a study on job satisfaction level on employee's performance at jupem negeri sembilan
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MBA thesis titled "A Study on Job Satisfaction Level on Employee's Performance at JUPEM Negeri Sembilan"TRANSCRIPT
Paaryveanthan Vellasamy (100227571)
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
Employees are a valuable corporate asset that must be managed by the
company in order to provide optimal contribution. One of the things that should be
the primary concern of the company is the job satisfaction of their employees,
because the employees in the work they do not feel comfortable, under-appreciated,
cannot develop all their potential, then automatically the employee unable to focus
and concentrate fully on the job . Employee job satisfaction by Hariadja (2002) it can
be seen that "the job is not just doing a job, but also related to other aspects such as
interacting with co-workers, superiors, follow the rules - the rules and the specific
work environment often inadequate or lacking preferred. '
Job satisfaction is basically an individual, each individual has a different
level of job satisfaction - vary according to desire and value system espoused.
(Handoko, 2000). More and more aspects of the work in accordance with the wishes
and individual value systems adopted, the higher the level of satisfaction obtained.
Likewise, more and more aspects of the job that is not in accordance with the wishes
and individual value systems adopted, the lower the level of satisfaction obtained.
Job satisfaction is a pleasant emotional state with how workers view their work. Job
satisfaction reflects one's feelings towards his work can be seen from the attitude of
employees towards work and everything else in the working environment.
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All types of companies actually requires a working system to seriously pay
attention to the job satisfaction of its employees. As noted Handoko (1995)
"Employees who do not get job satisfaction will never attain psychological maturity
and, in turn, would be frustrated."
Aspects - aspects that can shape employees' job satisfaction include:
individual factors (age, sex, personal attitude towards work), a factor inter-employee
relationships (relationships between managers and employees, the social
relationships between fellow employees, a suggestion from a co-worker, physical
factors and workplace conditions, emotional and employment situation) external
factors (family circumstances, recreation, education). Aspect gives motivation to
achieve job satisfaction for employees. And the obligation to meet the job
satisfaction is every leader of the company, because job satisfaction is a factor that is
believed to motivate employees so that employees can deliver the best results for the
company so that performance can be improved.
Besides job satisfaction also have significance for employee self-
actualization. Employees who do not get job satisfaction will not achieve
psychological maturity. Employees who get a good job satisfaction typically have
attendance records, job rotation and job performance is good compared to employees
who did not get job satisfaction. Job satisfaction has a very important meaning to
provide a conducive environment situation of the company.
1.1.1 Measuring the level of job satisfaction
The researcher thinks that to measure the level of job satisfaction, it is require
to provide some appropriate definitions of job satisfaction because it is very complex
issue to measure the level of job satisfaction within an organization. As cited by
Rashid (1983) shows that there is no simple definition of the job satisfaction because
it means different things to different people. He described that job satisfaction varies
in fact according to what a person seeks in a job, how he or she ranks the items
sought in order to priority, and how well the job permits the person to achieve the
various personal goals. Job satisfaction is simply how people feel about their jobs
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and different aspects of their jobs. It is the extent to which people like (satisfaction)
or dislike (dissatisfaction) their jobs (Spector, 1997).
According to McKenna (2000), the most frequently adopted approach to
measuring job satisfaction involves the use of rating scales that are standard
instrument that are designated to provide feedback on specific examples of employee
satisfaction and dissatisfaction. He also mentioned that there are other techniques for
measuring job satisfaction such as critical incidents and interviews. The technique in
which the employees are requested to focus on some situation or incident that is
related to job satisfaction is known as critical incident technique where the
employees experience greater freedom to express themselves, unlike the situation
with rating scales. Another technique interview that is regarded as more open-ended
approach than critical incidents and where interviews offer interviewee wider scope
in terms of response (McKenna, 2000 p.280). Moreover, Archnahr, et al., (2006)
have stated that to measure level of job satisfaction is very subjective approach. The
psychometric tools are the most effective and efficient to measure level of job
satisfaction. Other tools that can be used to measure job satisfaction include- global
measure that measures the overall satisfaction of the job; facet measure where
satisfaction is measured on each aspect of the job.
