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concern of the employees. This is not surprising as people do not select jobs randomly. They tend to be attracted toward jobs that are compatible with their interests, values, and abilities. Hence different people join different jobs for different reasons, which make job satisfaction a complex and multifaceted concept which can mean various things to different people.

2.7 Measuring Job Satisfaction
Measuring job satisfaction has been a challenging process to social scientists as it cannot be directly observed nor accurately inferred. However several useful techniques have been developed to measure job satisfaction. However in our study we used five dimensions of job to measure job satisfaction. These dimensions are pay, nature of work, supervision, promotional prospects and relationship with co-workers.

2.7.1 Two-factor Theory
Frederick Herzberg's two factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction and motivation in the workplace. Herzberg suggested that the opposite of 'satisfaction' is no satisfaction' and the opposite of 'dissatisfaction is 'no dissatisfaction'. According to Herzberg's theory, therefore, motivators when present at high levels contribute to job satisfaction, however, when absent do not lead to job dissatisfaction just less satisfaction. Similarly, hygiene factors only contribute to dissatisfaction when present but not to satisfaction when absent.

Figure 2.3 Herzberg's Two Factor Theory

Research testing Herzberg's theory has produced mixed results: some studies have supported Herzberg's findings while others documented that hygiene and motivators had strong effects on both job satisfaction and dissatisfaction. Herzberg's theory has attracted voluminous research in India also with the attempt being mostly to validate the theory in India using different samples and measurement methods. The findings are again conflicting. In some studies the Two-Factor theory holds good (Sutaria.1980), while in others it does not (Sarveswara and Rao, 1973)

This theory has been heavily criticized for its methodology (Schwab and Cummings. 1970). Besides, while Herzberg assumed a correlation between satisfaction and productivity in his methodology, he measured only satisfaction and not productivity. Nevertheless, Herzberg's work is useful in illustrating the conditions of a job that employees find satisfying and dissatisfying. His theory has also stimulated considerable research and theory on job enlargement and job enrichment, (Machungaws and Schmitt, 1983).

2.7.3 The Value Theory
A second significant theory of job satisfaction is the Value Theory proposed by Locke (1984). He proposed that job satisfaction occurs when the job outcomes or the reward that the employee receives matches with outcomes that are desired by him. The theory focuses on any outcome that people value regardless of their quality or quantity. Thus the value attached to outcome is more important. The better the outcome that they get the more satisfied they will be; and the less valuable outcome they receive, the less satisfied they will be. Essential to Locke's theory is, therefore, the discrepancy between the present aspects of the job and those that an employee desires such as pay, learning opportunities, promotion, and so on. Locke's Value Theory has been substantiated by a study of McFarlin and Rice, (1992). One of the