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AHMEDABAD UNIVERSITY

Monsoon Semester 2022-23

MGT121 Human Capital Management

Final Project – Research Paper

Topic – Moonlighting and its Impact on HRM

Submitted to: Prof. Siddhartha Saxena

Date: 21st May, 2022

Student Details

Name E-mail ID Enrollment No. Programme

Deep Mungra [email protected] AU2010452 BBA Honors

Prof. Siddhartha Saxena Deep Mungra AU2010452

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Acknowledgement

I would like to express my sincere gratitude to Prof. Siddhartha Saxena for his support and guidance, and
providing me the opportunity to work on this project. I am grateful that he provided me with this opportunity
to explore this topic and supported me throughout the course. Your useful advice, suggestions and constant
support throughout the whole semester was really helpful to me during the project’s completion. I would
like to acknowledge that this project was entirely completed by me and not by someone else.

– Deep M. Mungra

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Index

1. Abstract ……………………………………………………………………………… 4

2. Introduction ………………………………………………………………………….. 4

3. Literature Review ……………………………………………………………………. 6

4. Empirical Research …………………………………………………………………. 11

i. Area of focus

ii. Source of data

iii. Research questions

iv. Instruments and why we are using it

v. Statistical representation

vi. Framework of the study

vii. Hypothesis and Expected result

5. Discussion and Managerial Implication …………………………………………… 17

i. What benefit HR manager will get of this practice? Findings

ii. What is the future of this practice/finding in organizations

iii. Are there any serious concerns regarding this practice?

6. Conclusion …………………………………………………………………………... 19

7. Reference ……………………………………………………………………………. 20

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TOPIC: MOONLIGHTING AND ITS IMPACT ON HRM

 Abstract:

For every organization, Human Resources is the most important thing. Maintaining and Retaining human
resources is as necessary as attracting them to the organizations for higher growth and expansion of the
organizations, management should focus on that. Which results in economic growth also. Nowadays,
Moonlighting is becoming a global trend, and at the same time, it is also creating a challenge for many HR
Managers. Should company management make it legal for the employees or not?

 Introduction:

Moonlighting is having/doing a second job or many other part-time works apart from the main/primary job
of any employee/worker. This paper’s purpose is to identify the impact of moonlighting on HRM and also
to discover whether moonlighting is really a challenge for HR managers or not. The reason behind
moonlighting is to earn some extra income. As per the hierarchy of Maslow’s needs theory, every employee
wants to fulfill his/her basic needs, and for that, they rely only on compensation, other monetary benefits,
extra bonuses, sometimes also for gaining knowledge and skills, diversification, etc. So, if the employees
are not satisfied with their current wages and compensation, strengthening their financial background, they
will try to balance it by taking up another/second part-time job elsewhere with/without informing the main
organization or employer, where he/she is doing a full-time job, then maybe it can lead to the job
satisfaction.

The reason behind arising the concept of Moonlighting can be employees’ job dissatisfaction with their
current salary and compensation structure because employees think that their employer will get benefits
from their expenses. Moonlighting affects every function of HR Management at each and every point, but
it is not necessary that every time it affects negatively, sometimes it does positively. But most of the time
moonlighting leaves a negative impact on the organization and employees’ productivity.

Here, from the HR Manager or Employer’s point of view, the practice of moonlighting is not relevant for
the organization, because if employees will do two jobs in a day, then it will affect their employees, the

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desire of completing tasks, data privacy and revealing company’s secrets concerns, etc., which will result
into the reduction of the organizational growth. This is not good for any organization. But from the
employees’ point of view, it can be relevant, because their only reason for moonlighting is to earn some
extra income, other monetary benefits, compensation, extra bonuses, gain knowledge and skills, work
diversification, and utilize their extra/spare time. That is only good for the employees but eventually, it will
affect the organization negatively sometimes.

