TITLE: To assess the Relationship between Interpersonal Relationship and

Job Satisfaction

Research Proposal submitted in partial fulfillment of the requirements of Bengaluru City University for
Master of Science in Psychology

By

Mamatha G
Reg. No: PY200025

Research Guides
Dr.Palanisamy
Assistant Professor
Ms.Mridula Kulkarni

Assistant Professor

Submitted on
21-03-2022

Department of Psychology
Indian Institute of Psychology & Research (IIPR)
St. Anthony's Friary, #85, Hosur Road, (Near Madiwala Check Post),Bangalore-560095
Assess the Relationship between Interpersonal Relations and Job
Satisfaction among Employees

Broad Overview:

Interpersonal Relations:

Humans need company the greatest when they are fearful, apprehensive, or unsure of themselves
and want to compare their experiences to others. Relationships facilitate folks to substantiate and
validate their ideas and feelings moreover on worth themselves.
Employees also are social animals. They request the cooperation of others. A worker feels secure
once there's an organization of a co-employee, and that they feel anxious once that co-employee
is absent. This want for human contact will be thought of as a two-pronged would like; the
requirement for attachment and also the need for affiliation. These are 2 distinct, nevertheless
reticular desires.
• Attachment - it's the requirement to make special shut relationships
• Affiliation - it's the requirement to be with others normally a way of happiness to a bigger
cluster.
A strong association between staff operating within the same organization is termed social
relationship. Staff should get on well for a positive and healthy work setting at the geographic
point.
Interpersonal relationship at a geographic point is nothing however shut relationship between 2
staff functioning at an equivalent place. Social relationships need sensible effort from the
workers to nurture and maintain. A healthy social relationship provides Associated with workers
the foremost joy and satisfaction.
Interpersonal relationship refers to a powerful association among people operating within the
same organization. Staffs who work along the boundary must have a special link to deliver their
boundary. For healthy social dynamics and, eventually, a positive atmosphere at the geographic
location, individuals must be honest with one another. Non-existing professional friendly
relationships have negative consequences in the workplace since they can lead to single-brain
decisions, which can lead to boredom, and a lack of collaboration can cause lower performance.
If there's a friendly atmosphere that will produce direct impacts on structure culture.
One desires friends at work as a result of one needing folks & support around. It’s invariably a
positive setting for a corporation wherever people look after one another & folks request support
from coworkers to accomplish goals. A relationship that has gotten a little off track can be
resurrected! In a corporation, we don't always run into people who are similar to us in our
day-to-day dealings; rather, it's the other way around as an alternative. And typically we tend to
get into a number of those things wherever we tend to experience a troublesome relationship. In
such things, we should always offer a shot and take a look to grasp the person higher. We tend to
consciously ought to plan to do so. And so have interaction with him/her in an exceedingly real
discussion. A relationship that has gotten a little off track can be resurrected! In a corporation,
we don't always run into people who are similar to us in our day-to-day transactions; rather, it's
the other way around. It's amazing when we raise someone like this to share his or her
achievement. Also, it will be a wise plan to undertake to seek out what's common.
Leadership in today's firms must play a critical role in establishing a system of bonding
and interpersonal interactions. Leadership isn't a stepping stone. It has nothing to do with
seniority. Rather, it is a choice. It's a decision.
Job Satisfaction
Job Satisfaction controls the performance of the worker within the work (Armstrong,
2009). Job satisfaction is influenced by a variety of factors, including compensation,
comprehensive training, instilling confidence in the workplace, providing a reasonable working
environment, and providing reasonable leadership. For example, A manager of the corporation
will use the simplest output for the happy staff. Happy staff provides the simplest skills that may
be facilitated to the corporate to come through the goals of the corporate. Employee performance
at a high-performing company is based on high levels of attention to the task, and high levels of
attention are based on employee satisfaction. If associate degree worker extremely high within
their work {the worker} should be happy within the organization or staff performance and
worker satisfaction area unit connected for example the Apple Company’s employee satisfaction
and their performance in the Company
Some people enjoy their occupations, while others tolerate them, and a few people despise
them. The degree to which people like their jobs is referred to as work satisfaction. It was
delineated by author Locke (1976) because of the state of feeling ensuing from evaluative one’s
job experiences. Job satisfaction is defined in terms of effect, whereas it is determined by how
we forecast about our work (our cognition) and how we tend to feel about our work (our affect
on). The work itself, our temperament, and the culture we tend to return from and board are all
factors that contribute to job happiness.
There is a chance for a lot of analysis within the space of job satisfaction. As an example, Weiss
(2002) suggests that the construct of job satisfaction measurements have combined each
emotional and psychological feature idea, and measuring would be a lot of reliable and show
higher relationships with outcomes like performance if the measurement of job satisfaction
separated these 2 potential components of job satisfaction
Broad overview
Interpersonal relationships are equally important and necessary in today's geographical context.
There is a top-down demonstration of the 'one team' method in a corporation ranging from the
leadership level to the ordinal level of the establishment, and results are certain to return.
Failures and difficult times will always be a part of the journey, but if the entire team works
toward a single goal and objective, ensuring that social relationships and understanding between
key stakeholders are healthy, it's a completely different story. Workplace culture and values are
the focus of progressive and stylish businesses. In those organizations, important metrics
including expertise, performance excellence, and operational brilliance are units of great
importance. Individuals respond with strong perseverance, drive, and engagement when
management shows respect, sympathy, and support for them. It only generates an Associate in
Employee scheme of high integrity, honesty, and loyalty in the minds of all internal stakeholders
while keeping the focus on the external customers.

