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attitude.

2.6.1 What Is Job Satisfaction?
If we were to invite views from people on how they feel about their jobs, we would most probably find that they have strong emotional reactions pertaining to their jobs. This is not unexpected considering that employees spend approximately one third of their lives at work.

Broadly speaking, we can define job satisfaction as an individual's overall attitude toward his/her job. Locke (1976) has given a comprehensive and universally popular definition of job satisfaction. He defines job satisfaction as 'a pleasurable or positive emotional state resulting from the appraisal of one's job or job experience'. It is an end state of feelings and consists of an employee's cognitive, affective, and evaluative reactions to his/her job.

Pareek (198) in his integrated model of work motivation states that the final psychological outcome of the person's working in an organization is the satisfaction he/she derives 1mm his/her work and role.

Job satisfaction has been regarded both as a general attitude as well as satisfaction with specific dimensions of the job such as pay. The work itself, promotion opportunities, supervision, co-workers and so forth. These may interact in different ways to create the feeling of satisfaction with the job. The degree of satisfaction may vary with how well outcomes fulfill or exceed expectations. Mumford (199) analyzed job satisfaction in two ways. First, in terms of the fit between what the organization requires and what the employee is seeking and second, in terms of the fit between what the employee is seeking and what he/she is actually receiving.

Since an avenge employee spends almost one third of his/her life in the organization. There are sonic concerns that have to be addressed particularly in the context of job satisfaction. These have to do with stability of satisfaction, work context, and supervisory behavior. In an intriguing research by Straw and Ross (1985), it was found that job satisfaction is a comparatively stable disposition and does not change overtime. In their survey of over 5000 men who changed jobs between 1969 and 1971, it was found that the expressions of job satisfaction were relatively stable. Although they had different type of jobs, employees who were satisfied or dissatisfied in I 969 felt equally satisfied or dissatisfied in 1971 too. Although some researchers have challenged the disposition of stability of job satisfaction, follow-up researches have, nevertheless, supported it.

Work is inextricably bound with human existence .The content and context of work should therefore promote, rather than damage, human dignity. Kanungo (1992) pointed out that managers have the moral obligation to empower subordinates and thereby promote their growth and development. He strongly emphasizes the need to analyze work norms and conditions to see whether such practices promote productive behaviour, high job satisfaction, and overall improvement of work life and that they are consistent with the dignity of the employees as human beings. In an interesting study Page and Wiserman (1993) asked workers from USA, Mexico, and Spain to indicate how satisfied they were with their work and the behavior of their superiors. Not only were their average responses to both questions quite high but uniformly so in all three countries. These studies show that job satisfaction is a major