A Comprehensive Review on Determinants of Employees’ Job Satisfaction

A Comprehensive Review on Determinants of Employees’ Job Satisfaction

Muhammad Farid Ariffin¹, Zawiah Mat^2*, Amir Aris³

^1,2Institute of Technology Management and Entrepreneurship, University Technical Malaysia Melaka, Malaysia

³Faculty of Technology Management and Entrepreneurship, University Technical Malaysia Melaka, Malaysia

^*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.906000314

Received: 29 May 2025; Accepted: 02 June 2025; Published: 15 July 2025

ABSTRACT

Job satisfaction is crucial for influencing employee motivation, performance, and organizational success across all industries. This study aims to aggregate and examine evidence regarding the factors that affect job satisfaction, to identify common determinants across various sectors. A systematic literature review was conducted, focusing on peer-reviewed studies published from 2010 to 2024. 129 records were obtained from the Scopus and Emerald Insight databases. After applying inclusion and exclusion criteria, 80 records were assessed, resulting in the inclusion of 27 articles in the qualitative synthesis. Key factors include compensation, leadership style, workplace environment, work-life balance, and career development. The results highlight universal factors affecting job satisfaction while acknowledging context-specific differences among industries. Future research should explore these characteristics in greater depth to enhance organizational strategies aimed at improving employee satisfaction and efficiency.

Keywords: Determinants, Job satisfaction, Employee, Human Resource Management, Across Industries.

INTRODUCTION

Job satisfaction is a vital aspect of organizational behavior and human resource management, playing a significant role in influencing employee performance, retention, and the overall success of the organization. Understanding the factors that affect job satisfaction is essential for developing management strategies that foster employee well-being and enhance productivity. This thesis aims to examine the various elements that contribute to job satisfaction through a comprehensive review of existing literature.

Job satisfaction is a multifaceted concept that has been thoroughly explored in organizational and management research. A variety of studies provide differing perspectives on the definition of job satisfaction, highlighting its complex nature and the numerous factors that influence it. It can be characterized as a sense of fulfillment derived from one’s work environment and responsibilities, shaped by factors such as ethics, spirituality, and career opportunities. Furthermore, Asghar and Oino (2018) define job satisfaction as the extent of contentment employees feel regarding their work environment and tasks, which reflects their overall sense of fulfillment and attitudes toward their jobs.

This study aims to investigate and compile findings from various industries to identify the common factors that influence job satisfaction. By analyzing research across diverse sectors such as manufacturing, healthcare, technology, and education, the goal is to reconcile industry-specific insights with broader trends in employee satisfaction. The primary objective is to uncover universal elements that impact job satisfaction, thereby providing organizations with crucial insights to help cultivate a motivated and engaged workforce.

The significance of this study lies in its comprehensive approach, which integrates knowledge from existing literature. Previous research has identified several determinants of job satisfaction, including compensation, workplace atmosphere, leadership style, opportunities for career advancement, and work-life balance. However, variations in industry practices and cultural contexts often limit the applicability of these findings. This study addresses this limitation by incorporating data from multiple sectors, leading to a deeper understanding of the key factors that influence employee satisfaction.

LITERATURE REVIEW

Job satisfaction is a multifaceted concept influenced by a variety of determinants, which can be broadly categorized into organizational, individual, social, and psychological factors. Organizational factors such as support, culture, leadership styles, and communication play a significant role in enhancing job satisfaction. Effective management activities and policies, as well as organizational justice and empowerment, are crucial in fostering a positive work environment (Ali Khan, Shafique and Qasim, 2022; Eğriboyun, 2023; Chu et al., 2024). Individual factors include personal competencies, psychological states, and work-specific demographics, which influence how employees perceive their job satisfaction (Wang and Jing, 2018; Miller, 1980). Social and family factors, such as family-friendly workplace policies and perceived work-life balance, continue to play a crucial role in reducing work-family conflict and enhancing job satisfaction (Chen et al., 2023; Cicek & Ulusoy, 2022). Psychological factors such as emotional exhaustion, stress resilience, and self-evaluation have significant implications for job satisfaction (Nguyen & Doan, 2024; Esmaeili et al., 2023; Rodríguez et al., 2017)

In multicultural or transnational workforces, cultural traits, community integration, and perceived social support also affect job satisfaction, especially among immigrant workers (Rahman & Anwar, 2023) In the public sector, leadership styles, prosocial behavior, and emotional intelligence are particularly influential (Putra et al., 2023). Additionally, in lean environments, perceived job autonomy and core self-evaluations positively affect job satisfaction, while perceived job demands have a negative impact (Rodríguez et al., 2017). The two-factor theory also highlights the importance of motivation and hygiene factors across various industries (Lee et al., 2022).

