Importance of research in Job satisfaction and

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1. INTRODUCTION The importance of universities and colleges for the progress of society and technology is widely acknowledged. These educational institutions are regarded as havens of wisdom, created and passed on by academics and intellectuals. It is a universally recognised fact that teachers are the heart of every educational establishment ( Stanovskaet al., 2017) . The success, vision, and mission of a higher educational institution are largely determined by the work of the academic staff. The members of the academic staff are a reflection of the nation's builders and their beliefs. Armstrong (2009 ) has highlighted the transition from human resource to human capital, which encompasses the knowledge, skills, and abilities of the employees in an organisation, reflecting their value. Therefore, it is crucial to have highly skilled faculty members and with their dedication, passion and sincere interactions contribute significantly to skill development and economic improvement of a country (Mabaso and Dlamini, 2017). ” A satisfied employee is an effective employee’ who exhibits positive work attitude. (Ismail and Abd-Razak, 2016). In today’s rapidly changing and ever evolving global marketplace, the higher education industry has experienced remarkable growth and realized that one of their greatest assets is the talent, skills and knowledge of its employees (Tucker, Kao and Verma, 2005; Lewis and Heckman, 2006; Collings and Mellahi , 2009) and has come to the conclusion that performance is entirely dependent on how satisfied they are with their work. Job satisfaction is a complex phenomenon, because it is related to various factors such as personal, social, cultural, financial and environmental. Job Satisfaction has been the subject of research for many experts over the last fifty years. (Koustelios,2001). These studies have their roots at least in 1911, when Taylor started researching workers' jobs and responsibilities in an effort to improve worker training (Taylor, 1911).

2. Job satisfaction is typically viewed as a sense of fulfilment or pleasure that individuals gain from their jobs ( O'Leary et al., 2009) and it is positively connected with employee development and well -being. Many theories and articles of interest to managers, social psychologists and academics address the topic of satisfaction as most people spend their lifetime working living. (Understanding of the factors that increase satisfaction, is important to improve the well-being of the individuals in this area of life. ( Porter,1985 )."The definition of job satisfaction provided by ( Spector,1997 ) which links people's feelings about their jobs and their experiences with them, is one of the most widely used. It is related to how much people enjoy or detest their professions. (Spector, 1997) asserts that organisations ought to put human values first. The conclusions regarding job satisfaction can be drawn from three perspectives: the first holds that it is an implied mental or emotional response to a work that is not obvious. Secondly, job satisfaction is determined by how satisfactorily an employee’s expectations are met. Thirdly, it shows how an individual feel about a variety of aspects of their work, including, job requirements, development opportunities for growth, level of supervision, and peer cooperation. This issue is thought to have a negative impact on the overall quality of education. The high rate of voluntary attrition in higher education is one of the major issues which in turn can have an impact on productivity.(Dong, Mitchell, Lee, Holtom , & Hinkin , 2012; Gialluisi & Coetzer , 2013). In this scenario, talent management has emerged as a major global concern for organizations. (Tarique and Schuler, 2010; Schuler, Jackson and Tarique, 2011; Scullion and Collings, 2011).

3.   Employee retention refers to the act of motivating employees to stay with the organization for a long time. Holliday, S . (2021) defined employee retention as an organization's capacity to stop employee turnover. The concept of employee retention first emerged in the middle of the 1980s and the 1970s when businesses realised the benefits of retaining talented employees. Employee retention is a crucial aspect of the human resources division. The process of encouraging staff members to remain with an organisation for an extended period of time is known as employee retention. Retention starts at the top. Sourcing, hiring, and retaining talented employees are the responsibility of the organisation’s governing board and HR department. Holliday, S. (2021) described employee retention as the ability of an organisation to prevent employee churn. Most research studies, such as those by Chatman & Cha (2003), Grojean et al. (2004), Allen (2008), Doh et al. (2011), Ng’ethe et.al, (2012), Gupta & Tayal (2013), and Paul and Berry (2013) , suggest that the culture and values of an organisation, along with factors such as self-actualization, leadership, communication, work–life balance, and rewards and recognition, play an important role in retaining high-skilled academic staff. There is a positive relationship between HRM practices such as training, working environments, rewards, compensation structure, motivation, appraisal system and employee retention. In her 2014 research on faculty retention in business schools, Prabjot Kaur identified several key factors that significantly impact faculty members' decision to stay. These factors include career planning and development, faculty development programs (FDPs) and training initiatives, job enrichment, teamwork cooperation, and job security, among others. Employers who give priority to these elements typically have happier and more engaged workforces. ( Shaik Ul Qamar and colleagues, 2010 ).