According to Stanton et al. (2001), job description index (JDI) items is one
the best methods that can be used to measure level of job satisfaction of the
employees within the organization. This JDI items include- working environment,
payment, promotion, supervision and relations with co-workers etc. However, other
researchers have used JDI in relation to measure level of job satisfaction. For
instance, the JDI is an instrument that is used to assess job satisfaction more than any
other inventory (Kinicki, 2002). Balzer et al. (1997) describes the purpose of the JDI
as well as the validity and reliability conducted. The basis for the Job Descriptive
Index is that job satisfaction is important for three different reasons: humanitarian
concerns, economic concerns, and theoretical concerns.
Humanitarian concerns: Humanitarian concerns are of interest because
employers want people to be satisfied with their jobs. Job satisfaction has
been related to various factors, like physical and mental health, as well as
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overall life satisfaction, so it is important for people to be satisfied at work
(Balzer et al., 1997).
Economic concerns: Economic concerns are of interest to employers
because they want to get the most from their employees. If happier
employees lead to increased productivity, then it is worth the employer’s time
to make the employees satisfied. Job satisfaction can also lead to various
factors like decreased absenteeism, reduced turnover, and fewer on the job
injuries (Balzer et al., 1997).
Theoretical concerns: Theoretical concerns are of interest because many
people view satisfaction as the cause of work-related behaviours, such as
maintaining good working relationships, coming to work, and doing the job
well (Balzer et al., 1997).
Other researchers (e.g. MacDonald, 1996; O’Toole, 1980) argue in favour of
the control of job satisfaction by factors intrinsic to the workers. Their arguments are
based on the idea that workers deliberately decide to find satisfaction in their jobs
and perceive them as worthwhile. Several authors and researcher have revealed that
job satisfaction is an important aspect within the organizational performance,
particularly in the hospitality and hotel industry as the business is concern with
services through the employees. For example, according to Nguyen, et al. (2003), job
satisfaction is an issue of substantial important both for employers and employees.
They suggest that employers benefit from satisfied employees as they are more likely
to profit from lower staff turnover and higher productivity if their employees
experience a high level of job satisfaction. However, employees should also ‘be
happy in their work, given the amount of time they have to devote to it throughout
their working lives’. Thus, the researcher will adopt and implement some common
and appropriate tools and techniques for the purpose of measuring level of job
satisfaction in relation to investigate and analyse the effect of job satisfaction on the
employee’s work performance at JUPEM Negeri Sembilan.
1.1.2 Relationship between job satisfaction and work performance
This is an important area of research because job satisfaction is correlated to
enhanced job performance, positive work values, high levels of employee
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motivation, and lower rates of absenteeism, turnover and burnout (Begley and
Czajka, 1993; and Tharenou, 1993). Several authors have described that there is
close and vital relations with the job satisfaction and work performance within an
organization. The most prominent researchers and authors who have worked on it
include- Judge et al. (2001); Schwab and Cummings (1970); Locke (1976); and
Iaffaldano and Muchinsky (1985) and all them have agreed that the job satisfaction
can influence work performance of the employees within an organization. There are
also stronger relationships depending on specific circumstances such as mood and
employee level within the company (Morrison, 1997). Organ (1988) also found that
the job performance and job satisfaction relationship follows the social exchange
theory; employees’ performance is giving back to the organization from which they
get their satisfaction.
Judge et al. (2001) argued that there are seven different models that can be
used to describe the job satisfaction and job performance relationship. Some of these
models view the relationship between job satisfaction and job performance to be
unidirectional, that either job satisfaction causes job performance or vice versa.
Another model stated that the relationship is a reciprocal one; this has been
supported by the research of Wanous (1974). The underlying theory of this
reciprocal model is that if the satisfaction is extrinsic, then satisfaction leads to
performance, but if the satisfaction is intrinsic, then the performance leads to
satisfaction. Other models suggest there is either an outside factor that causes a
seemingly relationship between the factors or that there is no relationship at all,
however, neither of these models have much research. George and Brief (1996) and
Isen and Baron (1991) both founded that job satisfaction can lead better work
performance of the employees within an organization. Bishay (1996) postulates that
if employees are satisfied with their work they will show greater commitment and
thus more better performances within the organization. Conversely, dissatisfied
workers with negative attitudes will ultimately leave the organisation. The researcher
will try to find the application and implementation any models for the purpose of
identifying relationships of job satisfaction with work performance within the case
studied organization, JUPEM Negeri Sembilan.
