APPROVAL LETTER

It is certified that Ricky Yadav, a student pursuing a Bachelor of Public Administration (BPA) in
Public Administration Campus, Balkhu under Tribhuvan University in Nepal, has successfully
finished the internship report he was asked to write on Job satisfaction of employees in Gaushala
Municipality, Mahottari. The report satisfies the Bachelor of Public Administration (BPA) degree
requirements.

………………………………… ……………………….

Mukesh Kumar Bastola Hari Bhakta Shahi

Supervisor Campus Chief
Public Administration Campus Public Administration Campus
Balkhu Balkhu

i
LETTER OF ORGANIZATION

ii
 DECLARATION

I declare that the internship report titled Job satisfaction of employee in Gaushala
Municipality, Mahottari submitted to the Office of the Dean, Faculty of Management,
Tribhuvan University, is my original work and is submitted in partial fulfillment of
requirements for the degree in Bachelor of Public Administration (BPA) program. This
report has not been submitted to any other university or academic institution for any
award or a degree.

Ricky Yadav

July 2022

iii
 ACKNOWLEDGEMENTS

This report has been prepared as the requirement for the fulfilment of the degree of
Bachelor of Public Administration (BPA). I am obliged to all of them who helped me in
making this report directly and indirectly.
Here I would like to express my deepest gratitude to Gaushala Municipality of Nepal for
providing me the exciting opportunity to be one of them and giving me guidance to move
ahead with internship objective in Administration and planning division.
I would like to give my thanks to Mr. Birendra Jung Thapa (Chief administrative officer)
for letting me work in Municipality. I am thankful to all the staff members for their
valuable co-operation, guidance, direction, and continuous support throughout the
internship period. Furthermore, the intern would like to extend her gratitude to Campus
chief Hari Bhakta Shahi and the Public administration Campus team.
I would like to express my gratitude and indebtedness to Dr. Puja, Medical Officers at
P.H.C Gaushala for her valuable guidance and kind supervision throughout my internship
report, which shaped the current work as it is displayed.
The intern would like to thank everyone who helped with the report's preparation,
whether directly or indirectly. This report would not have been successful without their
assistance, inspiration, direction, and support during the writing process.

Ricky Yadav
Bachelor of public Administration
Public Administration Campus
Balkhu, Kathmandu

iv
 LIST OF TABLES
Table:1.6 Duration Of works in municipality…………………………………………..5
Table:1.8 Different Activities performed in Municipality……………………………7
Table:4.1.1 Employee’s view towards Salary of Municipality…..................................23
Table: 4.1.2 Employee’s view toward Incentives of Municipality…...........................24
Table: 4.1.4 Employee’s view toward Medical Benefits of Municipality…..................24
Table: 4.1.5 Employee’s view towards Transport facilities of Municipality…..............25
Table: 4.1.6Employee’s view towards Leave Facilities of Municipality…...................25
Table: 4.1.8 Employee’s view about job security of Municipality….............................26
Table: 4.1.9 Employee’s view towards Training and Development of Municipality.....27
Table: 4.1.10 Employee’s view about Inter Departmental Relation of Municipality.....27

v
 LIST OF FIGURES
Figure;2.3 Structure of Local Governmen..................10
Figure;3.1 Map of Gaushala Municipality………….. 20

vi
 LIST OF ACRONYMS
CAO – Chief Administrative officer
JCM - Job Characteristics Model
DP -Implementation Of Decentralization Plan
LAA- The Promulgation Of Local Administration Act
DAP -The Implementation Of District Administration Plan
IPPD- The Implementation Of Integrated Panchayat Development Design
DS -Implementation Of The Decentralization Scheme
DDC- District Development Committee
VDC- Village Development Committee

vii
 TABLE OF CONTENTS

APPROVAL LETTER i
LETTER OF ORGANIZATION ii
STUDENT'S DECLARATION iii
ACKNOWLEDGEMENTS iv
LISTS OF TABLES v
LISTS OF FIGURES vi
LISTS OF ACRONYMS vii
CHAPTER 1: INTRODUCTION..........................................................................................1
1.1 Background of the Study.................................................................................................1
1.2 Objective of the Study.....................................................................................................2
1.3 Methodology...................................................................................................................2
1.3.1 Research design..........................................................................................................2
1.3.2 Sources of Data..........................................................................................................3
1.3.2.1 Primary data:..............................................................................................................3
1.3.2.2 Secondary Data:.........................................................................................................3
1.3.3 Methods of Data Collection.......................................................................................3
1.3.4 Data Analysis.............................................................................................................3
1.3.4Organization Selection......................................................................................................4
1.5 Placement........................................................................................................................4
1.6 Duration..........................................................................................................................4
1.7 Limitation of the study....................................................................................................5
1.8 Activities preformed.......................................................................................................6
CHAPTER 2: INTRODUCTION TO THE STUDY AREA....................................................8
2.1 Concept of the organization.................................................................................................8
2.2 Historical Background and Development.......................................................................8
2.3Theoretical Framework to LSG :.......................................................................................10
2.2.1 Theories of Decentralization and Local Self Governance :.....................................11
4. Decentralization and Democratization..........................................................................12
viii
 5. Market Decentralization................................................................................................13
Local governance is:..............................................................................................................14
2.3.3Principle of Subsidiary:................................................................................................15
2.4.2 Constitutional power of local level............................................................................16
What does local government do...........................................................................................17
1 Planning & monitoring..................................................................................................17
2 Service delivery.............................................................................................................17
3 Lawmaking & enforcement..........................................................................................17
4 Policy development.......................................................................................................17
5 Representation...............................................................................................................17
6 Advocacy......................................................................................................................18
2.5 Types of local government............................................................................................18
Sub-Municipality................................................................................................................18
Municipality............................................................................................................................18
Rural Municipality...................................................................................................................18
CHAPTER 3: INTRODUCTION OT THE ORGANIZATION......................................20
3.1 An Overview of Gaushala Muncipality........................................................................20
3.2 Services of Municipality...............................................................................................20
3.3 Integrated Development Planning (IDP) and budgeting...............................................21
3.4.3 Working together with local citizens and partners...................................................22
CHAPTER 4: ANALYSIS OF ACTIVITIES DONE AND PROBLEM SOLVED.....23
4.1 Introduction...................................................................................................................23
4.1.1 Finance factor...........................................................................................................23
4.1.2 Welfare factor...........................................................................................................24
4.1.3 Human Resource Factor...........................................................................................26
4.2 Conclusion....................................................................................................................27
CHAPTER 5: CONCLUSION AND LESSON LEARNT.................................................29
5.1 Conclusion....................................................................................................................29
5.2 Lesson Learnt................................................................................................................30
BIBLIOGRAPHY...................................................................................................................32