Overall, understanding the diverse determinants of job satisfaction is essential for organizations aiming to improve employee well-being and retention. By addressing these factors, organizations can create a more supportive and satisfying work environment, ultimately leading to enhanced organizational commitment and reduced turnover (Tan et al., 2023; Stamolampros et al., 2019).

METHODOLOGY

Overview of Systematic Literature Review (SLR)

Systematic literature reviews (SLRs) are widely recognized for their methodological rigor in synthesizing existing research and offering a comprehensive understanding of specific topics. Unlike traditional reviews, SLRs employ transparent, replicable processes to minimize bias and enhance the reliability of findings. These processes involve systematically searching for both published and unpublished literature, critically evaluating evidence, and synthesizing findings to answer well-defined research questions (Clarke, 2011; Siddaway, Wood and Hedges, 2019). To reduce publication bias and ensure inclusivity, grey literature such as thesis, dissertations, and government reports is often included (Paez, 2017).

As outlined by scholars such as Okoli (2015), Xiao and Watson (2017), and Linnenluecke, Marrone and Singh (2019), conducting a high-quality SLR typically involves a series of structured steps: formulating a research question, developing a review protocol, performing a comprehensive literature search, selecting relevant studies, and integrating results through critical analysis. While the SLR approach can be adapted across domains—including business, management, and software engineering (Brereton et al., 2007)—its core principles remain consistent.

Adoption of PRISMA Framework

To enhance the methodological robustness of this study, the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework was adopted. PRISMA provides a standardized structure for conducting and reporting systematic reviews, ensuring transparency and reproducibility.

The PRISMA process begins with identifying the research question and developing a review protocol that includes clear inclusion/exclusion criteria and data analysis methods (Page et al., 2020; Page, Moher and McKenzie, 2021). This is followed by a comprehensive database search, screening of studies, and data extraction. Quality appraisal and bias assessment are then performed, and where applicable, meta-analysis techniques are used to synthesize findings (McGrath, Moher and McInnes, 2019). Finally, the review concludes with an interpretation of the findings and discussion of their implications and limitations. The overall process is illustrated in Figure 1.

Figure 1: Process in Systematic Literature Review

Application of SLR: Search Strategy and Database Selection

Data Source Selection

Building upon the PRISMA structure, the next step involved identifying relevant databases for the literature search. To ensure comprehensive coverage of peer-reviewed publications in the fields of management, organizational behaviour, and human resource studies, two prominent databases were selected: Scopus and Emerald Insight.

The rationale for this selection lies in the breadth and academic credibility of these databases. Relying solely on one database could introduce coverage gaps or bias (Halladay et al., 2015; Bramer et al., 2017). By using both Scopus and Emerald Insight, the study was able to compile a robust dataset that includes a wide range of perspectives and methodologies.

Review Approach: Scoping Review

Given the breadth of the research area and the goal of mapping key determinants of job satisfaction, this study employed a scoping review methodology. Scoping reviews are well-suited for exploring emerging evidence, clarifying concepts, and identifying knowledge gaps across diverse contexts. Criteria for article selection were clearly established, including document type (journal articles only), publication date (2000 onwards), and language (English only), as summarized in Table 1.

Table 1: Criteria Search in Database

Search Strategy

The literature search was conducted using a combination of keywords and Boolean operators. Central search terms included “job satisfaction”, “employee satisfaction”, and related keywords such as “determinants”, “factors”, “predictors”, and “drivers”. These were further refined using contextual terms like “workplace environment”, “leadership style”, “compensation”, “career development”, and “work-life balance”.

Boolean logic was applied to construct search strings (e.g., (“Job satisfaction” OR “Employee satisfaction”) AND (“Determinants” OR “Factors”)). Filters limited results to English-language, peer-reviewed journal articles published within the last ten years. An iterative process was followed to refine the search and ensure alignment with the research objective. Backward citation tracking was also employed to identify additional relevant literature.