Job satisfaction is defined as the quantity or degree of gratification and contentment that an
employee feels about his or her total job, taking into account his or her feelings about the job
itself, coworkers, supervisors, and work policies. Various research studies have emphasized the
necessity of focusing on the issue of employee work satisfaction, as it plays a key part in the
overall success or failure of a company. Furthermore, because of its favorable impact on
employee job performance, the relevance of employee job satisfaction has been widely stressed
in the literature. In any organization, the productivity of the workforce is a key factor in
accomplishing organizational objectives. This emphasizes the significance of focusing on job
happiness even more.

Organizations have recently focused on increasing efficiency to stay competitive and better deal
with rising trends like globalization. Nowadays, corporations' primary focus while growing is on
overseas markets that provide potentially lucrative new opportunities. Regardless of whether a
company is responding to client needs or evolving and growing on its own, it must guarantee that
its staff is as productive as possible, and for the workforce to function at its best, employees must
be satisfied with the nature of the work they are doing.

To achieve this level of ultimate productivity, firms should identify important concerns that may
affect employee job satisfaction and seek to address these events that impede an employee's
degree of job satisfaction. Inuwa, for example, explores how job satisfaction affects performance
in his books. His findings revealed that the more satisfied an individual is with their
employment, the more motivated they are to be productive at work, resulting in the achievement
of overall organizational goals. If not, the individual will become demotivated, which will
influence the overall achievement of the organization's intended goals.

Rationale of the Study

This study helps in understanding the relationship between the interpersonal relationship of
employees and job satisfaction. This study will correlate between variables and also study is
done only on males to know the relationship between two variables works differently.

Statement of research problem:

 1. A better understanding of the relationship between job satisfaction between the
individuals in the organization the and structure of the organization to establish a better
strategy to develop an interpersonal relationship.
2. Lack of understanding is one of the important issues of interpersonal relationships in the
workplace therefore this may be the gap that prevents policymakers from having a better
understanding and strategy to deal with job satisfaction-related issues among employees.

Significance and Scope of the study:

Job satisfaction and interpersonal relationships may be important factors in physical workers'
mental health. Job satisfaction is a predictor of work behaviours such as structure, citizenship,
absence, and turnover, as well as an indicator of how employees feel about their jobs.
Interpersonal interaction skills allow us to form a special bond with our coworkers at work,
allowing us to preserve trust and pleasant feelings for one another. Interpersonal interaction skills
at work enable employees to communicate more effectively and have a better understanding of
one another. Job satisfaction is influenced by interpersonal relationships in the workplace.