ix
x
xi
CHAPTER 1: INTRODUCTION
1.1 Background of the Study

Job satisfaction is the level of employee positive feeling regarding job and organization.
It is simply how people feel about different aspects of their jobs. It is the extent to which
people like or dislike their jobs (Spector, 1997). Effective management of human
resources tends to enhance the organizational performance and responsibility.
Organization with more satisfied employees tends to be more effective (Robbins &
Judge, 2007). So it is said that happy workers are productive workers. But managing
human resource efficiently is not an easy task for a manager.
Effective management of human resource is considered as a great challenge in
management. Many researchers on human resource management have stressed effective
human resources strategies especially that are job satisfaction, team empowerment and
participative management aspects. It is difficult for management to decide what makes
their employees happy. It can be said that an employee feels happy when his/her needs
are fulfilled. But it is very difficult to understand and fulfill employees needs in
workplace.
Job satisfaction plays significant role in organizational effectiveness and productivity.
Job satisfaction can be used as an effective tool to predict employee turnover. Masri,
2009 also agrees to the motion that job satisfaction can be used to understand turnover
process. Many researchers have observed and found that job satisfaction is the main
predictor of turnover intention. According to Milkovich & Boudreau (1977), job
satisfaction is the main predictor of turnover intention.
According to Minor (2009), an organization spends considerable funds from limited
budgets on employee recruitment, selection and training. Job satisfaction has been an
ongoing interest for both researchers and managers (Bajpai&Srivastava, 2004;
Cranny et al., 1992; Locke, 1976; Oshagbemi, 1999). Previous studies suggested that
better job satisfaction would lead to higher perform improved processes, increased
productivity and enhanced commitment (Brayfield& Crockett, 1955; Laschinger, 2001;
Petty et al., 1984), whereas low level of job satisfaction would create counter productive
behaviors, such as withdrawal, burnout or absenteeism, turnover (Muchinsky & Tuttle,

1
1979; Porter & Steers, 1973; Spector,1997). Despite its importance, the issue of job
satisfaction and its implications for the public sector has received far less research
attention (Ellickson, 2002; Pollock et al., 2000; Ibarra & Andrews, 1993). Most
researches concerning the subject of job satisfaction have examined the workforce as a
whole (e.g. Clark, 1996), or just focused on a private organization or specific sector,
such as hotel (Sarker et al., 2003) or bank (Bajpai & Srivastava, 2004).
In order to fulfil the research gap, this study aims to investigate the job satisfaction
of the civil servants in Nepal. Government workers are working in a unique environment,
which is very different from those working in the private organizations, as
government employees often found themselves working in a large, bureaucratic
organization in which service-delivery standards tend to be prescribed by rigid rules and
regulations oriented towards standardized service and prevention of employee fraud.
Employees often expect to spend their entire working lives in the organization. Salary
increases and promotions are based on seniority or measured by absence of mistakes
instead of high productivity or outstanding customer service. Training is often focused
on learning the rules and the technical aspects of the job (Gage,2000).

1.2 Objective of the Study

The major objective of the report is to know the job satisfaction level of employees at
Gaushala Municipality.
1.3 Methodology

Research methodology is a collective term for the structured process of conducting

research. It is the systematic way of solving research problem. There are many different
methodologies used in various types of research and the term is usually considered to
include research design, data gathering and data analysis. This study aims to examine
the status of job satisfaction of government officer in Municipality, Kathmandu.

1.3.1 Research design

This report is basically focused on the status of job satisfaction at Municipality. This
report is descriptive study of facts and figures regarding the job satisfaction at

2
Municipality. Thus, this report is descriptive cum analytical with both the primary and
secondary data.
• First phase was observation during the internship at Municipality, which helped gain
insight about the domain.
• Second phase was qualitative data collection; the data was collected by interviewing
the key informants.
• Third phase was quantitative data collection. The data was collected through
questionnaire.

1.3.2 Sources of Data

Both primary as well as secondary types of data are used in this report. The data for the
report is gathered from various sources including research articles, reports of various
government organizations, interviews, and observation etc. Let me highlight the major
sources of data:

1.3.2.1 Primary data:

These are the original data collected by the internee own self. The primary data are
obtained through questionnaire survey method based on random sampling and purposive
sampling. For this, questionnaires were set for service seekers. Besides, direct
observation at Municipality during Academic Internship Program (AIP) and interview
taken to officials were other sources of primary data.

1.3.2.2 Secondary Data:

These are the second-hand data for the internship report. These data were collected from
various books, official websites, books, research articles, publications, periodic report of
the institutions etc.

1.3.3 Methods of Data Collection

Different tools and methods operated for data collection are presented in detail. Both
qualitative and quantitative methods of data collection were applied. Initially,
qualitative data were collected through interview with the officials and direct observation.
Later, for quantitative data, Structured Questionnaires were used as sources of
information. To find out the status of public service delivery system, the empirical
study was carried out through questionnaire survey, interview and direct observation.

1.3.4 Data Analysis

All the data collected were transcribed and interpreted through SPSS software. They
were edited, coded, tabulated and classified according to objectives of the study. The
data have been analyzed by using simple and suitable mathematical and statistical tools
like percentage frequency, and mean.

3
1.3.4Organization Selection
It was crucial to choose the organization in accordance with the BPA's (bachelor’s in
public administration) area of specialization. After studying BPA, students who are
interested in a career in the administrative field usually do so. To develop competencies,
specialization-related organization is crucial.
It is always perilous to select the best among the given alternatives. Likewise, choosing
an organization for Academic Internship Program (AIP) is an arduous job. As the major
focus of my study is status of service delivery in government offices, and this can be
fulfilled by those government offices where the flow of people is frequent and regular.
Being a student of public administration, I am always eager to excel my knowledge on
public administration and this can be possible only when I apply my theoretical
knowledge into practical field. The Municipality was the best option to quench my thirst
on administration practices.