Reference management software such as Mendeley and EndNote were used to organize and classify the retrieved articles into thematic categories for detailed analysis.

Data Collection and Article Selection

The next step involved applying inclusion and exclusion criteria to ensure the relevance and quality of selected studies. The initial search across Scopus and Emerald yielded 129 records. A multi-phase screening process was applied, as outlined in the PRISMA flowchart (Figure 2), resulting in the selection of 27 articles for final analysis.

Figure 2: Systematic Searching Process

The screening and exclusion process was as follows:

100 articles were excluded due to:

• Publication before 2010
• Inappropriate document type (e.g., book chapters, reviews)
• Non-English language
• 20 articles were duplicates
• 53 articles were excluded after detailed review due to irrelevance or insufficient focus on job satisfaction

Only studies that directly addressed determinants of job satisfaction, used empirical methods, and were contextually relevant were retained for full-text analysis.

Summary of Selected Studies

The final set of 27 articles spans a variety of countries and industries, offering diverse methodological approaches and analytical frameworks. These studies provided rich insights into variables such as salary, leadership, organizational culture, and work-life balance. The analysis of these articles enabled a comprehensive synthesis of the common factors influencing job satisfaction across sectors. A detailed summary is presented in Table 2.

Table 2 : Summary of Findings on Job Satisfaction

Prevailing Factors Influencing Job Satisfaction

Intrinsic variables are widely recognized as fundamental determinants of job happiness. Factors such as accomplishment, acknowledgment, prospects for advancement, and the characteristics of the work often emerge in the research. Hee et al. (2019) and Guoba, Žygaitienė and Kepalienė (2022) highlight the substantial role of intrinsic rewards in enhancing employee happiness. Personal qualities, such as attitudes and self-efficacy, are crucial, as demonstrated by Tria (2023) and Simonetti and Sáez (2023).

Extrinsic variables, including compensation and benefits, are universally essential across industries. Research by Franco (2018), Dziuba, Ingaldi and Zhuravskaya (2020), and Nathwani (2021) substantiates the significance of financial incentives in promoting employee satisfaction. Working circumstances and job security are equally important, as emphasized by Omar, Abdul Aziz and Mohd Salleh (2020), regarding their impact on satisfaction.

The work environment, encompassing interactions with colleagues and management, is a persistent determinant. Effective communication, supportive leadership, and favorable team dynamics are fundamental to satisfaction, as demonstrated by Dzulkalnine and Idras (2022) and Lee et al. (2022). Organizational policies and culture serve as significant moderating elements that affect satisfaction levels via leadership style, corporate policies, and total employee commitment Ratnasari, Sutjahjo and Adam (2020).

Opportunities for professional growth, including training, career progression, and skill enhancement, are often identified as critical elements. Research conducted by Franco (2018) and Boon Hwei and Anuar (2024) highlights the significance of ongoing development in improving job satisfaction.

Variations Specific to the Industry

Notwithstanding these similarities, significant disparities exist in satisfaction determinants among industries. Opportunities for professional development and leadership support are especially vital in education and healthcare. Simonetti and Sáez (2023) and Tria (2023) indicate that educators and healthcare workers prioritize these factors over financial compensation, which frequently leads to discontent.

In the banking and financial sectors, remuneration and performance evaluations are crucial factors influencing job satisfaction. Research conducted by Ali and Anwar (2021) and Boon Hwei and Anuar (2024) underscores the significance of financial incentives and transparent evaluation methods in these domains. In contrast, in the industrial and service industries, elements including manageable workloads, favorable working conditions, and financial incentives are prioritized, as evidenced by Saxena, Tomar and Tomar (2019).

In the IT and high-tech sectors, demographic factors including gender, age, and educational attainment influence disparities in job satisfaction. Yanchovska (2021) emphasizes that these elements affect satisfaction levels, with the work environment being a crucial one.

Divergent Results

Although financial compensation is a broadly acknowledged aspect, its significance varies. Certain research, including Ali and Anwar (2021), identify it as a principal driver, whilst others, such as Mubarok et al. (2020),It is argued that intrinsic motivators like recognition may surpass financial incentives in specific settings. Likewise, the significance of corporate culture, though universally recognized, varies in its perceived influence. Franco (2018) categorizes it as a moderating factor, while Nathwani (2021) designates it as a key determinant.