4. The issue of job satisfaction and its impact on organisational performance has been one of the most controversial topics in the field of management studies. Hoppock (1935 ) originally defined the term as the totality of environmental, physical, and psychological factors that lead a person to declare, "I am satisfied with my job. “Not only researchers around the world are interested in this topic, but employees of organisations. ( Lu et al, 2005 ). The fact that an organisation's success is largely dependent on its workforce—which consists of diligent, devoted, driven, and content employees—makes this topic so important. (Locke , 1976) characterised job satisfaction as the cognitive, emotional, and evaluative response of employees to their work. Motivation expert Herzberg (1968 ) elaborated on job satisfaction by categorising it into motivator and hygiene factors. Decreased job satisfaction has been linked to low morale, high turnover rates, tardiness, and absenteeism. According to Edwards and Cable (2009) Work satisfaction is a crucial phenomenon that influences both individual and organisation well-being. Even though different scholars have varying definitions of job satisfaction, they all agree that it is an emotional reaction related to one's work because of the extensive research done over many years (Altman, 2002; Roberts, 2004 ). The discourse surrounding job satisfaction and employee turnover is widely regarded as originating from the findings of the Hawthorne studies, which are primarily associated with Elton Mayo of Harvard Business School, conducted between 1924 and 1933. Mayo aimed to investigate the influence of various factors, particularly lighting conditions, on worker productivity. The outcomes of these studies revealed that innovative alterations in work environments could lead to temporary boosts in productivity, a phenomenon known as the Hawthorne Effect. Additionally, the principles of scientific management, as articulated by Frederick Winslow Taylor in his 1911 publication, Principles of Scientific Management, significantly influenced the exploration of job satisfaction by positing that there exists an optimal method for executing any task. LITERATURE SURVEY

5. Paul E Spector believes that job satisfaction is simply what people feel about their jobs and various aspects of their jobs, whether they like or dislike certain aspects. In his 1997 research, Spector delineated 9 facets of job satisfaction, including fringe benefits, contingent rewards, operating conditions, colleagues, pay, promotion, supervision, nature of work, and communication. Spector's work emphasises the multifaceted nature of job satisfaction and the importance of considering various factors that contribute to employees' overall satisfaction in the workplace. Chiedu et al. (2017) claim that satisfied employees are more likely to remain loyal to the company, which reduces the turnover rates. According to their research, there is a direct link between employee retention, organizational commitment, and job satisfaction. “What makes people stay?” is one that always challenges researchers and practitioners. Various regions, especially skilled labor and employees with professional qualifications are confronted with the problem of employee retention. Those who are less dedicated and fulfilled are more likely to leave the company. These observations highlight the importance of creating a welcoming workplace that encourages worker loyalty and job satisfaction. Extrinsic and intrinsic motivators are often associated with job happiness, with possibilities for professional growth, academic independence, and personal fulfilment being important intrinsic motivators that support a healthy work environment. On the other hand, extrinsic elements like pay, perks, work-life balance, and institutional support have a major impact on how happy employees are and how likely they are to stay. The most difficult obstacle organizations face today is not only how to handle their people but also how to retain them in business as long as possible and maintain their energy and ambition. ( Milman & Dickson, 2014) . In his 2014 research paper "The Effect of Job Satisfaction on Employee Retention, he found that job satisfaction plays a significant role in enhancing employee retention. He identified job satisfaction as a consistent and important indicator of whether employees stay with a company. When employers implement practices that foster positive working relationships and provide benefits, it leads to increased job satisfaction, as employees feel that their skills are valued, and their contributions are recognized. Consequently, greater job satisfaction typically leads to improved employee retention rates.

