psychological circumstances which direct an employee to react decisively in relation to overall satisfaction received from different aspects of their job (Katzell, 1975). The available theory conceptualizes job satisfaction as the quality of work life outcome that elicits comprehensive effects of a workplace on employees’ well-being. Bank employees provide heterogeneous and diverse financial services to the customers at large (Coyne et al., 2008; Karrir and Khurana, 1996; Conway and Briner, 2015; Yadav and Rangnekar, 2015; Ramanathan et al., 2016; Yadav et al., 2016; Karbassi Yazdi et al., 2017; Owen et al., 2018). Testa (2001) discussed that the concepts, i.e. quality of work life and job satisfaction are different from each other and hold individual importance in the organization. Manojlovich and Laschinger (2002) opined that different socio-demographic factors (gender, age, education, income work experience, designation and marital status) also affect the job satisfaction level and quality of work life (Dutta and Dutta, 2009; Grote and Raeder, 2009; Gomathi and Swapna, 2012; Eren et al., 2013; Gupta and Hyde, 2013; Jung et al., 2017) of employees involved in customer-oriented transactions.

The quality of work life concept has also fascinated researchers from years and has been an area of interest to psychologists and sociologist, but now it has gained momentum among scholars and academicians as well (Schalock, 1990; Sirgy et al., 2001; Back et al., 2011). The compromise that an employee does with his/her work life quality further reduces their job satisfaction (Boisvert, 1977; Ference, 1982; Poser et al., 1983; Kandasamy and Ancheri, 2009; Chiang and Birtch, 2011; Slimane, 2017). The aim for improved productivity through human assets can be achieved only when they experience satisfaction with respect to task identity (Karatepe and Uludag, 2007), goal orientation, guidance and consultancy, performance appraisal, co-workers relationships, job involvement, career development, freedom to be decisive, authority and responsibility, continuance in the same job and compensation (Berger and Vanger, 1986; Vansteenkiste et al., 2007; Deery, 2008; Singh and Gupta, 2015; Al Mehrzi and Singh, 2016; Gelard and Rezaei, 2016; Gupta et al., 2018). It is worthwhile to mention that, if the employees of any concern are satisfied in relation to their work life quality, they can certainly produce good results (Brunges and Foley-Brinza, 2014; Yuh and Choi, 2017). The study aims to identify that how different factors of the quality of work life (job awareness and commitment, perceived job motivators, perceived organizational culture, unconducive work environment, employee satisfaction and continuance) are responsible for job satisfaction (dissatisfaction) of service industry employees. The present research is limited to the employees of banking sector. It tries to understand different aspects of the quality of work life and job satisfaction in relation to Indian private sector banks. The reason for selecting Indian banking industry was that the Indian economy is substantially governed by the services provided by various banks (Gallardo et al., 2010; Sundaray and Sahoo, 2013; Van der Berg and Martins, 2013). Furthermore, the services and work life quality has evidenced a drastic change with the expansion of Indian baking industry post-liberalization including private banks

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(Heskett and Schlesinger, 1994; Rudež and Mihalič, 2007; Coyne et al., 2008; Brunges and Foley-Brinza, 2014). Private sector banks follow an innovative approach and expect technological contribution by their employees. Given this background, it has been assumed that the work culture and performance-related parameters keep on changing in tandem with changes in the external banking industry environment, thereby, increasing complexities for the employees.

Also, the present research shall be completed in three phases while covering the employees of three groups operating under the Indian banking industry, i.e. private banks, public banks and foreign banks. Likewise, there shall be a noteworthy contribution to the existing body of literature. However, this study is the first phase and has focused only private sector bank employees’ working in the pre-decided geographical scope. Now, the uniqueness of this study is that it will be carried out in phases and shall contribute a comparative analysis of all the three groups ultimately with respect to the same geographical area. Also, the selected factors of the quality of work life and job satisfaction have been chosen carefully while keeping in mind the requirements and problems of the targeted audience. In tune with the above-mentioned background, the objectives of this study are to investigate the effects of the quality of work life factors on the job satisfaction level of private bank employees; explore the association between the socio-demographic profiles and different sub-factors of the quality of work life and job satisfaction of the respondents; and to initiate a model that shows the association of different factors of the quality of work life and job satisfaction along with socio-demographic variables of bank employees. This study is an attempt to fill the existing gap with respect to the above-mentioned objectives. Although several studies (Leiter and Maslach, 2003; Karatepe and Uludag, 2007; Li and Yeo, 2011; Gomathi and Swapna, 2012; Eren et al., 2013; Belias et al., 2015) have evidenced the presence of the quality of work life and job satisfaction with various sub-factors, the consulted literature could not confirm the presence of selected sub-factors together and their importance for the bank employees. Furthermore, looking at the dearth of empirical studies, specifically the combination of the considered sub-factors of the quality of work life and job satisfaction, the study has tried to answer the following research questions:

RQ1. Do different factors of the quality of work life affect the job satisfaction level of bank employees?

