A PROJECT REPORT ON

The study of Job Satisfaction A Comparative Analysis of Public and Private Sector

Submitted in the partial fulfillment of the requirement for the award of degree of Master of Business Administration (MBA) To Maharshi Dayanand University, Rohtak

SUPERVISED BY: Mr. Deepak Bansal Assistant Professor Deptt. Of Management

SUBMITTED BY: Sumit Aggarwal 1005027 MBA 4th Sem

GURGAON COLLEGE OF ENGINEERING Bilaspur (Gurgaon) 2010-2012 TABLE OF CONTENT

Page no.
Preface Acknowledgement Certificate Declaration

Chapter 1 Introduction INTRODUCTION SIGNIFICANCE OF STUDY CONCEPTUALIZATION OBJECTIVES OF THE STUDY FOCUS OF THE STUDY LIMITATIONS OF THE STUDY

Chapter 2 Review of Existing Literature

Chapter - 3 Research Methodology Nature of the study Sampling Plan Collection of Data Analysis Pattern

Chapter 4 Analysis and Interpretations

Chapter 5 Conclusions

Chapter 6 Suggestions and Recommendations Bibliography

PREFACE
The Project Report presented here is the part of the syllabus of the M.B.A. degree provided by MAHARISI DAYANAND UNIVERSITY, ROHTAK. The main objective of such a report is to test various skills of the students. The report presented here has been prepared by me keeping the entire main aspects into consideration. Efforts are made to make the text simple, so that the reader can easily understand the concepts. I have tried to concentrate on what all events/activities are being covered in this topic. Every care has been taken in the preparation of the report however this is a maiden on my part and shortcomings, if any may be overlooked. I hope that this will be valuable for both the reader and the industry. The report consists of the six chapters. The first chapter deals with an Overview, Significance of the study, Focus, Objectives of the study.

The second chapter deals with the Review of the literature. The third chapter deals with the research methodology. The forth chapter deals with the analysis & interpretation. The Fifth chapter deals with the conclusion & the sixth chapter deals with the Recommendations & suggestions.

(Vishal chaudhary)

ACKOWLEDGEMENT

Achievement is finding out what you would be then doing, what you have to do. The higher the summit, the harder is the climb. The goal was fixed and we began with a determined resolved and put in ceaseless sustained hard work. Greater challenge, greater was our effort to overcome it. This project work, which is my first step in the field of professionalization, has been successfully accomplished only because of my timely support of well-wishers. I would like to pay my sincere regards and thanks to those, who directed me at every step in my project work. I would also like to thank the Ms. Monika Sharma for their kind support and help during the project.

Date: Roll no. 1005027 Place:

Vishal Chaudhary

Certificate
This is to certify that this project titled tion Study of Job Satisfaction- A Comparative Analysis of Public and Private Sector is a bonafied work carried out and developed by Vishal Chaudhary in partial fulfillment for the award of degree of Masters of Business Administration. During the academic session 2011-2012, submitted to MAHARISHI DAYANAND UNIVERSITY, under my guidance and supervision. This is also to certify that this project is the result of candidates own work and is of sufficiently high standard to warrant its submission to the university for the award of the said degree. To the best of my knowledge the matter presented in this project report has not been submitted earlier for any other degree/diploma to any university. The assistance and help rendered to him during the course of his project work in the form of basic source material and information have been duly acknowledged.

Mr. Deepak Bansal

(Project Guide) (Assistant Professor, MBA, GCE, Gurgaon)

DECLARATION
I Vishal Chaudhary Roll no. 1005027, MBA of the GURGAON COLLEGE OF ENGINEERING hereby declare that the project that entitled Study of Job satisfaction- A comparative Analysis of Public and Private Sector is an original work and the same has not been submitted to any other institute for the award of any other degree. The interim report was

present to the supervisor Mr. Deepak Bansal and the pre-submission was made on .. The feasible suggestions have been duly incorporated in consultation with the supervisor.