This study of moonlighting and its solution will help the organization to develop the relationship between
employee and employer, which will help them to engage the workforce more effectively, increase the
employee retention ratio, diversification in the place of work, better well-being, and health of the
employees. Because if organizations change their policy to be beneficial towards employees and the
organization, increase wage rates and change their structure, spend on employees' training and
development, and teach them new skills, then the practice of moonlighting will surely be going to reduce.

My suggested management conclusion would be that employers or management should mainly focus on
preventing any type of organizational conflict of interest instead of banning moonlighting completely. The
organization should first know the real reason behind their employees’ moonlighting and try to solve that
if possible.

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 Literature:

Job satisfaction is a human nature phenomenon that represents an employee's attitude and personality
toward their employment. We can recognize it as like how every employee feels or believe regarding their
jobs and their various types of aspects. Some specific factors like Organizational loyalty and growth
prospects may affect the mindset of leaving the organization.

Basically, 4 types of moonlighting: 1) Blue Moonlighting, 2) Quarter Moonlighting, 3) Half Moonlighting,

and 4) Full Moonlighting. If any employee is not happy with his/her salary and other employee benefits
even though after appreciation regarding their performance and decides to do another job for earning some
additional income; however, in search of that if he/she is not able to find that because of their lack of skills
then this kind of failure in the attempt or try is known as Blue Moonlighting. When an employee tries to
find out another part-time job because of not getting decent wages; where they can work after their regular
primary job, then it is called Quarter Moonlighting. Half Moonlighting is when the employees’ expenses
are more than what they are currently earning due to their rich and lavish lifestyle so they spend their half
time in a second job. When an employee does their regular primary job at a very lower proportion and starts
their own business and develops it, then that is called Full Moonlighting. This type of moonlighting can
occur when they have so much extra time in their primary job, or because their salary is not as much as
expected or the same as their friends have. Also, some of the employees and their social status are known
by their secondary business, then it is also called Full Moonlighting. (Devika A., 2020).

Ashwini et al investigated the reasons behind moonlighting in the IT industry. Nowadays, there is an
ongoing trend of moonlighting in the IT industry. Working from home has become the usual thing because
of Covid-19, which is the reason for an increasing trend of multiple jobs. Any employee or worker do
moonlight for monetary or non-monetary reasons. The research discovered that the employees are
moonlighting just for solving money problems or perhaps to raise financial commitments within their
families to meet non-monetary needs. The workers who moonlight will perform extra work in their spare
time rather than for monetary gain or only for motives. Besides, both monetary and non-monetary reasons,
Overall time spent in side work, can be variables that influence the decision to moonlight, its different
kinds, and intensity. It is also discovered that several circumstances might result in workers having more
than one job, with the size of the family being the most important factor. According to the research,
sometimes, married employees also have different kinds of purposes for moonlighting compared to married
employees, so that, it varies from one to another. Another significant element that can lead to the decision

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of moonlighting is work experience. Demographic or social aspects also influence moonlighting attitudes
as well.

The covid-19 pandemic has increased the trend of moonlighting because of the “Work from Home” system.
And tried to get similar ways of affixing their income by getting paid from micro-works and many mini
gigs if they suddenly got fired. Those who are at the top of the system can make extra money via
consultancies, whereas those who are at the bottom have to get some work in the gig economy. The food
ordering company in India recently introduced a nondisclosure agreement that lets their staff work on some
other projects free of cost or at a minimal cost. This should be having to after working hours or holiday job
which has no negative impact on full-time employees’ productivity and doesn't cause a conflict of interest
with the main organization's business. For applying this in the IT industry, it might have to specify rules
and regulations carefully. Considering moonlighting is unavoidable in a gig economy, the government must
make a policy or law to solve the problem and provide some explanation. (Ashwini A., 2017).

Several Human Resource Management categories have been developed to handle the gig work both from
the corporate and employee sides. The world's largest information technology company, Microsoft has
appointed the world's first-ever Gig Economy’s manager, named as Mr. Liane Scult, he currently works
with the very popular e-lancing network company named ‘Upwork’. Because of ongoing quick fluctuation
in socioeconomic system, there will be so many jobs and roles in the HRM area. These include positions
such as strategist of gig economy, future of work manager, and second-act coach, etc.