RQ2. Are socio-demographic variables (gender, age, work experience, job title and salary) related to the quality of work life and job satisfaction of bank employees?

RQ3. Is there a model showing relationship between different factors of the quality of work life and job satisfaction along with socio-demographic variables in relation to bank employees?

The following section discusses the already contributed work for the quality of work life and job satisfaction in different sectors. It discusses the importance of the quality of work life to reduce dissatisfaction, improve performance, retention and employee morale. These factors have been extensively researched in literature. The current study extends the existing work while focusing only on the banking industry.

2. Literature review The extant literature confirms the contribution of several researchers who have conducted studies across industries while taking into consideration these two variables, i.e. quality of work life and job satisfaction. But, the present study adopted a strategy and focused to review studies that comprise the sub-factors under the quality of work

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life and job satisfaction selected for the present study to form a strong theoretical background to justify the gap. Some specifically chosen studies confirm that job satisfaction, as a concept, entails different meaning for different individual employees (Babin and Boles, 1996; Scandura and Lankau, 1997; Diaz-Serrano and Cabral Vieira, 2005; Ali et al., 2017). Being one of the important facets covered under human resource management, job satisfaction can be grouped with numerous features (nature of work, supervision, fringe benefits, contingent rewards, operating procedures and co-workers) that complete a job profile (Babakus et al., 1996; Hagedorn, 1996; Azeem, 2010). As appraised by Blau (1964, 1999) satisfaction related to job has been strongly researched variable in the scope of organizational behavior due to its wide prevalence in the personal as well as professional life of the individual employees. Various researchers have highlighted significance of job satisfaction and its antecedents in their studies (Smith et al., 1983; Rusbult et al., 1988; Judge and Watanabe, 1993; Sousa-Poza and Sousa-Poza, 2000; Zablah et al., 2012; Boichuk and Menguc, 2013; Kumar et al., 2013; Kumar and Pansari, 2015; Menguc et al., 2016; Mahapatra and Mahapatra, 2017). Currie and Eveline (2011) stated that job satisfaction is much more than attitude explaining ones’ internal state, either qualitatively or quantitatively. Beardwell and Thompson (2014) related positive approach toward job with job satisfaction, and negative approach toward job with job dissatisfaction. Job satisfaction is one of the key ingredients to achieve recognition, compensation and promotion to embrace a feeling of fulfillment (Oshagbemi, 1997; Karatepe and Uludag, 2007; Naim and Lenka, 2016, 2017; Rashid et al., 2016). Karin Andreassi et al. (2014) opined that the presence of enhanced salaries, enough rewards and desirable co-worker’s associations can enhance the job satisfaction level of employees. Singhapakdi et al. (2015) concluded that effective supervision and allotment of meaningful assignments increase the satisfaction level of employees whereas the excess amount of paper work, inequitable benefit packages and low remuneration as compared to their counterparts decrease their satisfaction level. Some researchers proposed to incorporate high quality in performance appraisal system with specific reference to job satisfaction because low-quality performance appraisal experiences of employees would result in lower job satisfaction and increase employees quitting intentions (Bain, 2011; Darehzereshki, 2013; Kamal and Lukman, 2017; Ibidunni et al., 2018). Job satisfaction is the appropriateness or inappropriateness from employees’ perspective to put across their work-related opinions, to when there is a fit between job characteristics and wants of the employees (Keith and Newsto, 1994). Wrzesniewski et al. (1997) stated that higher the employees are designated (managers), the greater would be their expectations regarding better quality of work life. Some studies explained that the dissatisfaction related to work complexity, limited personal growth opportunities and insufficient top management support can be prevented by the implementation of flexible working hours, management development programs and managerial support (effective grievance management) to raise job satisfaction level of employees (Havlovic, 1991; Nadler and Lawler, 1983; Leiter and Maslach, 2003; Rose et al., 2006; Li and Yeo, 2011).