1.5 Placement
Placement is the process of assigning a specific job to each one of the selected
candidates. In very simple words placement means sending the newly employed person
to some department for work. It also implies assigning a specific rank and responsibility
to an individual. Matching requirements of the job with the qualifications of a candidate
is the essence of placement. The HR of Municipality handed over the responsibility to the
human resources for our placement. The administrative officer assigned us in different
departments to heighten the space of our knowledge into practical field. During eight
weeks of internship period, internee was placed in different sections at Municipality.
The different sections are highlighted below:
 Information Center
 Application Department
 Planning and administration
 Citizenship sector

1.6 Duration

An internship is, by definition, limited in duration. It can last from minimum of two (2)
months to a maximum of six (6) months. The duration of internship has been determined
by Faculty of Management (FOM), Tribhuvan University (TU). We are expected to
devote a minimum of 30 hours per week for a period of 8 weeks to our internship
assignments. We need to work as per the standard hours for our organization. The exact
dates for beginning and ending the internship, as well as the specific work schedule, are
to be agreed upon by the internee and the sponsoring organization.

4
Table 1.6 Duration Of Each works

Weeks 1st 2nd 3rd 4th 5th 6th 7th 8th

Departments

Registration &
reference

Administration

Account

Planning

1.7 Limitation of the study

The major limitations of this report are described below:

a. Focused on only one organization: Due to time and other financial limitation, the study
is focused on only one organization. It would be better if comparative study of two or
more organizations, where job satisfaction has been conducted.
b. Coverage of only three departments: Due to different constraints, researcher can
collect data from only few departments of Municipality.
c. Access to top level bureaucracy: Interns had great difficulty in accessing high profile
bureaucrats. Though interns had tried many times to get access and information through

5
top level bureaucrats in Municipality sometimes they were busy and sometime they were
out of station. Moreover, at times in the middle of an interview they got involved in
other activities.
d. Non-availability of Documents: Another challenge was the difficulty in gathering
documented information from officials. In some cases, documents were not readily
available and considered confidential. In fact, very few documents were available from
Municipality.

1.8 Activities preformed

Various activities were performed in different departments at Municipality under the

major guidance of administrative officer and each department heads. Following activities
were handled during the eight weeks long internship period.

6
Table;1.8

Department/Section Activities Performed

Registration and • Registration of all the letters in the books and transfer
Reference to Mayor for Verification.
• Recording the recommendation letters and documents
provided by organization for reference in
reference book.
• Verifying and filing all the letters and documents
in proper way
Administration • Documents verifications
• Citizenship form fillup and documents verifications and
keeping records of persons making citizenship or copy
of citizenship and providing recommendation letter.
• Guiding the old aged people to fill up the forms

• Aware about staff recruitment process.

• Documentation Work related to deal between two

people like exchange of money for anything buy or sell
by verifying proper evidences
• Making old age pension cards and providing pension
to them.
• Other administrative work as per need
Accounts • Checking the accounts of municipal and phc related
datas instructed by accounts department

• Keeping records of all the monetary transactions.

• Work related to depositing money into related bank

• Making ledgers
Planning • Assisted in planning various programs such as nutrition
program for primary health care.
• Managed the meeting hall
• Checked verified the attendance

• Took part in Beti bahao Beti Padhao Abhiyan

7
 CHAPTER 2: INTRODUCTION TO THE STUDY AREA
2.1 Concept of the organization

Local government is the sphere of government closest to the people. Many basic
services are delivered by local municipalities and local ward councilors are the
politicians closest to communities. Organizations that play an activist and/or
developmental role should understand how local government works and how to
influence it. Local government is a form of public administration which, in a majority of
contexts, exists as the lowest tier of administration within a given state. The term is used
to contrast with offices at state level, which are referred to as the central government,
national government, or (where appropriate) federal government and also to
supranational government which deals with governing institutions between states. Local
governments generally act within powers delegated to them by legislation or directives
of the higher level of government. In federal states, local government generally
comprises the third (or sometimes fourth) tier of government, whereas in unitary states,
local government usually occupies the second or third tier of government, often with
greater powers than higher-level administrative divisions. Autonomy is a key question of
public administration and governance. The institutions of local government vary greatly
between countries, and even where similar arrangements exist, the terminology often
varies. Common names for local government entities include state, province, region,
department, county, prefecture, district, city, township, town, borough, parish,
Municipality, shire, village, and local service district.

2.2 Historical Background and Development.

The decentralization of government from central to local levels is crucial for
democratization. Formal efforts for decentralized governance in Nepal began in 1960s
with the introduction of party less Panchayat System. The Panchayat governance
arrangement had three tiers of governments, viz. Village and Town at the bottom,
followed by District and Rastriya (National) Panchayat working as the Panchayat
version of unicameral parliament at the top. Principally, Village/Town and district
Panchayats would be the elected LGs with power to formulate policy & programs and
levy taxes (Joint HMGN-Donor Review on Decentralization in Nepal 2001). Panchayat
period witnessed numerous efforts in the direction of decentralization ostensibly with
major thrust for strengthening the elected grassroots bodies both in rural and urban
areas. The major initiatives for decentralization and local governance during Panchayat
era were:
 Implementation Of Decentralization Plan—DP (1965);
 The Promulgation Of Local Administration Act—LAA (1971);
 The Implementation Of District Administration Plan—DAP (1975);