Scope of the study:

The prediction observes if interpersonal relationship predicts the sixty-on job satisfaction of the
employees, industrial and organizational psychologists can plan on developing an intervention to
improve the interpersonal relationship of the employees. In individual counselling, in the
workplace, if the counsellor finds a lack of job satisfaction in the client, the counsellor facilitates
interpersonal skill development of the client and therefore it may improve job satisfaction of the
employees. Eventually, it will improve the individual well-being and productivity of the
employee's
 Review of literature

THEORETICAL FRAMEWORK
The term "interpersonal relationship" refers to a strong bond between people who have
similar tastes, goals, and interests in life. Individuals must have a healthy relationship with one
another not just for faster delivery of deliverables, but also for a positive workplace atmosphere.
Theory of Social Exchange:
George Casper Homans presented Social Exchange Theory in the year 1958. Social exchange
theory is a psychological and economic explanation of human behaviour that may or may not be
true. It demonstrates the methods that people use to form and sustain relationships with family,
friends, coworkers, and strangers. Social exchange theory is an evaluation of the risks and
benefits of maintaining or continuing a connection. The social exchange hypothesis is used to
explain people's actions during a social transaction.
Applying social exchange theory to your business or job will yield significant
benefits. Workers who believe their well-being is important to the company and who create
strong relationships with the help of their management are more likely to be productive at work
and dependable to the company. Consider the following frequent social exchange theory
scenarios to see how you may use positive connection building to your business.
 The importance of positive relationships between company leadership and alternative
workers cannot be overstated. Regular employee recognition is a great way to create rapport and
affiliation. Whether you want to develop a company-wide or department-wide employee
recognition program, or just ensure that you and other company leaders often acknowledge
individual contributions through oral communication.

Friendship and social connection are fostered through creating a company-wide

culture of interpersonal relationships. Make it clear that you favour employee-to-employee
friendships and that you want your employees to have healthy relationships at work. Create
opportunities for people to get to know one another by holding off-site corporate activities or
programs during work hours.
This idea predicts how sympathetic and welcoming an environment will be for employees to
form and sustain positive relationships:
• Use incentives: frequently award employees for excellent performance. This fosters a positive
working connection between the employee and the firm as a whole.
• Maintain friendliness: Maintain a friendly demeanour throughout all of your business dealings.
Modelling appropriate conduct and expectations can help other leaders and employees follow
your lead.
• Encourage the development of employee friendships through work gatherings and activities.

Uncertainty reduction theory:

It is also known as initial interaction theory because it investigates the first encounter between
people that occurs before the use of a specific communication medium. It was created in 1975 by
Charles Berger and Richard Calabrese. They needed to describe how social communication is
used to reduce confusion between strangers during the initial encounter. "As people's ability to
forecast that varied or alternative events are seemingly to occur next weakens," Berger argues,
"uncertainty will increase."
This theory is based on the following assumptions:
1. In the early stages of social contact, people are unsure about themselves.
 2. Uncertainty causes people to avoid situations or behaviours (aversive state) and causes
psychological stress.
3. Strangers want to reduce uncertainty and boost assurance in the first meeting.
4. People change the amount and type of information they disclose.
5. The amount and type of knowledge that people exchange can be changed.

Uncertainty Reduction Theory's main concepts are as follows:

According to this theory, people prefer previous information about others to reduce their
uncertainty. When people are unsure about another person's behavior or behaviors, they feel
uneasy; therefore they try to reduce their doubt through social communication. Concerning the
first uncertainty, Berger proposed seven axioms (self-evident truths).
● Verbal communication: The level of initial uncertainty for each individual lowers. As
the level of uncertainty reduces so will the level of communication.
● Nonverbal affiliative: Qualities such as eye contact, head nods, and smiles increase. As
the amount of uncertainty about the other person reduces, the necessity for information
seeking decreases.
● Self-disclosure: As the level of uncertainty decreases, people reveal personal information.

Uncertainty reduction theory's stages

▪ Entry Stage: Individuals begin communicating under the guidance of activity rules such
as acknowledgment and exchange of demographic data at the entry stage (age,
occupation, and hometown).
▪ The Personal Stage: As communication progresses, they disclose a lot of personal data,
and one can get indicators of values, attitudes, and morals from the other.
▪ The Exit stage: They will decide whether or not to keep the link based on the level of
pleasure with social communication.

Job satisfaction theories:

While there are different definitions, most agree that job satisfaction is a complex psychological
response with three key areas: psychological, emotional, and behavioral (Weiss, 2002). By
deciphering our feelings, beliefs, and behaviours, we tend to have positive views regarding our
jobs.