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1.2 Research problem
This research project is based on the investigation and analysis of the effect
of job satisfaction on the employee’s work performance within an organization, such
as JUPEM Negeri Sembilan. Based on the case studied organization’s current
situations and conditions, it is clear that the organization is commitment to provide
excellent and quality services to their clients, customers, visitors and tourists from
different parts of the world. So, there is need for the identification and analysis of the
employee’s job satisfaction and how does this affecting the work performance within
the organization in relation to achieve goals and objectives of the organization.
1.3 Research questions
The primary query of the research is the investigation and analysis of the
effect of job satisfaction on the employees’ work performance. Based on the main
research question, following research questions can be construct in relation to
research aims and objectives-
What are the factors that can influence the satisfaction and dissatisfaction of
employees in their workplace, such as JUPEM Negeri Sembilan?
How the level of performance of employees can be measured based on their
job description and job satisfaction?
How the organization/company, such as JUPEM Negeri Sembilan can
motivates the employees that will enhance work performance by increasing
job satisfaction?
What are the positive and negative impacts within the organization/company?
How the job satisfaction can increase work performance of the employees
within the organization/company, such as JUPEM Negeri Sembilan?
1.4 Purpose of the Study
The primary aim of this research is to investigate and analyze the effect of
job satisfaction on the employee’s work performance. The sub aims in accordance
with primary aim include- to identify the factors that influence satisfaction and
dissatisfaction of employees; to evaluate the productivity and efficiency of
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employees’ based on their job satisfaction; and to identify and evaluate how the job
satisfaction influence the performance of the employees. The key objectives of this
research are as follows-
1. To explain the simultaneous effect of the five variables on Job Satisfaction
Level at JUPEM Negeri Sembilan.
2. To determine which variables were the dominant influence of the five
variables on Job Satisfaction Level at JUPEM Negeri Sembilan.
1.5 Scope of the Study
This research project will investigate and analyze the effect of the job
satisfaction on the employee’s work performance within an organization, such as
JUPEM Negeri Sembilan. Data both primary and secondary has been collected
through semi-structured questionnaire survey and document analysis etc. The
researcher has made valid conclusions and recommendations base on the research
findings where there are several issues and concepts that need further investigation
and analysis that can lead future research initiatives. Thus, the researcher would like
to opine that this research has created several research scopes in the field of job
satisfaction and work performance of the employees within an organization.
1.6 Rationale of the Study
According to Yousef (2000), job satisfaction and organizational performance
is closely related because if the employees are satisfied then there will be no
tardiness, absenteeism and turnover that will improve the work performance and
organizational productivity. Moreover, factors that are associated with job
satisfaction linked to increase productivity and organizational effectiveness that
affect the work performance of the employees (Buitendach and de Witte,
2005). According to Nimalathasan (2010), the employees who are satisfied with their
job can create more effort that will create better organizational performances as well
as he or she can provide better performance from him or her. He also described that
job satisfaction has two types of role- from organizational perspective and
employees’ perspective. The organization has to ensure job satisfaction to achieve
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organizational goals and objectives. On the other hand, job satisfaction can provides
mental refreshment, good relations with co-workers, good relations with supervisor
etc. to the employees within the organization.
Job satisfaction has both positive and negative consequences within the
organization. For instance, Hodgetts (1991) has described that the outcomes or
consequences of job satisfaction in relation to performance, employee turnover and
absenteeism.
Performance: The employees who are satisfied with the job they do better
work than the employees who are not satisfied with their job, a research study
carried out by (Ostroff, 1992). As an example (West, 1998) has mentioned in
UK job satisfaction has great influence on the work performance of the
employees within an organization, such as in retail organization.