8
 The Implementation Of Integrated Panchayat Development Design—IPPD (1978); and
finally Implementation Of The Decentralization Scheme—DS (1984) as reflected mainly
in the Decentralization Act (1982) and Decentralization (working management) Rules
(1984), all the initiatives were aimed at delegating functions and powers to LGs simply
through the executive order of the government, thus the LGs acted simply on the will of
the central government.
A traceable process of decentralization was initiated with the implementation of DS that
practically continued to the last days of Panchayat System until April 1990. Legally
speaking, the DS continued to exist till the enactment of new Local Self Governance Act
—LSGA (1999) which has a provision for its revocation. However, during the period of
Panchayat System, several issues relating to policy and processes of decentralization and
local governance emerged and remained unresolved. The most prominent issues were the
roles and tasks of LGIs, the relationship between the government line agencies and LGIs,
the roles and tasks of legislators versus local leaders, service delivery overlaps and
duplication, the degree of autonomy of LGIs, accountability, transparency, and the scope
of LGIs fiscal. In the early 1990’s, the political structure of Nepal changed from absolute
monarchial Panchayat system to a constitutional monarchy having a bicameral
parliament, an executive cabinet accountable to people through parliament, and an
independent judiciary. New democratic constitution in 1990 adopted the principles of
people’s participation and decentralization of authority. However, specific structure and
the roles of LGIs were not mentioned. To materialize the essence of constitutional
provision, first elected government of 1991 promulgated four separate Acts— District
Development Committee (DDC) Act, Village Development Committee (VDC) Act,
Municipality Act, and the Local Bodies Election Act—in 1992. These acts, along with
the Working Procedure Rules (1993 and 1994), appeared to be the vital legal instruments
for building local democratic institutions and micro level for the dispersal of power,
authority for resource generation and planning from below. All these acts were enacted
basically through the amendment of Decentralization Act 1882. Although LGIs were
formed in accordance with new acts, they remained ad-hoc efforts for local governance
and did not differ much from the earlier forms under DS. Immediately after the
enactment of new legal instruments and formation of LGIs, the groups in favor of
complete devolution, including the newly formed LG-associations Constitutional
Framework, lobbied the government and political parties to take initiatives to improve the
policy environment for effective decentralization.
As there appeared the problem of cooperation among the LGIs, a comprehensive
framework for local self-governance through unifying all these separate acts was realized.
Responding to these issues, the government appointed a High-Level Decentralization Co-
ordination Committee (HLDCC), headed by the then officiating Prime-Minister in 1995,
to make policy recommendations on decentralized governance. Thus, for the effective
implementation of the guiding principles (directive principal article-24/d) of the
Constitution of Nepal 1991, the Local Self Governance Act (LSGA) was prepared and
enacted in 1999. Simultaneously, LSG Regulation was also introduced in 2000. These

9
legal frameworks devolved wider authority for planning, service delivery, revenue
generation to LGIs and capacity to function as the autonomous local self-governments,
along with increased administrative, judicial and fiscal powers. The spirit of LSGA calls
for comprehensive devolution of central decision-making power and implementing
authority on local level development activities to the local bodies. In view of some
scholars, LSGA laid the foundation for the most effective local self-governance system in
the country by statutorily recognizing the role of local self-governance and calling for
accountability to their populace. However, following the recent years’ unpredicted
political changes, the effectiveness and continuity of its application has been a critical
issue of discussion.

2.3Theoretical Framework to LSG :

Local Governance is the system of governing the public affairs through appropriate
mechanism at the local level, close to the people, lower than the national level, i.e. sub-
national, regional, sub-regional and grassroots level in a country. In the democratic
system to govern nations, local governance is viewed as the most viable and suitable
practice of democracy to guarantee and ensure sovereignty of the people. Several
theoretical frameworks are helpful to discuss on the concept of local governments and
local self-governance. In this article, concepts and theories of decentralization, principle
of subsidiarity and the concept of local self-governance are considered for developing a
theoretical framework for local governance.
Figure no; 2.3. Structure of
Local Government

Source https://nepalindata.com/insight/new-local-level-structure/

10
2.2.1 Theories of Decentralization and Local Self Governance :
Although decentralization as a policy instrument of development came into focus after
the World War-II, developmental efforts in the 1950s, 1960s and 1970s were basically
guided by the notion of big government. Mainly, during the 1980s decentralization
became part of the policy agenda. A widely accepted definition of decentralization refers
to a broad-based institutional reform aimed at improving governance through the transfer
of responsibilities from central government to other levels of governance.
Decentralization can increase the number of public goods and services and the efficiency
with which they are delivered. Decentralization is associated with principles of local self-
reliance, participation and accountability. Esman and Uphoff (1988) have identified
seven net benefits of decentralization:
1) Accurate and representative information
2) Adaptation of programs,
3) Group communication,
4) Resource mobilization,
5) Local expertise,
6) Better utilization and maintenance of facilities and service.
7) Cooperation. In broad understanding, ‘decentralization is the transfer of authority or
responsibility for decision making, planning, management or resource allocation from
any level of the government to its field units, other level of government, regional or
functional authorities, semi-autonomous public authorities, parastatal organizations,
private entities and non-governmental private or voluntary organizations. To understand
the intrinsic relationship between decentralization and local [self] governance, we need to
understand various forms of decentralization, across which the degree of autonomy and
authority varies greatly.

1. Deconcentrating means the transfer of responsibility and authority by the central

government to regional and local units. This involves appointment and out-posting of
regional, district and local officials representing central ministries and delegation to those
area-officials specified functions in their respective fields, with necessary authority. It is
often considered to be the weakest form of decentralization and is used most frequently in
unitary states, with local agencies under the supervision of central government ministries.
2. Delegation is the transfer of specific authority and decision-making powers to
organizations that are outside the regular bureaucratic structure and that are only
indirectly controlled by the central government, such as parastatals, corporations, and
semi-autonomous agencies. Delegation has been seen as a way of offering public goods
and services through a business-like structures).

11
3. Devolution refers to the transfer of the authority to legally constituted local bodies. It
resembles the most genuine decentralization. Through devolution, the central government
relinquishes certain functions or creates new units of government that are outside its
direct control. Devolution usually transfers responsibilities for services to local
government units like municipalities and village committees that elect their own heads
and councils, raise their own revenues, and have independent authority to make
investment decisions. In a devolved system, local governments have clear and legally
recognized geographical boundaries over which they exercise authority and within which
they perform public functions. In this article, attention is given to devolution as it
signifies the real democratic decentralization and recognizes the local self-governance in
its purview. Mahwood (1987) identified main features of devolution as:
1) It should be a local body that is constitutionally separate from central government and
responsible for a range of significant local services.
2) It should have its own treasury, budget and accounts along with substantial authority to
raise its own revenue.
3) It should employ its own competent staff who it can hire, fire and promote.
4) A majority-elected council, operating on party lines, should decide policy and
determine internal procedures.
5) Central government administrators should serve purely as external advisors and
inspectors and have no role within the local authority.

4. Decentralization and Democratization

Decentralization of the public governance, by changing the assignment of responsibilities
and resources among different levels and agents of government may
be closely associated with the process of political democratization. The simple
Deconcentrating does not satisfy to this conclusion but devolution of powers to local
government, institutionalizing effective local-self-governance practice does. When
governments are freely and fairly elected by the people, one may expect that ‘the lower
the level of government, the closer the relationship between the people in power and
their electorate becomes.’ As a result, the political debate tends to focus on location-
specific problems and is more accessible to the sovereign citizen voters. In turn, it is
expected that a closer relationship between politicians and citizens and increased
accountability of the politicians to those who support them. This in turn is expected to:
• Change the structure of public expenditure in terms of the mix of activities receiving
public support, and the geographical distribution of public expenditure over the national
territory
• Increase the transparency of decision making
• Improve the quantity and quality of services provided

12
• Increase the willingness of recipients of improved services to pay for them
• Improve cost recovery, and resources mobilization other than central government
• Possibly decrease the overall cost of government. Thus, it gives a framework for
understanding democratic decentralization leading to effective and institutionalized
responsible and accountable local-self-governance.

