research questions about job satisfaction

• Skip to main content
• Skip to primary sidebar
• Skip to footer
• QuestionPro

• Solutions Industries Gaming Automotive Sports and events Education Government Travel & Hospitality Financial Services Healthcare Cannabis Technology Use Case AskWhy Communities Audience Contactless surveys Mobile LivePolls Member Experience GDPR Positive People Science 360 Feedback Surveys
• Resources Blog eBooks Survey Templates Case Studies Training Help center

Home Workforce

Employee Satisfaction Survey: 30 Questions for Success

Conducting an employee satisfaction survey can be a great way to get employee feedback. After all, every company’s success depends on having a happy, motivated team. Therefore, you need to measure employee satisfaction and understand employee engagement to achieve this.

LEARN ABOUT: Workplace Employee Experience Examples

Here, we will talk about what employee satisfaction surveys are and how surveys can be a great ally in achieving this. Let’s get started.

Content Index

• What is an employee satisfaction survey?

Why should you measure employee satisfaction?

• What are Employee Satisfaction Survey Questions?

Employee satisfaction survey types

Why should you conduct an employee satisfaction survey, benefits of an employee satisfaction survey, top 30 employee satisfaction survey questions with categories.

• How to utilize QuestionPro workforce in employee satisfaction survey?
• Steps to Employee Satisfaction Survey in QuestionPro Workforce

What is an Employee Satisfaction Survey?

An  employee satisfaction survey  is a powerful set of questions that HR Managers use to understand the level of fulfillment of employees.

LEARN ABOUT: HR Analytics

This survey provides management with a direction and know-how of how satisfied its employees are in the workplace and, furthermore, what are the probable measures they would need to take if the responses to the survey are not quite positive. Hence it is imperative to intertwine satisfaction surveys within the company culture .

LEARN ABOUT: Employee Care

Measuring employee expectations is an important aspect of running a successful business. Employee satisfaction surveys can provide valuable insights into employees’ attitudes, perceptions, and experiences, which can help to inform decision-making, improve productivity, and improve the overall work environment.

LEARN ABOUT:   Workforce Planning Model

Measuring employee satisfaction is more important than ever in this day and age when competition for top talent is fierce. But why should you measure it? Let’s go over the reasons in greater depth.

Identifying issues

Retaining talent, improving productivity, enhancing employer brand, informing decision-making, what are employee satisfaction survey questions.

Employee satisfaction survey questions are designed to assess how satisfied employees are with their working environment, job responsibilities, employer employee relationship, relationship with coworkers, and overall job experience are included in a job satisfaction survey . It helps to measure your employee engagement.

You can use employee opinion survey questions . Those questions provide valuable insights into employee morale, enabling organizations to make informed improvements and foster an engaged workforce.

These employee satisfaction survey questions can be open-ended or closed-ended, and they can be asked using a variety of survey methods such as online surveys, paper surveys, or in-person interviews. The following are some examples of staff satisfaction survey questions:

• What is your level of job satisfaction ?
• Do you feel appreciated and respected at work?
• How manageable do you feel your workload is?

LEARN ABOUT: User Interface Survey Questions

QuestionPro Workforce is the pioneering platform that allows organizations across the globe to create, send and analyze employee surveys or satisfaction surveys that, as a result, enable insightful workforce intelligence.

The platform has 3 distinctive staff satisfaction survey types, each with the option to create a survey from scratch or select a ready-made  staff survey  template and simply edit it to suit your needs :

• Standard Survey: Here, you can create a typical employee satisfaction survey using standard and advanced question types, powerful survey logic , and branching options.
• 360 Review : This survey type enables you to conduct company-wide employee engagement surveys with specialized analytics.
• Pulse: A pulse survey is a simplistic and short but powerful staff satisfaction survey that quickly measures your employee mood and morale with effective analytics.

Learn more: employee engagement survey examples

Elements to track and measure

Remember to use the below elements before designing and conducting a workforce satisfaction survey. 

These elements, viewed from an employee’s perspective, will help you get better responses and, therefore, better results for your studies.  Forbes  magazine’s 5 fundamentals of employee satisfaction align with what is listed below:

• Nature of work and completion
• Communication and delegation of work
• Mentoring and support
• Workload distribution
• Recognition and appreciation
• Organizational value and company culture
• Team members and dynamics
• Advancement plan
• Employee benefits and perks

This survey is essential because it provides valuable insights into how employees feel about their work environment, job satisfaction, and overall morale. We will learn some key points about why you should conduct staff satisfaction surveys in this section:

It provides anonymity

You’ll get honest and unbiased employee feedback, it’s a different platform than a performance review, you can reduce employee turnover, you will get more engaged employees with more productivity.

Employee satisfaction surveys can provide numerous benefits to organizations, ranging from identifying areas for improvement to enhancing the employer brand.

In this section, we’ll go over the advantages or benefits of employee satisfaction surveys in greater depth.

Understand and improve productivity levels

LEARN ABOUT:  Testimonial Questions

Retain employees

Understand training needs.

Employee satisfaction is a critical component of any successful business. Employees who are happy and engaged in their work are more productive, efficient, and motivated to help the organization achieve its goals.

In this section, we’ll provide a list of the top 30 employee survey questions for employee satisfaction, along with categories, so that businesses can analyze employee satisfaction and spot areas for development.

Organizational relation and employee satisfaction

• Is there a clear understanding of the organization’s strategic objectives? In research conducted by QuestionPro, 36% of employees said that better visibility of organizational charts would amplify their satisfaction and job performance. Therefore, transparency is imperative to higher levels of satisfaction.
• Is it clear to you what your role demands in employee meeting the company objectives? When employees have a sense of direction and how they fit in the long-term broader company vision, it positively impacts job satisfaction. Furthermore, it is crucial to ensure employees have a sense of direction that aligns with company objectives.
• Do you believe that there is an opportunity for individual career growth and development within the company? If the employee is directionless in terms of employee growth , eventually, the employee will leave sooner or later.
• Will you be working for the same organization in the next 2 years? A satisfied employee acts as a word-of-mouth promotion tool for the organization. Hence this question is of immense significance, and if the answer to this question is no, it should ring alarm bells within the organization and call for immediate corrective measures.
• Are you satisfied with your job overall? It will give you an overall average overview of employees’ perceptions of the organization and therefore lead you to improve the line of communication.

Download: Free employee satisfaction survey template

Teamwork and employee satisfaction surveys

Research has proved that teamwork culture has a direct impact on  job satisfaction ; we have underlined 3 questions that have to be part of your staff satisfaction surveys:

• Do you relish being a member of your team?
• Is your team an inspiration for you to do your best at the job?
• Does your team provide you support at work whenever needed?

Information and staff satisfaction survey

This part often goes unnoticed in organizations, especially when the employee is a recent hire. They depend highly on the information.

• Do you struggle to get information to make better decisions at work?
• If something unusual comes up, do you know who to go to for a solution?
• Does the organization inform you about all the resources and tools to perform your duties well?

Use the free template: 360-degree employee assessment survey .

LEARN ABOUT: 360 Leadership Assessment

Relationship with the supervisor and staff satisfaction survey

• Do your seniors and managers encourage you to give your best effort?
• Do you feel you are rewarded for your dedication and commitment to the work?

LEARN ABOUT:  Employee Rewards Ideas for Employee Engagement

• Do you feel that your opinions are heard and valued by your superior?
• Do you feel there is a scope for personal growth, such as skill enhancement?

Download: Free supervisor evaluation survey template

Job passion and self-evaluation employee satisfaction surveys

• Do you experience personal growth, such as upgrading your skills and learning other tasks apart from your regular to-dos?
• Does the management involve you while making leadership-related decisions?

LEARN ABOUT:   Leadership Assessment Tools

• Do you think your manager values you?
• Do you think you go beyond your limits to fulfill a task?
• Do you think your job makes a positive difference in other’s life?
• Have you had enough training to solve customer issues?
• Do you think the management respects your personal family time?

Feedback and satisfaction survey

• Do you receive constructive feedback from your manager?
• Does your manager praise you when you have done a good job?

Work life balance and employee satisfaction

• Do you think the environment at work helps you strike the right work life balance?
• Does your job cause an unreasonable amount of workplace stress for you?
• Do you think your manager understands a healthy balance between work life and personal life?

Fairness at work and employee satisfaction

• Do you think your manager treats all the team members equally?
• Do you think the organization has fair policies for promotion for all employees?
• Do you feel that management is just about administering policies concerning employees?

View library: Sample HR survey templates

How to utilize QuestionPro Workforce in employee satisfaction surveys?

QuestionPro Workforce is an online platform that connects businesses with a global workforce of remote employees who can help with data entry, research, content creation, and customer support.

The platform is designed to help businesses quickly and easily find and hire skilled employees without needing costly employee recruitment survey or onboarding processes.

QuestionPro Workforce also provides various tools and features to assist businesses in conducting employee satisfaction surveys, which can effectively measure and improve employee engagement, productivity, and overall job satisfaction. Here are some ways how QuestionPro can assist with employee satisfaction surveys:

Easy survey creation

Anonymous responses, actionable insights, data analysis, empathy at scale, steps to employee satisfaction survey in questionpro workforce.

QuestionPro Workforce Survey will help you make data-driven decisions to improve employee satisfaction. It is a useful 360 feedback tool for analyzing employee satisfaction in your organization. Regular employee surveys reveal employee satisfaction and areas for growth. Here are some steps for a staff satisfaction survey using the QuestionPro workforce survey.

• Determine the purpose of the survey: Before you begin creating the survey, you must first determine its specific purpose. For example, you should know if employees feel valued or if they have the resources they need to do their job. What do you want to discover about employee satisfaction in your company?
• Choose the right questions: You should select the appropriate questions based on the survey’s purpose. Multiple-choice, rating scale, and open-ended questions are among the question types available in QuestionPro Workforce Survey.

LEARN ABOUT: System Usability Scale

• Create the survey: To create the survey, use the QuestionPro Workforce Survey tool. You can select from several templates or design your survey from scratch. Ensure the survey is simple to use and the questions are clear and concise.
• Send the survey to employees: After you’ve created the survey, you’ll need to distribute it to your employees. You can use QuestionPro Workforce Survey to send the survey via email or start implementing it on your company’s intranet.
• Analyze the results: After completing the survey, use QuestionPro Workforce Survey to analyze the results. The tool includes analytics capabilities that can assist you in identifying areas of employee satisfaction or dissatisfaction in your organization.
• Take action based on the results: Make changes in your organization based on the appreciation survey results. If the survey results show that employees are dissatisfied with the communication channels, you may need to improve the communication process.

LEARN ABOUT: Performance Appraisal Survey

Book a demo to discover more about QuestionPro Workforce’s employee satisfaction measurement and data-driven decision-making capabilities. Our experts will walk you through the platform and show you how to modify it for your organization.

