Vol. 7, Issue 2, Part G (2025)

Public transportation systems are vital for the socio-economic development of any region, facilitating mobility, connectivity, and economic activity. The Karnataka State Road Transport Corporation (KSRTC) is a prominent example, playing a crucial role in the state's transportation network. The effectiveness and efficiency of such large organizations are not solely dependent on operational logistics but are deeply intertwined with the satisfaction and morale of their workforce. Employees, particularly those on the front lines like drivers and conductors, as well as administrative and technical staff, are the direct interface with the public and the operational engine of the corporation. Their satisfaction levels can significantly influence service quality, productivity, safety, and the overall organizational performance. This research examines employee satisfaction within the Karnataka State Road Transport Corporation (KSRTC), analyzing how organizational performance factors—including financial incentives, work environment, service provisions, operational conditions, and the impact of the Shakti Scheme—influence employee perceptions and engagement. A structured questionnaire was administered to 214 employees across KSRTC's operational divisions, capturing demographics, employment characteristics, and satisfaction across four primary dimensions: Financial Performance, Physical Performance, Service Performance, and Operational Performance. Data were analyzed using SPSS, employing descriptive statistics, reliability testing (Cronbach's alpha), correlation analysis, and multiple regression modeling. Overall employee satisfaction ratings indicate moderate to moderately high levels across dimensions, with notable disparities. The Shakti Scheme positively influenced perceptions of organizational growth and service utilization, though concerns about overcrowding and workload were evident. Results provide KSRTC management with actionable insights for enhancing employee welfare, addressing departmental disparities, and optimizing operations post-Shakti Scheme implementation. Recommendations include salary rationalization, workplace infrastructure improvements, and targeted cadre-specific interventions. This study bridges existing gaps in employee satisfaction research for state-operated transport corporations in India, offering evidence-based guidance for organizational development and workforce management.