Locke’s range of affect theory

Edwin Locke's (1976) range of affect theory, which has its roots in organizational psychology, is
possibly the most well-known model of job happiness. Locke's idea acknowledged the
significance of how people value different components of their jobs, as well as how successfully
their expectations are satisfied. In other words, our values shape our expectations, and the closer
these regions are to reality, the more content we are likely to be. However, according to John
Locke, an excessive quantity of honesty can lead to job dissatisfaction. To use an analogy, if a
focus on collaboration comes at the sacrifice of solitary work time, person A (and person B) may
have a poor perception of their job. Dispositional strategy

Dispositional Approach:
Barry Staw and colleagues developed the next job satisfaction hypothesis; the dispositional
approach was developed in light of evidence that affectional disposition predicts job satisfaction
(Staw, Bell, & Clausen, 1986). They claimed that individual differences in job satisfaction are
due to people's proclivity for experiencing happy or negative emotions.
The dispositional approach has been criticized for being constrained by its largely empirical
approach. However, temperament researchers have discovered that temperament features, like
job satisfaction, are largely constant across time, even in completely different occupations and
careers (Staw & Cohen-Charash, 2005). Shaw's study of job satisfaction sparked interest in
production theories. One of these is the Core Self-Evaluations Model, which has been
scientifically validated. Researchers have discovered four indisputable facts.
According to Judge, Locke, and Durham (1998), four self-evaluations mediate stability in work
satisfaction and freelance job attributes:
a. Self-esteem: higher levels of self-esteem are associated with greater job satisfaction.
b. Self-efficacy: higher levels are associated with greater job satisfaction.
c. Management locus: job satisfaction is linked to a preference for an internal rather than external
locus of control.
d. Neuroticism: lower levels are associated with higher job satisfaction.

Equity theory:
Equity theory demonstrates how an individual considers justice in social connections, such as
with associate degree leaders. To supply an associate degree input/output magnitude relation, an
individual determines the number of input (things obtained) from a relationship compared to the
output (things given). They then compare this magnitude relationship to people's magnitude
relationships to determine whether or not an associate degree equitable relationship is required.
According to Equity Theory, if a person believes there is a degree of difference between two
social groups or people, that person will feel distressed since the magnitude relationship between
the input and output does not appear to be equal. Consider the case of a two-person UN agency
that works on continuous basis of employment with a consistent salary and benefits If one person
receives a wage boost for completing consistent work as a result of the alternative, the less
benefited person may feel dissatisfied with his physical location. On the other hand, if each
individual receives an increase in pay and new duties, the feeling of equity is maintained. Others
have expanded on the equity theory, proposing three behavioural responses to perceived equity
or inequity (Huseman et al., 1987; O'Neil & Mone 1998). These three types are charitable,
concerned about equity, and entitled. Motivation, job satisfaction, and job performance are all
affected by the amount of each sort.
1. They are fairly satisfied when they are underpaid in comparison to their coworkers.
2. Sensitive to equity-believes that everyone should be properly compensated.
3. People with a sense of entitlement believe that they are entitled to everything

Previous studies
Hindawi (2020) did a study to investigate the current analysis to determine the impact of job
satisfaction among employees in Peshawar's private sector firms. 180 people were chosen as a
sample from Peshawar's private organizations for this purpose. Through sampling procedures, an
equal number of employees (n = 60) were chosen from three types of organizations: hospitals,
banks, and universities. The study's instruments were the Minnesota Satisfaction Questionnaire
(MSQ-short form) developed by Weiss et al. (1967) and a self-constructed Performance
Evaluation Form (PRF). Initially, the reliability statistics of both instruments were assessed to
determine the scales' relevance. According to the study's findings, the type of occupation has a
significant impact on job satisfaction. Similarly, The favorable association between job
happiness and employee performance has been confirmed.

Mustapha (2019) did a study to investigate the function of the working environment in
interpersonal connections in establishing and increasing trust, pleasant feelings, and images
among employees. Sixty-one (N=61) employees from the city administration's Education
department took part in the study. The study worker used all sixty one (N=61) people as a sample
due to the small population size. The research worker questionnaire form examines interpersonal
connection features and has four sets of questions designed by Vokic & Hernaus (2004) for data
collection. The Job Satisfaction Index (JSI) measure created by Schriesheim and Tsue (1980)
was used as a tool. It is made up of six dimensions/components that together form an index that
measures total job satisfaction. The domains assess work, supervision, coworkers, salary,
advancement chances, and the job as a whole. Findings show that despite an employee's position
in a company, interpersonal relationships have a powerful beneficial direct impact on job
satisfaction for both coworkers and supervisors. This indicates that employees' interpersonal
relationships within their company can have an impact on their job happiness. There was also no
significant difference between the respondent position in their company and their view of their
social interaction, among employees.

