Research Journal of Commerce & Behavioural Science - RJCBS

increased when the immediate supervisor is understanding
and friendly, listen to employees’ opinions and shows
personal interest in them, and offers praise and recognition
for good performance (Locke 1976). Many researchers have
examined the link between job satisfaction and management
practices (Burke, 1995, 1996). According to Lambert et al.
(2001), the existence of fair appraisal system can boost the
employee satisfaction. Manager should create an
environment where subordinates get opportunity to play an
active role in decision-making process. A participative
climate created by the supervisor has a more substantial
effect on workers’ satisfaction than does participation in a
specific decision (Miller and Monge 1986).
In a survey on professional accountants in
Bangladesh revealed that ‘participation in decision making’
acts as a source of job satisfaction in Bangladesh (Purohit
and Belal 1998) Islam and Swierczerk (2003) found ‘better
supervision’ as a variable influencing job satisfaction while
conducting a survey over garments women workers in
Bangladesh. Another dimension of good supervision is
employee centeredness, which means managers interest in
employees’ welfare. It is commonly manifested in ways,
such as checking to see how well the subordinate is doing,
providing advice and assistance to the individual, and
communicating with the worker at personal as well as
official level (Luthans 1998). Therefore, it is hypothesized
that
H4: The nature of supervision has positive impact on job
satisfaction
Colleagues
People get more out of work than merely money or tangible
achievements. For most employees, work also fills the need
social interaction. Not surprisingly, therefore, having
friendly and supportive co-workers lead to increased job
satisfaction (Locke 1976). A ‘good work group’ serves as a
source of support, comfort, advice, and assistance to the
individual work and of course, makes the job more
enjoyable. The absence of this in the workplace has negative
effect on job satisfaction (Luthans 1998). A better relation
with coworkers was found affecting the level of job
satisfaction in garment women workers in Bangladesh
(Islam and Swierczerk 2003). Therefore, we hypothesize
that
H5: Colleagues influence employees’ job satisfaction
Working Environment
Working condition also has a modest effect on job
satisfaction like workgroup. There is a significant
relationship exists between the work environment and the
level of employee satisfaction in the work place (Herzberg,
1968; Spector, 2008). Several researchers have examined
the relationship between job satisfaction and organizational
commitment (Currivan, 1999; Daulatram, 2003; Lok and
Crawford, 1999; Vandenberg and Lance, 1992). Employees
are concerned with their work environment for both
personal comfort and facilitating doing a good job. If the
working condition is good, the personnel will find it easier
to carry out their job. If not, it will be more difficult to get
things done. In other words, if things are good, there may
not any job satisfaction problem. Nevertheless, things are
otherwise, the likeliness of job dissatisfaction increases
(Luthans 1998). Studies demonstrate that employees prefer
physical surroundings that are not dangerous or
uncomfortable. In addition, most employees prefer working
relatively close to home, in clean and relatively modern
facilities, and with adequate tools and equipment (Locke
1976). Therefore, it is hypothesized that
H6: Work environment has positive impact on job
satisfaction
The hypothesized relationship can be shown in the
following Figure1
Figure 1: Determinants of Job Satisfaction
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