Now, after going through the review process, it has been realized that although the researchers across disciplines have extensively researched the concepts of job satisfaction and quality of work life, none of them have addressed the selected sub-factor collectively with respect to bank employees. Accordingly, there is a need to explore the association between job satisfaction and quality of work life of bank employees in the desired geographical scope, followed by the essential influential association of these concepts with socio-demographic characteristics, thereby, proving its own distinct contribution with an indicative model. This study is a modest attempt to put across the reasons of dissatisfaction among private sector bank employees.

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3. Conceptual framework and hypotheses development Out of all parameters intended to contribute toward higher job satisfaction, quality of work life is termed as an intrinsic tool which, if used effectively, can route organizations to attain higher level of job satisfaction among employees (Fields and Thacker, 1992; Cohen et al., 1997; Mosadeghrad et al., 2011). Some studies have also connected sustainability with human element in the organizations. It has been opined that if there exists sustainability among people in the organizations, it can fetch better results from employees in terms of commitment and motivation (Pfeffer, 2010; Speth, 2010; Scully-Russ, 2012; Singh, 2018). A plethora of factors can persuade employees’ job satisfaction level in the organization which is expected to change in equation with social, demographic and economic developments (Sureshchandar et al., 2001; Colwell et al., 2008; Lenka et al., 2009; Belias et al., 2015; Miao et al., 2017). Therefore, the present study postulates (see Figure 1) that:

H1a. Job awareness and commitment positively impacts job satisfaction of bank employees.

H1b. Perceived job motivators influence job satisfaction of bank employees.

The conducive work environment acts as a stimulus for better quality of work life and large Indian organizations genuinely lack employee satisfaction in this context (Philipson and Soares, 2005; Bowen, 2016; Pugh and Subramony, 2016; Bellou et al., 2017). Some authors (Singh, 2016; Bozionelos and Singh, 2017) explored the concept of work environment and confirmed its importance for the benefit of employees. Pradhan et al. (2017) explored the importance of organizational learning as it increases the job satisfaction level of employees. Smerek and Peterson (2007), Darehzereshki (2013) and Kamal and Lukman (2017) predicted the existence of relationship between organizational culture and employee satisfaction related to their values, beliefs and opinions in the organization. Hence, it is hypothesized (see Figure 1) that:

H1c. Unconducive work environment is negatively associated with job satisfaction of bank employees.

Quality of Work Life

Socio-Demographic Variables

H2a

H2b

Job Satisfaction

Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards, Operating Procedures, Co-Workers, Nature of Work, Communication

Gender, Age, Work Experience, Job Title,

Salary

Job Awareness and Commitment (H1a)

Perceived Job Motivators (H1b)

Unconducive Work Environment (H1c)

Perceived Organizational Culture (H1d)

Employee Satisfaction and Continuance (H1e)

Figure 1. Hypotheses

development model

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H1d. Perceived organizational culture positively impacts job satisfaction of bank employees.

H1e. Employee satisfaction and continuance positively influences the job satisfaction of bank employees.

As far as socio-demographic factors are concerned, existing literature supports the association of job satisfaction and socio-demographic profiles (gender and age) of employees (Dormann and Zapf, 2001; Ho and Au, 2006), work experience and education level (Fairbrother and Warn, 2003) and level of income (Clark, 1997; Coomber and Barriball, 2007; Bowen, 2016; Singh et al., 2016; Pugh and Subramony, 2016; Bellou et al., 2017). Leiter and Maslach (2003) reported a significant positive association of the quality of work life with work experience and age of industrial workers in Bangladesh, followed by the positive association of income and quality of work life among hospital employees (Furnham, 1990; Singh, 2006; Royuela et al., 2008; Hussain et al., 2017). Thus, it is assumed (see Figure 1) that:

H2a. There is an association between socio-demographic variables (gender, age, work experience, job title and salary) and quality of work life of employees in bank.

H2b. There is an association between socio-demographic variables (gender, age, work experience, job title and salary) and job satisfaction of bank employees.

4. Research methods 4.1 Sample design and participants The present research investigates the association of job satisfaction with quality of work life of 300 bank employees while considering their socio-demographic profiles. The researcher covered five private sector banks, namely, Industrial Credit and Investment Corporation of India (ICICI), Housing Development Finance Corporation Bank (HDFC), Axis Bank, Kotak Mahindra Bank and Yes Bank with their branches located in Chandigarh and its adjoining areas with the application of multi-stage sampling technique, i.e. in the first stage, the mentioned banks were selected on the basis of total income (Nair and Tankha, 2015) and highest number of branches (Nair and Tankha, 2015) in Chandigarh and its adjoining areas. In the second stage, the selected branches were segregated into three strata, i.e. branches with less than 10 employees, between 10 and 20 employees and more than 20 employees. The respondents from different cadres, namely, clerk/executive, officer/associate and manager/sr associate involved in customer-oriented interactions (public dealing) were requested to contribute in this survey. A sum of 397 questionnaires were circulated, for which, an uneven response from banks with respect to filled questionnaires has been received from the respondents with a response rate of 75.6 percent. However, a sum of 300 ((ICICI Bank (C-20, O-20, M-20), HDFC Bank (C-20, O-20, M-20), Axis Bank (C-20, O-20, M-20), Kotak Mahindra Bank (C-20, O-20, M-20) and Yes Bank (C-20, O-20, M-20)) questionnaires has been selected to proceed further for an unbiased comparative analysis between both the banks.