BOOK A DEMO         LEARN MORE

MORE LIKE THIS

Edit survey: A new way of survey building and collaboration

Oct 10, 2024

Pulse Surveys vs Annual Employee Surveys: Which to Use

Oct 4, 2024

Employee Perception Role in Organizational Change

Oct 3, 2024

Mixed Methods Research: Overview of Designs and Techniques

Oct 2, 2024

Other categories

• Academic Research
• Artificial Intelligence
• Assessments
• Brand Awareness
• Case Studies
• Communities
• Consumer Insights
• Customer effort score
• Customer Engagement
• Customer Experience
• Customer Loyalty
• Customer Research
• Customer Satisfaction
• Employee Benefits
• Employee Engagement
• Employee Retention
• Friday Five
• General Data Protection Regulation
• Insights Hub
• Life@QuestionPro
• Market Research
• Mobile diaries
• Mobile Surveys
• New Features
• Online Communities
• Question Types
• Questionnaire
• QuestionPro Products
• Release Notes
• Research Tools and Apps
• Revenue at Risk
• Survey Templates
• Training Tips
• Tuesday CX Thoughts (TCXT)
• Uncategorized
• What’s Coming Up
• Workforce Intelligence

• Interactive Presentation

Job Satisfaction Questionnaire | 46 Samples Questions To Craft An Impactful Survey

Jane Ng • 25 July, 2024 • 6 min read

Have you ever wondered how your employees feel about their roles, contributions, and their overall job satisfaction? 

A fulfilling career is no longer limited to a paycheck at the end of the month. In the era of remote work, flexible hours, and evolving job roles, the definition of job satisfaction has changed.

So if you are ready to gain insights into what your employees truly feel, in this blog post, we'll provide 46 sample questions for job satisfaction questionnaire allowing you to foster a workplace culture that nurtures employee engagement , sparks innovation, and sets the stage for lasting success.

Table Of Contents

What is a job satisfaction questionnaire, why conduct a job satisfaction questionnaire.

• 46 Sample Questions For A Job Satisfaction Questionnaire

Final Thoughts 

Tips for Better Engagement

• Online poll maker
• Types of questionnaire
• How to make a questionnaire in research

Get to know your mates better with online survey!

Use quiz and games on AhaSlides to create fun and interactive survey, to gather public opinions at work, in class or during small gathering

A Job Satisfaction Questionnaire, also known as a job satisfaction survey or employee satisfaction survey, is a valuable tool used by organizations, and HR professionals to understand how fulfilled their employees are in their roles . 

It consists of a set of questions designed to cover a range of topics, including work environment, job responsibilities, relationships with colleagues and supervisors, compensation, growth opportunities, well-being, and more. 

Pew's research highlights that nearly 39% of non-self-employed workers consider their jobs crucial to their overall identity. This sentiment is shaped by factors like family income and education, with 47% of higher-income earners and 53% of postgraduates attributing importance to their job identity in America. This interplay is pivotal for employee satisfaction, making a well-structured job satisfaction questionnaire essential for nurturing purpose and well-being.

Conducting a Job Satisfaction Questionnaire offers substantial advantages for both employees and the organization. Here's why prioritizing this initiative matters:

• Insightful Understanding: Specific questions in the questionnaire reveal employees' true feelings, unveiling opinions, concerns, and satisfaction areas. This provides a clearer picture of their overall experience.
• Issue Identification: Targeted queries pinpoint pain points affecting morale and engagement, whether related to communication, workload, or growth.
• Tailored Solutions: Insights collected allow customized solutions, demonstrating your commitment to enhancing work conditions and valuing employee well-being.
• Enhanced Engagement and Retention: Addressing concerns based on questionnaire results elevates engagement, contributing to lower turnover and heightened loyalty.

46 Sample Questions For A Job Satisfaction Questionnaire 

Here are some examples of a questionnaire designed to measure job satisfaction divided into categories:

Work Environment

• How would you rate the physical comfort and safety of your workspace?
• Are you satisfied with the cleanliness and organization of the workplace? 
• Do you feel that the office atmosphere promotes a positive work culture? 
• Are you provided with the necessary tools and resources to perform your job effectively? 

Job Responsibilities

• Do your current job responsibilities align with your skills and qualifications?
• Are your tasks clearly defined and communicated to you?
• Do you have opportunities to take on new challenges and expand your skills?
• Are you satisfied with the variety and complexity of your daily tasks?
• Do you feel that your job provides a sense of purpose and fulfillment?
• Are you satisfied with the level of decision-making authority you have in your role?
• Do you believe your job responsibilities align with the overall goals and mission of the organization?
• Are you provided with clear guidelines and expectations for your job tasks and projects?
• How well do you feel your job responsibilities contribute to the success and growth of the company?

Supervision and Leadership

• How would you rate the quality of communication between you and your supervisor?
• Do you receive constructive feedback and guidance on your performance?
• Are you encouraged to voice your opinions and suggestions to your supervisor?
• Do you feel that your supervisor values your contributions and recognizes your efforts?
• Are you satisfied with the leadership style and management approach within your department?
• Which types of leadership skills do you think will be suitable for you? 

Career Growth and Development

• Are you provided with opportunities for professional growth and advancement?
• How satisfied are you with the training and development programs offered by the organization?
• Do you believe that your current role aligns with your long-term career goals?
• Are you given chances to take on leadership roles or special projects?
• Do you receive support for pursuing further education or skill enhancement?

Compensation and Benefits

• Are you satisfied with your current salary and compensation package, including fringe benefits ?
• Do you feel that your contributions and achievements are appropriately rewarded?
• Are the benefits offered by the organization comprehensive and suitable for your needs?
• How would you rate the transparency and fairness of the performance evaluation and compensation process?
• Are you satisfied with the opportunities for bonuses, incentives, or rewards?
• Are you satisfied with the annual leave ?

Relationships

• How well do you collaborate and communicate with your colleagues?
• Do you feel a sense of camaraderie and teamwork within your department?
• Are you satisfied with the level of respect and cooperation among your peers?
• Do you have opportunities to interact with colleagues from different departments or teams?
• Are you comfortable seeking help or advice from your colleagues when needed?

Well-being - Job Satisfaction Questionnaire

• How satisfied are you with the work-life balance provided by the organization?
• Do you feel adequately supported by the company in managing stress and maintaining your mental well-being?
• Are you comfortable seeking assistance or resources for managing personal or work-related challenges?
• How often do you engage in wellness programs or activities provided by the organization (e.g., fitness classes, mindfulness sessions)?
• Do you believe that the company values and prioritizes the well-being of its employees?
• Are you satisfied with the physical work environment in terms of comfort, lighting, and ergonomics?
• How well does the organization accommodate your health and well-being needs (e.g., flexible hours, remote work options)?
• Do you feel encouraged to take breaks and disconnect from work when needed to recharge?
• How often do you feel overwhelmed or stressed due to job-related factors?
• Are you satisfied with the health and wellness benefits offered by the organization (e.g., healthcare coverage, mental health support)?

A job satisfaction questionnaire is a powerful tool to gain valuable insights into employee sentiments, concerns, and contentment levels. By utilizing these 46 sample questions and innovative platforms like AhaSlides with live polls , Q&A sessions , and anonymous answer mode, you can create engaging and interactive surveys by live Q&A which fosters a deeper understanding of their workforce. 

What Questionnaire Measures Job Satisfaction?

The Job Satisfaction Questionnaire is a valuable tool used by organizations, and HR professionals to understand how fulfilled their employees are in their roles. It consists of a set of questions designed to cover a range of topics, including work environment, job responsibilities, relationships, well-being, and more. 

What Are the Questions Related to Job Satisfaction?

Job satisfaction questions may cover areas like work environment, job responsibilities, supervisor relationships, career growth, compensation, and overall well-being. Sample questions could include: Are you satisfied with your current job responsibilities? How well does your supervisor communicate with you? Do you feel your salary is fair for the work you do? Are you provided with opportunities for professional growth?

What Are the Top 5 Factors Determining Job Satisfaction?

The top factors influencing job satisfaction often include Well-being, Career Development, Work Environment, Relationships, and Compensation.

Ref: QuestionPro

A writer who wants to create practical and valuable content for the audience

Tips to Engage with Polls & Trivia

More from AhaSlides

• Case studies

• Book a demo

20 Key Employee Satisfaction Survey Questions: 2024 Guide

Struggling with disengaged employees and high turnover?

Employee satisfaction surveys might just be the game-changer you’re looking for.

They offer a direct line into your team’s thoughts and feelings, cultivating a high-performing work environment.

This guide will explore the ins and outs of employee satisfaction, how to effectively measure it with surveys, and the steps to take afterward.

We’ll also share the top 20 employee engagement survey questions to ask in 2024.

Use our free template to follow along .

What Is Employee Satisfaction

Employee satisfaction measures how happy and supported your employees feel in their jobs and workplace.

It includes their feelings about their role, work environment, the appreciation they receive, and growth opportunities.

This metric directly impacts retention rates, team morale, and overall productivity—all vital for the long-term success of your business.

Employee Satisfaction vs. Employee Engagement

Employee satisfaction and engagement are related, yet they focus on different aspects of the workplace experience.

Satisfaction covers how content employees are with their jobs, including pay, environment, and work-life balance.

Engagement, on the other hand, measures how emotionally invested employees are in their work and the company’s goals.

It’s best to measure both metrics to keep your teams happy and motivated.

Why Do You Need Employee Satisfaction Surveys?

Measuring employee satisfaction helps you build motivated and high-performing teams.

Because satisfied employees are 31% more productive and are much more likely to care about their company.

Employee satisfaction surveys can truly make a difference. They:

• Pinpoint what boosts job satisfaction, triggering efficient improvements.
• Open a safe channel for employee feedback, making sure every voice is heard.
• Offer valuable data on the company’s well-being, aiding strategic planning.
• Enhance transparency around the company’s future plans, reducing anxiety and stress among your workers.

So, it’s a straightforward, data-driven approach to maximizing your employees’ potential.

The Top 20 Employee Satisfaction Survey Questions

Crafting the perfect employee satisfaction survey requires a tailored approach to reflect your company’s current needs.

Yet, adding a few of the best, proven questions will give you a head start. For example, PARI GmbH achieved an impressive 80% survey participation rate by combining Honestly’s templates with custom questions.

We’ve put a selection of must-have employee survey questions you can use right away.

Survey Questions About Overall Employee Satisfaction

Kick off your survey with questions about the overall work environment to understand how your team feels on a larger scale.

1. How satisfied are you with your current job position?

This question uncovers how individuals feel about their daily work and responsibilities.

It can highlight roles or areas within the company where satisfaction is low, guiding you to implement necessary changes.

For example, you might see that people in certain positions or departments have lower satisfaction levels than their peers.

In this case, you can use the “Likert scale” survey question type with a series of emoticons.

2. How satisfied are you with the organization as a whole?

This question helps you understand how your employees view the company culture and if they feel aligned with its values and objectives.

You can then use follow-up questions to clarify specific problems that impact their commitment and retention.

Questions About Employee Empowerment

Your employees need to know they make a real impact in their organization.

The next set of questions lets you uncover how they perceive their roles and influence in your company.

3. My skills and abilities find use in my job position.

Asking this question helps you align employee roles to their skills and assess the effectiveness of the current team structure.

Here, opt for a more traditional Likert scale using percentages to quantify the levels of agreement with a statement.

4. I always feel recognized for my contributions and achievements.

Celebrating success leads to more success.

Make sure your workers feel motivated to perform well and get the recognition they deserve.

5. I have enough authority to make the decisions I need to make.

This question reveals areas where increasing decision-making authority could boost employee satisfaction.

For instance, you might spot frustration related to micro-management and set up training for the company’s leadership.

Add open-ended questions for participants selecting negative responses such as “Disagree” or “Strongly Disagree” on standard survey items. This approach helps you figure out the specific issues your employees are going through.