6. Research has shown that people are not happy and satisfied with excellent pay and status alone. People want extras. These extras can be extra attention, extra care or recognition in the form of small gestures. Key elements that influence employee retention include Pay, leadership, a demanding and fulfilling job, recognition and rewards, a positive work atmosphere, supervisor support, career opportunities are the top priorities. ( Dockle 2003). Baer et al. (1996) state that policies and procedures that provide a work environment that satisfies employees' needs and encourage long-term employment are usually the key to retaining employees. Allen (2008) , however, contends that encouraging employee engagement and efficiently managing retention are challenging issues devoid of easy solutions. According to Kohont and Nadoh (2010) , HRM tools are crucial for training educators, helping to transform organizational cultures, and preparing managers, executives, and faculty members for positions in postsecondary education. A successful organization's vision, principles, and policies must include employee retention methods ( Cloutier, Felisiak , Hill, & Pemberton-Jones, 2015) . Eleven Human Resource Management (HRM) techniques include hiring, training, performance reviews, incentive compensation, job design, grievance processes, information sharing, attitude assessments, participation in labor management, hiring efforts, employee training, and promotion criteria. (Abelson & Baysinger , 1984; Boudreau & Berger, 1985 ) have Suggested that an effective human resource management strategy should balance the cost of replacing the employees who leave against the cost of retaining those who stay. Since it is generally more expensive to replace highly productive employees than to replace weak performers ( Cascio, 1982 ).

7. Vickers (2017) asserted that organizational commitment plays a crucial role in positively impacting employees. Researchers like, Tutuncu & Kozak (2007) ; Robinson & Baron (2007 ) and Carbery et al. (2003) have established consistently that employee turnover has a direct correlation with job satisfaction and organizational commitment. Employees develop a sense of commitment to the organization when there is alignment between their goals and those of the organization, and when they engage in their roles willingly. Furthermore, organizational commitment is recognized as a key factor, as noted by Berson et al. (2008) , who indicated that a supportive organizational culture is positively associated with employee satisfaction. Higher levels of individual agreement, high levels of behavioral consistency, cohesiveness, loyalty, organizational commitment, and lower turnover are all correlated with strong organizational cultures (Robbins, 2005) . In the context of higher education, employee engagement is essential as it directly affects the quality of education and overall performance of the institution. The level of dedication, enthusiasm, and commitment of an employee is referred to as employee (Macey & Schneider, 2008) engagement. Studies have shown that employee engagement is positively correlated with job satisfaction, organizational commitment, and job performance (Macey &Schneider, 2008). Douglas May's 2004 study examined the influence of psychological conditions on employee engagement. He found that meaningfulness, job enrichment, reward, and supervisor relations positively influenced engagement. Research shows that motivation shapes behavior, and that managers can influence the actions of their employees’ behavior by understanding what it is that drives them (Adair2006). Employee performance, attitude and performance are significantly influenced by managerial communication. In a nutshell, the work culture can make or break an organization. It affects operational efficiency in an organization, talent retention, and innovation happening in an organization amongst several other things (Vivek Venkatraman, April 04, 2022). In his 1990 paper, "Psychological Conditions of Personal Engagement and Disengagement at Work," A. Kahn mainly discussed problems related to an employee's emotional state at work. Here, Kahn emphasized the importance of three key elements that contribute to employee engagement: "meaningfulness of work," "psychological safety," and "psychological availability."