Employee turnover: Job satisfaction is closely related with employee
turnover that can be used to measure the level of efficiency and productivity
of the employees and thus the work performance of those employees and Lee
and Mowday (1987) stated that the employee who is satisfied he or she wants
to stay within the organization compare to employee who is not satisfied with
the job.
Absenteeism: There is said to be an inverse relationship between job
satisfaction and level of absenteeism- that is, when job satisfaction is low,
absenteeism tends to be high (Steel and Rentsch, 1995). There is opposite
argument as well in respect to job satisfaction and level of absenteeism, such
as Clegg (1983) has mentioned that there is no guarantee in low levels of
absenteeism despite of having high levels of job satisfaction.
Heskett et al. 1997 and Weaver, 1994 have stated that the people who are
satisified with the job, they are very productive than those are not satisfied with the
job within an organization. According to Reichheld (1996), there are mainly three
features by which an organization can explore the role of job satisfaction on the work
performance of the employees that include- the feel proud of their jobs, they find
very much interests and meanings by doing jobs and after receiving recognition from
the colleagues and/or other employees within the organization. All of the features
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can be termed as to assess the roles of job satisfaction on the work performance of
the employees within an organization. Moreover, some other prominent researchers
have mentioned that job satisfaction has role to work performance in several ways.
For instance, satisfied employees provide a higher level of external service quality,
the service experience that customers receive and evaluate, which leads to increased
customer satisfaction, stated by Heskett et al. 1997 and Spinelli and Canavos, 2000.
Job satisfaction has one most crucial role within the organization in relation
to human resource management (HRM). The issue of turnover is an important
concern for the purpose of human resources management. Several authors have
revealed that there is closely a relationship with the job satisfaction and turnover that
affect human resources management and thus work performance of the employees
within an organization. As an example, Hackman and Oldham (1975) have described
that job satisfaction is generally believed a higher job satisfaction is associated with
increased productivity, lower absenteeism, and lower employee turnover. Glance et
al. (1997) described that employee turnover is positively related with the
productivity of the employee. Amah (2009) noted that employee turnover can be
reduced through increasing job satisfaction. The satisfied employees are willing to
involve in more volunteering within the organization that increase more productivity
of them and thus reduce turnover of them.
According to Mudor and Tooksoon (2011), HRM practices in specific
internal fit as an ideal set of practices which identify three variables; supervision, job
training, and pay practices believed to influence job satisfaction and toward turnover
of the employees, as some of the practices of high the performance working system
practices by previous HRM researchers such as Bradley et al. (2004). From the
review, it is clear that the job satisfaction has impact on the several issues and
concepts such as organizational performance, employee performance, turnover and
absenteeism, employee productivity, service quality of employees and human
resources management etc. So, there should be initiatives by the researcher to
explore and evaluate about the impact of job satisfaction on the above mentioned
issues and concepts.
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1.7 Significance of the Study
Job satisfaction surveys can produce positive, neutral or negative results. If
planned properly and administered, they will usually produce a number of important
benefits, such as-
1. It gives management an indication of general levels of satisfaction in a
company. Surveys also indicate specific areas of satisfaction or
dissatisfaction as compared to employee services and particular group of
employee.
2. It leads to valuable communication brought by a job satisfaction survey.
Communication flow in all direction as people plan the survey, take it and
discuss the result. Upward communication is especially fruitful when
employee are encouraged to comment about what is on their minds instead of
merely answering questions about topics important to management.
3. This survey act as safety value, an emotional release. A chance to things gets
off. The survey is an intangible expression of management’s interest in
employee welfare, which gives employees a reason to feel better towards
management.
4. Job satisfaction surveys are a useful way to determine certain training needs.
5. Job satisfaction surveys are useful for identifying problem that may arise,
comparing the response to several alternatives and encouraging manager to
modify their original plans. Follow up surveys allows management to
evaluate the actual response to a change and study its success or failure.
1.8 Limitations of the study
Limitation are as follows-
Data collected is based on questionnaire.
The number of employees in JUPEM Negeri Sembilan is more, so sample
size is limited by 100.