Do you feel like analyzing so much text is a hassle?

Not if you use survey tools like Honestly! It analyzes all open-ended questions in your survey and generates comprehensive AI summaries.

Questions About Work-Life Balance

Getting work-life balance right helps you keep burnout at bay and reduce employee churn.

Use these questions to see if work demands are tipping the scales, guiding you towards a more balanced approach.

6. I am satisfied with my current working hours.

Insights from this question help you create a more flexible and satisfying workplace—for example, by introducing hybrid work or reducing the number of meetings.

7. My workload is manageable.

Asking this allows you to adjust assignments and expectations, making sure your employees don’t feel overwhelmed and burned out.

8. I regularly have to do job-related work in my free time.

It’s essential that your team members have enough time to unwind away from work.

Identifying cases of work impacting personal time helps you create a healthier work environment and reduce stress levels.

9. Do you feel you can take time off when you need to?

This question evaluates whether you have flexible paid leave policies and their impact on employee stress levels.

Questions About Team Dynamics and Management

Understanding team dynamics and leadership perceptions is key to boosting morale and creating a more collaborative culture.

10. Interactions with my co-workers are honest, friendly, and respectful.

Assessing the nature of coworker interactions shows you how to improve collaboration in your teams.

For example, a fully remote company might realize the need for in-person company retreats to get people together.

11. How realistic are your supervisor’s expectations?

This question shows whether your employees feel supported and secure.

Continuously dealing with unrealistic demands can undermine team morale and lead to burnout.

12. My direct supervisor gives me a lot of freedom in deciding how my work should be done.

Analyzing if there’s enough autonomy helps you enhance trust and innovation in task management.

13. Do you feel your input is valued in team decisions?

Valuing employee opinions ensures everyone contributes their best ideas. Make sure they feel motivated and secure enough to speak up.

Questions About Compensation and Benefits

Compensation and benefits are both essential for employee satisfaction. As simple as that—workers with higher income report greater job satisfaction.

And, it’s essential to keep your remuneration packages competitive (and not just say so in the job description).

14. Compared to employees of other organizations in the industry, I feel I am paid fairly.

Whether your employees are content with their salaries can have a direct impact on workplace churn and motivation levels.

15. How satisfied are you with the employee benefits your organization offers?

Asking this question helps tailor your benefit packages to better suit employee preferences.

For example, you might discover that your workers value access to a gym membership way more than, say, having a new foosball table in the break room.

Questions About Career Development

Are there clear paths for advancement within your company?

Employees who see opportunities for promotion and career growth are much more likely to stay and perform better.

16. Are there clear paths for career growth within your team and position?

Make sure your workers have a solid vision of their future career development in your company.

If you spot potential problems, consider reviewing the current hierarchy and introducing internal leadership programs.

17. Are you satisfied with our current policies for salary and performance reviews?

Asking this question can shed light on potential bottlenecks in your current appraisal system.

For example, some companies go on for years without performance reviews and salary increases, leading to low employee satisfaction.

Questions About Future Commitment and Advocacy

The last set of questions analyzes the long-term intentions and external perceptions of your employees.

Understanding and improving these aspects can boost employee loyalty and grow your company’s reputation as a great place to work.

18. How likely are you to be working for this organization a year from now?

This question evaluates long-term commitment, serving as an early indicator of potential employee retention issues.

19. How likely are you to recommend your organization as a place to work?

Think of this as a net promoter score (NPS) for your workplace. eNPS measures whether your team members are happy and engaged enough to vouch for the company.

20. If you could change one thing in our company, what would it be?

This question is a straightforward way to gather actionable insights and fresh perspectives on enhancing the workplace.

Who knows? Maybe it’ll reveal some truly innovative suggestions.

How to Plan and Build an Employee Satisfaction Survey

The key to success? Creating a solid strategy and an action plan behind your employee satisfaction survey. Let’s see how you can do it.

Step 1: Define The Survey Objectives and Scope

Start by deciding what you’re aiming to discover with your research.

It might be tempting to cover every inch of workplace satisfaction in one go.

But, sometimes, it’s best to focus on specific areas like work-life balance or compensation to make your survey more meaningful.

For example, if recent events suggest deteriorating team dynamics, use your survey to dig deeper into this area. Questions about management, leadership, and the overall atmosphere in the workplace could be useful.

This way you make the feedback you receive directly actionable and add improvements where they’re needed most.

Step 2: Design Your Survey Questions

Next, write down questions that will help you achieve your survey goals.

Make sure they are easy to understand and complete .

It’s also best to avoid adding questions that make your employees uncomfortable and create ambiguity. For example:

It’s also a good idea to mix different types of questions, such as:

• Open-ended questions for detailed feedback:

• Likert scales, or multiple-choice for quick insights:
• The employee net promoter (eNPS) - type questions:

Make sure to provide clear instructions for each question type—especially for scales.

Finally, keep your employee survey questions direct and free from bias so that the feedback you receive is genuine and useful. For example:

Not sure where to start?

You can use pre-created employee survey templates like those offered by Honestly . Science-based (and two of them developed together with Freie Universität in Berlin), they help you ask the right questions the right way.

To use it, simply choose the survey type and get your questionnaire ready in an instant.

You can then add any changes and customize it the way you want.

Step 3: Choose the Survey Platform

The next crucial step is selecting the right survey platform and setting up your questionnaire.

Look for a survey tool that’s intuitive for both the creator and the respondents. Key features to assess include:

• Anonymity options: To ensure honest feedback, choose a platform that can guarantee the anonymity of responses (e.g., even if you download the responses)
• User-friendly design : Your survey tool should be easy to navigate for you and your employees.You should also be able to use it without extra IT support.
• Robust analytics tools : It should also have powerful built-in analytics—because the success of your survey ultimately depends on whether you can spot useful insights.

It’s best to look for a tool tailored to the specific needs of HR specialists and business executives.

Many generic survey tools lack templates and analytics you need to execute a successful employee survey .

For example, Honestly’s unlimited dashboards let you analyze, compare, and benchmark your survey results with ease.

You can also show different reports to different users—for example, providing team-specific statistics to team leaders and sharing broader insights with the HR team.

And, if you want to download the survey results, all responses will remain anonymous.

The tool’s powerful AI will also analyze all open-ended questions in your survey and generate in-depth summaries.

Step 4: Plan Your Survey Distribution

At this stage, your main goal is to generate maximum participation and gather meaningful data.

First, select the right time to share the survey. Avoid busy periods such as the end of the financial year or major project deadlines.

Next, explain why you’re conducting the survey—and why it’s important . Emphasize how this feedback will help you make tangible improvements in the workplace.

For example, if you’re researching work-life balance, explain that these insights could lead to adjustments in flexible working policies or the introduction of new wellness programs.

It’s also important to create an optimal distribution process . Here’s how:

1. Conduct a pilot test: Before rolling out the survey to the entire organization, select a diverse group of employees to participate in a pilot test.

It’s also a good idea to collect feedback from these people. This helps identify any confusing questions or technical issues with the survey platform.

2. Use various platforms : Share the survey across different channels (e.g., email, Slack, mentions during company syncs) and personalize your communications. For example:

3. Set a response deadline : Define a specific deadline to encourage timely participation—while giving your workers enough time to respond.

4. Incentivize participation : While not always necessary, offering incentives (e.g., entry into a raffle for completed surveys) can boost participation rates.

Step 4: Analyze the Survey Results and Act on Them

Finally, the real work begins: turning insights into impactful changes.

Sift through the survey responses and look for patterns and important trends.

Go beyond the surface : Segment and compare your data.

Are there any outliers across departments, teams, locations, and positions? Finding such patterns can be extremely useful.

For example, you could discover that one team experimented with changes that positively impact employee satisfaction—and introduce this change in other departments.

Or, you might see that some locations need better office premises.

Use Honestly’s heatmaps to automate this step. The tool will quickly spot and present all important insights you might overlook otherwise.

Finally, make sure to close the loop with your employees.

Share what you’ve learned from the survey and, more importantly, what you plan to do about it .

This step is crucial for building trust and showing your team that their voices lead to real change.

As you roll out these changes, keep the communication lines open and plan a follow-up survey.

Were the changes you introduced successful? Do you need to add further fixes? The survey will show.

Tips for Conducting Employee Satisfaction Surveys

Here are a few tips to make your employee satisfaction surveys effective and actionable.

Align Survey Questions with Actionable Goals

Before launching your survey, clarify your objectives and only focus on areas where you can (and will) drive change.

It’s crucial to ask about issues where feedback can lead to real improvements.

This approach streamlines your efforts and demonstrates to your employees that they can impact bigger things in their company.

Secure Management Support

Getting buy-in from management is essential to achieve high survey participation.

When leaders actively underscore the survey’s importance, it signals to employees that their feedback will be taken seriously.

For example, encourage managers to highlight the survey’s importance in team meetings, emphasizing how feedback will shape workplace improvements.

Integrate Survey Insights with Performance Data

For a deeper dive, mix the feedback from your surveys with actual performance numbers.

Seeing how satisfaction and work results line up shows you what really matters for your team’s happiness and success.

For example, you might discover that departments with high scores in “recognition for work” also show quicker project turnaround times.

This suggests that acknowledging employees’ efforts could be a key driver in speeding up project completion.

Conduct Regular Satisfaction Surveys

Consistency is key.

Make sure to launch employee satisfaction surveys regularly—be it annually, bi-annually, or quarterly.

It’ll help you track progress over time and keep a pulse on employee sentiment.

Free Employee Satisfaction Survey Template

Grab our free Employee Satisfaction Survey Template to save time and dive straight into collecting valuable insights.

It offers a solid starting point for understanding your team’s needs and creating a fulfilling work environment.

How do you structure an employee satisfaction survey?

Structuring an employee satisfaction survey starts with a clear, easy-to-follow layout .

Begin with broad questions about overall job satisfaction, then move into specific areas like work environment, team dynamics, and personal growth.

You can mix question types (e.g., multiple-choice, scale ratings, open-ended) to keep your survey engaging and gather varied insights. But, it’s still important to maintain consistency in the question types.

Finally, finish your survey with an open-ended question to let your employees share their thoughts. For example:

How many questions should an employee satisfaction survey have?

The number of questions in an employee satisfaction survey depends on several factors— including the survey’s scope, the topics covered, and the level of detail you’re looking for.

Try to strike a balance, keeping the survey both comprehensive and concise .

Ideally, your survey should not require longer than 10-15 minutes to complete.

What’s a good employee satisfaction score?

A good employee satisfaction score generally sits above the industry average.

But, aiming for the 70-80% range is a solid target for most organizations. This score demonstrates a healthy level of happiness in your team.

Remember, though, the goal isn’t just to hit a number—but to understand the story behind the scores.

How to present employee satisfaction survey results?

Organize a team meeting or a video call to share the results of your employee satisfaction survey.

Talk about what you discovered, what needs improvement, and what steps you’ll take next. Creating simple slides or charts will help you clarify the message.

Finish with a Q&A to answer any questions. You can also share a summary via email and messengers for those who didn’t make it to the meeting.

What initiatives to launch after conducting an employee satisfaction survey?

Your next steps will depend on your initial goals and the insights you gathered.

For example, if the survey highlights a need for better communication, consider planning team-building activities.

Facing issues with work-life balance? Then, flex-time or remote work options might be the answer.

