2015
DOI: 10.21863/jshrm/2015.4.1.006
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Factors affecting Job Satisfaction among employees of Higher Education: A Case Study

Abstract: The higher education sector plays a pivotal role in developing the skilled manpower for the balanced socio-economic growth of the country. Both public as well as private higher educational institutions contribute towards building the competence base of the society. In Rajasthan also, the higher education sector has seen a vast growth both in terms of investments and gross enrollment ratio. The employees are involved and are crucial for the accomplishment of the objectives. The study involved assessing the ante… Show more

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Cited by 4 publications
(3 citation statements)
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“…The definition by Armstrong (2020) of JSis the attitude and feelings towards their work. While a positive attitude towards work indicates job satisfaction, a negative attitude indicates dissatisfaction (Kathure, 2018). However, in the perspective of attitudes towards job satisfaction, Jayaraman and Mahesh Kumar (2013) define JSas employees' attitudes towards their jobs, organizational rewards, and the social, organizational, and physical environment in which work is performed.…”
Section: Job Satisfaction Overviewmentioning
confidence: 99%
“…The definition by Armstrong (2020) of JSis the attitude and feelings towards their work. While a positive attitude towards work indicates job satisfaction, a negative attitude indicates dissatisfaction (Kathure, 2018). However, in the perspective of attitudes towards job satisfaction, Jayaraman and Mahesh Kumar (2013) define JSas employees' attitudes towards their jobs, organizational rewards, and the social, organizational, and physical environment in which work is performed.…”
Section: Job Satisfaction Overviewmentioning
confidence: 99%
“…In past one decade, salary, recognition, promotion, motivation, job security, rewards, working environment and other facilities have been identified as critical factors related to the job satisfaction (Adhikari & Barbhuiya, 2016;Alonderiene & Majauskaite, 2016;Chipunza & Malo, 2017;Hashim, Khattak & Kee, 2016;Hina, Zamir & Nudrat, 2014;Mathur & Mehta, 2015).…”
Section: Introductionmentioning
confidence: 99%
“…There is a significant increase in employee performance and productivity level after training. HRM practices are also analyzed to showcase the training needs (Patre & Gawande, 2012). Sharma (2018) deliberated about the training provided for effective performance of employees.…”
Section: Introductionmentioning
confidence: 99%