INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Understanding Employee Well-Being: The Role of the Work  
Environment in Job Satisfaction at the Indian Postal Department in  
Gujarat  
Dr. Sejal Acharya, Dr. Hemali Broker, Dr. Harshita Vijaywargi, Dr. Mallika Babu, Ms. Anjali  
Naharwada  
LDRP Institute of Technology and Research, KSV, Gandhinagar  
DOI : https://doi.org/10.51583/IJLTEMAS.2025.1412000036  
Received: 15 December 2025; Accepted: 23 December 2025; Published: 01 January 2026  
ABSTRACT  
India Post is one of the leading government organizations in India and has been serving the communication  
needs of the public for many years. Over time, it has developed a strong brand image and earned a high level of  
trust among customers. Its extensive reach across the country is a key reason behind the Government’s decision  
to establish the India Post Payments Bank, with the aim of delivering financial services to even the most remote  
areas. This study seeks to examine the relationship between the work environment and job satisfaction among  
employees of IPPB. The research follows a descriptive design, with data collected through online structured  
questionnaires from randomly selected employees working in various post office branches across Gujarat. The  
sample includes both permanent IPPB employees and those deputed from the Department of Posts across  
different job roles. Statistical tools such as ANOVA and t-tests were used for data analysis. The findings reveal  
that the workplace does not exhibit bias in employee treatment; however, there is a need for greater motivation  
to foster a more challenging and engaging work environment.  
Key Words: India post payment bank, Work environment, Job Satisfaction, motivation  
INTRODUCTION  
Banks play a vital role in the economic growth of any nation. In India, both public and private sector banks  
operating in the market emphasize a customer-oriented approach by offering personalized services and efficient  
grievance redressal mechanisms. However, many of these well-established banks face challenges in extending  
their reach to remote and rural regions of the country. India Post, with its widespread presence in such areas, is  
well positioned to bridge this gap. By introducing the India Post Payments Bank, it has been able to deliver  
essential banking services to underserved and unbanked populations. This initiative has enabled people in remote  
locations to access formal banking facilities through the trusted network of India Post.  
Every organization is made of group of people working together in a structured manner to achieve a common  
goal of the organization (Cambridge Dictionary, 2020). Thus, every organization requires the employees who  
are loyal and mentally attached with their duties (Bakker, Albrecht, & Leiter, 2011). In today’s era of cut-throat  
competition, the satisfied employees are very important asset for any bank with more positivity approach towards  
the organization (Marion & Burnout, 2001) (Dessler, 2005) (DeVane & S.A., 2003) and hence considered as the  
pillars for performing high and generating success as well as profit for the organization (Judge, Piccolo,  
Podsakoff, & Rich, 2010). And that is the reason, the effective treatment must be given to them to get higher  
level of job satisfaction at their work place (Jinal & Gupta, 2016).  
Job satisfaction is an inner emotional status or feelings of a person which is related to the performance at work  
place and growth of the organization ultimately. It is the measurement based on the expectations and wants  
associated with the job of an employee and what exactly is he getting from the job (Lim, 2008). It results from  
various internal as well as external factors like the type of work environment, monetary rewards, job security,  
facilities at work place, and getting promoted to higher levels, recognition, support from the colleagues and  
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higher authorities, flexibility to work, etc. (Saatchi, 2008). Among these factors, age, designation of employees,  
education, remuneration, type of work, recognition at work place, support from supervisors and coworkers, the  
work load; are found to have major impact on satisfaction level of bank employees. (Stacy & W.M, 1998) (Bas  
& Ardic, 2002) (Shah & Jalees, 2004) (Chughati, A.A., & Zafar, 2006) (Eker, Anbar, & Dirbiyik, 2007) (Jinal  
& Gupta, 2016) (Asadi, et al., 2008)  
LITERATURE REVIEW  
It is universally observed and accepted through plenty of research concluding that job satisfaction level of  
employees is having a great impact on their productivity and creativity (Mahardhika, Nastir, & Respati, 2021)  
which leads to better results and growth for the organization and the prolonged tenure of an employee with the  
firm compared with the less satisfied employee’s work input and behavior towards the organization (Locke, E.A.,  
Latham, & G.P., 2000) (Baş & Ardıç, 2002). Numerous researchers conducted the studies to analyze the impact  
of different demographic line and organizational factors on employees’ job satisfaction. Job satisfaction results  
based on two different types of approaches: situational and dispositional. Situational approach states that the job  
satisfaction is solely affected by the characteristics of the job and the environmental factors while dispositional  
approach considers the personal characteristics of employees (Hackman, J.R., & Oldham, 1975) (Herzberg,  
Mausner, & Snyderman, 2011). Thus, it becomes very problematic to conclude that which factor will trigger the  
job satisfaction of employees, intrinsic factors or extrinsic factors. Intrinsic factors are the factors which lead to  
boost motivation level when they are present like job itself, attitude of employee, responsibilities, etc. while  
extrinsic factors are the factors which will not increase motivation when they are present but their absence will  
definitely lead to increased level of dissatisfaction (Lumen, n.d.) such factors include organization policies, level  
of monitoring, working environment like work pressure and extended workload, monetary rewards i.e., salary,  
relations with peers and superiors, nature of work, etc. (S, M, & Shoaib, 2014)  
Perceived Organization Support, Psychological Empowerment and Rewards are having significant positive  
impact on the satisfaction level of the employees. Communication and relation are important for satisfaction.  