Aligning your actions with specific insights helps you address issues that truly matter to your team.

Boost Productivity with Higher Employee Satisfaction

Let’s keep it simple: Employee satisfaction surveys are your secret to building a happier team.

Use the feedback you collect to make real changes where they’re needed when they’re needed.

Honestly has got your back with powerful tools that make this easy.

So, dive in, listen closely, and watch your workplace transform.

YOU MIGHT ALSO LIKE

Employee engagement: what modern chros need to know.

Increasing employee engagement starts with understanding your employees and their needs. Read our guide to learn more.

360-Degree Feedback - A Complete Guide [+ Survey Template]

Discover the benefits of 360-degree feedback. Learn what questions to ask in the 360° surveys and best practices for conducting them.

Employee Onboarding Survey Guide [+ 15 questions]

Read to learn best practices for running employee onboarding surveys and discover 15 questions from our template. And the insights they offer.

An official website of the United States government

Official websites use .gov A .gov website belongs to an official government organization in the United States.

Secure .gov websites use HTTPS A lock ( Lock Locked padlock icon ) or https:// means you've safely connected to the .gov website. Share sensitive information only on official, secure websites.

• Publications
• Account settings
• Advanced Search
• Journal List

Job Satisfaction: Knowledge, Attitudes, and Practices Analysis in a Well-Educated Population

Paolo montuori, michele sorrentino, pasquale sarnacchiaro, fabiana di duca, alfonso nardo, bartolomeo ferrante, daniela d’angelo, salvatore di sarno, francesca pennino, armando masucci, maria triassi, antonio nardone.

• Author information
• Article notes
• Copyright and License information

Correspondence: [email protected] ; Tel.: +39-0817463027; Fax: +39-0817463352

Received 2022 Oct 4; Accepted 2022 Oct 28; Collection date 2022 Nov.

Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license ( https://creativecommons.org/licenses/by/4.0/ ).

Job satisfaction has a huge impact on overall life quality involving social relationships, family connection and perceived health status, affecting job performances, work absenteeism and job turnover. Over the past decades, the attention towards it has grown constantly. The aim of this study is to analyze simultaneously knowledge, attitudes, and practices toward job satisfaction in a general population in a large metropolitan area. The data acquired from 1043 questionnaires—administered to subjects with an average age of 35.24 years—revealed that only 30% is satisfied by his job. Moreover, among all the tested sample, 12% receive, or often receive intimidation by their superior, and 23% wake up unhappy to go to work. Marital status and having children seem to be an important factor that negatively influences job satisfaction through worst behaviours. The multiple linear regression analysis shows how knowledge is negatively correlated to practices; although this correlation is not present in a simple linear regression showing a mediation role of attitudes in forming practices. On the contrary, attitudes, correlated both to knowledge and practices, greatly affect perceived satisfaction, leading us to target our proposed intervention toward mindfulness and to improve welfare regulation towards couples with children.

Keywords: job satisfaction, knowledge, attitude, practice, cross-sectional survey

1. Introduction

Job satisfaction has been defined as a “pleasurable or positive emotional state, resulting from the appraisal of one’s job experiences” [ 1 ]. Job satisfaction reflects on overall life quality involving social relationships, family connection and perceived health status, affecting job performances, work absenteeism and job turnover, leading, in some cases, to serious psychological condition such as burnout [ 2 , 3 , 4 , 5 , 6 ].

The recent Gallup statistics on job satisfaction indicated that a very large portion of the world’s 1 billion full-time workers is disengaged, more precisely, only 15% of workers are happy and production in the workplace, the remaining 47% of workers are “not engaged,” psychologically unattached to their work and company [ 7 ]. In the EU, approximately one in five residents (16.9%) currently in employment expressed low levels of satisfaction with their job, on the other hand approximately one in four (24.6%) expressed high levels of satisfaction, the remaining residents (58.5%) declared medium levels of satisfaction with their job [ 8 ]. Characteristics such as age, sex, education, occupation, commuting time and difficulty as inadequate income, seems to be related to job satisfaction as they tent to influence expectation and preferences of individuals’ reflection on their perceived working condition [ 9 , 10 ]; however, as assessed in Eurofound, European Working Conditions Surveys [ 11 ] the relation between age and job satisfaction is very weak, although a slight increase in low satisfaction prevalence was found in elder population, it does not increase significantly with age even though expectations change during lifetime; educational attainment and income seem to play a significant role in job satisfaction as they grow in parallel, leading to better positions and a higher wages, along with power and more decisional autonomy. Sex is a factor as women seems to be overall more satisfied by their job in despite of the worst general conditions [ 11 , 12 , 13 , 14 ]. Job satisfaction also relates to marital status as single subjects’ results as the most satisfied by their work in some European Countries [ 15 ]. In Italy, the overall perceived job satisfaction seems to be similar to other regions in EU, and social relations as well as family composition appear to play a relevant role [ 16 ].

Job satisfaction has been studied mostly over a specific category of workers [ 17 , 18 ], as some types of works seems to be more related to pathological conditions such as burnout [ 19 , 20 ] and job-related stress [ 21 , 22 , 23 ]; however, as reported by those authors, this kind of selection method could lead to selection biases. According to van Saane [ 24 ], although many studies were carried as since Job Satisfaction broke out in the last 70’s as a central topic of interest, nor a mathematical instrument as reliable as desired nor a comparative method were found, usually those studies were based on single components of job satisfaction, taken out from extra working environment, and without analysing the consequences on behaviours in day life [ 25 , 26 , 27 ]. The literature research demonstrated that practices are the results of knowledge, attitudes, or their interaction. The KAP Survey Questionnaire [ 28 ] can be applied to highlight the main features of knowledge, attitude, and practice of a person, and to assess that person’s views on the matter. The purpose, when using the KAP Survey Model, is to measure a phenomenon through the quantitative collection method of a large amount of data through the administration of questionnaires and then statistically process the information obtained. Through a questionnaire, however, seems to be easier to quantify job satisfaction. In addition to that, studying broader populations’ consent to explore different components, both personal and environmental, which concur to influence it [ 29 , 30 ].

In the recent literature, a KAP model was used only once to analyse behaviours toward job satisfaction. In his work, Alavi [ 31 ] conducted a survey based cross-sectional study on 530 Iranian radiation workers; although it comprehends simultaneously knowledge, attitude, and practices, it was conducted on a specific category of workers and on a narrower population. Therefore, since to the best of our knowledge none of the studies presented in the literature are carried out on a broader population relating both knowledge and attitudes to behaviours on job satisfaction, the aim of this study is to analyse simultaneously knowledge, attitudes, and behaviours toward job satisfaction in a large metropolitan area. It is important to investigate this phenomenon to evaluate the condition and develop health education programs and community-based intervention to increase job satisfaction and knowledge and positively orienting attitudes.

2. Material and Methods

2.1. participants and procedure.

This cross-sectional study was conducted from November 2021 to February 2022 in the large metropolitan area of Naples, southern Italy, among working places, universities, and community centres. No specific category of participants was selected. In the questionnaire, respondents indicated their occupation by choosing from the following options: lawyer, architect, engineer, doctor, accountant, entrepreneur, teacher, law enforcement, trader, student, employee, worker, unemployed, other. Table 1 shows the categories indicated by the participants. The criteria for inclusion in the study required that respondents of a general population were over 18 years old, belonging to one of the categories of employment listed in Table 1 , and resided in the metropolitan area of Naples. Every participant directly received a questionnaire (available upon request from the corresponding author) and at the time of filling out the questionnaire, the aim of the study and the anonymity and privacy of the data collecting method being used was explained, both in written form, as an introduction part of the questionnaire, and verbally to each of the participants. The questionnaire consisted of basic information about participants (age, gender, children, civil state, education level, profession, smoke habits) and three pools of questions divided in knowledge, attitudes and behaviours concerning their job satisfaction for a total number of 37 questions. The construction of the questionnaire was carried out as recommended by the KAP Model [ 28 ], briefly was divided into four phases: (1) Constructing the survey protocol; (2) Preparing the survey; (3) Course of the KAP survey in field; (4) Data analysis and presentation of the survey report. To develop the questionnaire, research questions based on the “Objectives of the study” were first carried out to develop the research questions, according to KAP Survey Model [ 28 ], the knowledge was considered as a set of understandings, knowledge, and “science” while Attitude as a way of being, a position. After, the research questions were reduced in number by removing those questions that require unnecessary information. When the above step is also done, the difficult questions have been changed/removed (closed questions have been used because one of the most important things that will increase the relevance of the questions is that the questions must be closed questions). Knowledge and attitudes were assessed on a three-point Likert scale with options for “agree”, “uncertain”, and “disagree”, while inquiries regarding behaviours were in a four-answer format of “never”, “sometimes”, “often”, and “yes/always”. A pilot study was also carried out to test the questionnaire and to verify the reliability of questions. Finally, all the collected questionnaires were digitalized submitting the codified answers in an Excel worksheet (MS Office).

Study population characteristics.

2.2. Statistical Analysis

Data reported by the study were analysed using IBM SPSS (vers. 27) statistical software program. The analysis was carried out in two stages. In the first stage, a descriptive statistic was used to summarize the basic information of the statistical units. In the second stage, a Multiple Linear Regression Analysis (MLRA) was used to model the linear relationship between the independent variables and dependent variable.

The dependent variables (Knowledge, Attitudes and Behaviours) had been obtained by adding the scores obtained in the corresponding questions (questions with inverse answers have been coded inversely). The independent variables were included in all models: sex (1 = male, 2 = female); age, in years; education level (1 = primary school, 2 = middle school, 3 = high school, 4 = university degree); civil state (1 = Single; 2 = In a relationship; 3 = Married; 4 = Separated/Divorced; 5 = Widowed).

The main results from a MLRA contains the statistical significance of the regression model as well as the estimation and the statistical significance of the beta coefficients ( p -value < 0.05) and the coefficient of determination (R-squared and adjusted R-squared), used to measure how much of the variation in outcome can be explained by the variation in the independent variables. Three MLRA were developed:

Knowledge about job satisfaction (Model 1);

Attitudes toward resilience and mindfulness (Model 2);

Actual behaviours regarding Job and Job-related life (Model 3).

In Model 2, we added Knowledge to the independent variables, and in Model 3, we added Knowledge and Attitudes to the independent variables. In the analysis, we considered Attitudes and Knowledge as indexes rather than a scale, which means that each observed variable (A1, …, A13 and K1, …, K12) is assumed to cause the latent variables associated (Attitude and Knowledge). In other terms, the relationship between observed variables and latent variables is formative. Therefore, inter-observed variables correlations are not required. On the contrary, the relationship between the observed variables (B1, …, B14) and latent variable Behaviour could be considered reflective (Cronbach’s alpha = 0.825). All statistical tests were two-tailed, and the results were statistically significant if the p -values were less than or equal to 0.05.

3. Results and Discussion

Out of the 1057 participants, 1043 anonymous self-report surveys were returned, resulting in a response rate of 98.7%. Table 1 shows the characteristics of the study population: the mean age of the study population is 35.24 years; in 18–70 age range, the main group of distribution was 18–30 representing 44.6% of the sample; sex distribution shows that: 427 are men, 616 are woman. A large majority (73.5%) does not have children, while 26.5% of the sample has them. Most of the participants have a post graduate degree, while 29.1% are high school graduates. Among them, 22.2% are physicians, 15.1% teachers and 14.0% students ( Table 1 ).