Strzezewski (2018) researched to examine the interpersonal relations of State Forests employees
in Poland, as well as to identify the elements that influence the level of satisfaction with relations
between people in comparable positions and superiors. Between 2014 and 2015, the problems
investigated were established and backed by an analysis conducted among employees of Poland's
State Forests. Twenty-five (25) individuals were chosen for testing from three teams of
employees: foresters, deputy foresters, and supervisors, as well as administrative staff, in each of
the nine forest districts chosen. A total of 399 people participated in the study, which was
performed using a questionnaire. The social Support Analysis List (ISEL) is the tool that was
used. The general degree of satisfaction with interpersonal relationships among the participants
in this study was found to be high. Analysis, respondents’ demographic variables, such as age,
gender, or place of residence, had no significant impact on satisfaction with interpersonal
relations at work. A high level of overall job satisfaction and satisfaction with income, on the
other hand, had a significant impact on the extent of pleasure with interpersonal ties. The
accumulation of stressful life events and jobs in the administration both contributed to a decrease
in satisfaction.

Wedge (2017) did research to determine the association between employee Interpersonal
Relationships and workload attributed to Job Satisfaction. This survey is being done among
engineering college faculty members in the Nellore District of Andhra Pradesh. The data was
gathered via a self-administered questionnaire. Data was collected through convenience
sampling. One hundred and twenty (120) students from several Engineering faculties participated
in the study. On a 5-point Likert scale, respondents were asked to score from "strongly agree" to
"strongly disagree." The form is divided into two sections, the first of which asks for
demographic information such as age, gender, years of experience, qualification, and
designation. The section on Interpersonal Relationships, Workload, and Job Satisfaction is found
in the second part. According to the findings of this study, the school has extremely poor
interpersonal ties and a large work contribution to school faculty's marginal job satisfaction. As a
result, engineering school administrators must be pushed to look for ways to improve
interpersonal interactions among school faculty members by conducting informal conferences
such as yearly day meets, get-togethers, and outdoor excursions. Furthermore, management must
be forced to provide the college with affordable work that adheres to UGC criteria. Executive
work should be forced to be distributed on a team basis, reducing the strain on individuals.
However, a large number of studies in an engineering faculty context are required to understand
the various variables that influence them.
Gardner (2016) did a study to determine the value of interpersonal relationships in the workplace
and their relationship to social worker satisfaction. Job satisfaction was measured using the
Minnesota Job Satisfaction (MSQ) questionnaire developed by Weiss, Dawis, England, and
Loftquist (1967). The self-filling approach was used to distribute and collect the questionnaire
for its reliability. The reliability validity analysis (exploratory factor analysis) and multiple
regression analysis were utilized to analyze the data gathered from 120 social workers.
Cronbach's alpha was used to determine the variables' reliability, and a validity analysis was
performed to see whether the questionnaires had the same concept as SPSS 19.0. Observations –
The findings revealed that group culture, hierarchical culture, and rational culture all played
significant roles in job satisfaction

Weiss (2015) researched to show that positive interpersonal relationships have an impact on
employee satisfaction. Data was collected from 143 employees in the surveyed company using a
survey questionnaire, and the dependent variable is interpersonal relationships, which is defined
as an influencing factor. The independent variable is interpersonal relationships, which is defined
as the growth of social relations and relations between individuals at work, and data processing
was done using statistical software for social sciences-SPSS. In the data analysis, descriptive and
correlation analyses were used. The hypothesis was tested. The finding of this paper is that there
is a statistically significant association between observed variables and that there is a modest
positive correlation.

Conceptual Framework
Male

In this conceptual framework it explains the relationship of sample of male young adults with
the variable of interpersonal relationship with the interpretation of high, moderate, low and other
variable is job satisfaction the interpretation is high, average, low where this interpretation says
that if there is high interpersonal relation there is high job satisfaction, if there is moderate
interpersonal relationship there is average job satisfaction, and finally low interpersonal relations
leads to low job satisfaction among employees.

Research Gap

This research study shows how the interpersonal relation in an organization leads to job
satisfaction. There are not many studies done in the Indian context on males and there are no
studies based on banking collection executives.
These days, Interpersonal relations have been developed in the technological sector
where the employees are in touch with coworkers in social media (for example: Instagram,
Facebook) and social gatherings etc.
                          