4.2 Measures The survey questionnaire consisted of two established instruments.

Quality of work life. The measure of Quality of Work Life Scale validated by Anbarasan and Mehta (2009) with reference to pharmaceuticals, insurance, banking and finance organizations was considered. It is comprised of five factors, i.e. unconducive work environment, job awareness and commitment, perceived job motivators, employee satisfaction and continuance and perceived organizational culture explaining 41 statements on five-point Likert scale (from 1 ¼ strongly agree to 5 ¼ strongly disagree) with reliability value of 0.902.

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Job satisfaction. The Job Satisfaction Survey as a measure of job satisfaction developed by Spector (1985) with reference to human service organizations (public and private) was followed. It contained nine factors, i.e. pay satisfaction, co-workers satisfaction, promotion satisfaction, operating procedures satisfaction, fringe benefits satisfaction, supervision satisfaction, contingent rewards satisfaction, nature of work satisfaction and communication satisfaction describing 36 statements on five-point Likert scale (from 1 ¼ strongly satisfied to 5 ¼ strongly dissatisfied) with reliability value of 0.895.

5. Data analysis and findings The findings based on descriptive statistics, χ2 and multiple regression analyses along with multicollinearity results have been summarized into different sections (Sections 4.1–4.4).

5.1 Descriptive statistics The descriptive statistics consists of socio-demographic profiles of 300 respondents (which is 3 percent of the population). Krejcie and Morgan (1970) suggested that a sample size of 384 respondents/participants is adequate for one million population, with 95 percent confidence and 5 percent margin of error. The analysis indicates (see Table I) that 181 respondents are males and 119 respondents are females. A major share of 163 respondents belongs to the age category of 31–40 years, followed by 40, 85 and 12 respondents, who enveloped themselves in the age-group of 21–30, 41–50 and above 50 years of age, respectively. Out of surveyed respondents, 172 are graduates, 85 are post-graduates and only 43 possess professional degrees. Furthermore, compensation wise, 73, 119, 88 and 20 respondents earned monthly salary of below Rs15,000, Rs15,000–30,000, Rs30,000–45,000 and above Rs45,000, respectively. Out of collected data, majority of the respondents possess below 5 years of job experience (154) in private banks, trailed 61 (5–10 years) and 85 (above 10 years). Designation wise, 101 respondents are clerk/executive, followed by 117 and 82 as officer/associate and manager/ sr associate, respectively. However, 264 are unmarried and 36 respondents are married.

Socio-demographic variable Category Frequencya

Gender Male 181 Female 119

Age (years) 21–30 40 31–40 163 41–50 85 Above 50 12

Educational qualification Graduate/bachelor 172 Post-graduate/master 85 Professional degree 43

Compensation (Rs/month) Below Rs15,000 73 Rs15,000–30,000 119 Rs30,000–45,000 88 Above Rs45,000 20

Work experience (years) Below 5 154 5–10 61 Above 10 85

Marital status Married 264 Unmarried 36

Designation ( job title) Clerk/executive 101 Officer/associate 117 Manager/sr. associate 82

Note: aAll frequencies are in absolute numbers Table I.