The information collected by the observation method is very limited.
The result would be varying according to the individuals as well as time.
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Some respondents hesitated to give the actual situation; they feared that
management would take any action against them
1.9 Summary
Work carried out in the government sector is one of the jobs or activities are
always carried out repeatedly. Employees faced with the same routine day after day.
In conditions such as these employees work extremely susceptible to saturation
causing no satisfaction in the work, in addition to financial satisfaction factors,
physical, social satisfaction and psychological satisfaction also affects job
satisfaction. Lack or loss of motivation also affects the performance. Employees are
a valuable corporate asset and if managed properly will yield profits for the company
achieving all the goals that have been set. JUPEM Negeri Sembilan should be keen
to see things that could lead to job satisfaction of employees, making employees
motivated in their work and firm performance increases with employee performance.
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
“Job satisfaction does not seem to reduce absence, turnover and perhaps accident
rates”.
-Robert L. Kahn
“Job satisfaction is a general attitude towards one’s job: the difference between the
amount of reward workers receive and the amount they believe they should receive.”
-P. Robbins
Job satisfaction defines as “The amount of over all positive affect (or feeling) that
individuals have toward their jobs.”
-Hugh J. Arnold and Daniel C. Feldman
“Job satisfaction is the amount of pleasure or contentment associated with a job. If
you like your job intensely, you will experience high job satisfaction. If you dislike
your job intensely, you will experience job dissatisfaction.”
-Andrew J DuBrins,
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Job satisfaction is not the same as motivation. It is more if an attitude, an
internal state of the person concerned. It could, for example, be associated with a
personal feeling of achievement. Job satisfaction is an individual’s emotional
reaction to the job itself. It is his attitude towards his job (Donely, Ivan Cevhic,
Gibson, 1989).
2.2 Independent Variables of Job Satisfaction
According to Soeprihanto, John. (1988) Job satisfaction is a complex concept
and difficult to measure objectively. The level of job satisfaction is affected by a
wide range of variables relating to individual factors, social factors, organizational
factors, environmental factors and leadership factors as shown below:-
Individual Factors
Personality
Education
Gender
Age
Marital Status and No. of Dependents
Tenure
Emotions
Genetics
Social Factors
Relationship with Co-workers
Psychological
Organizational Factors
Pay
Company Policies
Nature of Work
Supervision
Recognition and Rewards
Environmental Factors
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Working Conditions
Communication Overload and Communication Underload
Superior-subordinate Communication
Leadership Factors
Participative Leadership Style
Democratic Leadership Style
Autocratic Leadership Style
Bureaucratic Leadership Style
2.3 Individual Factors
Individuals have certain expectations from their jobs. If their expectations are
met from the jobs, they feel satisfied. These expectations are based on an
individual’s level of education, age and other factors. Dessler, Gark, (1999).
2.3.1 Personality
Some research suggests an association between personality and job
satisfaction. Specifically, this research describes the role of negative affectivity and
positive affectivity. Negative affectivity is related strongly to the personality trait of
neuroticism. Individuals high in negative affectivity are more prone to experience
less job satisfaction. Positive affectivity is related strongly to the personality trait of
extraversion. Those high in positive affectivity are more prone to be satisfied in most
dimensions of their life, including their job. Differences in affectivity likely impact
how individuals will perceive objective job circumstances like pay and working
conditions, thus affecting their satisfaction in that job (Brief, A. P., & Weiss, H. M.,
2002).
There are two personality factors related to job satisfaction, alienation and
locus of control. Employees who have an internal locus of control and feel less
alienated are more likely to experience job satisfaction, job involvement and
organizational commitment. A meta-analysis of 135 studies of job satisfaction
concluded that there is a positive relationship between internal locus of control and
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job satisfaction. The study also showed characteristics like high self-esteem, self-
efficacy and low neuroticism are also related to job satisfaction (Schultz & Schultz,
Duane, 2010).