Countersigned

Signature of the supervisor

Signature of Candidate

Forwarded by

Director of the institute

INTRODUCTION
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of ones job; anaffective reaction to ones job; and an attitude towards onesjob. We can argue that job satisfaction is an attitude butresearchers should clearly distinguish the objects ofcognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that we form attitudes towards our jobs by taking into account our feelings, ourbeliefs, and our behaviors. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the managementstyle and culture, employee involvement, empowerment andautonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales

where employees report theirreactions to thei jobs. Questions relate to rate of pay, workresponsibilities, variety of tasks, promotional opportunities,the work itself and co-workers. Some questioners ask yes orno questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied").

SIGNIFICANCE OF THE STUDY

The significance of choosing this study is to understand employees job satisfaction level at sectors and difference in level at public and private sector sectors. Through this study I will came to know that What benefits and facilities banking jobs providing to the employees. What conditions or requirements based on age, sex, religion, caste and ethnicity employees think should be provided by job.

Conceptualization

OBJECTIVES

Primary Objectives:The main objective of the study is to compare the satisfaction level of employees in public and private sectors.

Secondary Objectives: To have a depth knowledge of the topic. To study Effective Factors in Job Satisfaction. Employees satisfaction Level.

FOCUS OF THE STUDY

To understand that employees are really satisfiedvwith their jobs or not (if not, why???) and what is the difference in job satisfaction among public and private sectors will be main focus of problem in this paper. Other focuses of problem will be on:What benefits and facilities job is providing to the employees? Where the gap exists and where one should modify to have satisfied employees? Why Employees are going to switchover company packages.

LIMITATION OF THE STUDY

Sample may not represent the true population Satisfaction level to various factors may differ from person to person. Study may be obsolete because of changing environment and needs. Employees may not will to co-operate.

REVIEW OF LITERATURE
Job satisfaction is simply defined as the affective orientation that an employee has towards his or her work (Price, 2001). In other words, it is an affective reaction to a job that results from the comparison of perceived outcomes with those that are desired (Kam, 1998). Shortly, job satisfaction describes the feelings, attitudes or preferences of individuals regarding work (Chen, 2008). Furthermore, it is the degree to which employees enjoy their jobs (McCloskey and McCain, 1987). And also, it is possible to see a number of theories developed to uderstand its nature in literature. Vroom (1964), need/value fulfilment theory, states that job satisfaction is negatively related to the discrepancy between individual needs and the extent to which the job supplies these needs. On the other hand, Porter and Lawler (1968) collect the influences on job satisfaction in two groups of internal and external satisfactory factors. According to them, internal satisfactory factors are related the work itself (such as feeling of independence, feeling of achievement, feeling of victory, self-esteem, feeling of control and other similar feeling obtained from work), whereas external satisfactory factors are not directly related to work itself (such as good relationships with colleagues, high salary, good welfare and utilities). So, the influences on job satisfaction can be also divided into work-related and employee-related factors (Glisson and Durick, 1988). On the other hand, Arvey and Dewhirst (1976), took 271 scientists as a study sample, and found that the degree of job-satisfaction of the workers with high achievement motivation exceeded that of workers with low achievement motivation. Also autonomy is an important concern for employees job satisfaction. For example, Abdel-Halim (1983) investigated 229 supervisory and non-supervisory employees in a large retail-drug company and concluded that individuals who have high need-forindependence performed better and were more satisfied with high participation for

non-repetititive tasks (Kam, 1998). Additionally, administrative styles, professional status and pay are known as important factors influencing job satisfaction. For example, Carr and Kazanowsky (1994) successfully showed that inadequate salary was very lelated to employees dissatisfaction. And recent studies showed that a participative (democratic) management style was mostly prefered by todays managers to increase their employees job satisfaction (Dogan and bicioglu, 2004; Knoop, 1991). Consequently, numerous researches have been going on job satisfaction for many years. And it is common thought that job satisfaction influences organizational behavior, namely it positively affects employee working performance and organizational commitment, and negatively influences employee turnover (Agarwal and Ferrat, 2001; Poulin, 1994; Chen, 2008). Moreover, the relationships between job satisfaction and many variables such as motivation, stress, salary, promotion, role conflict, distributive and procedural justice, role ambiguity, autonomy, workload, leadership style, educational level, emotional intelligence are still being analyzed in different fields as an attractive and important subject of management literature (Ross and Reskin, 1992; Agho et al., 1993; Stordeur et al., 2001; Chu et al., 2003; Kafetsios and Zampetakis, 2008). For example, Sengin (2003), and Hinshaw and Atwood (1984) identify variables that influence employee job satisfaction as: (1) demographic variables: education, experience, and position in the hiererchy; (2) Job characteristics: autonomy, tasks repetetivenes, and salaries; and (3) organizational environment factors: degree of professionalization, type of unit. And Mrayyan (2005) says that the variables of encouragement, feedback, a widening pay scale and clear job description, career development oppurtunity, supportive leadership style, easy communication with colleagues and social interaction positively affect job satisfaction, whereas role stress has a negative influence on it. Similarly, the research made by Chu and his friends (2003) demonstrates that satisfaction is positively related to involvement, positive affectivity, autonomy, distributive justice, procedural justice, promotional chances, supervisor support, co-worker support, but it is negatively related to negative affectivity, role ambiguity, work-load, resource inadequacy and routinization.