A further area of variance pertains to the implementation of Herzberg’s Two-Factor Theory. Although numerous studies affirm its significance, some, including (Kong et al., 2018)Challenge its universality, referencing industry-specific impacts that diverge from the theory’s premises.

DISCUSSION

This combined systematic literature review synthesizes the insights from research on job satisfaction and employment law, exploring their intersections and individual contributions to the broader understanding of workplace dynamics. The analysis is organized around key themes that emerge from both fields, including theoretical foundations, determinants of job satisfaction, outcomes, sectoral and demographic variations, and moderating and mediating factors impacting job satisfaction.

The literature study identifies similarities and differences in factors affecting job satisfaction across different industries. While some motifs regularly emerge, others reveal distinct variations based on the sector. This analysis consolidates information to pinpoint both general and industry-specific factors influencing job satisfaction.

This systematic literature review examines the factors influencing employees’ job satisfaction in the private sector, integrating results from various research across different industries. The research examined is supported by many theoretical frameworks, with Herzberg’s Two-Factor Theory being the most utilized (Hee et al., 2019; Lee et al., 2022). This approach differentiates between motivators, like recognition and growth, and hygienic considerations, such as compensation and working environment. Additional theories, such as Adams’ Equity Theory (Guoba et al., 2022), Maslow’s Hierarchy of Needs, and Social Exchange Theory (Boine & Byoung-Goo, 2020), offer perspectives on the interaction between intrinsic and extrinsic factors affecting job satisfaction.

The results indicate that intrinsic elements such as personal development, leadership effectiveness, and job characteristics substantially influence job satisfaction (Franco, 2018; Tria, 2023). Employees find satisfaction in possibilities for growth, managerial assistance, and responsibilities that offer independence and diversity (Simonetti & Sáez, 2023). Extrinsic factors, including remuneration, financial incentives, advancement prospects, conducive working conditions, and job security, are significant drivers (Dziuba et al., 2020; Rodrigo et al., 2022; Omar et al., 2020). A conducive physical work environment and reasonable workloads improve happiness, whereas job security is essential for employees in diverse sectors (Saxena et al., 2019; Ali & Anwar, 2021).

The research emphasizes variability in job satisfaction variables, particularly across different industries. In the manufacturing and service industries, career progression and workload equilibrium are crucial (Saxena et al., 2019), whereas in the education sector, professional development and leadership excellence are more prominent (Tria, 2023). In the banking sector, performance appraisal, training, and development are crucial (Boon Hwei & Anuar, 2024), but in the health sector, discontent frequently arises from restricted professional growth and high task intensity (Simonetti & Sáez, 2023).

Job satisfaction significantly influences organizational outcomes. Contented employees exhibit enhanced performance, diminished attrition rates, and increased organizational commitment (Rodrigo et al., 2022; Yanchovska, 2021; Boine & Byoung-Goo, 2020). Job happiness positively influences productivity, especially when employees are content with training opportunities and skill development (Utari et al., 2021). Various moderating variables affect these correlations, including demographics like age, gender, and tenure (Yanchovska, 2021; Frutos-Bencze et al., 2022), in addition to organizational culture, which enhances the impact of both intrinsic and extrinsic factors (Franco, 2018).

This review emphasizes the complex character of job satisfaction, illustrating the interaction between inner motivators, extrinsic hygiene aspects, and environmental modifiers. Although prevalent themes like remuneration, workplace atmosphere, and leadership caliber are uniform across sectors, the results underscore the necessity of customizing methods to organizational and demographic circumstances to effectively improve employee satisfaction and performance.

CONCLUSION

The main factors that influence job satisfaction across various industries include compensation and benefits, the workplace atmosphere, opportunities for professional development, job security, and recognition. These elements highlight the complex relationship between internal and external motivators. The differences observed within industries suggest that job satisfaction is context-dependent, requiring tailored strategies to address the specific needs of each sector. This analysis provides a foundation for developing a comprehensive framework to understand and enhance job satisfaction, which will be valuable for dissertation.

ACKNOWLEDGMENT

The authors would like to thank the Institute of Technology Management and Entrepreneurship, University Technical Malaysia Melaka (UTeM) for all the support

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