Research Questions

1. Does interpersonal relationship orientation predicts and determines the

employee’s job satisfaction?

Methods
Aim: To assess the Relationship between Interpersonal Relationships Orientation and job
satisfaction of employees.
 
Specific Objectives

1. To find how interpersonal relationships influence job satisfaction in workplace settings

among young adulthood employees

2. To find out the interpersonal relationship and job satisfaction among male young adults.

Alternative Hypothesis

1. There is a significant difference between interpersonal relationships and job satisfaction

among employees in the workplace setting.
a) There is a significant difference between interpersonal relationships and salary and
facilities among employees in the workplace setting.
b) There is a significant difference between interpersonal relationships and supervision
among employees in the workplace setting.
c) There is a significant difference between interpersonal relationships and promotion
among employees in the workplace setting.
d) There is a significant difference between interpersonal relationships and work
opportunities among employees in the workplace setting.
e) There is a significant difference between interpersonal relationships and human
relations among employees in the workplace setting.

2. There is a significant difference in Interpersonal relationships and job satisfaction among

the age group of 25-35 in the workplace.
 3. There is a significant difference in Interpersonal relationships and job satisfaction among
male young adults.

Research Design:
The research design recommended for the present study is a non-experimental regression
research design. In a non-experimental research design, the researcher does not have to
manipulate any variables. Regression analysis is a statistical method to deal with the formulation
of mathematical models depicting relationships among variables which can be used for the
prediction of the values of dependent variables given the value of independent variables.
The current study predicts one variable with another variable i.eJob satisfaction
predicts interpersonal relationships of employees. The purpose of this study aims to assess
relationships that can give a rich source of the hypothesis that may be tested experimentally.

Predictor: Interpersonal relationship orientation.

Criterion: job satisfaction

Operational definition:

 Interpersonal Relationship: “If an employee has a strong close association with the co-workers
and superiors can lead to positive relationships like trust, respect, and solidarity can lead to better
job satisfaction.

Job Satisfaction: “If employees are satisfied with their work, have a very positive desire towards
the job and also there will be a high interpersonal relationship with co-workers.

Sample description 
The sample has been taken between the age range of young adulthood (25 to 35) and the sample
is larger where the equal number of males and females. The sample is banking collection
executives.

Sample Size
The sample has been taken from the age range of young adulthood 25 to 35 and the sample size
is 300 samples and only males are included in this study.

Sampling methods:
The convenience sampling technique and snowball sampling technique method is used to assess
the relationship between interpersonal relations and job satisfaction.

 Inclusion criteria:

Employees who are in recovery agents, banking operations.

Subjects with 3 years of working experience.

Only the males are included as a sample.

Employees who visit clients to collect money.

Employees are from Bangalore

Exclusion criteria:

Subjects who do not fall in the age range of 25 years to 35 years.

Part-time working employees are not included.

Employees who work under the clerical post.

Subjects who are not fluent in the English language.

Tools for data collection

1. Socio-demographic sheet: Participants were asked to fill in the socio-demographic sheet

containing information about their details such as name, age, gender, bank name,
designation of job, work experience, this sheet also contains interpersonal relations and
job satisfaction questions were the employee needs to answer.

2. Previous scales have been used for research.

● ASHA JOB SATISFACTION SCALE: ASHA Job Satisfaction Scale (JSS-HMMP)
was developed by Dr. Asha Hingar, Dr. Uma Mittal, Dr. Vinita Mathur, and Ms. Mansi
Parnami. This was a five-dimensional scale comprising 50 (fifty) items. The 5 (five)
dimensions include
⮚ salary and facilities
⮚ supervision
⮚ promotion
⮚ work and
⮚ Human relations.
These dimensions are operationalized in terms of the following criterion measures. The scale
comprises 50 items having two alternative answers, agree and disagree. The subject is asked to
choose an alternative for each item, which best reflects his level of satisfaction and
dissatisfaction with the given item with a score of (1) is agree and (0) disagreement. Further
items (16-30) were scored in reverse order. The total score overall is 0 to 50. Each job
satisfaction dimension score ranges from 0 to 10. The score on each dimension will be summed
up to find out the total job satisfaction score. Scores on all five dimensions are to be added then it
is classified, i.e. High, Average, and Low job satisfaction
 Higher scores indicate a high level of job satisfaction and lower scores lower the total
job satisfaction.
Reliability: Split half reliability using spearman-brown formula is 0.79