5. Market Decentralization
The purpose of this decentralization is to usher in the involvement of private sector in
government services and operation. It facilitates the involvement of private sector
through market competition and gradually replaces the government from specific areas.
Nepal has a three-tier governance structure (One Federal Government, 7 Provincial
governments, 753 Local governments and 77 districts). The third tier is the local
government also known as local level. At the federal level, there is a bicameral
parliament – the House of Representatives (HoR) and the National Assembly (NA). The
HoR has 275 members including 165 elected through First Past the Post (FPTP) and 110
elected through Proportional Representation (PR) system (The Constitution of Nepal,
2015: 41). The National Assembly has 59 members (The Constitution of Nepal, 2015:
42). At the provincial level, there are unicameral assemblies in each of the seven
provinces. Altogether there are 550 members in the provincial assemblies – 330 members
elected through FPTP and 220 elected through PR system (Election Commission of
Nepal, 2018: 59-124). There are local legislatures in each of 753 local level units. There
are Village Assemblies in the Rural Municipalities and Municipal Assemblies in the
Municipalities. The Constitution has provided law making authority to all three levels of
legislatures. The Constitution provides for the formation of the structure of Village
Executive including the election of chairperson,

vice chairperson, ward chairperson and members. It also provides for the inclusion of
four women members, and two members from Dalit or minority community. (The
Constitution of Nepal, 2015: 98)
The Local Government Operation Act, 2074 that came into effect since 15 October 2017
has paved a strong legal foundation towards institutionalizing legislative, executive and
quasi judiciary practice of the newly-formed local government. The legal mechanism was
enacted as per the Article 296 (1) of the Nepal Constitution-2015 so as to leverage local
leadership and governance system. The Act has stipulated several arrangements related to
authorities, duties and responsibilities of local government, assembly meeting and
working system, assembly management procedures, plan formulation and
implementation, judicial works, financial jurisdictions, administrative structure and
district assembly, among others.

13
This newly formed act describes about the criteria to divide a state into municipalities or
rural municipalities and respective rights, duties and responsibilities in different
development and conservation sectors. It clarifies the rights of municipalities/ rural
municipalities to form local laws, regulations and criteria for conservation of
environment protected areas and species; for environmental pollution and hazard control;
solid waste management; etc.
The legislative and executive power & provisions of local government defined by
constitution of Nepal 2072 are given below:

Local governance is:

• The functioning of the sub-national government or non-central organs should
necessarily be guaranteed in the constitution and through laws for their greater
autonomy, independence from central control.
• LGs have a specific sphere of competencies thus can perform definite level of affairs
independently.
• The central organs cannot deprive them of the power to perform affairs or interfere in
performing the affairs within their jurisdiction.
• Authority for decision-making, finance, and management, power to generate revenue
and mobilize should be accorded by legislations.
• Devolution, the most democratic form of decentralization is reflected in the practice of
local self-governance.
• Responsive democracy at the doorsteps of people and local leadership development
through participation.
• LGs are accountable to sovereign people for their actions.
• LGs adhere to principles of local self-reliance, efficiency and inclusiveness,
participation, and empowerment.
• Redefined governance aspects—structures, procedures and practices of governance
need be closer to the citizenry.

14
2.3.3Principle of Subsidiary:
Subsidiary is a general principle that says governance should take place as close as as
possible to the citizens. It translates into protection of lower levels of government against
undue interference by other spheres and into a preference for placing functions and
powers at lower levels of government where possible. Nepal’s Constitution 1990, 2007
and 2015 hold the spirit of this principle. The role of local government is secured in by
the Constitution and legal provisions. Likewise, national and provincial governments
may not interfere in local government without good reason. These notions are in line
with the subsidiary principle. Subsidiary is an organizing principle that says the matters
ought to be handled by the smallest, lowest, or least centralized competent authority.
Specifically, it is the principle whereby the Union does not act (except in the areas which
fall within its exclusive competence) unless it is more effective than action taken at
national, regional or local level. The Oxford English Dictionary defines subsidiary as the
idea that a central authority should have a subsidiary function, performing only those
tasks which cannot be performed effectively at a more immediate or local level.
Applicable in the fields of government, political science, public management, military
management and other areas, subsidiary ideally in principle, is one of the features of
federalism that asserts the rights of the parts over the whole. In its earliest days (19th
century) the principle was introduced out of respect for the individual and for small
groups and associations that played important roles in society, such as families,
churches, guilds but also villages, towns and provinces. More recently, the principle has
been motivated on the basis of more practical concerns such as efficiency in government
spending. The lower levels of government are closer to the citizen and can therefore
make more ‘intelligent’ decisions on what the citizens want. The overall objective for
governments to adhere to the principle is to make the decision about ‘who does what’
less about politics and more about principles (Community Law Center 2008). Additional
to this theoretical framework, several concepts and rules have been developed which
complement the framework, greater role of local governments with autonomy and
authority for local self-governance. To understand the significance of the local
government in national context, ‘Dillon’s Rule’ is interesting to note. ‘Dillon’s Rule’
(John Forrest Dillon was a 19th century Iowa state chief justice who also wrote about
municipal government) states that local governments are ‘creatures of the states’, which
breathe the very life into them. Dillon said ‘states’ set the boundaries and prescribes
taxing and other powers of local units. The major advantage of local government is
delivery of local public goods and services to suit the tastes and the preferences of local
residents. As pointed out by Alex de Tocqueville, this variation in local provision
contrasts with the uniformity likely to arise from centralized provision. 'In great
centralized nations the legislator is obliged to give a character of uniformity to laws,
which does not always suit diversity of customs and of districts.