The gig economy is a truly free market where companies work with independent freelancers rather than
hire full-time employees. By 2024, India's gig economy is estimated to be worth more than USD 450 billion.
According to a 2021 global millennial poll, 64% of full-time younger workers wish to work in the gig
economy. The gig economy is estimated to reach 23.5 million by the year 2029-30. That is equal to 6.7%
of the non-agricultural workforce. In 2020-21, the expected gig economy workforce is 7.7 million. That is
equal to 2.6% of India's non-agriculture labor. The Covid-19 pandemic lockdown, working remotely, and
the awareness that much knowledge work can be done with hybrid or remote labor have all resulted in
various social behavioral changes.

According to Zapier's 2021 survey of 2,001 employees, one out of every three American employees has a
side job, while Upwork estimates the figure is even higher than this, like, 59 million Americans or 36% of
the labor force freelancing in 2021. HR and business experts, as well as IT employees with side gigs, share
suggestions regarding how to start a side hustle or moonlighting. Although, gig workers face some

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challenges, such as lack of job security, Job insecurity, irregular income, uncertain employment status,
Increasing stress, Contractual relationship, etc.

The study by Gayatri observed that moonlighting enables workers to improve their standard of living, and
they want to try out their capabilities in various jobs. Some factors which can prevent moonlighting are Job
satisfaction and monetary and non-monetary benefits. She discovered that moonlighting leaves its influence
on both, the employer/company as well as the employee. Side jobs can result in an employee's psychological
and physical needs becoming out of balance. Obtaining additional expertise in various professions and
establishing a new business are other reasons behind employees’ desire of moonlighting. To inspire the
employees and for preventing moonlighting, companies should give both monetary and non-monetary
advantages. We can also use the various techniques of Job redesign such as Job rotation and job stability
provided by the organization for that.

According to Semion and Adebisi’s research in 2019, professional, management, and administrative level
staff in the public sector are more likely to moonlight. Their study showed that moonlighting encouraged
dishonest, disloyal, and dissatisfied human resources, promoted inefficiency, a leisure perspective on work,
incompetent leadership and governance, and unsuccessful organizational practices. He further suggested
that in public sector jobs, essential precautions should be implemented by the government to prevent
moonlighting.

The characteristics of human resources and capital were analyzed, as well as multiple job-keeping and
professional selections among main and other employment. Its drivers and other variables impacting side
job have also been explored by Georgios et al in 2019. They also researched the consequences of having
several jobs on main full-time jobs. According to their findings, having two jobs can result in self-
employment and new full-time professions and jobs.

As per Sabron and Hassim, public workers have a higher percentage of moonlighting practices. In 2018,
they studied individuals' perspectives on moonlighting activities in public hospitals in Malaysia. Their
research was carried out to ascertain the environmental, interpersonal, and psychological factors which are
associated with employees who moonlight. Its results reveal that personal and environmental variables
seemed to have a favorable connection with employees' moonlighting involvement and stated that it is
difficult and time-consuming for management and employers to adopt moonlighting in a company. Their
findings also demonstrate that cultural and individual factors affect workers to be involved more in

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moonlighting, therefore it is suggested that the govt must generate side jobs like admin jobs because then
workers could gain new skills and more knowledge.

In 2020, Shweta examined the several various elements of employees' moonlighting practices. She explored
several aspects of moonlighting and discussed the importance of understanding why employees moonlight.
It has been emphasized the impact of moonlighting activities on work satisfaction in Pakistani public
university professors also. Ara and Akbar (2016) found 4 reasons which are accountable for moonlighting
practices of college faculties: 1) extra revenue, 2) skill diversification, 3) work control, and 4) delayed
promotion. Experts highlighted that moonlighting has a major influence on job and work satisfaction.