Research Methodolgy

Research title

: job satisfaction (public vs. private sectors).

Research problem : Employees are going to switchover from their frequent jobs very frequently, the reason may be dissatisfaction from the job, so job satisfaction level must know. Research objectives : To study employees satisfaction different facilities provided by the organization. level from

Research design Study design : The study conducted would be mainly descriptive and analytical. It is mainly to comparative analysis of job satisfaction among public and private bank employees. Data sources:Primary data source : 1-5 likert scale questionnaires Secondary data source : books, internet

Sample design:Universe size : finite (employees working in sectors under study) Sample size under study) : 60(15 employees at each bank

Sample unit

Analysis pattern : through bar diagrams and pie charts.

ANALYSIS & INTERPRETATION

Distribution of Questionnaire Forms among Cities

NUMBER OF TEACHERS
Teachers transferred to Public private education inst. from public Schools schools
Due to resign. Due to retiremt.

NUMBER OF QUESTIONNAIRES SENT

City

Private Schools

Private Courses

Private Schools/
Courses

Public School s

Total

Sirsa Ambala rewari rohtak

97 94 76 31

362 234 421 363

6.069 3.494 5.590 6.132

24 8 12 17

17 19 19 18

454 126 171 375

156 55 125 120

610 181 296 495

Findings about Acceptability of Hypotheses Findings about the acceptability of hypotheses are presented below: H1: Job satisfaction levels of teachers who work at private educational
schools attached to M.E.B. and teachers who work at public schools attached

to M.E.B are different from each other.

A comparative analysis of job satisfaction levels of public and private school teachers

1Table 4A. One-Way Variance Analysis Results (Private Educational Institutions and Public Schools)
Total Number Between Two Groups In the Groups Themselves Total 27.925 280.060 307.985 Degree of Averag Independence e 2 1026 1028 F Fallibility 0,000

13.962 51.151 0,273

If we examine the Variance Analysis (ANOVA) results, it can be

argued that there is a statistically meaningful difference between the group

averages (p<0.01).
Tablo 2Table

4B. Relationship between Job Satisfactions of Public School

Teachers and Private Educational Institution Teachers

95% Safety Ratio Average (I) (J) Difference Standard Error Fallibility Institution Institution (I-J) Public School Private Course Private School
-0,3500* -0,2223*

Lower Bound Of Safety Space -0,4350 -0,3555

Upper Bound Of Safety Space -0,2649 -0,0891

0,03469 0,05434

0.000 0.000

Table 5. Results of Scheffe Test (According to the Institutions of the Teachers) Institution Public School Teachers Teachers in Private Courses Private School Teachers Frequency 427 484 118 Satisfaction Degrees 3,4803 3,8302 3,7001