Support from coworker and supervisors is playing a  
vital role on job satisfaction. Management should pay attention to reduce the communication gap and to improve  
the relation to boost the productivity (Agobzo, Owusu, Hoedoafia, & Atakroch, 2017). Low Salary and extended  
working hours are main reasons for the job dissatisfaction among the employees. Consumer loyalty, their  
behavior, and perception towards the compensation are influencing the level of satisfaction individually  
(Bhardwaj, Mishra, Jain, & T.K., 2021). Thus, Job satisfaction is shaped by number of factors like pay scale,  
supervisor support, nature of work, rewards and promotion opportunities, support from supervisors as well as  
co-workers, freedom to express their views before management etc. (Bhardwaj, Mishra, Jain, & T.K., 2021).  
These factors are included in this research to study job satisfaction among the employees of India Post Payment  
Bank with special reference to Gujarat State.  
While comparing public and private sector banks in Indian context, the result based on previous research  
conducted shows that public sector employees experienced higher level of job satisfaction than private sector  
employees (Prachi, Sajid, & S.M., 2017). Furthermore, it results in the lack of studies analyzing the impact of  
work environment on job satisfaction among the employees of Indian Postal Department particularly in IPPB  
context in post Covid-19 time. Thus, banks like IPPB are not able to continue relying on the existing policies  
and banking practices they made for employees; and the facilities being provided to the employees will lead to  
expected level of job satisfaction among them or not, and if any change in policies or its implementation is  
required or not without any primarily conducted research study. Overall, the objectives of the study aim to  
identify the relationship between various work environmental factors like Job Satisfaction, Psychological  
Satisfaction, Salary, Incentives, Rewards, Supervisor Support, Coworkers’ support, and the employee  
satisfaction level with their work place and to provide a clear understanding of the factors that impact employee  
satisfaction with working environment and to provide practical recommendations for organizations to improve  
employee satisfaction.  
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RESEARCH METHODOLOGY  
In this quantitative research, conveniently selected sample of 150 employees contacted to participate in this  
primary research among them 116 appropriate responses were received through structured questionnaire from  
employees working in India Post Payment Bank in Gujarat state. Thus, the response rate was 77.33%. The  
questionnaire included questions about demographic details in part-1 like Designation, gender, age, marital  
status, experience, monthly salary and job location and in part-2 included the research variables like job  
satisfaction (7 scale items), psychological satisfaction (5 scale items), pay (3 scale items), contingent rewards (4  
scale items), nature of the work (4 Scale items), Support of Supervisor (5 scale items), Coworker support (8  
scale items including support from coworkers and supervisors both), communication flexibility (3 scale items)  
and work load (4 scale items) using 5-point Likert scale. For data analysis T-test, ANOVA, and Multiple  
regression tools are used in this study. The hypothesis used for the study is as follow:  
H0: There is no statistically significant impact between job satisfaction and Work Load, Payment,  
Communication, Nature of Work, Supervisor support, Co-Workers’ Support, Psychological Satisfaction,  
Contingent Reward of IPPB Employees.  
H1: There is a statistically significant impact between job satisfaction and Work Load (H1a), Payment (H1b),  
Communication (H1c), Nature of Work (H1d), Support of supervisor (H1e), Coworker support (H1f),  
Psychological Satisfaction (H1g), Contingent Reward (H1h) of IPPB Employees.  
