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isfied with their work than men working 30-48 hours per week (except for satisfaction with ‘hours worked’ but this result was statistically insignificant). However, Rose (2003) analysed a number of possible influences on job satisfaction including individual well-being, working hours, work orientation, financial variables, the employment contract, and market and job mobility. His findings provide having the ‘right package’ - contractually assured promotion opportunities, annual pay increments, bonuses and, above all, a job that was regarded as permanent - significantly boosted the job satisfaction score, with a marginal increment for not having to work unpaid overtime. There was also little support for the view that job satisfaction rises in a closely linear association with earnings; rather, jobs enabling financial expectations - at whatever level these were set - to be met, were more important. Having a recognised career path was also a highly significant factor relating to job satisfaction.

Job satisfaction through this:
Theoretical Frameworks of Job Satisfaction

Three theoretical frameworks of job satisfaction can be identified in the literature. Framework one is based on content theories of job satisfaction. Framework two is grounded in process theories of job satisfaction. Framework three is rooted in situational models of job satisfaction (Thompson & McNamara, 1997).

Framework One: Content Theories

Content theorists assume that fulfillment of needs and attainment of values can lead to
job satisfaction (Locke, 1976). Maslow’s (1954) need hierarchy theory and Herzberg’s

motivator-hygiene theory (Herzberg, 1966) are examples of content theories.

Maslow’s Need Hierarchy Theory. According to Maslow’s (1954) view of individual needs, job satisfaction is said to exist when an individual’s needs are met by the job and its environment. The hierarchy of needs focuses on five categories of needs arranged in ascending order of importance. Physiological, safety, belongingness and love are the lower-level needs in the hierarchy. The higher-level needs are esteem and self-actualization. When one need is satisfied, another higher-level need emerges and motivates the person to do something to satisfy it. A satisfied need is no longer a motivator. Whaba and Bridwell (1976) did an extensive review of the research findings on the need hierarchy concept. The results of their review indicate that there was no clear evidence showing that human needs are classified into five categories, or that these categories are structured in a special hierarchy. Even though hardly any research evidence was discovered in support of the theory, it enjoys wide acceptance.

Herzberg’s Motivator-Hygiene Theory. The study of job satisfaction became more sophisticated with the introduction of Herzberg’s motivator-hygiene theory (Herzberg, 1966; Herzberg, Mausner, & Snyderman, 1959). This theory focuses attention upon the work itself as a principal source of job satisfaction. To Herzberg the concept of job satisfaction has two dimensions, namely intrinsic and extrinsic factors. Intrinsic factors are also known as motivators or satisfiers, and extrinsic factors as hygienes, dissatifiers, or maintenance factors. The motivators relate to job content (work itself)