A statistically meaningful (p<0.05) difference was observed between job satisfaction levels of private educational institution teachers and public school teachers. When the Average Difference part on Table 5 is analyzed, it is noticed that this relationship is negative; in other words, the job satisfaction degree of teachers who work at private educational schools is higher than the teachers who work at public schools. Thus, our H1 hypothesis has been accepted. As the result of the Scheffe test, it was determined that job satisfaction degree average of public school teachers is 3.48, job satisfaction degree average of private school teachers is 3.70 and job satisfaction degree average of private course teachers is 3.83. These findings also support our hypothesis. H2: Job satisfaction level of teachers who work at public schools attached to M.E.B. is different from job satisfaction level of teachers who resigned or retired from public schools and started to work at private educational institutions.
Table 6. t-Test (Public School Teachers and Teachers who transferred to Private Educational Institutions due to Resignation or Retirement)
Variable N Public Schools Private Institutions Public Schools Activity Private Institutions Independence Public Schools Private Institutions Variety Public Schools Private Institutions Public Schools Social Status Private Institutions Moral Values Public Schools Private Institutions Recognition Public Schools Private Institutions Public Schools Social Service Private Institutions Authority Public Schools 134 427 4,1627 3,2885 0,61811 0,0534 -6,353 0,000 0,64911 0,03141 134 427 134 427 134 427 3,9701 4,1279 4,2851 3,2557 3,9104 3,8473 0,60151 0,05196 0,56655 0,02742 0,58727 0,05073 0,93677 0,04533 0,7319 0,06323 -4,534 0,000 -8,415 0,000 -2,778 0,000 134 427 134 427 134 427 4,0552 3,6707 3,9075 3,3030 3,5970 3,3630 0,56589 0,04889 0,66936 0,03239 0,56391 0,04871 0,68933 0,03336 0,58963 0,05094 0,82305 0,03983 -9,274 0,000 -4,828 0,000 -3,702 0,000 Averag e 427 134 427 Std. Std. Deviatio Error n Average 3,4825 3,8845 3,6754 t-value Fallibili ty -3,935 0,000

General Job Satisfaction

0,54401 0,02632 0,50005 0,04319 0,66702 0,03228

-6,484

0,000

0,72689 0,03518

Ability Utilization

Private Institutions

134 3,6940 0,62993 0,05442

Public Schools

427

3,7354

0,70846 0,03428

-7,821

0,000

anakkale Onsekiz Mart University, Faculty of Education. All rights reserved. anakkale Onsekiz Mart niversitesi, Egitim Fakltesi. Btn haklar sakldr.

205

A comparative analysis of job satisfaction levels of public and private school teachers

Private Institutions Public Schools Responsibility Private Institutions Creativity Public Schools Private Institutions Achievement Public Schools Private Institutions Public Schools Advancement Private Institutions Company Public Schools Private Institutions Colleagues Public Schools Private Institutions Public Schools Working Conditions Private Institutions Security Public Schools Private Institutions Salary Manager-Employee Relationship Manager and Technique Public Schools Private Institutions Public Schools Private Institutions Public Schools Private Institutions

134 427 134 427 134 427 134 427 134 427 134 427 134 427 134 427 134 427 134
427

4,2164 3,5710 3,9045 3,3550 3,8672 3,7761 4,1478 2,9368 3,5313 3,4623 3,9090 3,7747 3,9716 3,3944 3,7657 3,7504 3,6060 2,5831 3,4851
3,3902

0,59119 0,05107 0,63386 0,03067 -5,324 0,62898 0,05434 0,7418 0,0359 -7,543 0,000 0,000

0,66714 0,05763 0,64195 0,03107 0,54782 0,04732 0,82532 0,03994 -8,414 0,67483 0,0583 -6,463 0,000 0,80431 0,03892 0,66111 0,05711 0,66975 0,03241 0,65679 0,05674 0,74138 0,03588 -5,569 0,65052 0,563 0,0562 0,02725 2,249 0,000 0,000 -2,983 0,000 0,000 -6,045 0,000

0,67298 0,05814 0,86263 0,04175 0,75329 0,06507

0,79399 0,03842

-11,666 0,000

134
427

3,8567
3,3883

0,68961 0,05957
0,75555 0,03656

-6,581 -6,254

0,000 0,000

134

3,8463

0,6858

0,05924

1. When advancement factor is taken into consideration, average job satisfaction level of public school teachers is 2.94, while average job satisfaction level of teachers who work at private educational institutions is 3.53. 2. When job satisfaction of the teachers who participated in the survey is evaluated in terms of recognition factor, average job satisfaction level of public school teachers is 3.25; while average job satisfaction level of teachers who transferred to private educational institutions due to retirement or resignation is 3.91. 3. When Ability Utilization factor is taken into consideration, average job satisfaction level of public school teachers is 3.73; while average job satisfaction level of teachers who transferred to private educational institutions due to retirement or resignation is 4.21. 4. In terms of the relationship between the job satisfaction level of public school teachers and of teachers who transferred to private education.