The conceptual framework used for this study is following:  
Conceptual framework;  
Source: Authors’ Primary Research, 2023  
Data Analysis  
Demographic Details of respondents:  
The demographic details of respondents are classified based on their gender, age, marital status, designation,  
experience, job location and monthly salary. Sample size for the research was 116. The detailed profile of the  
respondents for this research study is shown in table-1 below:  
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Table-1 Demographic details of respondents  
Demographic Variable  
Frequency Percentage  
Male  
81  
35  
72  
44  
86  
30  
17  
47  
52  
49  
45  
21  
11  
58  
69.8  
30.2  
62.1  
37.9  
74.1  
25.9  
14.7  
40.05  
44.8  
42.2  
38.8  
18.1  
9.5  
Gender  
Female  
Up to 30  
Age  
Above 30  
Married  
Marital Status  
Unmarried  
Higher Level  
Middle Level  
Lower Level  
Less than 1 year  
1-3 years  
Designation  
Experience  
Above 3 years  
Rural  
Job Location  
Semi Urban  
50  
Urban  
47  
40.5  
7.8  
Less than 20,000  
20,000 to 50,000  
More than 50,000  
9
Monthly Salary  
85  
22  
73.3  
19  
Source: Authors’ Primary data analysis  
Reliability Analysis  
In order to access the internal reliability among different scale items whether they are homogeneous in nature or  
not. When the items of scales are highly inter-correlated, a scale is considered as consistent internally. In this  
technique, reliability is measured for internal consistency that is to the extent of inter-correlation among the  
items that comprise a scale. To validate scale of items in the questionnaire, coefficient of Cronbach’s alpha is  
measured for internal consistency (Cronbach, 1951). It is considered more reliable if Cronbach’s alpha is near  
to one. According to Nunnally & Bernstein (1978), it is ideal to have greater than 0.70 Cronbach’s alpha for  
each construct. Measurement of Job satisfaction, Psychological Satisfaction, Pay, Contingent Reward, Nature of  
Work, Support from supervisors, co- workers’ Support, communication and workload impact displays reliability  
of scales as per Table 2. Based on reliability analysis, the value of (α) was found .717, .786,.710, .812, .820,  
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.735, .802, .715, and .742 for these variables respectively (Table 2).  
Scale items should have homogeneous characteristics so that the internal consistency can be measured properly.  
When scale items are highly interconnected, the scale is found internally consistent. In this method, the degree  
of inter-correlation between the items used to make up a scale is used to determine the level of reliability. Internal  
consistency is assessed using the Cronbach's alpha coefficient to evaluate the scale of the questionnaire's items  
(Cronbach, 1951). When Cronbach's alpha is close to one, it is seen as being more dependable. The optimal  
Cronbach's alpha for each construct is greater than 0.70, according to (Nunnally & Bernstein, 1978). According  
to Table 2, the accuracy of scales may be seen in the measurement of Job satisfaction, Psychological Satisfaction,  
Pay, Contingent Reward, Nature of Work, Support from Supervisors, Co-workers’ support, communication and  
workload when analyzing reliability through Cronbach's alpha.  
Table-2 Reliability analysis  
Variable  
Cronbach’s Alpha  
Number of items in a scale  
Job satisfaction  
Psychological Satisfaction  
Pay  
.717  
.786  
.710  
.812  
.820  
.735  
.802  
.715  
.742  
5
5
3
4
5
5
3
3
4
Contingent Reward  
Nature of Work  
Support from Supervisors  
Support from Coworkers  
Communication  
Work load  
Multiple Regression Analysis  
The multiple regression is an extension of a regression analysis through describing a relationship between a  
dependent variable and few other independent variables(Lefter, 2004). It studies the parallel impact of some  
independent variables having over the selected dependent variable for study. And thus, multiple regression can  
give better and realistic results while comparing unifactorial regression analysis model. In the present study the  
dependent variable is job satisfaction while the independent variables are following: Psychological Satisfaction,  
Pay, Contingent Reward, Nature of Work, Support from supervisors, co-workers’ support, communication and  
workload. Using SPSS-22 we got the following results:  
Table-3  
Model Summary  
Model  
1
R
R Square  
.746  
Adjusted R Square  
.727  
Std. Error of the Estimate  
.310  
.864a  
a. Predictors: (Constant), Psychological Satisfaction, Pay, Contingent Reward, Nature of  
Work, Support from supervisors, Support from co-workers, communication and  
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workload.  
The value of R2 indicates that 74.60% of total variance is described by the independent variable is (shown in  
above table-3). The consequent Multiple regression analysis will be based on the below findings:  
Table-4 Variation Analysis - ANOVAa  
Model  
1
Sum of Squares df  
Mean Square  
3.780  
F
Sig.  
Regression  
Residual  
Total  
30.238  
10.314  
40.552  
8
39.214  
<.001b  
107  
115  
.096  
a. Dependent Variable: Job Satisfaction  
b. Predictors: (Constant), PS (Psychological Satisfaction), Pay (salary), CR (Contingent  
Reward), NOW (Nature of Work), SS (Support from supervisors), CW (Support from co-  
workers), COM (communication  
flexibility) and WL (workload of an employee).  
To prove the hypothesis-2 F-test was applied to examine the variance difference in table-4, researchers got the  
calculated F value of is 39.214 and the critical F value searched from table with 95% confidence interval with  
df=8, F = 2.087, from comparison of these F values the alternate hypothesis is accepted here meaning that all  
regression coefficients are not equal to 0.  