Respondent’s knowledge about job satisfaction is presented in Table 2 . While a large majority of the sample population (91.7%) has a well-defined knowledge about job satisfaction main characteristics such as mains definitions, both of work-related stress and mobbing, most of them does not know or are not aware which risks are specifically related as only 31.4% knows that job related stress and mobbing are a threat to their cardiovascular health. Only 28.7% of the population knows that “Only 15% of worker, globally, are satisfied by their work” demonstrating that while knowledge regarding job related stress is well spread, the sample does not know how diffused it is and what kind of risks it involves, and that state provide a compensation for job related stress.

Knowledge of respondents toward job satisfaction.

* INAIL: Istituto Nazionale Assicurazione Infortuni sul Lavoro (National Institute for Occupational Accident Insurance).

In Table 3 are described attitudes toward job satisfaction. Most of the participants think that working out is relaxing and spending time is regenerating, showing a good attitude to copy with work related stress. According to 93.4% of the sample, workload plays a key role in job satisfaction, as well as adequate wages and a clear task schedule. Several studies have enlightened that when workers lack a clear definition of the tasks which are necessary to fulfil a specific role, their levels of job satisfaction are likely to be negatively affected [ 32 , 33 , 34 ]. Interestingly, most of the population sees challenges as a motivation to do better (80.2%) and are motivated by career opportunities (90.7%); however, 50.5% of the population has a negative attitude about changes. In confirmation of that, when asked if “Changes lead to stress”, only a small fraction of the sample (14.6%) disagreed. This allowed us to assume that, although most of the population sees problems as an opportunity to learn, improve and progress in their work, they are aware of the difficulties connected to changing scenarios. About 27.2% of the sample does not have a positive attitude toward sharing their feeling about problems at work talking out loud. Bad interpersonal relationships with co-workers are another reason for job dissatisfaction. Poor or unsupportive relationships and conflicts with colleagues and/or supervisors lead to negative psychological intensions, resulting in job dissatisfaction [ 35 , 36 ].

Attitude of respondents toward job satisfaction.

Behaviours of respondents are listed in Table 4 : A consistent part of the sample responded positively to the group of question toward behaviours regarding their coping level of stressful situation (B2, B4, B8, B9, B10) showing a reported good resilience. Commuting seems to be a problem for at least a third of the sample, also in a metropolitan area served by 2 subways, full bus service, car sharing services and a speedway. Job satisfaction is associated negatively with constraints such as commuting time. This dead time, mostly unpaid, is mandatory for workers to reach workplace. Although this is not considered as working time, and only a specific class is refunded, from the employers’ perspective, it is time dedicated to work and a strong determinant for low satisfaction levels. EU workers were much more likely to be highly (37.9%) or moderately satisfied (41.7%) with their commuting time compared to their job satisfaction. Most of the sample responded to not having experienced mobbing; although even a “low” result, such as a cumulative, summing both “yes/always” and “often”, of 11.8% is alarming and pushes us to study more about this phenomenon. Interestingly, 30.9% of respondents are satisfied about their work, reaching a total of 59.5%. In addition, with a “often” response showing a large appreciation of their jobs, 22.9% of the respondents “wake up unhappy to go to work”, and feel “stuck in a job with no career opportunities” (27.7%). The sample has no problems managing their work and social life (48.3%); however, only a complex of 35% of the sample usually spend their time with colleagues outside the office.

Behaviour of respondents toward job satisfaction.

Table 5 illustrates results of linear multiple regression in three models: in Model I Knowledge, as dependent variable, correlate, with a p -value < 0.001; with “sex”, interestingly, woman seem to have a higher overall score of knowledge in disagreement with Gulavani [ 37 ] whose study was conducted among a sample of nurses and found no significant relation between sex and knowledge on job satisfaction. Al-Haroon [ 38 ] evidenced that among health workers, men had a better overall level of knowledge. These results, however, were collected over specific categories of employees, in a narrower sample; whereas our study was represented by a general population of a metropolitan area. No statistically significant correlation between knowledge and age, civil status, children, and education levels was encountered.

Results of the linear multiple regression.

Previous research asses that attitude plays a key a role in job satisfaction, as some attitudinal characteristics of the subject influence perspective, coping skills and stressful situation management [ 39 , 40 , 41 ]. In Model II ( Table 5 ) we correlated, through MLRA, attitudes with age, sex, civil state, having children, education, and overall knowledge score. With a p -value < 0.001, two correlations were found with education and overall knowledge score, both positively. Those results reflect, in accordance with Alavi [ 31 ], who found that higher level of education was among 3 factors that predicted job satisfaction and attaining a higher university degree compared to lower degrees contributes to a feeling of coherence, success at work, personal growth and self-respect, self-realization and intrinsic motivation, that education level and therefore a higher level of knowledge contributes to generating a sense of job satisfaction. In the questionnaire we tried to collect all those propension and as a result: in agreement with Hermanwan [ 42 ], Andrews [ 43 ] and Choi [ 44 ], subjects with better knowledge and high levels of education tent to have better attitudes.

In Model III, behaviours taken as a dependent variable are correlated to age, sex, civil state, children, education, knowledge, and attitudes. The results of linear multiple regression in this model assess that behaviours are negatively correlated to civil state, sons, and knowledge, and positively correlated to attitudes. Our findings show that there is a positive correlation between behaviours and attitudes, in agreement with previous literature [ 45 , 46 , 47 ], demonstrating that people with better attitudes tent to have a better overall behaviour. Surprisingly, in Model III, knowledge also has a statistically significant correlation to behaviours but in a negative way. This correlation, however, is not present when we correlate those variables alone in a Pearson’s correlation between knowledge, attitudes, and behaviours ( Table 6 ). This evidence, therefore, suggests that attitude mediates the effect of knowledge on behaviours, assessing an important relation between those two determinants. People with a better overall score in behaviours tend to have a higher score in knowledge and attitude. In this sample, those who have a lower score in knowledge also has a higher behaviour score in accordance with a part of the previous literature [ 48 , 49 ]. This enlightens the importance of high levels of knowledge in order to form better attitudes in the pursuit of job satisfaction. Civil state and having children seem to play a key role in performing a better behaviour about job satisfaction; which is also evident in one specific question about behaviour: Question “B14” enlightens the social practices of subjects with colleagues outside the work environment, and the statistical analysis on this topic shows that subject with a more stable sentimental situation or with child tend to hang out with their colleagues less, likely worsening their relationships at work and getting a worse overall behaviour score and worse attitude toward the topic in agreement with Sousa-Poza [ 50 ] and Armstrong [ 51 ]. Job satisfaction has a strong correlation to family characteristics: Subjectst who have families with children have less positive behaviours towards their job satisfaction, directly affecting their overall behaviour score; this evidence is in contrast with Alavi [ 31 ], who states that job satisfaction is positively affected by family, assessing that “married employees have opportunities to receive support or advice from their family to mediate job conflicts,” Although he admits that in the literature, this result is controversial as some authors, such as Clark [ 52 ], found that “married employees experienced a higher level of job satisfaction than their unmarried co-workers”, and Booth and Van Ours’ [ 53 ], study did not find a statistically relevant correlation with the presence of children. Those results, therefore, suggest creating targeted educational programs, community-based intervention, and legal regulation, to improve self-awareness and resilience among workers, and a more practical intervention could be directed to families with child.

Pearson’s correlation between knowledge, attitudes, and behaviours.

4. Conclusions

This study shows that the metropolitan population has general good knowledge about job satisfaction as well as a positive attitude. Job satisfaction, however, is reflected accordingly only with attitudes. While it has a negative relation to civil state and having children, this means that the experimental results of this study may be used to create targeted educational programs, community-based intervention, and legal regulation, to improve self-awareness and resilience among workers. A more direct intervention could be directed to families with children. Social networking with colleagues has an important impact on job satisfaction, as the part of the sample who responded positively to the specific question, had an overall better behaviour. Although, in this case, having children seems to be, as they negative correlate, a huge limitation to this practice. Considering that, as previously stated, the impact of job satisfaction on the population has a strong impact in terms of life balance, health, and economics, and it is well known that only a small fraction of workers are fully satisfied. It might be important to promote welfare regulation to allow a larger part of the population to conciliate work and family. Results of this paper could be an indicator of how to establish an educational program more efficiently. It is mandatory to strengthen specific knowledge about job satisfaction through the general population toward the importance of job satisfaction and the benefits related to a correct approach to work-life. The impact of a public health intervention could be even more effective by integrating another program to orient and define attitudes, which in turn will influence people to practice a mindfulness mental setting toward job satisfaction. In conclusion, a training program based on fundamental practices of job satisfaction should be improved in the young population, in early stage of family life, or before they have children, in order to achieve a double objective: “training family and spreading the practice to a future generation”.

Author Contributions

Data curation: P.M., M.S., P.S., F.D.D., A.N. (Alfonso Nardo), B.F., D.D., S.D.S., F.P., A.M. and M.T.; Formal analysis: M.S., F.D.D., A.N. (Alfonso Nardo), B.F., D.D., S.D.S. and F.P.; Resources: P.M. and M.T.; Software: P.S.; Supervision, P.M., M.T. and A.N. (Antonio Nardone); Writing—original draft: M.S., F.D.D., A.N. (Alfonso Nardo), B.F., D.D. and S.D.S.; Writing—review and editing: P.M., M.S., P.S., F.P., A.M., M.T. and A.N. (Antonio Nardone). All authors have read and agreed to the published version of the manuscript.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Data availability statement.

The data that support the findings of this study are available upon reasonable request from the corresponding author. The data are not publicly available due to privacy or ethical restrictions.

Conflicts of Interest

The authors declare no conflict of interest.

Funding Statement

This research received no external funding.

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.

