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outcome level was back with a person expected to receive (Lawler, 1977). Discrepancy Curie did not provide a clear definition of the ideal outcome to be considered. However, the discrepancy between the real and expected levels of outcome chosen for comparison provided an index of satisfaction.

Equity Thoery

Equity Theory assumed that “ satisfaction is determined by the perceived ratio of what a person receives from the job relative to what a person puts into the job” (Lawler, 1977). According to the Whitley Curie, dissatisfaction could result from Eden under-compensation or over-compensation. Under compensation could lead to perceptions of unfair treatment, while over-compensation could create feelings of guilt.

Equity-discrepancy integration Theory

Lawler, (1973) build a model of job satisfaction by integrating the equal pay and discrepancy approaches. Lawler's model provided an outline of the conditions that lead to worker satisfaction. The theory assumed that the same physiological processes operated to determine satisfaction, with a range of such job factors as p, supervision, and satisfaction with the word itself. Lawler noted that when satisfaction was based upon the discrepancy between how much was wanted and how much was received, the “want” aspect of the equation was aspirational, and thus removed a job satisfaction from the context of the job and the situation. The outcome level that employees thought they should receive from their job, rather than what they wanted, was the appropriate knees and to be used when the satisfaction of workers was considered.

JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a framework to study how particular job characteristics impact on job outcomes, including job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing work outcomes (job satisfaction, absenteeism, work motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score (MPS) for a job, which can be used as an index of how likely a job is to affect an employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF THE ORGANIZATION:

1. Management has a clear path for employee's advancement

2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My sup