Descriptive statistics

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5.2 Influence of quality of work life factors on job satisfaction This section covers the results of regression analysis showing the influence of the quality of work life factors, namely, job awareness and commitment (H1a), perceived job motivators (H1b), unconducive work environment (H1c), perceived organizational culture (H1d) and employee satisfaction and continuance (H1e) on job satisfaction (see Tables II and III). The value of R2 (0.614) in the regression model summary indicates that the quality of work life factors substantially explains the variance in the job satisfaction of bank employees. The key explanatory factors considered under the quality of work life in relation to private bank employees are statistically significant. Furthermore, job awareness and commitment (β ¼ 0.370, po0.05), perceived job motivators (β ¼ 0.342, po0.05), perceived organizational culture (β ¼ 0.528, po0.05) and employee satisfaction and continuance (β ¼ 0.378, po0.05) have positive influence on the job satisfaction level of employees working in private banks implying that the more satisfaction received by the employees with respect to job awareness and commitment, perceived job motivators, perceived organizational culture and employee satisfaction and continuance, better are the chances of their higher job satisfaction level. Conversely, the unconducive work environment (β ¼ −0.648, po0.05) found to have negative effects on job satisfaction level of employees confirming that the more dissatisfaction experienced by the employees due to the presence of unconducive work environment, the lesser are the prospects of their higher job satisfaction level in the organization and vice versa. Thus, it can be ascertained that H1a–H1e are supported. The results closely parallel with the earlier findings contributed by Testa (2001), Hegney et al. (2006), Chang et al. (2009), Biggs (2011), Dehghan Nayeri et al. (2011) and Al Zaabi et al. (2017).

The present findings show a vivid association of job satisfaction with different factors of the quality of work life. This research highlighted that employees were very much dissatisfied due to prevalence of unconducive work environment in their organizations. This factor has been very well explained by the respondents in relation to job insecurity especially among female employees as they considered economic security and independence as the most important element in their personality. The employees believe that excessive workload and time pressures result in anxiety which ignites stress and disturbs their routine activities. The discrepancies in the physical work environment, namely, lack of hygienically maintained canteen for the staff, comfortable work space with proper

Model R R2 Adjusted R2 SE of the estimate

1 0.840 0.614 0.603 0.5757 Notes: Predictor: job awareness and commitment (JAC), perceived job motivators (PJM), unconducive work environment (UWE), perceived organizational culture (POC), employee satisfaction and continuance (ESC); Criterion: job satisfaction

Table II. Regression model summary: quality of work life and job satisfaction

Independent variable Dependent variable βa t-value Significance level

Constant 2.052 0.029 Job awareness and commitment Job satisfaction 0.370 6.387 0.000 Perceived job motivators Job satisfaction 0.342 4.938 0.018 Unconducive work environment Job satisfaction −0.648 −8.428 0.000 Perceived organizational culture Job satisfaction 0.528 8.760 0.003 Employee satisfaction and continuance Job satisfaction 0.378 5.546 0.001 Note: aβ coefficient is the standardized regression coefficient, which allows comparison of the relatives on the dependent variable of each independent variable

Table III. Regression analysis: quality of work life and job satisfaction

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ventilation and lightening, etc., created concern for the respondents in some branches. The respondents mentioned that non-availability of instant medical facilities (medical officer) considering today’s unpredictable health problems also bothers them. Another element put across by the employees was the injustice in terms of harassment. They explained it as one of the consequences of biasness by their supervisors. The researchers’ observation in connection with positive activities/elements which actually raises the satisfaction level of employees includes task identification of employees by their supervisors, proper explanation of their goals/targets/expectations by the organization, clarity on their day-to-day routine problems to boost their self-belief and presence of cohesive organizational culture which create opportunities for employees to present their opinion related to organizational difficulties concerning their subordinates and supervisors with due diligence, without hurting their self-respect. Furthermore, employees expect to have firm reasons which seriously directs them continue in the present organization, namely, assignment of task which explores their potential, identification of their weaknesses and suitable measures to strengthen them through trainings or employee assisted programs.

The problem of multicollinearity is expected to happen when a strong correlation between two or more predictors is evidenced in a regression model. To figure out the problem of multicollinearity, the value of variance inflation factor (VIF), which must not exceed 10, and tolerance value (TV), which should be closer to 0, have been calculated for the quality of work life and its dimensions (see Table IV). It clearly states that the present sample is free from the problem of multicollinearity as VIFo10 and TV is nearer to 0 in private banks.

5.3 Association of quality of work life with socio-demographic variables The association of different socio-demographic aspects with the quality of work life (H2a) has been discussed in this section (see Table V). The p-values of χ2 test for work experience (p ¼ 0.046), job title (p ¼ 0.001) and salary (p ¼ 0.022) are less than the expected level of significance (0.05) which confirms their association with the quality of work life, i.e. the respondents agreed that the movement in these demographic variables affects their organizational quality of work life, whereas gender (p ¼ 0.052) and age (p ¼ 0.054) do not affect the quality of work life of private bank employees. Hence, it can be concluded that H2a is partially supported, which is also supported by Fried and Ferris (1987), Hossain, Wrzesniewski et al. (1997), Royuela et al. (2008) and Bharathi et al.