institutions, another prominent factor is administrator-employee relationship. In this frame, when job satisfaction of these two sides is taken into consideration in terms of administrator-employee relationship, average job satisfaction level of public school teachers is 3.39 while average job satisfaction level of teachers who transferred to private educational institutions due to retirement or resignation is 4.21. 5. When creativity factor is taken into consideration, average job satisfaction level of public school teachers is 3.35 while job satisfaction level of teachers who transferred to private educational institutions due to retirement or resignation is 3.86. 6. In terms of job security factor, job satisfaction level of public school teachers is higher than teachers who work at private educational schools. Yet, when this factor is taken into account, job satisfaction level average of public school teachers is 3.75 while job satisfaction level average of teachers who transferred to private educational institutions due to retirement or resignation is 3.61. H3: There is a difference between job satisfaction levels of teachers who started working in private education institutions right after graduation and of teachers who transferred to private education institutions from public schools due to retirement or resignation. As it is shown at Table 7, there is a difference which is statistically meaningful (t=-1.976: p=0.049) according to 0,05 meaningfulness level between the job satisfaction levels of teachers who started to work at private educational institutions right after graduation and of teachers who transferred to private educational institutions due to retirement or resignation. So, our H4 hypothesis is accepted.
Table 7. t-Test (Teachers Who Started to Work at private Educational Institutions Right after Graduation and Teachers Who Transferred to Private Educational Institutions due to Retirement or Resignation.)

A comparative analysis of job satisfaction levels of public and private school teachers

Moral Values

Recognition

Social Service

Authority

Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation
Direct Entrants

134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134 466 134

4,2851 3,6236 3,9104 4,1961 4,1627 3,5142 3,6940 4,0622 4,2164 3,8266 3,9045 3,7858 3,8672 4,0571 4,1478 3,6223 3,5313 3,7365 3,909 4,0373 3,9716 3,6219 3,7657 3,3536 3,6060 3,3579 3,4851 3,6159 3,8567 3,7511 3,8463 4,0137 4,0552

0,58727 0,82668 0,7319 0,57525 0,61811 0,63923 0,62993 0,63462 0,59119 0,58348 0,62898 0,64716 0,66714 0,59046 0,54782 0,74857 0,67483 0,80209 0,66111 0,66783 0,65679 0,71934 0,65052 0,87915 0,67298 0,85567 0,75329 0,75611 0,68961 0,74407 0,6858 0,60732 0,56589

0,05073 0,0383 0,06323 0,02665 0,0534 0,02961 0,05442 0,0294 0,05107 0,02703 0,05434 0,02998 0,05763 0,02735 0,04732 0,03468 0,0583 0,03716 0,05711 0,03094 0,05674 0,03332 0,0562 0,04073 0,05814 0,03964 0,06507 0,03503 0,05957 0,03447 0,05924 0,02813 0,04889 -1,328 0,185 -3,312 0,001 -1,669 0,097 -3,555 0,000 -2,082 0,038 1,007
0,314

0,988 -3,88

0,324

0,000 0,56

0,583 -2,88

0,004

Ability Utilization Retirement or

Resignation Direct Entrants Retirement or Resignation
Direct Entrants

-2,516 -1,338

0,012 0,182

Responsibility

Creativity

Achievement

Advancement

Company

Colleagues

Working
Conditions

Security

Salary
Administrator-

Employee
Relationship Administrator and Technique

Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation Direct Entrants Retirement or Resignation

-1,273

0,203

-1,592 1,266

0,112

0,206

-2,531

0,012

Table 7 indicates that there is a statistically meaningful difference

(p<0.05) between independence, ability utilization, company and working conditions factors according to the 0.05 meaningfulness level. In terms of recognition, authority, security and administrator- employee relationship factors; there is a statistically meaningful difference (p<0.01) according to the 0.01 meaningfulness level. A statistically meaningful difference (p>0,05) was not found in terms of the following factors: Activity,

variety, social status, moral values, social service, responsibility, creativity,

achievement, advancement, colleagues, salary, administrator and technique. Consequently, these factors have no effect on the job satisfaction difference between the teachers who started to work at private educational institutions right after graduation and teachers who transferred to private educational

institutions due to retirement or resignation.