• 1. Locke E.A. The nature and causes of job satisfaction. Handbook of industrial and organizational psychology. Chic. RandMc Narlly. 1976;2:360–580. [ Google Scholar ]
• 2. Penn M., Romano J.L., Foat D. The relationship between job satisfaction and burnout: A study of human service professionals. Adm. Ment. Health. 1988;15:157–165. doi: 10.1007/BF00869249. [ DOI ] [ Google Scholar ]
• 3. Tsigilis N., Koustelios A., Togia A. Multivariate relationship and discriminant validity between job satisfaction and burnout. J. Manag. Psychol. 2004;19:666–675. doi: 10.1108/02683940410559365. [ DOI ] [ Google Scholar ]
• 4. Leiter M.P., Hakanen J.J., Ahola K., Toppinen-Tanner S., Koskinen A., Väänänen A. Organizational predictors and health consequences of changes in burnout: A 12-year cohort study. J. Organ. Behav. 2013;34:959–973. doi: 10.1002/job.1830. [ DOI ] [ Google Scholar ]
• 5. Erdogan V., Yildirim A. Healthcare professionals’ exposure to mobbing behaviors and relation of mobbing with job satisfaction and organizational commitment. Procedia Comput. Sci. 2017;120:931–938. doi: 10.1016/j.procs.2017.11.328. [ DOI ] [ Google Scholar ]
• 6. Lee H.J. How emotional intelligence relates to job satisfaction and burnout in public service jobs. Int. Rev. Adm. Sci. 2018;84:729–745. doi: 10.1177/0020852316670489. [ DOI ] [ Google Scholar ]
• 7. Gallup S. 2020. [(accessed on 10 June 2022)]. Available online: https://www.gallup.com/workplace/316064/employee-engagement-hits-new-high-historic-drop.aspx .
• 8. Eurostat Quality of Life in Europe–Facts and Views–Employment. 2018. [(accessed on 10 October 2022)]. Available online: https://ec.europa.eu/eurostat/databrowser/view/ILC_PW05__custom_1172964/bookmark/table?lang=en&bookmarkId=6df73e07-c51b-40a2-9543-454eddc53166 .
• 9. Albertsen K. Working Time Arrangements and Social Consequences: What Do We Know? Nordic Council of Ministers; Copenhagen, Denmark: 2008. [ Google Scholar ]
• 10. Magee W. Effects of gender and age on pride in work, and job satisfaction. J. Happiness Stud. 2015;16:1091–1115. doi: 10.1007/s10902-014-9548-x. [ DOI ] [ Google Scholar ]
• 11. EWCS European Working Conditions Surveys (EWCS) 2021. [(accessed on 9 July 2022)]. Available online: https://www.eurofound.europa.eu/surveys/european-working-conditions-surveys-ewcs .
• 12. Janssen S., Backes-Gellner U. Occupational stereotypes and gender-specific job satisfaction. Ind. Relat. A J. Econ. Soc. 2016;55:71–91. doi: 10.1111/irel.12126. [ DOI ] [ Google Scholar ]
• 13. Hauret L., Williams D.R. Cross-national analysis of gender differences in job satisfaction. Ind. Relat. A J. Econ. Soc. 2017;56:203–235. doi: 10.1111/irel.12171. [ DOI ] [ Google Scholar ]
• 14. Perugini C., Vladisavljević M. Gender inequality and the gender-job satisfaction paradox in Europe. Labour Econ. 2019;60:129–147. doi: 10.1016/j.labeco.2019.06.006. [ DOI ] [ Google Scholar ]
• 15. EFILWC Measuring Job Satisfaction in Surveys–Comparative Analytical Report. 2007. [(accessed on 14 May 2022)]. Available online: https://archives.eui.eu/en/isaar/645 .
• 16. Fiorillo D., Nappo N. Job satisfaction in Italy: Individual characteristics and social relations. Int. J. Soc. Econ. 2014;41:683–704. doi: 10.1108/IJSE-10-2012-0195. [ DOI ] [ Google Scholar ]
• 17. Platis C., Reklitis P., Zimeras S. Relation between job satisfaction and job performance in healthcare services. Procedia-Soc. Behav. Sci. 2015;175:480–487. doi: 10.1016/j.sbspro.2015.01.1226. [ DOI ] [ Google Scholar ]
• 18. Zhang M., Yang R., Wang W., Gillespie J., Clarke S., Yan F. Job satisfaction of urban community health workers after the 2009 healthcare reform in China: A systematic review. Int. J. Qual. Health Care. 2016;28:14–21. doi: 10.1093/intqhc/mzv111. [ DOI ] [ PubMed ] [ Google Scholar ]
• 19. Lacy B.E., Chan J.L. Physician burnout: The hidden health care crisis. Clin. Gastroenterol. Hepatol. 2018;16:311–317. doi: 10.1016/j.cgh.2017.06.043. [ DOI ] [ PubMed ] [ Google Scholar ]
• 20. Wu F., Ren Z., Wang Q., He M., Xiong W., Ma G., Zhang X. The relationship between job stress and job burnout: The mediating effects of perceived social support and job satisfaction. Psychol. Health Med. 2021;26:204–211. doi: 10.1080/13548506.2020.1778750. [ DOI ] [ PubMed ] [ Google Scholar ]
• 21. Trivellas P., Reklitis P., Platis C. The effect of jobrelated stress on employees’ satisfaction: A survey in health care. Procedia-Soc. Behav. Sci. 2013;73:718–726. doi: 10.1016/j.sbspro.2013.02.110. [ DOI ] [ Google Scholar ]
• 22. Yavuzer Y., Civilidag A. Mediator role of depression on the relationship between mobbing and life satisfaction of health professionals. Dusunen Adam J. Psychiatry Neurol. Sci. 2014;27:115. doi: 10.5350/DAJPN2014270203. [ DOI ] [ Google Scholar ]
• 23. Yusop Y.M., Dempster M., Stevenson C. Understanding inappropriate behaviour: Harassment, bullying and mobbing at work in Malaysia. Procedia-Soc. Behav. Sci. 2014;127:179–183. doi: 10.1016/j.sbspro.2014.03.236. [ DOI ] [ Google Scholar ]
• 24. Van Saane N., Sluiter J.K., Verbeek J.H.A.M., Frings-Dresen M.H.W. Reliability and validity of instruments measuring job satisfaction—A systematic review. Occup. Med. 2003;53:191–200. doi: 10.1093/occmed/kqg038. [ DOI ] [ PubMed ] [ Google Scholar ]
• 25. Jackson S.E., Maslach C. After-effects of job-related stress: Families as victims. J. Organ. Behav. 1982;3:63–77. doi: 10.1002/job.4030030106. [ DOI ] [ Google Scholar ]
• 26. Bin A.S. The relationship between job satisfaction, job performance and employee engagement: An explorative study. Issues Bus. Manag. Econ. 2015;4:1–8. [ Google Scholar ]
• 27. Batura N., Skordis-Worrall J., Thapa R., Basnyat R., Morrison J. Is the Job Satisfaction Survey a good tool to measure job satisfaction amongst health workers in Nepal? Results of a validation analysis. BMC Health Serv. Res. 2016;16:1–13. doi: 10.1186/s12913-016-1558-4. [ DOI ] [ PMC free article ] [ PubMed ] [ Google Scholar ]
• 28. KAP Survey Model . Retrieved from The KAP Survey Model (Knowledge, Attitude & Practices) United States Agency for International Development (USAID); Washington, DC, USA: 2011. [ Google Scholar ]
• 29. Spector P.E. Job Satisfaction: Application, Assessment, Causes, and Consequences (Vol. 3) Sage; Newcastle upon Tyne, UK: 1997. [ Google Scholar ]
• 30. Li L., Hu H., Zhou H., He C., Fan L., Liu X., Sun T. Work stress, work motivation and their effects on job satisfaction in community health workers: A cross-sectional survey in China. BMJ Open. 2014;4:e004897. doi: 10.1136/bmjopen-2014-004897. [ DOI ] [ PMC free article ] [ PubMed ] [ Google Scholar ]
• 31. Alavi S.S., Dabbagh S.T., Abbasi M., Mehrdad R. Job satisfaction and its relationship to radiation protection knowledge, attitude and practice [RP-KAP] of Iranian radiation workers. EMHJ-East. Mediterr. Health J. 2016;22:727–734. doi: 10.26719/2016.22.10.727. [ DOI ] [ PubMed ] [ Google Scholar ]
• 32. Lee C., Schuler R.S. A constructive replication and extension of a role and expectancy perception model of participation in decision making. J. Occup. Psychol. 1982;55:109–118. doi: 10.1111/j.2044-8325.1982.tb00083.x. [ DOI ] [ Google Scholar ]
• 33. Wood J., Wallace J.P., Zeffane R., Schermerhorn J., Hunt J.B., Osborne R.H. Organisational Behaviour: An Asian-Pacific Perspective. John Wiley & Sons; Hoboken, NJ, USA: 1998. [ Google Scholar ]
• 34. English F.W., editor. Encyclopedia of Educational Leadership and Administration. Sage Publications; Newcastle upon Tyne, UK: 2006. [ Google Scholar ]
• 35. Amarantidou S. Ph.D. Thesis. University of Thessaly; Volos, Greece: 2010. Job Burnout and Job Satisfaction among Teachers: A Longitudinal Study. (In Greek) [ Google Scholar ]
• 36. Belias D., Koustelios A. Leadership and job satisfaction—A review. Eur. Sci. J. 2014;10 doi: 10.19044/esj.2014.v10n8p%p. [ DOI ] [ Google Scholar ]
• 37. Gulavani A., Shinde M. Occupational stress and job satisfaction among nurses. Int. J. Sci. Res. 2014;3:733–740. [ Google Scholar ]
• 38. Al-Haroon H.I., Al-Qahtani M.F. The demographic predictors of job satisfaction among the nurses of a major public hospital in KSA. J. Taibah Univ. Med. Sci. 2020;15:32. doi: 10.1016/j.jtumed.2019.11.003. [ DOI ] [ PMC free article ] [ PubMed ] [ Google Scholar ]
• 39. Judge T.A., Weiss H.M., Kammeyer-Mueller J.D., Hulin C.L. Job attitudes, job satisfaction, and job affect: A century of continuity and of change. J. Appl. Psychol. 2017;102:356. doi: 10.1037/apl0000181. [ DOI ] [ PubMed ] [ Google Scholar ]
• 40. Shahab M.A., Nisa I. The influence of leadership and work attitudes toward job satisfaction and performance of employee. Int. J. Manag. Stud. Res. 2014;2:69–77. [ Google Scholar ]
• 41. Judge T.A., Zhang S.C., Glerum D.R. Essentials of Job Attitudes and Other Workplace Psychological Constructs. Routledge; London, UK: 2020. Job satisfaction; pp. 207–241. [ Google Scholar ]
• 42. Hermawan S., Wati L.R., Hanif A., Rahayu R.A., Rahayu D. Healthy Lifestyle, Role Ambiguity, Spiritual Quotient, and Job Burnout on Job Satisfaction. Muhammadiyah Int. J. Econ. Bus. 2019;2:170–182. [ Google Scholar ]
• 43. Andrews M.C., Kacmar K.M., Kacmar C. The mediational effect of regulatory focus on the relationships between mindfulness and job satisfaction and turnover intentions. Career Dev. Int. 2014;19:494–507. doi: 10.1108/CDI-02-2014-0018. [ DOI ] [ Google Scholar ]
• 44. Im Choi J., Koh M.S. Relations of job stress, burnout, mindfulness and job satisfaction of clinical nurses. Int. J. Biosci. Biotechnol. 2015;7:121–128. [ Google Scholar ]
• 45. Van der Walt F., De Klerk J.J. Workplace spirituality and job satisfaction. Int. Rev. Psychiatry. 2014;26:379–389. doi: 10.3109/09540261.2014.908826. [ DOI ] [ PubMed ] [ Google Scholar ]
• 46. Tharikh S.M., Ying C.Y., Saad Z.M. Managing job attitudes: The roles of job satisfaction and organizational commitment on organizational citizenship behaviors. Procedia Econ. Financ. 2016;35:604–611. doi: 10.1016/S2212-5671(16)00074-5. [ DOI ] [ Google Scholar ]
• 47. Srimarut T., Mekhum W. The Influence of Workload and Co-Worker Attitude on Job Satisfaction among Employees of Pharmaceutical Industry in Bangkok, Thailand: The Mediating Role of Training. Syst. Rev. Pharm. 2020;11:603–611. [ Google Scholar ]
• 48. Trivellas P., Akrivouli Z., Tsifora E., Tsoutsa P. The impact of knowledge sharing culture on job satisfaction in accounting firms. The mediating effect of general competencies. Procedia Econ. Financ. 2015;19:238–247. doi: 10.1016/S2212-5671(15)00025-8. [ DOI ] [ Google Scholar ]
• 49. Kianto A., Vanhala M., Heilmann P. The impact of knowledge management on job satisfaction. J. Knowl. Manag. 2016;20:484–498. doi: 10.1108/JKM-10-2015-0398. [ DOI ] [ Google Scholar ]
• 50. Sousa-Poza A., Sousa-Poza A.A. Well-being at work: A cross-national analysis of the levels and determinants of job satisfaction. J. Socio-Econ. 2000;29:517–538. doi: 10.1016/S1053-5357(00)00085-8. [ DOI ] [ Google Scholar ]
• 51. Armstrong G.S., Atkin-Plunk C.A., Wells J. The relationship between work–family conflict, correctional officer job stress, and job satisfaction. Crim. Justice Behav. 2015;42:1066–1082. doi: 10.1177/0093854815582221. [ DOI ] [ Google Scholar ]
• 52. Clark A.E. Job satisfaction in Britain. Br. J. Ind. Relat. 1996;34:189–217. doi: 10.1111/j.1467-8543.1996.tb00648.x. [ DOI ] [ Google Scholar ]
• 53. Booth A.L., Van Ours J.C. Job satisfaction and family happiness: The part-time work puzzle. Econ. J. 2008;118:F77–F99. doi: 10.1111/j.1468-0297.2007.02117.x. [ DOI ] [ Google Scholar ]

Associated Data

This section collects any data citations, data availability statements, or supplementary materials included in this article.