Based on the results and direct interaction with the respondents, it can be inferred that with an increase in the number of years of work experience, an employee expects better quality of work life with respect to their work recognition, interpersonal requirements (more attention from seniors, juniors and peers to satisfy their self-esteem) and sufficient authority for allocated tasks. Designation wise, the respondents discussed that with an upgraded designation (clerk/executive→officer/associate→manager/sr associate) employees expect more job enrichment in terms of different assignments/projects with equitable authority to

Variables Tolerance value (TV) Variance inflation factor (VIF)

Job awareness and commitment 0.862 1.160 Perceived job motivators 0.827 1.209 Unconducive work environment 0.819 1.221 Perceived organizational culture 0.802 1.247 Employee satisfaction and continuance 0.842 1.188 Note: Multicollinearity occurs with the existence of strong correlation between two or more predictors in the regression model

Table IV. Multicollinearity

statistics: quality of work life and job

satisfaction

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perform in their positions. They aspire to gain versatility in their respective roles. Furthermore, respondents reported that they expect a regular hike in their income, to have better standard of living with reference to luxurious lifestyle, something which they can enjoy after fulfilling their basic routine needs.

5.4 Association of job satisfaction with socio-demographic variables The results reveal the association of various socio-demographic variables with job satisfaction (H2b) (see Table VI). The p-values of χ2 test show that job satisfaction level of respondents is affected by each socio-demographic variable taken up in the present study, i.e. gender (p ¼ 0.018), age (p ¼ 0.023), work experience (p ¼ 0.031), job title (p ¼ 0.003) and salary (p ¼ 0.006) as their values are less than the expected level of significance (0.05). The results confirm that an employee being a male or female, falling under different age groups, deployed on different designations, namely, clerk/executive→officer/associate→manager/sr associate and manager, drawing stipulated or incentive-based salary expects satisfaction related to their respective jobs. Therefore, it can be inferred that H2b is supported. The results are in consonance with Clark (1997), Dormann and Zapf (2001), Rogers and May (2003), Coomber and Barriball (2007) and Shanafelt et al. (2015).

The analysis reveals that females expected more facilities (like organized rest rooms in case of medical emergencies). The respondents falling in the age bracket of 31–40 years are more concerned for higher job satisfaction level as they were dissatisfied with the existing organization culture, i.e. work time and schedule inflexibility. Furthermore, bank employees expect superior benefits when they reach a higher level of organizational hierarchy, i.e. cab facility expected by managers needs to be mentioned as one of them. Another observation reveals that apart from the natural scenario to encourage good education, managers

χ2 test Agree Undecided Disagree Total Inference

Gender Male 146 20 15 181 PV ¼ 0.052, df ¼ 2, CV ¼ 3.331 Female 94 15 10 119

Age (years) 21–30 27 7 6 40 PV ¼ 0.054, df ¼ 6, CV ¼ 4.829 31–40 121 32 10 163 41–50 65 12 8 85 Above 50 11 1 0 12

Work exp. (years) Below 5 119 21 14 154 PV ¼ 0.046, df ¼ 4, CV ¼ 2.530 5–10 41 11 9 61 Above 10 60 18 7 85

Job title Clerk 75 15 11 101 PV ¼ 0.001, df ¼ 4, CV ¼ 6.348 Officer 83 24 10 117 Manager 62 11 9 82

Salary (Rs/month) Below 15,000 59 8 6 73 PV ¼ 0.022, df ¼ 6, CV ¼ 5.508 15,000–30,000 85 21 13 119 30,000–45,000 70 10 8 88 Above 45,000 16 1 3 20 Notes: PV ¼ p-value; CV ¼ χ2 value. Results are shown at the 0.05 level of significance. Figures in parentheses indicate percentage

Table V. Association of quality of work life with socio-demographic variables

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discouraged higher education for their subordinates, while quoting that higher education leads to higher expectations. They opine that an employee might feel underutilized and degraded resource while performing the routine task required in most of the jobs, even when their salary is higher than their counterparts. Also, respondents explained that looking at the present state of inflation, whatever they earn might be sufficient for them in the eyes of top authorities, but it does not suffice their financial responsibilities. The employees (married) expected more satisfaction in terms of work life balance including healthy superior subordinate relationships, as it would support them to fulfill their family responsibilities more effectively.

