Job Satisfaction: the Role of Manager and Attitude of Employee a Study Pakistani Culture Work-Setting Paper no 13 JOB SATISFACTION: THE ROLE OF MANAGER AND ATTITUDE OF EMPLOYEE A STUDY PAKISTANI CULTURE WORK-SETTING Jamshed Adil Halepota Jamshed.Halepota@brunel.ac.uk ABSTRACT There seems general agreement that job satisfaction has obtained an established position in the literature of industrial and organizational psychology (King and et al 1982; Maanen and Katz 1976) Since decades significant amount of research has been published every year in repute journals Quinn (1985) reported that more than 5000 articles had been published on Job Satisfaction Yet, the concept of job satisfaction is still worth exploring and controversial (Bell and Weaver 1987) Locke (1983) commented that much of the literature is inconclusive in nature and debatable A large number of studies have examined several factors of job attributes and the role of manager related to job satisfaction at workplace for example; Pellegrini and Scandura 2006; Ascigil 2004; Griffin and et al 2001; Ross 1999; Rodwell et al 1998; Morley & Heraty, 1995; Hackman & Oldham 1980 However, little research has been conducted to investigate the impact of individual difference and personality dimensions on job satisfaction Probst and Lawler 2006; Nelson and LeRouge 2001 One study conducted by Syed (1990) surveyed employee perceptions and job satisfaction before and after the introduction of Computer in banking industry in Pakistan He suggests that employees are free of stress and experienced greater satisfaction at workplace After taking a careful review of literature it appears that most of the research has been conducted in US and developed nations (Deci and et al 2001) little research has been conducted to investigate job attributes, role of manager and impact of personality dimensions on job satisfaction in the organizations based in Pakistan Therefore, this proposed research work intends to study what role of personality dimensions of an individual employee could play at workplace to keep employee satisfied combined with the role of manager and job attributes The objective of this study is to explore and extend the understanding of specific role of manager and attitudes of employee responsible for job satisfaction at workplace It will be worth investigating to explore the persisting trends and issues in job satisfaction and dissatisfaction in Pakistan Keeping in view the above discussion this study aims to explore the answers to following research questions: i) What are the existing trends and HR policies in successful organizations for employees’ job satisfaction? ii) What management has to and not to to create and maintain environment of job satisfaction and retain key talent? iii) What makes employees loyal to and committed to the organization? Is it money, a good boss or something else that matters at workplace? iv) To evaluate self-perception and self-esteem among employees who intend to quit jobs and report as dissatisfied Literature Review Studies relating to Job Attributes and the Role of Manager After taking careful and detailed study of literature, it appears that most of the research has been done in US/Western and developed countries (Deci and et al 2001) However, there are some studies available which have been conducted on Asian culture such as Jahangir (2005) studied the effects of use of managerial power on employee’ job commitment and satisfaction in banking industry in Bangladesh Earlier he worked on the employee perceptions on managerial power bases (2004) Pellegrini and Scandura (2006) investigated relationships among leader–member exchange (LMX), delegation, paternalism, and job satisfaction in Turkish business organizations Ascigil (2004) has explored various job attributes such as teamwork, autonomy and complexity; she reveals that change in commitment level of employee is significantly related to complexity whereas the only significant independent variable explaining change in job satisfaction was occupational related grouping Hackman & Oldham (1980) reported that job attributes like redesign of work, job enrichment, autonomy and feedback enhances satisfaction at work place Morley & Heraty, 1995; Rodwell et al (1998) indicated that restructuring work around teams contributes to performance which is related to job satisfaction Ross (1999) concluded that increased autonomy is expected to foster selffulfillment and make jobs significant Griffin & et al (2001) reported that the extent of teamwork moderates the relationship between individual perceptions of supervisor support and job satisfaction On the other hand, Peeters and et al (2006) reported that the individual satisfaction is negatively related to team Several studies have pointed out that the role of managers is of critical importance to play in motivating and retaining staff (Buckingham & Coffman, 1999; Thompson, Beauvais & Lyness, 1999), but those studies fail to indicate details of those specific behaviours and actions of supervisors/managers to enhance job satisfaction Studies related to Employee Attitudes In recent past the issues to find out the relationship of employee attitudes and psychological variables related job satisfaction has received increasing attention and number of studies have been published (Dimitriades, 2002; Honneger and Appelbaum, 1998; Menon, 2001; Menon and Hartmann, 2000; Spreitzer, 1995) Self-esteem and locus of control have occupied greater place in published research Past studies in US/West and developed nations have predicted satisfaction positively related to intrinsic needs for competence, autonomy, and relatedness, which in turn predict task motivation and psychological adjustment on the job There is large possibility and interest to carry out research work in the culture of organizations based in Pakistan The important parts of the final dissertation include: Chapter One: Chapter Two: Chapter Three: Chapter Four: Chapter Five: Reference: Introduction and Statement of Problem Literature Review Methodology Data Collection and Interpretation Conclusions and Recommendations Reference: Ascigil, F Semra, (2004) Teamwork : A Tool for Enhancing Positive Work Attitudes? 2004-MGT-03 Western Kentucky University, Gordon Ford College of Business, Working Paper Series Backman, Allen (2000) Job Satisfaction, Retention, Recruitment and Skill Mix for a Sustainable Health Care System Report to the Deputy Minister of Health for Saskatchewan Bell, R.C and Weaver, J.R., (1987) The dimensionality and scaling of job satisfaction: an internal validation of the workers opinion survey Journal of Occupational Psychology, Vol 60, pp 147-55 Burns, J.M (1978) Leadership New York: Harper & Row Deci, E L., Ryan, R.M, Gagné, M., Leone, D.R., Usunov, J., Kornazheva, B.P, (2001) Need Satisfaction, Motivation, and Well-Being in the Work Organizations of a Former Eastern Bloc Country: A Cross-Cultural Study of Self-Determination PSPB, Vol 27 No Griffin, Patterson and West (2001) Job satisfaction and teamwork: the role of supervisor support John Wiley & Sons, Ltd Jahangir, N (2005) Effects of Managerial Leadership Power Bases on Employees' Job Commitment in the Nationalized Commercial Banks of Bangladesh Bank Parikrama, Volume XXX, No 1, 2242 Jahangir, N (200) Employees Perception of Managerial Leadership Power Bases in the Nationalized Commercial Banks of Bangladesh: An Empirical Study Journal of Business Administration, 30 (3 & 4), July & October, 2004, 21-45 King, M., Murray, M.A and Atkinson, T., Background, personality, job characteristics and satisfaction satisfaction with work in a national sample Human Relations, Vol 35 No 2, 1982, pp 119-33 Kotter, J (1988) The Leadership Factor P 14 New York: Free Press Locke, E (1991) The essence of leadership New York: Lexington Books Locke, E.A., The nature and causes of job satisfaction in Dunnette M.D (Ed.), Handbook of Industrial and Organisational Psychology, John Wiley & Sons, New York, NY, 1983, pp 1,297-349 Maslow, H Abraham, (1954) Motivation and Personality 2nd ed Harper & Row, 1970, New York Oswald, Andrew 2002, Are You Happy at Work? 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