15
2.4.2 Constitutional power of local level
The provision of Constitution of Nepal (2072) about state structure is “The main
structure of the Federal Democratic Republic of Nepal shall be of three levels, namely the
Federation, the State and the Local level”. The Federation, State and Local levels shall
protect Nepal's freedom, sovereignty, territorial integrity, independence, national interest,
overall development, multiparty, competitive, democratic, republican, federal system of
governance, human rights and fundamental rights, rule of law, separation of powers and
check and balance, egalitarian society based on pluralism and equality, inclusive
representation and identity.
List of Local Level Power
Town police
1.Cooperative institutions
2.Operation of F.M.
4. Local taxes (wealth tax, house rent tax, land and building registration fee, motor
vehicle tax), service charge, fee, tourism fee, advertisement tax, business tax, land tax
(land revenue), penalty, entertainment tax, land revenue collection
5. Management of the Local services
6. Collection of local statistics and records
7. Local level development plans and projects
8. Basic and secondary education
9. Basic health and sanitation
10. Local market management, environment protection and bio-diversity
11. Local roads, rural roads, agro-roads, irrigation
12. Management of Village Assembly, Municipal Assembly, District Assembly, local
courts, mediation and arbitration (251)
13. Local records management
14. Distribution of house and land ownership certificates
15. Agriculture and animal husbandry, agro-products management, animal health,
cooperatives
16. Management of senior citizens, persons with disabilities and the incapacitated
17. Collection of statistics of the unemployed
18. Management, operation and control of agricultural extension
19. Water supply, small hydropower projects, alternative energy

16
20. Disaster management
21. Protection of watersheds, wildlife, mines and minerals
22. Protection and development of languages, cultures and fine arts.

What does local government do

Councils achieve their goals and fulfil their functions in various ways:
1 Planning & monitoring
Local governments set the overall direction for their municipalities through long term
planning. Examples include council plans, financial plans, municipal strategic statements
and other strategic plans. Setting the vision, and then ensuring that it is achieved, is one
of the most important roles of local government.
2 Service delivery

Local government is responsible for managing and delivering a range of quality services
to their communities, such as public health and recreational facilities, local road
maintenance, and public libraries.
3 Lawmaking & enforcement
Local governments legislate and make decisions in areas over which they have legislative
authority. Local laws are not allowed to replicate or be inconsistent with state and federal
laws or the operative planning scheme. The laws made by local governments are called
local laws and cover issues such as the activities permitted on public land, animal
management, and use of infrastructure. Local governments are also responsible for
enforcing local laws and other legislation over which they have authority.
4 Policy development
The activities of local governments are guided by policies. Developing and implementing
these policies are key functions.

5 Representation
Councils often represent their local community on matters of concern to those
constituents.

17
6 Advocacy
Local governments have a role in advocating on behalf of their constituencies to state and
federal levels of government, statutory authorities and other sectors.

2.5 Types of local government

Classification of Cities On the basis of population, resources and other urban facilities
available, Nepal Government can classify the municipalities under three categories.
Municipality
A Municipality should possess the following requirements: A minimum population of
280,000 A minimal annual income of NPR 40 crores Facilities like electricity, drinking
water and communication Main Road and other link roads are pitched Availability of
special health services like hospital, medical college etc. Has physical facilities for
conducting international sports and games Sufficient opportunities are available for
higher education and at least one university
Sub-Municipality
A sub-metropolis should possess the following requirements: A minimum population of
150,000 Minimum Annual Income of NPR 10 crores Facilities like electricity, drinking
water and communication Main Road of city are pitched Facility of higher education
and health service Has minimum physical facilities for conducting national &
international sports and games Facilities like gardens, parks & city hall be available

Municipality
1.5.4 A Municipality should possess the following requirements: A minimum
population of 20,000 (10,000 for those within hilly regions) A minimum annual
income of NPR 40 lakhs A semi-urban area possessing electricity, road, drinking
water, communication and similar other basic facilities.
Rural Municipality

Rural Municipality is the newly formed lower administrative division in Nepal. The
Ministry of Federal Affairs and Local Development (Nepal) dissolved the existing
Village Development Committees and announced the establishment of this new local
body. There are currently 481 rural municipalities in Nepal out of 744 Local units.
2.6 Present Scenario of local government in Nepal
The Federal Democratic Republic of Nepal is a country situated in South Asia between
India and China. Administratively Nepal is divided into Provinces, Districts, Rural
municipalities, Municipality areas and Municipalities. On Mar 10, 2017 government of
Nepal has adopted 744 local body system fulfilling the requirement of the new
constitution of Nepal 2015. All old municipalities and villages (which were more than
3900 in number) are restructured in total 744 new Municipalities and Villages. All old

18
75 district development committees (DDC) are also replaced by new 75 District
Coordination Committee (DCC) which will have much less power than DDC.

19
CHAPTER 3: INTRODUCTION OT THE ORGANIZATION
3.1 An Overview of Gaushala Muncipality
Gaushala is a Municipality in Mahottari District in Madhesh Pradesh of Nepal. The
Municipality was established on 18 May 2014 by merging existing Nigauli, Ramnagar,
Gaushala VDCs. It occupies an area of 144.73 km2 with a total population of 66,673.
Gaushala Bazar is the second largest business center in the Mahottari district of Nepal.
The animal market of the place is well known. Gaushala is a variation of Goshala, a
Sanskrit word that means the house of Cow. There is a huge cattle pen named Gaushala
containing more than 100 cows. It is protected by the government of Nepal. Ram Lakhan
Chaudhary was Ex-VDC chief of Gaushala Bazar.
Fig 3.1; Map of Gaushala Municipality

Source; https://nepalindata.com/resource/Local-Resource-Map---Gaushala-Municipality/

3.2Services of Municipality
Municipality must make sure that people in their areas have at least the basic services
they need. There are many services that they provide, the most important of which are
 Water supply
 Sewage collection and disposal

20
 Refuse removal
 Electricity and gas supply
 Municipal health services
 Municipal roads and storm water drainage
 Street lighting
 Municipal parks and recreation
 Social security
 Connect people with central government.
These services have a direct and immediate effect on the quality of the lives of the people
in that community. For example, if the water that is provided is of a poor quality or refuse
is not collected regularly, it will contribute to the creation of unhealthy and unsafe living
environments. Poor services can also make it difficult to attract business or industry to an
area and will limit job opportunities for residents.
Basic services needed in rural areas may be different from those that urban communities
need What can Gaushala Municipality do to ensure that they are developmental?
For Gaushala Municipality to become developmental in nature, they have to change the
way that they work. The following are some tools that Municipality must apply to assist
them to become more developmental:

3.3 Integrated Development Planning (IDP) and budgeting

Integrated Development Planning is a planning method to help Gaushala Municipality
develop a coherent, long-term plan for the co-ordination of all development and delivery
in their area. Municipality face immense challenges in developing sustainable
settlements, which meet the needs and improve the quality of life of local communities.
In order to meet these challenges, they will need to understand the various dynamics
within their area, develop a concrete vision for the area, and strategies for realizing and
financing that vision in partnership with other stakeholders.