Betts (2021) analyzed the gender differences between professors who are moonlighting. betts discovered
that both male and female professors have distinct styles of moonlighting. There were disparities in
compensation, kind, and incidence of moonlighting practices. According to Kreitner and Kinicki, the happy
or good psychological response that arises from an appraisal of any individual's job or work experience is
Job Satisfaction. Employee engagement varies according to work and place of work, like circumstances
and job environment fluctuates, surveyed in 2016.

Spector (2017), observed a change in the previous decade, and job satisfaction is now recognized as an
emotional factor. Dawes (2019), described it as a psychological phenomenon with two segments: a
cognitive construct which is the sense that someone's needs or requirements are being met and an emotional
construct which is the experience that comes along with the cognition. As per McNamara (2019), so many
various types of things impact job satisfaction, such as any person's emotions or mental condition about the
type of their job. In addition, he stated that there are a few things that impact job satisfaction, which include
the level of employees' connection with the superior and the management, the physical environment and
the quality of the workplace, and the level of completion of their to-do tasks.

Debrah (2017), covered this problem in depth in her famous sociological research by teachers of the school,
stating that the three kinds of prizes (rewards) that satisfy work-related demands that every professional or
expert expects in their professional career: 1) extrinsic, 2) ancillary and 3) intrinsic or psychic. According
to his research, Extrinsic rewards dealt with money revenue and income, reputation, status, and control over
everyone else. According to Pennington and Riley (2021), status, authority, and monetary benefits are
extrinsic rewards, whereas job and task quality could be characterized as intrinsic rewards. Any individual's
perceptions and appreciation made in their employee's job of daily routine are considered Psychic rewards.

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Every employee and worker show higher levels of dedication and job satisfaction in their field, whenever
they are asked to accomplish difficult and challenging tasks and duties, covered by Mathieu and Zajac
(2020); Meyer and Allen (2017). It was discovered that if an employee is more challenged, then most
probably he/she would like to get higher learning and interpersonal growth and advancement in their
professional career. Work diversity, flexibility, and freedom of taking decisions are found to contribute to
greater job satisfaction and its level. According to Lincoln and Kalleberg (2020), repeated jobs become
tedious and give minimal scope for intellectual and mental development and progress.

According to Al-Omari (2018), job satisfaction only rises in a culture of freedom and flexibility (also called
autonomy), which results in the importation of employee engagement and productivity, because this activity
appears to be that they want independence and autonomy in their professions, so they can use their special
skills and knowledge in fearlessly. Eventually, they concluded that with the support of open work culture
and autonomy, in an organization proper work and tasks are assured, and work objectives are agreed upon
from both sides, then job satisfaction will increase, for that Colleague and superior heads at work and
department have to support them for positive results, employees are more tend to participate in their jobs
and professions. Employees and workers will be unhappy and condemn the company for any occurrence in
a workplace environment because of aggressive and uncooperative management. As per Mowday, Porter,
and Steers (2021), supervisors who give their employees more control over their jobs, boost the employee’s
engagement in the company with positive responsibility.

Everyone has different opinions on that, like, Wipro’s chairman Rishad Premji said, “This is cheating –
Plain and Simple” along with firing 300 employees. TCS said, “Moonlighting is an ethical issue and it’s
against our core values and culture in general”. Infosys CEO Sahil Parekh said that the company doesn’t
support dual employment. Over the last year, they have let go of some of their employees who were found
working with other companies. After that, they officially announced that they will now allow their
employees for moonlighting after getting their consent. Tech Mahindra said that they support side gigs, and
they are working on a policy to allow moonlighting. Swiggy was the first company, that introduced the
moonlighting policy.

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 Empirical Research:

1. Area of focus:

This research paper on trending and hot topic moonlighting, mainly focused on Human resources
management’s functions: 1) Job satisfaction 2) Employee benefits and Payroll structure, and 3) Growth and
development because those are the main reasons behind employees’ moonlighting practices. If any
employee will get better compensation and rewards for their work, while their training and development,
learning new skills, and gaining in-depth knowledge and experience, then he/she will never be going to
think about doing moonlighting or a second job and respect the primary organization, which will lead to
job satisfaction. That’s why here we are focusing on how employers can retain their employees.