FINDINGS
Two public sector sectors and two private sector sectors were selected for the study.

A total of 60 subjects were selected equally fromthe four organizations selected for the study. Job satisfaction was measured using thelikert scale. A single item on five-point rating scale ranging from quite dissatisfied to quite satisfy was taken. These items were, (1) pay (2) working conditions (for example, safety, heat,noise, dust) (3) service conditions (for example,security, promotion, welfare) (4) relation with superiors, peers and workers, and (5) company asa whole. The means of four organizations taken in the present study are significantly different from one another. A close study indicates that job satisfaction of Pvt-1, Pvt-2, Pub-1, and Pub-2 were 13.74, 13.96, 15.48, and 15.88 respectively.At a glance it seems that there is a big difference between private and public sector sectors in terms of the degree of job satisfaction. It has been observed that degree of job satisfaction of private sector sectors was found to be significantly lower than in public sector sectors. At least two reasons were found to be responsible for the low job satisfaction level of employees of private sector sectors. When data were analyzed, surprising results were found. Job satisfaction was measured on the basis of five variables. These are (i) pay, (ii) work condition (for example, safety, heat, noise, and dust), (iii) service conditions (for example, security, promotion, and welfare), (iv) relation with superiors, peers, and workers, and (v) company as a whole. Among four variables, the degree of difference is not noticeable. But low scores of the third variable, service conditions, were found to be responsible for overall low degree job satisfaction in private sector sectors. Employees of private sector sectors perceive that their jobs are not secure. In fact, the effect of an open economy, globalization, and privatization can be seen more easily in private sector sectors than in public sector sectors. In private sector sectors, the environment is highly competitive and job security is based on

performance and various other factors. Though it is true that this environment provides a challenging job profile, it also creates a less secure environment. Industriousness, dedication,devotion, and commitment are not enough to secure a job. The high level of performance of an individual is also based on various factors. These may be market situation, existence of competitor, and government policies. Where these factors are adverse in nature, performance automatically suffers. During this period, employees feel insecure, this reduces overall job satisfaction. In public sector sectors, welfare policies are clearly defined and legally enforced. Retirement, pensions, gratuity, and other related welfare policies are effectively executed. So there is no problem with social security. In private sector sectors, welfare activities are neither well plannednor well executed. Employee turnover is very high and job security is very low. Most employees are from middle class Indian families.These employees have seen the golden period of public sectors and government jobs during their growing stages. So the effect of welfare schemes of government jobs and public sectors cannot be easily eradicated from their psyche. Private sector employees are ready to work hard but they demand pensions, security, and sometimes an easy lifestyle. These findings in the banking sectors could be extended to explain the job situation in other service sectors. In terms of security, promotion, and welfare policy, there is a clear difference between public and private sector employees.

SUGGESTIONS AND RECOMMENDATIONS FOR PUBLIC SECTORS Though The Employees of Public Sectors are much more satisfied than private bank employees but there are always chances of improvement. Public sectors can take steps to keep its employees more satisfy as follows:Recognition for work accomplished by employees is less in public sectors, so sectors can provide recognition by giving rewards on timely basis, by praising employees in meetings, by sending letters of good worker to their homes. Public sectors can provide opportunity to learn new skills with the help of training and education programs weekly for 2-4 hours. As duties of employees in public sectors remain same, employees feel boredom, so sectors should provide variety of job responsibilities and adequate opportunity for periodic changes in duties. FOR PRIVATE SECTORS Most important cause of dissatisfaction in private employees is of job security. So, private sectors must provide an element of security to employees. Sectors can provide security in terms of conditions that until employee will fulfill these conditions; his/her job will remain secure. Other important cause of dissatisfaction among private employees is their relationship with supervisors. Supervisors must have a fair relationship with their employees to keep them satisfied. It has been found that employees of private sector sectors were less satisfied with their