3.4.2 Performance Management

Performance management is a system that is used to make sure that all parts of the
Gaushala Municipality work together to achieve the goals and targets that are set. The
Gaushala Municipality must have clear goals and specific targets of what has to be done
to make sure the goals are achieved. Every department and staff member should be clear
that they have to do and how their performance will contribute to achieving overall goals
and targets. Performance of individuals, departments and the Municipality should be
monitored to make sure the targets are met. Performance management is of critical

21
importance to ensure that plans are being implemented, that they are having the desired
development impact, and that resources are being used efficiently.

3.4.3 Working together with local citizens and partners

Building local democracy is a central role of local government, and Gaushala
Municipality should develop strategies and mechanisms to continuously involve citizens,
business and community groups in processes such as planning and budgeting. One of the
strengths of integrated development planning is that it involves the community in
development, delivery and democracy. Community and activist organizations can use
mechanisms like ward committees, IDP and development forums, budget consultation
meetings and ward councilor public meetings to influence the policies and programs of
local government. Local government guides on this web site for more detail: Integrated
Development Planning metropolitan budgets and finance Ward Committees
Understanding local government

22
 CHAPTER 4: ANALYSIS OF ACTIVITIES DONE
AND PROBLEM SOLVED
4.1 Introduction
This chapter intends to fulfill the objective of the study by presenting data and analyzing
them with help of various statistical tools that are given in research methodology. This
chapter encompasses Job satisfaction scale of Government Officer in Municipality. For
these purposes, considering different issues of job satisfaction factors, the questionnaires
were distributed to the respondents and responses were collected, data have been coded,
tabulated, categorized, presented, analyzed and interpreted using the descriptive and
exploratory methods. This chapter is organized into different sections. The data collected
are analyzed based on following factors.

4.1.1 Finance factor

Municipality take finance as its important factor as money is the most important to people
who are young and are raising their families then to those who have aligned at a stage
when money needs are less. Financial needs go changing from time to time. According to
Gellerman, money is actually used to remain people in the reorganization and not
primarily to motivate employees.
To evaluate financial factors, the questionnaire was prepared keeping in view the
following factors such as salaries, incentives, retirement benefit and various loans.
 Salary
 Incentives
 Retirement benefit

Table:4.1.1 Employee’s view towards Salary of Municipality

Satisfaction Frequency Percentage

Excellent 27 54

Good 23 46

Average 0 0

Total 50 100
Source: Field Survey (2022)

23
Municipality provides good salary package to employees which enerise them to work
more and reduce labor turnover. All the respondents are satisfied. 54 % of them agree
that their salary package is excellent.
Table: 4.1.2 Employee’s view toward Incentives of Municipality

Satisfaction Frequency Percentage

Excellent 27 54

Good 23 46

Average 0 0

Total 50 100
Source: Field Survey (2022)
Municipality provides incentives to employees based on their performance and over tie
which in turn boosts the morale of the employees. All the respondents are satisfied, 54 %
of the employees support this opinion by expressing good opinion.

4.1.2 Welfare factor

Welfare services are merely maintenance factors and not motivators. Yet they are
essential for the health of the Municipality since they bear close connection with
the productivities and job satisfaction of the labor force.
To evaluate the welfare factors questionnaire was prepared keeping in view the following
factors such as medical benefit, transport facilities, leave facilities and canteen facilities.

Table: 4.1.4 Employee’s view toward Medical Benefits of Municipality

Satisfaction Frequency Percentage

Excellent 47 94

Good 3 6

Average 0 0

Total 50 100
Source: Field Survey (2022)

24
The table shows that all the employees are highly satisfied with the medical benefits
provided by the company. 94 % of them agree that it is excellent.
Table: 4.1.5 Employee’s view towards Transport facilities of Municipality

Satisfaction Frequency Percentage

Excellent 10 20

Good 25 50

Average 15 30

Total 50 100
Source: Field Survey (2022)
The above table presents that 70 % of the employees are satisfied with the transport
facilities. On the other hand, 30% are dissatisfied also. Municipality provides bus facility
to the workers to and from the Municipality. This facility helps in reducing strain and
absenteeism and enable the workers to reach their workplace without loss of much time
and without fatigue.

Table: 4.1.6 Employee’s view towards Leave Facilities of Municipality

Satisfaction Frequency Percentage

Excellent 16 32

Good 33 66

Average 1 2

Total 50 100
Source: Field Survey (2022)
The table reflects that 98 % of the employees are satisfied, where 66 % have good
opinion regarding leave facilities provided. Municipality provide sick, casual, maternity,
and personal leave to employees and they are satisfied with this.

25
4.1.3 Human Resource Factor
The first objective is to analyses human resource factors. Human resource is of
paramount importance for the success of any organization. It is a source of strength and
aid. Human resources are the wealth of an Municipality which can help it in achieving its
goals and provide governmental facilities without any discrimination to service receiver.
Human resources management is concerned with human beings in the organization. The
value ethics, beliefs of individuals working in Municipality also form a part of human
resource. The resourcefulness of various categories of people and other people available
to the Municipality can be treated as human resources. In the present complex
environment no business or organization can exist and grow without appropriate
human resource. Thus, for the development of an organization the prerequisite is to
develop the human resource.

Table: 4.1.8 Employee’s view about job security of Municipality

Satisfaction Frequency Percentage

Excellent 24 48

Good 23 46

Average 3 6

Total 50 100
Source: Field Survey (2022)
The table shows that 94 % of the employees are satisfied. 48 % have excellent opinion
about job security. When adequate job security is provided to the employees it will
motivate them to do their work and increase productivity.

26
Table: 4.1.9 Employee’s view towards Training and Development of Municipality

Satisfaction Frequency Percentage

Excellent 3 6

Good 27 54

Average 20 40

Total 50 100
Source : Primary data through questionnaire Municipality provides various types of
training such as apprenticeship training, refresher training etc which improves the
performance of the employees and thus results in better production. The above table
reflects that 60 % of the employees are satisfied of which 54 % have good opinion too.
But rest 40% of them are dissatisfied with the training and development facilities
provided.
Table: 4.1.10 Employee’s view about Inter Departmental Relation of Municipality

Satisfaction Frequency Percentage

Excellent 0 0

Good 36 72

Average 14 28

Total 50 100
Source: Field Survey (2022)
The various departments of Municipality are closely related. This is evident from the
above table, which shows that 72 % of the employees feel that good inter departmental
relationship exist in the Municipality. But remaining 28% have average satisfaction.
The officer of different departments share information with each other. This helps to save
time in taking decisions and leads to smooth functioning of the Municipality.