5.5 Comparison of present findings with Herzberg’s theory The existing literature confirms the wide presence of Herzberg Motivation Hygiene Theory. This theory was coined by Frederick Herzberg (1986). The other names for this theory are two-factor theory and job satisfaction theory. Herzberg opined that job satisfaction and job dissatisfaction are two independent aspects. This theory explains that there are some motivating factors which are also called as satisfiers (recognition, achievement, responsibility, work itself, advancement and growth); and there are few hygiene factors that are termed as dissatisfiers (supervision, interpersonal relations, working conditions, status, company policy, salary, personal life and job security) (Maidani, 1991; Park and Ryoo, 2013; Alshmemri et al., 2017; Holmberg et al., 2017).

Now, motivation refers to the forces that push or propel bank employees to assure their basic requirements or wants. The findings of this study have confirmed lack of motivation among employees. Also, the results of the present study show partial acceptance of Herzberg’s Motivation Theory (see Figure 2, the words highlighted as red are showing interchanged factors). Thus, the bank authorities must consider growth, recognition,

χ2 test Agree Undecided Disagree Total Inference

Gender Male 118 14 49 181 PV ¼ 0.018, df ¼ 2, CV ¼ 5.236 Female 79 11 29 119

Age (years) 21–30 24 3 13 40 PV ¼ 0.023, df ¼ 6, CV ¼ 3.323 31–40 102 13 48 163 41–50 53 9 23 85 Above 50 8 0 4 12

Work exp. (years) Below 5 86 11 57 154 PV ¼ 0.031, df ¼ 4, CV ¼ 4.402 5–10 40 5 16 61 Above 10 51 9 25 85

Job title Clerk 53 11 37 101 PV ¼ 0.003, df ¼ 4, CV ¼ 8.533 Officer 63 7 47 117 Manager 61 7 14 82

Salary (Rs/month) Below 15,000 49 7 17 73 PV ¼ 0.006, df ¼ 6, CV ¼ 6.567 15,000–30,000 54 9 56 119 30,000–45,000 59 8 21 88 Above 45,000 15 1 4 20 Notes: PV ¼ p-value; CV ¼ χ2 value. Results are shown at the 0.05 level of significance. Figures in parentheses indicate percentage

Table VI. Association of job satisfaction with

socio-demographic variables

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achievement, advancement, responsibility and work itself as satisfiers which were earlier considered as dissatisfiers along with interpersonal relations, supervision, personal life, salary, job security and working conditions, whereas company and status shall be considered as dissatisfiers which were earlier as satisfiers.

6. Conclusion and recommendations The present study landed with some worthy contributions toward literature. Along with some general suggestions discussed in the previous paragraphs like adequate compensation, unbiased promotional policies, transparent appraisal system, etc., there are few more points with specific reference to bank employees, which have been framed on the basis of observations of the researcher during survey. Overall, the essence of dissatisfaction has been discovered among respondents, except a few who are placed on senior positions in the private banks considered in the study.

6.1 Theoretical implications The importance of bank employees can be realized from their contributions toward day-to- day customer-oriented activities that take place in different private banks. The various factors, namely, use of upgraded technologies and equipment, enlarged customer base, online banking (transactions), improved banking habits and awareness among customers, increased banking hours for public dealing, provision of diverse and niche products provided to the customers, etc., are constantly creating new opportunities and presenting new challenges for bank employees. This study has extensively discussed the concepts of job satisfaction and quality of work life related to private bank employees in Chandigarh and its adjoining areas, strengthening that these results can be generalized to other industries as well, if the same factors are considered as parameters. Furthermore, it presents an indicative model (see Figure 3) enlightening the results of the present research, followed by the scope for future research studies as this study can be very well replicated and conducted with reference to public bank employees. The results of unconducive work environment have turned out to be highly alarming factor, which has cleared the path to perform an advance research in future, with the deployment of this variable individually. Also, the insignificant association of socio-demographic variables (gender, marital status, age and education) with the quality of work life requires further exploration. The concerns

TRADITIONAL THEORY Motivation/ Motivation/Hygiene/ Hygiene/

Dissatisfiers DissatisfiersSatisfiers

Recognition; Achievement;

Growth; Advancement; Responsibility;

Work Itself

Company Policy; Status

Growth; Interpersonal

Relations; Supervision; Recognition; Personal Life; Achievement;

Salary; Advancement; Job Security;

Responsibility; Working

Conditions; Work Itself

Salary; Interpersonal

Relations; Supervision;

Company Policy; Working

Conditions; Personal Life;

Status; Job Security

Satisfiers

PRESENT FINDINGS

Figure 2. Comparison of present results with Herzberg’s theory suggestive model

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or suggestions which need to be highlighted as implications include the alleviation of stress among respondents. Stress is the consequence of long working hours, job insecurity, insufficient support from supervisors (reported by some employees), difficult co-workers and peers, individual behavioral patterns (anger, hostility, impatience and aggression), family problems, etc. A private conversation with the employees unveiled their dependency on alcohol, increased smoking and other unethical recreational activities, which results in health disorders (high blood pressure, disturbed metabolism, etc.). These actions are ultimately resulting in absenteeism (Schaufeli et al., 2009), lateness, turnover and inefficiency which is an indirect cost paid by both employers and employees.