According to Ellickson and Logsdon (2001), the second most commonly
investigated source of variation in job satisfaction pertains to the socio-demographic
characteristics of the employees themselves. Many researchers also believe that
individual attributed serve to moderate the relationship between the environmental
factors and job satisfaction. The present study posited that the profile of the
employees as moderating variables are equally important with that of the
independent variables specifically in testing the variation in job satisfaction. Also,
profile of employee’s served as the basis for testing the acceptance and rejection of
the hypothesis. The profile includes age, gender, civil status, educational attainment,
position, length of stay/service, and service location.
Robbins (1989, p. 51) defines personality as “the sum total of ways in which
an individual reacts and interacts with others.” Research indicates that some people
are predisposed by virtue of their personality to be more or less satisfied despite the
changes to their working environment and other factors (Aamodt, 2004; Johns,
1996).
This idea can apparently be traced back to the Hawthorne studies, which
found that certain people were continually complaining about their jobs (Spector,
1996). No matter what the researchers did, the participants found a reason to
complain. They concluded that their dissatisfaction is a product of their personality.
Thus one way to increase the overall level of job satisfaction in an organisation is to
recruit applicants who show high levels of overall job and life satisfaction (Aamodt,
2004).
Schneider and Dachler (1978) as cited by Spector (1996) also found that job
satisfaction seemed stable over time and that it might be the product of personality
traits. This view holds some truth in that people with a negative tendency towards
life would most likely respond negatively to their jobs even if their jobs changed
(Atchison, 1999). The author further advances that many organisations spend much
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time trying to turn these “negative” people around. In these cases, the best
organisations could do is to keep these individuals from affecting the rest of their
employees. On the other hand, people with a positive inclination towards life, would
most probably have a positive attitude towards their job as well.
Aamodt (2004), however, notes that findings on the personality-job
satisfaction relationship are controversial and have received some criticism, therefore
more research is needed before firm conclusions can be drawn. Spector (1997)
further indicates that most research on the personality-job satisfaction relationship
has only demonstrated that a correlation exists, without offering much theoretical
explanations.
2.3.2 Education
Level of education of an individual is a factor which determines the degree of
job satisfaction. For example, several studies have found negative correlation
between the level of education, particularly higher level of education, and job
satisfaction. The possible reason for this phenomenon may be that highly educated
persons have very high expectations from their jobs which remain unsatisfied. In
their case, Peter’s principle which suggests that every individual tries to reach his
level of incompetence, applies more quickly (Dessler, Gark, 1999).
Another study was conducted by Rivera (2003) on the Dimensions of Work
Ethics and its Relationship with Job Satisfaction Factors: The Case of NBI, on the
overall, clerical and non-clerical employees have expressed a moderate level of
satisfaction in their work and that the demographic profile of the respondents such as
age, civil status, length of service and nature of work did not significantly influence
their job satisfaction as well as the performance. The researcher found out that the
higher educational level does not necessarily mean greater job satisfaction. This may
be due in part to increase expectations prompted by higher levels of education.
Exceptions to this trend may be found at the level of graduate education, especially
at the doctoral and post-doctoral levels in medicine and other disciplines.
2.3.3 Gender
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More and more women are entering the workforce and it has become
important to understand how men and women might differ in their job attitudes.
There is a large body of research explaining the gender-job satisfaction relationship.
However, research in this regard has been inconsistent. Some literature reports that
males are more satisfied than females, others suggest females are more satisfied and
some have found no differences in satisfaction levels based on gender.
According to Spector (2000), most studies have found only a few differences
in job satisfaction levels amongst males and females. Studies conducted by Loscocco
(1990) indicated that female employees demonstrated higher levels of job
satisfaction than male employees across different settings. This author purports that
most women value rewards that are readily available to them, such as relationships
with co-workers. It therefore becomes easier for them to experience job satisfaction.
Male employees on the other hand, most likely desire things like autonomy and
financial rewards which are not as readily available. This might result in lower levels
of job satisfaction.