2. Source of data:

Articles, research papers, journals, review papers, and other online sources have been used for secondary
data. This research investigated multiple factors connected to moonlighting in a company. The source of
data being used for conducting this research is surveys, observations, questionnaire forms, interviews,
literature reviews; group discussions, debates, experiments, etc.

3. Research questions:

Here, these research questions will aim to answer them with the most reliable solutions, which can apply
to them. Such as,

I. What is moonlighting and how does it impact Human Resource Management?

II. Is moonlighting a challenge for HR managers?

III. Should company management make it legal for the employees or not?

IV. What is the reason behind employees’ moonlighting?

V. What should a company do to reduce moonlighting?

VI. Who gets affected by that and what is the solution to preventing moonlighting practices?

VII. What are experts’ views and opinions on that?

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VIII. Does moonlight activities affect employees’ and workers’ health and productivity?

IX. How job diversification, rotation, and autonomy can prevent moonlighting and increase employee
retention ratio and job satisfaction?

4. Instruments and why we are using it:

As we have discussed earlier, the necessary data for this research is collected by reviewing some famous
and reliable literature, such as, Devika A., 2020; Ashwini et al, 2017; Semion and Adebisi, 2019, Georgios
et al, 2019, Sabron and Hassim, 2018, Ara and Akbar, 2016; Spector, 2017; etc, through that we got to
know what they think on that, what is right and what is wrong, also their ideology and mindsets regarding
moonlighting activities. We have also interviewed managers, executives, and top-level management for
that, our main focus was on IT Industry and Financial sector. For the data analysis, we conducted a survey
and also created a questionnaire and passed it among the employees and employers to see their views and
opinions on the moonlighting. So that, the policymakers may know how they should form the company
policy.

Google Form Survey Link (Questionnaire) - https://forms.gle/iiPBJrb6cXLVun8L9

Interview with an Employer and an Employee (Drive Link) -

https://drive.google.com/drive/folders/1c4qdJLx4B6pZZg6gUt7CJZJ4IbCCB7nd?usp=share_link

5. Statistical representation:

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Based on a survey of 30 peoples, 11 were employers and 19 were employees. Based on that, 33% workers
were satisfied with their current job and salary and 67% were not satisfied. According to this data, 66%
peoples are moonlighting (doing dual jobs) and 34% are not.

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6. Framework of the study:

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7. Hypothesis and Expected result:

Moonlighting have more negative impacts on an organization than positive ones. That’s why, any
organization should mainly focus on preventing any type of organizational conflict of interest instead of
banning moonlighting completely. They should first know the real reason behind their employees’
moonlighting and try to solve that if possible. Company Managers should have made a clear and well-
formed moonlighting policy. An Organizations should make an unbiased and neutral HR strategy and
policy, which may help both the company management and their employees to achieve their goals and
objectives at the same time.

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 Discussion and Managerial Implication:

1. What benefit HR manager will get of this practice. Finding:

The HR Manager will get several benefits from this practice, which will lead to an increase in organizational
growth. For that, managers have to take the following actions and policies in any organization to handle the
moonlighting activity effectively. Such as, they have to make an agreement with employees that they won’t
work in a similar industry and they will not work with the company’s competitors, which will reduce any
company’s risk of loss of business privacy. The employment contract must have a non-competitive clause.
The management should protect the employees’ interests, and for that, they should give them better wages,
compensation, incentives, and rewards based on their performance so that every employee can fulfill their
basic needs. This will help the employees to be motivated all the time, which will result in the reduction of
employees’ doing the secondary job. Every employee has to ensure that they won’t do anything which will
conflict with their main job in the future and if they will moonlight then they will keep both jobs
individually. The secondary job’s purposes and goals don’t hinder the main job and manage their time
accordingly in a very effective way. Any employee doesn’t use the primary organization’s resources for the
fulfillment of a secondary job. For moonlighting, first employees must have to get permission for doing so.
This will help both the organization and the employees, as employees don’t have to take any guilt for doing
something wrong or hiding anything; and the manager will also get benefitted as the organizational conflict
will end. By all these implications, employees will learn new skills, which are indirectly beneficial for the
manager and the organization both.