• View on publisher site
• PDF (328.8 KB)
• Collections

Similar articles

Cited by other articles, links to ncbi databases.

• Download .nbib .nbib
• Format: AMA APA MLA NLM

Add to Collections

7 Best Job Satisfaction Scales, Questionnaires & Surveys

Sometimes we feel very satisfied, other times we feel incredibly disheartened and unsatisfied.

Measuring job satisfaction is important because it can predict our future behavior (Faragher, Cass, & Cooper, 2013).

For example:

• Are we likely to resign from our jobs?
• Are we at risk of poor health?
• Is it highly likely that we will suffer burnout?

In this post, we explore various ways of measuring job satisfaction. We’ll look at the most widely used tools in the literature and discuss other challenges of measuring job satisfaction.

Finally, we will look at the resources available at PositivePsychology.com to increase job satisfaction among employees.

Before you continue, we thought you might like to download our three Work & Career Coaching Exercises for free . These detailed, science-based exercises will help you or your clients identify opportunities for professional growth and create a more meaningful career.

This Article Contains:

5 best practices for measuring job satisfaction, 3 evidence-based questionnaires, 2 surveys and scales to measure employees’ satisfaction, 2 key metrics to consider, 2 tools for measuring employee engagement, a note on employee health: measuring stress and burnout in the workplace, increasing job satisfaction: 6 positivepsychology.com tools, a take-home message.

What is meant by the term ‘job satisfaction,’ and how is it measured?

Challenges when measuring job satisfaction

As a psychological construct, job satisfaction is meant to reflect employees’ level of satisfaction with their work.

Questionnaires that measure job satisfaction ask questions about various attitudes and behaviors; the responses to these questions are totaled and reflect job satisfaction. This implies that an employee might have low job satisfaction, but their score might be explained by low scores on only one dimension.

Furthermore, job satisfaction develops slowly. It is a dynamic process, and job satisfaction now does not guarantee job satisfaction in five years . This is because job satisfaction is affected by many conditions within the workplace, and these conditions can change.

Therefore, job satisfaction as a measurable psychological construct describes the attitude of the employee to the current workplace conditions (Earl, Minbashian, Sukijjakhamin, & Bright, 2011).

Five best practices

Knowing this, the best practices for measuring job satisfaction are as follows:

• Measure job satisfaction regularly so that you have a baseline measurement for each employee or can calculate an average across employees. With a baseline measurement on hand, you can track changes in job satisfaction.
• Using questionnaires and surveys is one of the multiple ways to track job satisfaction. The advantage of these tools is that employees can respond privately, without the added pressure of social interaction. However, keep in mind that these responses are still self-reported, and employees may report in ways that appear socially desirable.
• Follow up questionnaires and surveys with interviews and discussions. Check in regularly with employees, address grievances, and provide feedback . Regular meetings require time and effort, but personal check-ins are very useful and can help develop positive relationships with employees .
• Check in with superiors, team leads, and managers to discuss the engagement of team members .
• Provide a way for employees to report grievances anonymously. Steps 2 and 3 are not anonymous, and therefore some employees may not feel comfortable raising thorny issues. An anonymous process, like a suggestion box, gives employees an avenue to report sensitive issues.
• Assure employees that their responses are confidential and their responses will not be shared with anyone except the people scoring the questionnaires.

Van Saane, Sluiter, Verbeck, and Frings-Dresen (2003) evaluated 35 different tools that measure job satisfaction in a meta-analysis.

To be considered in the meta-analysis, the tools had to meet acceptable psychometric standards, including an internal reliability of 0.80 or higher, a test-retest coefficient of 0.70 or higher, and at least four measured work factors that were proposed to affect job satisfaction.

Although 29 items were included in the meta-analysis, only 7 met the criteria for reliability and validity. Of these, four items were developed for nurses and physicians. The remaining three tools were:

• The Job in General Scale (JIG) & Job Descriptive Index (JDI)
• The Job Satisfaction Survey (JSS)
• The Andrews and Withey Job Satisfaction Questionnaire

Job in General Scale & Job Descriptive Index

Of these three, the JIG Scale is one of the most well-used questionnaires to measure job satisfaction (Ironson, Smith, Brannick, Gibson, & Paul, 1989). The JIG was developed to accompany another worthwhile tool to measure job satisfaction: the JDI (Smith, Kendall, & Hulin, 1969).

Both tools can be administered together as a single tool. For these tools, employees select items that appropriately describe a particular aspect of their career. For example, employees must indicate if the item ‘Stimulating’ describes their colleagues, answering ‘yes,’ ‘no,’ or ‘cannot decide.’

The JDI and JIG are freely available, and the administrative manual, norms, and a scoring manual can be requested from the Bowling Green State University website .

Job Satisfaction Survey

Although the Job Satisfaction Survey (Spector, 1985) was designed to measure satisfaction among employees who work in the human service, public, and nonprofit sector organizations, Spector argues that the JSS applies to other industries as well. The JSS is also much shorter than other surveys, with 36 items in total.

Each item is a statement, and the employee must show their level of agreement on a scale from 1 to 6, where 1 indicates ‘disagree very much’ and 6 indicates ‘agree very much.’ The 36 items map onto 9 different dimensions, and responses to each subscale are summed. The items, administration, and scoring instructions can be found on Paul Spector’s website .

Andrews and Withey Job Satisfaction Questionnaire

The Andrews and Withey Job Satisfaction Questionnaire was developed in 1976 and is outlined in the book Social Indicators of Well-Being: Americans’ Perceptions of Life Quality (Andrews & Withey, 2012). The almost 100-page questionnaire must be purchased from the authors.

Although the questionnaire has satisfactory psychometric properties, the questionnaire is extremely long to administer.

The New Low-Effort, High-Impact Wellbeing Program.

Wellbeing X© is a seven-session, science-based training template. It contains everything you need to position yourself as a wellbeing expert and deliver a scalable, high-impact program to help others develop sustainable wellbeing.

Let’s look at two surveys that can be used to measure employees’ job satisfaction.

The Gallup Workplace Audit

The Gallup Workplace Audit (GWA) measures various actionable aspects of the workplace, including work satisfaction (Gallup Organization, 1992–1999). In total, there are only 13 items. Employees respond on a scale from 1 to 5.

For the first item about workplace satisfaction, 1 indicates ‘extremely dissatisfied,’ and 5 indicates ‘extremely satisfied’; however, for the next 12 items, the anchors change to ‘extreme disagreement’ and ‘extreme agreement,’ respectively.

These 12 items comprise the Q 12 (Harter, Schmidt, Killham, & Agrawal, 2009), which has been used extensively and has good psychometric properties. Although the items of the GWA are listed in Harter, Schmidt, and Hayes (2002), the GWA may not be used without permission from The Gallup Organization .

Job Diagnostic Survey

The Job Diagnostic Survey (JDS) has been used across various research (Hackman & Oldham, 1974, 1975). The JDS measures overall job satisfaction and satisfaction for five dimensions of work, such as

• Job security
• Supervision
• Growth opportunities

The survey is split into eight sections, and in the fourth, the employee rates their level of satisfaction with the five dimensions of work. The survey takes less than 30 minutes to administer. The full scoring instructions are listed in Hackman and Oldham’s (1974) research paper, which is available from the ERIC Institute of Education Sciences website .

World’s Largest Positive Psychology Resource

The Positive Psychology Toolkit© is a groundbreaking practitioner resource containing over 500 science-based exercises , activities, interventions, questionnaires, and assessments created by experts using the latest positive psychology research.

Updated monthly. 100% Science-based.

“The best positive psychology resource out there!” — Emiliya Zhivotovskaya , Flourishing Center CEO

Moderating variables

The relationship between job satisfaction and job performance is complicated; job satisfaction influences job performance, which in turn, influences job satisfaction.

Furthermore, the relationship between job satisfaction and job performance is also influenced by multiple factors.

Specifically, the effect of job satisfaction on job performance can be heightened by several variables including:

• Personality/self-concept of the employee
• Autonomy of the employee
• The level of analysis used for the questionnaires

When job satisfaction is measured using a questionnaire with multiple dimensions, the correlations between each dimension and job performance are weaker than when composite job satisfaction is constructed from all the dimensions.

Furthermore, the effect of job performance on job satisfaction is also influenced by several variables including:

• Rewards for good job performance
• The nature of the job
• How important achievement is to the individual
• How important work is to the employee

In summary, measuring other variables such as employee engagement, job performance, the personality of the employee, and psychological wellbeing could be very useful to understanding the full picture of employee job satisfaction (Wright & Cropanzano, 2000).

This is what makes employees happy at work – Michael C. Bush

Although the terms ‘job satisfaction’ and ‘employee engagement’ are used interchangeably, there are subtle differences (Abraham, 2012; Harter et al., 2002).

Employee engagement as a concept

• Job satisfaction refers to how satisfied employees are with their work or how much they enjoy their work. Satisfied employees have a positive attitude toward their work.
• Employee engagement can be defined as the employee’s involvement with their work and includes their satisfaction and enthusiasm for their work. Employees who are engaged have a good work relationship with their colleagues, are interested in the company’s aim and products, are dedicated to their job, and will put in more time because they are committed to the work.

Although the concepts differ in definition, they are still related. Employee engagement is influenced by job satisfaction; employees with higher job satisfaction are more engaged (Garg & Kumar, 2012). Job satisfaction, however, is only one component of employee engagement. Despite these nuanced differences, satisfaction tools might be called employee engagement tools.

Similarly, some job satisfaction research investigates ‘work engagement’ (Attridge, 2009). Work engagement is defined as the level of commitment, involvement, and enthusiasm for one’s work (Attridge, 2009). This definition overlaps with those for job satisfaction and employee engagement.

Measuring tools for employee engagement

The Utrecht Work Engagement Scale (UWES) is a 17-item tool that measures work placement engagement across three dimensions: vigor, dedication, and absorption (Schaufeli & Bakker, 2003). Each item is a statement (e.g., ‘At my work, I feel bursting with energy’), and the employee responds how frequently they experience each statement on a scale from 0 (Never) to 6 (Always/Every day).