● Interpersonal relationship Inventory: Interpersonal Relationship Inventory: The

Interpersonal Relationship Inventory was developed after discussions with school
teachers and educational specialists. The test was graded on a five-point scale based on
Likert's scale The tool receives a score of
⮚ Never – 1
⮚ Rarely - 2
⮚ Sometimes - 3
⮚ Often - 4
⮚ Always - 5.
The tool has a minimum score of 60 and a maximum score of 300. The final tool was made up of
items having an at-value of 1.96 or above. As a result, the final tool has 45 items; the list of items
together with their t-values as shown in the Split-half approach was also employed to determine
the test's consistency. The score of the tool, on the other hand, is 300. The final tool was made up
of items having an at-value of 1.96 or above. As a result, the final tool has 45 items; the list of
items with the t-value reported in the Split-half approach was also used to determine the test's
consistency.
The levels of interpretation are high, moderate, and low. Interpersonal Relationship Norms
Following the data collection, inventory will be examined.

Reliability co-efficient of Interpersonal Relations

 S. No Method of Reliability Values

1 Test-retest method 0.65

2 Split half method 0.69

Validity
The first and most important characteristic of a valid test is that it should be extremely
dependable. In addition to content or face validity, the researcher aimed for intrinsic validity.
"The degree to which a test measures what it measures," Guilford (1950) defined intrinsic
validity. The intrinsic validity is calculated by taking the square root of reliability. As a result, the
Interpersonal Relationship Inventory has an internal validity of 0.79.

Procedure for Data Collection:

 Making a set of questionnaires in Google form and getting honest responses from employees
from all sets of organization and also the offline questionnaires sent to the subjects to fill their
responses.
Making a socio-demographic detail which contains personal details of the subjects like
name, age, marital status, and education and the working experience, language known. If the data
doesn’t meet inclusion criteria will be rejected.

Procedure for Data Analysis:

The regression analysis has been used to check the differences between the relationship between
Interpersonal Relationships Orientation and job satisfaction of employees.

Ethical Consideration:

Informed consent form taken from sample and confidentiality was ensured.it was ensured that
no physical or emotional harm was caused to the participants during and after the research. None
of the samples were forced to be a part of the research. Throughout the study participants, safety
and rights were given utmost importance. The data contained shall be used only for academic
purposes. The participants were allowed to leave the research work if, she wishes to leave.

Timeline:
⮚ Started a research proposal in month of December 2021.
⮚ Draft 1 of the research proposal was sent 4 January 2022, following the guides reverted
with changes for the research proposal.
⮚ The final changes were made and sent as a draft 2 in the month of February. The final
draft was approved on 16-03-2022.

Appendix:

Interpersonal Relationship Inventory

Instructions: Below is a list of statements and there are five alternatives against each
statement. Read the following statements and put tick in the appropriate column.
There are
a). Never b). Rarely c). Sometimes d). Often e). Always.