4.2 Conclusion
An employee’s assessment of how satisfied or dissatisfied he or she is with his or her job
is a complex summation of a number of discrete job elements. This job satisfaction study
was a procedure by which employees report their feelings towards their job and work
environment. It helped to a powerful diagnostic instrument for assessing employee
problems. This job satisfaction study revealed that grievance handling system,

27
promotion policy, inter Departmental Relation and training and development has to be
improved. It helped management, both to get a better handle on why employees are
lagging and to plan better solutions to problems and to assess training needs. This study
proves that the employees are satisfied with the medical facilities, pension packages, and
canteen facilities provided by the Municipality. Thus, the priceless value of human
resources is revealed and there lies the need to satisfy them.

28
CHAPTER 5: CONCLUSION AND LESSON LEARNT
5.1 Conclusion

This research work entitled “Job satisfaction of employee in Gaushala Municipality,

Mahottari” was basically focused to find out the job satisfaction level of the
governmental officer in Municipality. Job satisfaction is one of the major issues in the
organization behavior concept. A behavioral manager needs to identify about the job
satisfaction of the employees to gain the better result in the organization. Job satisfaction
is related to the positive attitude of employees towards his or her job. If the employees
are positive towards their job, it will be beneficial for organization as well as employees.
Without having knowledge about how satisfied employees in their job are, we cannot
achieve our goal. Similarly, in order to formulate proper human resources development
policies, it must be necessary to find out the satisfaction level of employees in their job.
Human Resource is most important and irreplaceable factor of any organization. It is
important to utilize the capacity of human resource properly. To retrain efficient and
experienced work force in an organization is very crucial in overall performance of an
organization. Motivated employees can help make an organization competitively more
value added and profitable. It has been one of the major problems in developing country
like Nepal to have proper job satisfaction of employees. In relevant to this context, the
researcher has conducted this research work.
For this study work data has been collected through questionnaire method from personnel
relating to the job satisfaction issues. The study was divided into different section relating
with the different variables of the study. The data was further put into table and then
analyzed using SPSS.
The principal objective of the study was to find out the level of job satisfaction of
governmental officer in Municipality. Regarding this objective the researcher has come
up to with the following finding.
The study revealed that the personnel are dissatisfied with grievance handling system,
promotion policy, inter Departmental Relation and training and development, it has to be
improved for the better job satisfaction of governmental in Municipality. It helped
management, both to get a better handle on why employees are lagging and to plan better

29
solutions to problems and to assess training needs. This study proves that the employees
are satisfied with the salary, incentives, retirement facilities, medical facilities, pension
packages, and canteen facilities provided by the Municipality, which stood as the major
contributing factor for job satisfaction. Analysis has shown a close relationship between
several dimensions of work motivation and satisfaction, as well as recognition along with
itself and operating environments have insignificant relationship with improved job
satisfaction.

5.2 Lesson Learnt

The study reaffirms that there are several factors responsible for determining the
satisfaction level of personnel and are multi-faceted.

At a time of high unemployment, lackluster job growth and major uncertainty in world
financial markets, many employees feel stuck in their jobs, unable to consider a career
move even if they are unhappy. This is particularly true for a country like Nepal where
the rate of unemployment is very high. Having said that without investing to increase the
job satisfaction of the personnel it would be different to compete with the counterparts.
It is important for Human Resources Management sector to be aware of the needs and
composition of their workforce as well as the impact of different factors responsible for
job satisfaction when developing their programs and policies.
Low job satisfaction can contribute to multiple organizational problems and has been
association with increased levels of turnover and absenteeism, which ultimately cost the
organization terms of low performance and decreased productivity. The factors that
affects job satisfaction varied and dynamic in nature, making it difficult to pinpoint what
aspects are most important which make personnel happy.

This study, then, points clearly the direction which the Governmental office and other
stakeholders should follow in an effort to influence positively job satisfaction and hence
work for enhance motivation and increased productivity:

30
 Provide opportunities for further professional development through in-service training
activities and redesign job responsibilities in a fashion which allows people to make
the best possible use of their occupational skills and abilities.
 Sharpen the performance appraisal system so that the personnel get the feeling that
they have a fair evaluation and thus enjoy equitable chances for promotion. Similarly,
motivating measures should be in place.
 Provide training to the whole team of Municipality on the working culture, ethics and
values. Ensuring two way communication is of vital importance between different
ranks and positions. The working condition should be such that it allows healthy
interpersonal relationships and work recognition.
 Allows for salary increases to the extent that they look fair compared to other groups
of people and justified in terms of the general economic standing of the state.

31
 BIBLIOGRAPHY

Bajpai, N., &Srivastava, D. (2004).Sectorial comparison of factorsinfluencing job

satisfaction in Indian banking sector

Bisht, N., Trusson, C., Siwale, J., & Ravishankar, M. (2021). Enhanced job
satisfaction under tighter technological control: The paradoxical outcomes
of digitalisation. New Technology, Work And Employment.
https://doi.org/10.1111/ntwe.12222
Boudreau, J. (1996). Human Resources and Organization Success.
Brayfield, A.H., & Crockett, W.H. (1955).Employee attitudes andemployee performance.
Psychological Bulletin

FERWERDA, J., & L. MILLER, N. (2014). Political Devolution and

Resistance to Foreign Rule: A Natural Experiment. American Political
Science Association.
Gaushala Municipality. Gaushalamun.gov.np. Retrieved 25 July 2022, from
https://gaushalamun.gov.np/.
Gaushala, Mahottari - Wikipedia. En.wikipedia.org. (2022). Retrieved 25 July
2022, from https://en.wikipedia.org/wiki/Gaushala,_Mahottari.
Local Governance and Community Development Programme (LGCDP) - II |
Ministry of Federal Affairs and General Administration (MoFAGA).
Lgcdp.gov.np. (2022). Retrieved 25 July 2022, from http://lgcdp.gov.np/.
Spector, P. (1997). Job Satisfaction.
Theories of Job Satisfaction (Explained with Example). iEduNote. (2022).
Retrieved 23 July 2022, from https://www.iedunote.com/job-satisfaction-
theories.

32