To score the tool, an average response for each subscale and an overall average are calculated. This tool has been used extensively across different industries and has sound psychometric properties. The psychometric properties can be found in the test manual, which is available from Wilmar Schaufeli’s website , where the English version and other translations of the test can be found as well.

In a shortened version of the UWES, the 17-item tool was reduced to 9 items (Schaufeli, Bakker, & Salanova, 2006). The items that comprise the UWES-9 are labeled with asterisks in the UWES test manual referred to above.

Another tool that measures employee engagement is the Job Engagement Scale (JES; Rich, Lepine, & Crawford, 2010). This scale was developed to incorporate the job satisfaction theory of workplace engagement proposed by Kahn (1990). Rich et al. (2010) argue that some items of the UWES did not properly capture Kahn’s theory, and they developed a new scale to account for this.

More information about the validation process and psychometric properties of the tool can be found in Rich et al. (2010).

The JES comprises 18 items, which are answered on a scale from 1 ‘strongly disagree’ to 5 ‘strongly agree.’ The items in the JES measure engagement in three domains: physical, emotional, and cognitive. Domain scores are calculated by averaging responses across each domain, and an overall average is calculated by averaging across all items. Higher scores indicate higher engagement.

The full test can be found in Bruce Rich’s PhD thesis .

Regularly measuring work engagement can help identify workers who are at higher risk of burnout.

These measurements are more useful if there is a baseline for comparison. If you know what the employee’s baseline engagement score is before burnout is a possibility, then there is a useful comparison score for subsequent measurements.

Faragher et al. (2013) conducted a meta-analysis on the relationship between job satisfaction and health, and showed that:

• Higher job satisfaction was correlated with better physical health.
• Lower job satisfaction was strongly correlated with the presence of mental/psychosocial problems.
• Lower job satisfaction was strongly correlated with more experiences of burnout.
• Lower job satisfaction was moderately correlated with higher levels of depression, higher levels of anxiety, lower levels of self-esteem, and worse general mental health.

The main predictors of burnout and exhaustion are difficult job demands and a stressful working environment (Attridge, 2009). Here is a list of strategies that can be put into place to ease worker dissatisfaction (Grawitch, Gottschalk, & Munz, 2006; Warr, 2005):

• Remove or solve problems related to tasks, processes, and operations.
• Improve the ergonomics of the workplace.
• Add flexibility to workplace schedules.
• Promote and support work–life balance.
• Define tasks and roles more clearly.
• Allow employees to take part in decision making.
• Improve social relationships at work, and create opportunities for these relationships to be fostered.
• Praise, recognize, and reward hard work.
• Foster skill development.

We have several useful resources that can be used to increase job satisfaction.

W stands for Way Forward and the SMART + Goals Worksheet can be used to help with decision making, breaking down tasks into smaller subgoals, goal setting, and planning.

The Avoidance Plan Worksheet  can be used to help identify avoidant behaviors, which impede goal setting and planning.

The EQ 5-Point Tool , Anger Exit and Re-Entry Routines, and the Conflict Resolution Checklist are useful tools to assist with conflict resolution and difficult conversations. These three tools teach clients how to rely on empathetic techniques when having a potentially difficult conversation , as well as how to navigate these conversations without relying on reactionary emotions such as anger, frustration, and annoyance.

If you’re looking for more science-based ways to help others manage stress without spending hours on research and session prep, this collection contains 17 validated stress management tools for practitioners . Use them to help others identify signs of burnout and create more balance in their lives.

By measuring job satisfaction, employers are better prepared to make the changes that result in a healthier, happier work environment for their employees.

When measuring job satisfaction, remember the following:

• Don’t rely on only one measurement at one point in time. Try to measure job satisfaction over time so that you can track changes.
• Several variables can affect job satisfaction, including situational variables such as the work environment. Adjustments to these situational variables can improve job satisfaction for all employees.
• All measurements should be followed up with meetings and interviews so that you can better understand the employee’s situation.

A variety of job satisfaction tools are listed in this post. However, this list is not exhaustive. If you use a different tool in your workplace, then please share your experience and the name of the tool in the comments section. We love hearing from you and learning more about your work.

We hope you enjoyed reading this article. Don’t forget to download our three Work & Career Coaching Exercises for free .

• Abraham, S. (2012). Job satisfaction as an antecedent to employee engagement. SIES Journal of Management , 8(2), 27–36.
• Andrews, F. M., & Withey, S. B. (2012). Social indicators of well-being: Americans’ perceptions of life quality . Springer Science & Business Media.
• Attridge, M. (2009). Measuring and managing employee work engagement: A review of the research and business literature. Journal of Workplace Behavioral Health , 24 (4), 383–398. https://doi.org/10.1080/15555240903188398
• Earl, J. K., Minbashian, A., Sukijjakhamin, A., & Bright, J. E. (2011). Career decision status as a predictor of resignation behavior five years later. Journal of Vocational Behavior , 78 (2), 248–252. https://doi.org/10.1016/j.jvb.2010.09.014
• Faragher, E. B., Cass, M., & Cooper, C. L. (2013). The relationship between job satisfaction and health: A meta-analysis. In C. L. Cooper (Ed.) From stress to wellbeing (vol. 1) (pp. 254–271). Palgrave Macmillan.
• Gallup Organization. (1992–1999). Gallup Workplace Audit (Copyright Registration Certificate TX-5 080 066). U.S. Copyright Office
• Garg, A., & Kumar, V. (2012). A study of employee engagement in pharmaceutical sector. International Journal of Research in IT and Management , 2 (5), 85–98.
• Grawitch, M. J., Gottschalk, M., & Munz, D. C. (2006). The path to a healthy workplace: A critical review linking healthy workplace practices, employee well-being, and organizational improvements. Consulting Psychology Journal: Practice and Research , 58 (3), 129–147. https://doi.org/10.1037/1065-9293.58.3.129
• Hackman, J. R., & Oldham, G. R. (1974). The Job Diagnostic Survey: An instrument for the diagnosis of jobs and the evaluation of job redesign projects. JSAS Catalog of Selected Documents in Psychology , 4 , 148.
• Hackman, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology , 60 (2), 159–170. https://doi.org/10.1037/h0076546
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology , 87 (2), 268–279. https://doi.org/10.1037/0021-9010.87.2.268
• Harter, J. K., Schmidt, F. L., Killham, E. A., & Agrawal, S. (2009). Q12 meta-analysis: The relationship between engagement at work and organizational outcomes . Gallup.
• Ironson, G. H., Smith, P. C., Brannick, M. T., Gibson, W. M., & Paul, K. B. (1989). Construction of a Job in General scale: A comparison of global, composite, and specific measures. Journal of Applied Psychology , 74 (2), 193–200. https://doi.org/10.1037/0021-9010.74.2.193
• Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin , 127 (3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376
• Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal , 33 , 692–724. https://doi.org/10.5465/256287
• Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal , 53 (3), 617–635. https://doi.org/10.5465/amj.2010.51468988
• Schaufeli, W. B., & Bakker, A. B. (2003). Test manual for the Utrecht Work Engagement Scale . Unpublished manuscript, Utrecht University, The Netherlands. Retrieved from http://www.schaufeli.com
• Schaufeli, W. B., Bakker, A. B., & Salanova, M. (2006). The measurement of work engagement with a short questionnaire: A cross-national study. Educational and Psychological Measurement , 66 (4), 701–716. https://doi.org/10.1177/0013164405282471
• Schaufeli, W. B., Taris, T. W., & Van Rhenen, W. (2008). Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well‐being? Applied Psychology , 57 (2), 173–203. https://doi.org/10.1111/j.1464-0597.2007.00285.x
• Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes . Rand McNally.
• Spector, P. E. (1985). Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey. American Journal of Community Psychology , 13 (6), 693–713. https://doi.org/10.1007/BF00929796
• van Saane, N., Sluiter, J. K., Verbeek, J. H. A. M., & Frings-Dresen, M. H. W. (2003). Reliability and validity of instruments measuring job satisfaction: A systematic review. Occupational Medicine , 53 (3), 191–200. https://doi.org/10.1093/occmed/kqg038
• Warr, P. (2005). Work, well-being, and mental health. In J. Barling, E. K. Kelloway, & M. R. Frone (Eds.), The handbook of work stress (pp. 547–573). Sage
• Wright, T. A., & Cropanzano, R. (2000). Psychological well-being and job satisfaction as predictors of job performance. Journal of Occupational Health Psychology , 5 (1), 84–94. https://doi.org/10.1037/1076-8998.5.1.84

Share this article:

Article feedback

What our readers think.

How can I reference your article in APA7th edition norms?

You can reference this article in APA 7th as follows: Nortje, A. (2021, February 11). 7 Best Job Satisfaction Scales, Questionnaires & Surveys. PositivePsychology.com . https://positivepsychology.com/job-satisfaction-questionnaires-surveys/

Hope this helps!

Warmly, Julia | Community Manager

Please suggest me some tools for measuring Impact of HRM practices and job satisfaction level for employees in pharmaceutical company

Could you please specify the types of tools you’re looking for? I am happy to assist you to the best of my abilities!

Warm regards, Julia | Community Manager

Hi Nicole, I would appreciate if you could suggest me a measurement tool to measure job satisfaction and performance among nurses. Thank you

I found two scales that seem to measure what you’re looking for: the Nursing Job Satisfaction Scale (NJSS) and the Nurses’ Professional Commitment Scale (NPCS). You can find more information on the two tools here .

Hope this information helps you! Kind regards, Julia | Community Manager

Let us know your thoughts Cancel reply

Your email address will not be published.

Save my name, email, and website in this browser for the next time I comment.

Related articles

Company Culture: How to Create a Flourishing Workplace

Company culture has become a buzzword, particularly in the post-COVID era, with more organizations recognizing the critical importance of a healthy workplace. During the Great [...]

Integrity in the Workplace (What It Is & Why It’s Important)

Integrity in the workplace matters. In fact, integrity is often viewed as one of the most important and highly sought-after characteristics of both employees and [...]

Neurodiversity in the Workplace: A Strengths-Based Approach

Promoting diversity, equity, and inclusion (DEI) in the workplace is a priority for ethical employers who want to optimize productivity and leverage the full potential [...]

Read other articles by their category

• Body & Brain (52)
• Coaching & Application (40)
• Compassion (23)
• Counseling (41)
• Emotional Intelligence (22)
• Gratitude (18)
• Grief & Bereavement (18)
• Happiness & SWB (40)
• Meaning & Values (26)
• Meditation (16)
• Mindfulness (40)
• Motivation & Goals (41)
• Optimism & Mindset (29)
• Positive CBT (28)
• Positive Communication (23)
• Positive Education (36)
• Positive Emotions (33)
• Positive Leadership (16)
• Positive Parenting (14)
• Positive Psychology (21)
• Positive Workplace (35)
• Productivity (16)
• Relationships (46)
• Resilience & Coping (39)
• Self Awareness (21)
• Self Esteem (37)
• Strengths & Virtues (30)
• Stress & Burnout Prevention (33)
• Theory & Books (43)
• Therapy Exercises (38)
• Types of Therapy (55)

Save 60% for a limited time only →

[New!] Wellbeing X©. The low-effort, high-impact wellbeing program.