8. ‘The importance of work here refers to how the employee feels about their work, that is, whether the individual is doing something important while contributing to the success of organization. Frederick Herzberg (1968) , in his article entitled ‘One More Time: How do you Motivate Employees’, developed his theory, which states that there are two factors that influence work attitude in a workplace. One is the motivating factors, which motivate employees to work harder, and second, are hygiene factors that are associated with the dissatisfaction of the employees. Leaders affect not just employees’ emotional and mental states, but they also have a significant impact on employees’ intrinsically motivated behaviours towards the achievement of the organization's goals (Burns, 2007). The research of Kennerly (1989 ) found a link between job satisfaction, leadership behaviours and organizational performance. Research has shown that effective leadership boosts employees’ productivity and job satisfaction by improving their motivation. The findings of the research indicated that the type of leadership or supervision has significantly influenced employee job satisfaction and retention. The leadership style and team-building abilities of an organization have a favorable impact on proactive workers who demonstrated higher levels of motivation in both their personal and professional lives ( Felfe and (2014) Schyns ; Khan and Wajidi (2019 ). In 2020, Gerhold and Whiting investigated the employee motivations across multiple generations, including Gen Z and Boomers abilities as leaders that motivated them. According to (Faiz et al.2017 ), a democratic and laissez-faire leadership style raised employee morale, which enhanced productivity and effectiveness, while an authoritarian leadership style resulted in a lack of employee enthusiasm.

9. Herzberg et al. (1959) identified supervision as a hygiene factor that negatively affects job satisfaction, suggesting that the relationship between the supervisor and the employee is not conducive to a positive work environment. If subordinates do not find the management styles appropriate, their performance gets affected and also it provokes the employee to quit the organisation as they are left highly demotivated. According to Mehta et al. (2014) "Employee retention and Engagement" highlights the various aspects of employee retention, emphasising the critical role that effective leadership plays in promoting engagement and reducing turnover. Successful leaders exhibit characteristics that contribute to higher job satisfaction such as "Inspirational motivation," "intellectual stimulation," "individualised consideration," and "idealised influence," which help to increase employee job satisfaction. Gill et al. (2010) . Compensation constitutes wages or salaries, bonuses, incentives and other fringe benefits like vacation pay, health- insurance, childcare etc. When a company provides proper compensation to employees it shows their level of commitment towards them (Trevor & Gerhart, 1997) . It is a concrete way of demonstrating the concern the company has for its staff. In turn, this leads to higher employee engagement, better employee performance, and higher employee satisfaction, which in turn improves organisational performance (Milkovich & Newman, 2004). In 2018, researchers Zanabazar and Jigjiddorj discovered a consistent correlation between employee satisfaction and the operational elements that drive organizational success. These elements include factors such as employee turnover, attrition, absenteeism, commitment to work, and overall productivity. Training and development initiatives boost employees' job-related satisfaction, according to a 2016 study by Oosthuizen et al . According to a study by Sheeba and Cristopher (2020), training and development are essential for any company that wants to focus on encouraging innovative behaviour in its workforce. Kali prasad (2006) emphasised that an organisation's employee retention hinges on effective management utilising four key processes: motivation, interaction, visioning, and learning. It is obvious that employee job satisfaction increases employee retention. Therefore, the organisation that encourages employees to stay longer will definitely reap the benefit of higher productivity, enhance organisational image, retention of desirable employees and better teamwork. A corporation stands to gain from the commitment and satisfaction of its employees. High levels of employee satisfaction contribute positively to retention rates while adversely affecting turnover rates. ( Suryani, Yoga, & Widani , 2018 ).