6.2 Practical implications To curb the aforesaid ailments, a planned approach at organizational and individual level is highly recommended. The initiatives like regular exercise routines, formation of health club/ gym, medication programs and mandatory routine health checkup at organizational level are few strategies that can be adopted to reduce stress. Some respondents expressed the need for intercity branch associations, which can help them to solve common problems, better learning opportunities with an informal atmosphere along with other trainings organized formally. Furthermore, the worksite-based programs, also called as employee assistance programs, can benefit both employers and employees by resolving official/ personal concerns that affect their job satisfaction. The presence of dissatisfaction among the bank employees with respect to incoherent co-worker’s relationships and complex official procedures can be minimized through the implementation of assistance programs. Another implication is to value individual opinions by granting required freedom of speech

Quality of Work Life

Job Satisfaction

R2 (0.614)

Job Awareness and Commitment

Perceived Job Motivators

Unconducive Work Environment

Perceived Organizational Culture

Employee Satisfaction and Continuance

Work Exp. (p= 0.046), Job Title

(p= 0.001), Salary (p= 0.022)

Gender (p= 0.018), Age (p=

0.023), Work Exp. (p= 0.031),

Job Title (p= 0.003), Salary

(p= 0.006)

Pay, Promotion, Supervision, Fringe Benefits, Contingent

Rewards, Operating Procedures, Co-Workers, Nature of Work,

Communication

(� = 0.370)

(� = 0.342)

(� = 0.528)

(� = 0.378)

(� = –0.648)

Figure 3. Suggestive model

883

Measuring of job satisfaction

to employees, so that they can put across their ideas/beliefs. Bank employees must be trained to understand different cultural backgrounds of their co-workers and facilitate friendly work environment to reduce cultural gaps among themselves. The present study recommends that bank authorities should implement the concept of work and enrichment, which can reduce the work life complexities of bank employees. An interesting outcome as reported by respondents involves the compulsory and sponsored participation of employees into meditation programs (e.g. Art of Living Workshop) for an uplifted motivational spirit and self-confidence. The surveyed bank employees strongly recommended the five days’ work routine culture, as it is greatly required to accomplish their other (personal) commitments in relation to government organizations. The suggestion to increase organizational communication and participative decision-making process is recommended to reduce feeling of organizational injustice among bank employees. The indicative model supports the above-discussed points. The model (see Figure 3) explains the negative presence of unconducive work environment. It enlightens the alarming requirement of conducive work environment for bank employees. Furthermore, it ensures the active role played by the socio-demographic variables. The model explains that along with other factors, these variables also influence the expectations of bank employees in relation to their work life quality and job satisfaction.

6.3 Limitations and scope for future research The study put forward some limitations and clears the path for future research. First, the sample size (300) is small, when compared to the entire population working in respective private banks in Chandigarh and its adjoining areas. Second, the study considered only private sector banks, thereby, confirming a scope for a comparative between private and public sector banks for other scholars, willing to extend and contribute their research on the quality of work life and job satisfaction within the banking industry, or with some different target audience (yet unexplored) in the service sector.

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Further reading Bouckenooghe, D., Raja, U. and Butt, A.N. (2013), “Combined effects of positive and negative affectivity

and job satisfaction on job performance and turnover intentions”, The Journal of Psychology, Vol. 147 No. 2, pp. 105-123.

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Kumar, V. and Pansari, A. (2016), “Competitive advantage through engagement”, Journal of Marketing Research, Vol. 53 No. 4, pp. 497-514.

Naim, M.F. and Lenka, U. (2017), “Mentoring, social media, and Gen Y employees’ intention to stay: towards a conceptual model”, International Journal of Business and Systems Research, Vol. 11 Nos 1-2, pp. 28-41.

Warr, P. (2002), Psychology at Work, Penguin Publishers, London. Wayne, J.H., Butts, M.M., Casper, W.J. and Allen, T.D. (2017), “In search of balance: a conceptual and

empirical integration of multiple meanings of work–family balance”, Personnel Psychology, Vol. 70 No. 1, pp. 167-210.

Corresponding author Shivam Gupta can be contacted at: [email protected]

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