Table-5 Coefficientsa  
Model  
Unstandardized Coefficients  
Standardized  
Coefficients  
Beta  
t
Sig.  
B
Std. Error  
.450  
1
(Constant)  
PS  
-1.424  
0.523  
0.425  
0.212  
0.052  
0.025  
0.034  
0.099  
0.107  
-3.165  
7.663  
5.381  
3.571  
0.849  
0.517  
0.576  
2.152  
2.024  
.002  
0.068  
0.079  
0.059  
0.062  
0.048  
0.058  
0.046  
0.053  
0.481  
0.344  
0.191  
0.045  
0.026  
0.029  
0.120  
0.115  
0.000  
0.000  
0.001  
0.398  
0.607  
0.566  
0.034  
0.045  
PAY  
CR  
NOW  
SS  
CW  
COM  
WL  
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a. Dependent Variable: Job Satisfaction  
Based on the unstandardized coefficients for interpretation of results, we obtain the regression equation as  
follow:  
푦
̂
= -1.424 + 0.523 x1 + .425 x2 + .212 x3 + 0.052 x4 + 0.025 x5 + 0.034 x6 + 0.099 x7 +  
0.107 x8  
Where 푦  
̂
denotes Job satisfaction (dependent variable for this study), x1 = Psychological Satisfaction, x2 = Pay,  
x3 = Contingent Reward, x4 = Nature of Work, x5 = Support from supervisors, x6 = Support from co-workers  
x7 = communication and x8 = workload (x1, x2, x3, x4, x5, x6, x7, x8 are independent variables of this study).  
Here, the unstandardized coefficient (B) = -1.424 represents the estimated job satisfaction score when the value  
of all independent variables will be zero. The t-value indicates that this estimation is significantly different from  
zero with p value is 0.002 which suggests that the intercept is statistically significant.  
In case of independent variables, psychological satisfaction (H1a) is having a positive unstandardized coefficient  
of 0.523 which indicates the increase of one unit in psychological satisfaction will increase 0.523 units in  
prediction of job satisfaction which is statically significant with p value is less than 0.001. Pay (salary) (H1b) is  
followed by PS with B=0.425 and p<0.001. Contingent reward (H1c) affects the level of job satisfaction at third  
place with B=0.212 (p=0.001) preceded by communication flexibility (H1g) to represent their views before  
superior and management with B=0.099 (p=0.034) and Work load (H1h) at the office with B=0.107 (p=0.045).  
Thus, based on the analysis of data through multiple regression conducted here, we accept the alternate  
hypothesis H1a, H1b, H1c, H1g and H1h found that those factors having significant relationship on job  
satisfaction of employees at IPPB with reference to Gujarat State.  
CONCLUSION  
Banks are the dynamic service industry affecting the country’s economy and employees at the bank are most  
important assets for it. If they are motivated and satisfied thoroughly through improving their job satisfaction,  
they can create miracles in terms of performance and growth of the firm. It requires to implement strategical  
change in policies, coping up with cultural changes, and perceptions of employees towards their work. The result  
in the present study focuses on the factors affecting Job satisfaction level of IPPB employees.  
Recognition and rewards are required from the organization to appreciate the hard work and achievements of  
employees through providing different perks and facilities periodically. Based on the result of multiple  
regression in the above study we can conclude that the highest affecting factor to the job satisfaction level of  
employees of India Post Payment Bank is Psychological Satisfaction followed by Payment/ Salary, Contingent  
Reward, work load, communication flexibility, Nature of work, support from coworkers and support from  
supervisors. The results are matching with what we studied in the literature review that psychology of employees  
affects the most to their satisfaction level of job (Kundi, Aboramadan, Elhamalawi, & Shahid, 2021) as it is  
directly associated with the commitment of an employee towards their jobs. Psychological satisfaction includes  
the motivation employees are getting from the organizational environment, anxiety, concentration in work,  
individual personality, perceptions, attitude and beliefs of employees, their life style etc. Thus, it is observed  
from the result that Job satisfaction level of employees at IPPB is affected through Intrinsic factors like  
psychological satisfaction, and perceived work load as well as the extrinsic factors like salary package offered  
to them by the organization, recognition and rewards they are getting based on their performance, and flexibility  
level of communicating their issues and requirements before the superior authority at IPPB in Gujarat.  
RECOMMENDATION  
The present study included the employees from Gujarat state only. If other states’ data involved in the study the  
result would be changed based on the life style, geographical differences, work life balance, preferences given  
to different factors by the employees working in those branches of IPPB. Therefore, a similar study can be  
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conducted with regard to other states and inclusion of different affecting factors in the questionnaire too.  
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