10. Higher education institutions are facing increasing pressure to attract and retain qualified and experienced teaching faculty. Despite the increasing recognition of job satisfaction as a critical factor in faculty retention, many organizations continue to experience high turnover rates. An Inadequate understanding of these variables can result in policies and procedures that are not effectively addressed. The "excellence in quality" of education in private institutions in India is being threatened by a variety of issues that the private higher education sector is experiencing as it is transitioning. Nonetheless, little study has been done to investigate how working conditions and faculty retention relate to each other and how this affects the quality of education provided by private higher education institutions in Rayalaseema region of Andhra Pradesh. Job satisfaction and faculty retention are the crucial aspects of the human resources department of any institution. Research focusing on these emerging issues is necessary to increase faculty retention and boost overall productivity within an organization. Whether a faculty "wants to" stay or "has to" stay has a big impact on the Private engineering colleges of Rayalaseema region. How can one increase retention? Reinforcing the "right" reasons for staying is one way a college may accomplish this. Here, "right" refers to a combination of environmental concerns and employment happiness that aligns with the institution's objectives. However, many of the Institutions are not yet fully prepared to invest in matters pertaining to faculty retention. Therefore, the issues relating to faculty of higher educational institutions need to be examined in detail. Faculty is arguably the most important group of professionals for the future of the nation. Therefore, it is disturbing to find that many of today ‘s faculty are dissatisfied with their jobs. If the higher educational institutions have dedicated and committed faculty members, they would be motivated to perform their tasks in an effective manner, thus contributing to the effectiveness of higher educational institutions. In this regard attempt has been made to explore the factors that influence faculty job satisfaction, examine the relationship between job satisfaction and faculty retention, and propose strategies to improve faculty retention. In addition, the significance of implementing a retention strategy based on a well-defined human resource management framework is emphasized. PROBLEM IDENTIFICATION

11.   In light of the difficulties in sustaining faculty job satisfaction and retention that have been previously discussed, the study's goal would be. To study about the impact of faculty job satisfaction on retention in private engineering colleges of Rayalaseema region.  To understand the framework of factors that influence job satisfaction of faculty.  To investigate the types of incentives (financial or non-financial) has a greater influence on retention of faculty.   To explore additional factors that contributes to the motivation of employees to stay in engineering colleges of Rayalaseema region.   To understand the role of HRM in devising effective retention strategies in engineering colleges. OBJECTIVES OF THE STUDY

12. Over the last twenty years, there has been a significant increase in the number of private higher education institutions in India, all working with the common objective of advancing higher education. It is worth noting that while faculty attrition remains a challenge for higher education in India, private engineering colleges are also struggling with a shortage of skilled faculty members. In an attempt to understanding the severity of the problem pertaining to faculty retention and its impact on producing quality education, researcher has narrowed down the subject of study to one region of Andhra Pradesh. In order to conduct analysis required and suitable statistical methods have been employed in this study. SCOPE OF THE STUDY

13. It has employed survey method of research. Data Sources and collection The secondary data were drawn from research reports, Some prominent journals and online data bases. The primary data – the viewpoints of faculty members – were collected with the help of a well-structured survey instrument (questionnaire). The instrument was developed based on earlier studies. The survey instrument consists of questions mostly of closed ended type with a scale of 5 - points. RESEARCH METHODOLOGY   A sample of appropriate size will be obtained employing convenience sampling technique. It is not feasible to go for a population survey due to numerous respondents and their scattered location. Hence the researcher went for a convenience sampling methods. This survey targets 600 potential respondents via e-mail as a Google form and some through personal visits. Final statistical analysis will be performed on the data set. ANOVA (Single factor analysis), Chi-Square, T-Test, Regression analysis and Correlation will be performed to study the relationship between variables. while tools used for statistical analysis include SPSS. PARTICIPANTS

14. The researcher personally canvassed the questionnaires and sought co-operation of faculty. The limitations of social science research are also applicable to this study. Further the subject is one, which respondents viewed as embarrassing one to discuss. To overcome this, most of the questions are designed as not individual specific but general. To maintain confidentiality, as desired by respondents, names of the respondents are not collected (as advised by respondents in pilot survey). Respondents refused to write the names of their institutions and requested for complete anonymity. They are assured that college wise analysis will not appear in the thesis.   DIFFICULTIES IN DATA COLLECTION AND LIMITATIONS

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20. Tentative structure/outline of the Thesis