2. What is the future of this practice/finding in organizations:

There is a future for this moonlighting practice as there are many benefits arise from that for the
organizations, like, a company can hire a moonlighter at a minimum wage because they will be ready for
part-time work and also contract-based jobs, which also includes freelancers so that organizations don’t
have to fulfill their plenty of requirements, needs and demands; so that it will be very affordable for the
organizations. Additionally, a company could get employees and workers very quickly, for the seasonal
requirements, because they are not so expensive for short-term and unique projects. Also, if the manager
(organization) approves their employees’ moonlighting proposal and permits them without any hesitation
for that, then that employee will feel that he/she belongs to the organization and also get satisfaction and
comfort because of extra income, which increases their motivation to work done effectively on time. By
doing this, we can easily retain talented and hardworking employees and workers.

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Apart from that, the moonlighting practice is more beneficial to the employees and workers as they can
learn new skills, because the employees who dose moonlighting, have to do two jobs, multiple various
works, and tasks, perform two roles in a day, enables them to make a bigger network, and the main
organization also get the benefit of their employees’ bigger network (through references). It helps them to
learn about two different cultures and different work environments and diversification, so their knowledge,
skills, and experience will increase while earning some extra income. So that, the manager and the
organization don’t have to worry about raising their salary. It also increases their boundary of thinking and
its power and helps them to think uniquely and unconventionally adding a new perspective to them.
Eventually, all these things will be benefitted to the organization also, because employees’ productivity is
connected with organizational growth.

3. Are there any serious concerns regarding this practice?

Along with so many benefits, there are also some serious concerns regarding this practice, which creates a
challenge for HR Managers and the organizations; such as low productivity, because if the employees
moonlight then they have to perform multiple work or tasks, which leads to a decrease in focus on the
primary job and also hinders their performance, and that result into incompletion of task and work won’t
do on time effectively. Doing multiple jobs also affects employees’ health and well-being, because of much
tasks and work they have to do, they feel physically and mentally exhausted, tired, and fatigued. Further,
they face depression, insomnia, anxiety disorder, and other health-related issues because of an
overburdened workload. As a result, they got distracted very easily, and with other short attention spans,
short-term memory loss happens. All these things impact the HRM and the organization very negatively.

Additionally, other serious concerns are the risk of loss of business privacy and competitive threats, and
other ethical issues in the organization. Because, whenever employees do multiple jobs and if the second
job is similar to the primary job or in the same industry, or they start their start-up or venture, then there
will be a threat of competition in the same industry. Which can create an ethical dilemma and a conflict of
interest between both of them. It affects the primary organization’s business and data privacy and
confidentiality. If employees use one company’s intellectual and physical resources for another company’s
work then ethical and theft problem will increases, which is not good at all for any organization.

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 Conclusion:

At this time, some of the HR Managers or employers or organizations don’t have a big problem with their
employees regarding moonlighting, and apart from that, it could be also beneficial to them for allowing it.
On the other side, some of them firmly believe that it always impacts negatively the HRM and organization
because of data privacy concerns, productivity concerns, and other threats of competition. The employer or
management should mainly focus on preventing any type of organizational conflict of interest and different
reliable ways to manage it instead of banning moonlighting completely. The organization should know the
real reason behind their employees’ moonlighting and try to solve that if possible.