jobs compared to employees of public sector sectors. To increase their satisfaction, private sector sectors need to improve job security. Layoff threats are one of the greatest blows to employee loyalty, even among those whose jobs are not immediately at risk. Long tenure of working in organizations increases the job satisfaction of employees. The Indian middle class is very protective towards family members, so private sector sectors must launch special schemes to safeguard the interests of family members of employees. This may be education facilities for children, pension schemes for employees, accommodation for employees, gratuity, and other retirement benefits. In the light of the findings, job security is one of the most important ingredients of job satisfaction. Secure job environment enhances the degree of job satisfaction. Management must create an environment of job security among employees. Indians work with emotions, so any legal job contract will not motivate them.Instead, there should be a psychological or emotional bond between employees and the organization. Due to the different social, economic and cultural backgrounds, the hire and fire system is not effective in India. In fact, Indian culture is neither individualistic nor collective, rather it is "Karm" (according to Indian mythology it is do your duty, don't worry about results) oriented. Indians always accept effective leadership. So when management can provide effective leadership and a secure job environment, Karma (job duty) will be in the right direction. Apart from job security, management must provide job stability. There should be a challenging environment. The job structure should comprise horizontal as well as vertical growth. The job should provide enough scope for the employees in terms of promotion and transfer.

CONCLUSION
Results of this quantitative research study are discussed below: 1- There is a statistically meaningful difference between teachers who work at private educational institutions, and teachers who work at public schools. Additionally, job satisfaction level of teachers who work at private educational institutions is higher than teachers who work at public schools. 2- Job satisfaction level of teachers who transferred to private schools from public schools is higher than of the teachers who already work there. Consequently, it can be argued that the factors which affect the job satisfaction level of the teachers who transferred to private schools have improved positively as a result of this transfer. The factors that affected the job satisfaction level positively are salary, social status, being acknowledged, improvement, using talents, administrator- employee relationship, and creativity. 3- The most remarkable factor in terms of job satisfaction difference is

salary. Parallel to this finding; 112 of 192 public school teachers (21.17%) who would prefer private schools if they had the chance to transfer, according to demographic survey results, stated the salary factor as the main reason of their preference. 4- The second main factor after salary factor, which causes the difference in job satisfaction level, is social status. The results indicate that the teachers who transferred to private schools from public schools status had an increased job satisfaction level because of the positive change in their social status as they transfer to private schools. 5- Another factor that increases job satisfaction level of teachers as they transfer to private schools is Advancement. Parallel to this finding; 55 of 192 public school teachers (10,4%) who would prefer private schools if they had the chance to transfer, answered the demographic survey question, `Why would you prefer private schools?`, by choosing `the chance of promotion` option as the reason of their preference . 6- Another factor that causes a difference in job satisfaction level is `Ability Utilization`. Parallel to this finding; 61 of 192 teachers (11,5%) who would prefer private schools if they had the chance to transfer, answered the question `Why would you prefer private schools?` by choosing `revealing my potential` option as the reason of their preference.

7- Another factor that increases job satisfaction level of teachers as they transfer to private schools is administrator-employee relationship. 61 of 192 teachers (11,5%) who would prefer private schools if they had the chance to transfer, answered the question, `Why would you prefer private schools?`, by choosing `good administrators and kind behaviors` option as the reason of their preference and this result is parallel with the findings. 8- Creativity is another factor that causes job satisfaction level difference. Along the same line with this finding, 57 of 192 teachers (10,8%) who would prefer private schools if they had the chance, answered to the question `Why would you prefer private schools?` by choosing `the chance of improving myself` option as the reason of their preference. 9- The factor that makes public school teachers job satisfaction level higher than private school teachers is job security as a result of the weakness of job security at private education institutions. Even though private school teachers earn more money than public school teachers do, the public school teachers have more job security with permanent state contracts than private school teachers do. Along the same line with this finding, while considering the lack of job security at private education institutions, 217 participants (50.8%) answered to the question, Would you prefer private educational institutions if you had the chance to transfer? by giving a negative answer. 10- A statistically meaningful difference was not found between the job satisfaction levels of teachers who quitted because of resignation and the ones who quitted because of retirement. The reason for this is the fact that the teachers in both group lean upon the same expectations and these expectations are met at private educational institutions at the same proportion. 11- There is a job satisfaction level difference between the teachers who work at private educational institutions despite of the fact that they work at the same organizational climate. There is statistically meaningful difference

of job satisfaction level between teachers who started to work at private educational institutions right after graduation and teachers who transferred to private educational institutions because of resignation or retirement. The factors that cause this difference are independence, ability utilization, working conditions, recognition, authority, job security, and administratoremployee relationship.

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