Sl.No STATEMENTS Someti

mes

I enjoy good and healthy relationship with

1 my colleagues
My colleagues trust me and extend their full
2 cooperation.
3 I get happy when my colleagues support me
at work.
My colleagues are friendly and responsive
4 always with me.
My colleagues express that I am an easy-
5 going and friendly person.
I can easily share my worries and burdens
6 with my colleagues.
7 I feel that my colleagues always agree and
consider.
My colleagues seek out my advice for both
8 work related and personal issues.
I am always giving fair and equitable
9 treatment to all my colleagues.
I want to involve completely in all works
10 with my colleagues.
I have never grudges to heart and I am quick
11 to forgive them.
I am always ready to help my colleagues, If
12 they come to me with any problems.
I am having very comfortable to keep good
13 relationships with my colleagues.
I believe in team work to achieve the
14 organizational goals.
15 My colleagues say that I am a good team
player.
I have a positive and healthy relationship
16 with my colleagues.
17 I prefer to work with all in teams than alone.
I can always depend on other to be there
18 when I need them.
19 I try to remain always cool and maintain my
Emotions in any situations.
I feel that there is no point in arguing with
20 my colleagues over work matters.
I never get into controversial discussion with
21 my colleagues.
I want my colleagues to be completely
22 intimate with me.
My colleagues find me easily approachable
23 and helpful.
24 I interact with all my colleagues in the same
level.
25 I find very easy to trust my colleagues
completely.
I have a smooth social interaction between
26 my colleagues.
 I handle conflicts among colleagues in a fair
27 and peaceful.
I respect my colleagues opinions and take
28 their suggestions.
I always establish the team work facilities
29 for better understanding between my
colleagues.
30 I believe in give and take relationship at
work.
31 I am very comfortable being close to others.
I prefer to be honest and transparent with my
32 colleagues.
I am always treating my colleagues equally
33 without favoritism or discrimination.
34 I find my colleagues relatively easy to get
very close.
I am always encouraging my colleagues my
35 colleagues with positive attitudes.
My relationships with my colleagues, I feel
36 very close to them.
I always respect the thoughts and ideas of
37 my colleagues.
38 I am a good friend to those I really care
about.
I am developing the caring relationships with
39 my colleagues.
My desire to understand the true thoughts
40 and feelings of my colleagues.
I am always following the effective and
41 fruitful methods of my colleagues.
I am always having better working
42 relationship with my colleagues and
superiors.
I have stable peer relationship is ensured in
43 my work place.
I have possibility and capacity to build up
44 effective human relationship with my
colleagues.
I always use structured and free flow
45 communication with my colleagues.
 Scoring: The scoring procedure for the tool for the option Never is given a score of 1,
Rarely is given a score of 2, Sometimes is given a score of 3, Often is given a score of 4,
Always is given a score of 5. The minimum score for the tool is 60 and maximum score of
the tool is 300.

Reliability

S. No Method of Reliability Values

1 Test retest method 0.65

2 Split half method 0.69

Validity:

The square root of reliability gives the intrinsic validity. Therefore, the intrinsic validity of
Interpersonal Relationship inventory is 0.79

Job satisfaction:
Instructions: Most organizations provide certain facilities and opportunities for growth and
development of their employees. You may be satisfied or dissatisfied with these. If u agree with
the given characteristics. Then write 1 and if you disagree write 0 in the given column of
response.
Dimension 1 (salary and facilities):
1. Salary is adequate
2. Well Paid Job
3. Other benefits for sufficient
4. Additional Sources of income are needed
5. No relationship between DA and price increase
6. Comparison to other Jobs and profession it is less attractive.
7. Telephonic facilities on account of office at home
8. Satisfactory allowances
9. Satisfactory relationship between work and salary
10. Overtime is compensated

Dimension 2 (Supervision)
1. Tactful
2. Knowledgeable
3. Motivator
4. Reluctant
5. Irritative
6. Suspicious
7. Supportive
8. Decentralizing
9. Trainer Skill improvement
10. Caring

Dimension 3 (Promotion)
1. Good opportunity for advancement
2. Merit Consideration
3. Proper Reward System
4. Uncertainty
5. Partiality
6. Limited opportunity
7. Impartiality
8. Time Bound
9. Seniority Based
10. Transfer along with promotion

Dimension 4 (Work opportunity)

1. Fascinating
2. Interesting
3. Job security
 4. Stressful
5. Nobody knows what he is doing
6. Monotonous Routine
7. Innovating
8. Give sense of fulfillment
9. Creative
10. Challenging

Dimension 5 (Human Relations)

1. High morale
2. Wider Interest
3. Cooperation
4. Interference
5. Isolation
6. Undermine my self esteem
7. Accomplishment recognized
8. Constructive
9. Concern for each other
10. Team feeling

Scoring from 1 to 50 except 16-30 it is reverse scoring and the scoring for each dimension is
High, Average and Low
Sl.no Dimensions Item wias serial no Total Items
1 Salary and Facilities 1,6,11,16,21,26,31,36,41,46 10
2 Supervision 2,7,12,17,22,27,32,37,42,47 10
3 Promotion 3,8,13,18,23,33,38,43,48, 10
4 Work 4,9,14,19,24,29,34,39,44,49 10
5 Human Relations 5,10,15,20,25,30,35,40,45,50 10
Total items 50
Interpretation
Job Satisfaction Level Scores
High Job Satisfaction 35-50
Average Job Satisfaction 25-34
Low Job Satisfaction 0-24

Dimensions wise Norms for interpretation of Raw Scores:

Salary and Supervision promotion Work Human
Dimensions facilities Relations
Job satisfaction
High 7-10 7-10 7-10 7-10 7-10
Average 5-6 5-6 5-6 5-6 5-6
Low 0-4 0-4 0-4 0-4 0-4

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