Company Managers should have made a clear moonlighting policy including rules and regulations, where
everything has to be stated clearly, what is allowed and what is prohibited. Human resource management
performs very important and strategic role in handling people and controlling the workplace environment.
Organizations should make an unbiased and neutral HR strategy and policy, which may help both the
company management and their employees to achieve their goals and objectives at the same time. When
employees moonlight, they should get more attention and more effort from our side to boost their
performance and enhance their capabilities. To counter the negative impacts of moonlighting, proper rules
and regulations should be implemented by the management, while also keeping healthy and good relations
among the employees and HR Manager (employer) in an organization.

In conclusion, a very well-formed moonlighting policy may enable managers to develop an open work
culture and productive workplace and environment and also prohibit the employees and workers from
hiding their real objectives and purposes. It is also very necessary for human resource managers to know
the idea of moonlighting completely; the motives and tendencies of employees and workers behind doing
it; the impact of it on both the organization and the employees; and what HR Management should do to
avoid negative consequences of moonlighting.

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 Reference:

 Dawes, R. V. (2019). Job satisfaction. M. Hersen & J.C. Thomas (Eds.) Comprehensive
handbook of psychological assessment. Hoboken, N.J: John Wiley & Sons.

 Debrah, Y. A. (2017). Promoting the informal sector as a source of gainful employment

in developing countries: insights from Ghana International Journal of Human Resource
Management.

 Pennington, M.C. & Riley, V.P. (2021). Measuring job satisfaction in ESL using the Job
Descriptive Index.

 Lambert, E. G. & Hogan, N. (2019). The importance of job satisfaction and

organizational commitment in shaping turnover intent: A test of a causal model.

 McNamara. (2019). Job satisfaction Retrieved December 6, 2019.

 Meyer, J.P. & Allen, N. J. (2017). A Three-component conceptualization of

organizational commitment. Human Resource Management Review.

 Mowday, R. T., Porter, L. W. & Steers, R. M. (2021). Employee-Organizational linkages:

The psychology of commitment, absenteeism and turnover. Academic Press: New York.

 Lincoln, J. R. & Kalleberg A. L. (2020). Culture, control and commitment: A study of

work organizations in the United States and Japan. New York: Cambridge University
Press.

 Betts, Stephen C. (2021). Gender differences in multiple jobholding: moonlighting

among teachers. Journal of Business and Economics Research.

 Ara K., Akbar A., (2016). A Study of Impact of Moonlighting Practices on Job
Satisfaction of the University Teachers, Bulletin of Education and Research.

 Dawes, R. V. (2019). Job satisfaction. M. Hersen & J.C. Thomas (Eds.) Comprehensive
handbook of psychological assessment. Hoboken, N.J: John Wiley & Sons.

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 https://www.outlookindia.com/business/what-is-moonlighting-here-s-why-wipro-fired-300-
employees-for-doing-it-news-225205

 https://www.livemint.com/news/india/why-moonlighting-why-do-people-take-up-a-second-job-
anyway-11661918379778.html

 https://www.livemint.com/news/india/why-people-want-to-moonlight-and-it-s-not-about-loyalty-
results-of-mint-survey-11663945404670.html

 https://timesofindia.indiatimes.com/business/india-business/explained-what-is-moonlighting-and-
is-it-legal-in-india/articleshow/93704728.cms

 https://www.linkedin.com/pulse/moonlighting-challenge-hr-managers-devika-ahuja/

 https://www.xajzkjdx.cn/gallery/398-mar2020.pdf

 https://files.eric.ed.gov/fulltext/EJ1210332.pdf

 http://ijream.org/papers/IJREAMV07I0274064.pdf

 https://www.indeed.com/career-advice/career-development/functional-areas-of-human-
resources#:~:text=Here%20are%20eight%20of%20the,Employee%20compensation

 https://currentaffairs.adda247.com/what-is-the-gig-economy-and-the-issue-of-moonlighting/

 https://timesofindia.indiatimes.com/blogs/voices/the-way-we-gig-needs-a-major-overhaul-
moonlighting-is-the-way/

Prof. Siddhartha Saxena Deep Mungra AU2010452