A study by Alavi and Askaripur (2003) amongst 310 employees in
government organizations, found no significant difference in job satisfaction among
male and female employees. Carr and Human’s (1988) research is consistent with
this view. These authors investigated a sample of 224 employees at a textile plant in
the Western Cape and found no significant relationship between gender and
satisfaction. Furthermore, Pors (2003) conducted a study including 411 Danish
library managers and 237 library managers from the United Kingdom and concluded
that there is no overall difference in job satisfaction in relation to gender. A possible
explanation is offered by Tolbert and Moen (1998), who maintain that men and
women attach value to different aspects of the job. This therefore makes it difficult
to measure differences in job satisfaction based on gender.
On the other hand, a study conducted by Okpara (2004) which involved 360
Information Technology managers in Nigeria, indicated that female employees are
less satisfied than their male counterparts - specifically with pay, promotion and
supervision. According to Okpara (2004), this finding may be attributed to higher
educational levels of women in this sample. The author postulates that higher
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education levels raise expectations about status, pay and promotion and if these
expectations are not met, they might experience lower levels of satisfaction.
2.3.4 Age
Individuals experience different degree of job satisfaction at different stages
of their life. Job satisfaction is high at the initial stage, gets gradually reduced, starts
rising upto certain stage, and finally dips to a low degree. The possible reasons for
this phenomenon are like this. When individuals join an organization, they may have
some unrealistic assumptions about what they are going to drive from their work.
These assumptions make them more satisfied. However, when these assumptions fall
short of reality, job satisfaction goes down. It starts rising again as the people start to
assess the jobs in right perspective and correct their assumptions. At the last,
particularly at the fag end of the career, job satisfaction goes down because of fear of
retirement and future outcome (Dessler, Gark, 1999).
While research has yielded mixed evidence on the influence of age on job
satisfaction, most studies suggest a positive correlation, that is, older workers tend to
be more satisfied with their jobs than younger workers (Okpara, 2004; Rhodes, 1983
as quoted by Kacmar & Ferris, 1989; Saal & Knight, 1988). Numerous explanations
may be presented to explain the positive correlation between age and job satisfaction
(Okpara, 2004):
Older employees have adjusted to their work over the years, which may
lead to higher satisfaction.
Prestige and confidence are likely to increase with age and this could result
in older employees being more satisfied.
Younger employees may consider them more mobile and seek greener
pastures, which could lead to lower satisfaction levels.
Younger employees are more likely to hold high expectations of their jobs
and if these expectations are not met, they may experience lower
satisfaction levels.
However, in contrast to this, other studies found that age does not
significantly explain the variance in job satisfaction levels (Alavi & Askaripur, 2003;
Carr & Human, 1988; Kacmar & Ferris, 1989; Siu, 2002).
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2.3.5 Marital Status and No. of Dependents
Research has consistently found that married employees are more satisfied
with their jobs than their un-married co-workers (Chambers, 1999; Loscocco, 1990;
Robbins et al., 2003). Chambers (1999) in particular, found that married employees
experienced increased satisfaction with pay, work, supervision and co-worker
subscales of the JDI. A possible explanation is provided by Robbins (1989). He
purports that marriage imposes increased responsibilities which might make a steady
job more valuable, hence increasing their satisfaction. However, Robbins et al.
(2003) note that the available research only distinguishes between being single and
married. Divorcees, couples who cohabit and the widowed have been excluded from
research and these are in need of investigation.
Furthermore, a study by Alavi and Askaripur (2003) reported no significant
difference in job satisfaction and its five dimensions among single and married
personnel. Researchers are therefore in disagreement concerning the relationship
between marital status and job satisfaction.
Robbins (1989) purports that there is strong evidence suggesting a positive
relationship in between the number of dependents and job satisfaction. This implies
that the higher the number of dependents an employee has, the higher the job
satisfaction is likely to be. A possible explanation could be that employees with more
children are probably older and longer in their jobs. They might therefore have
adapted to their work situations, hence the increase in job satisfaction. Studies by
Alavi and Askaripur (2003) amongst employees in government organizations
reported no statistically significant relationship between the number of dependents
and job satisfaction. Research in this area is, however, limited.
2.3.6 Tenure
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According to Saal and Knight (1988), research suggests that tenure is likely
to influence job satisfaction. Literature overwhelmingly indicates a positive
correlation between tenure and job satisfaction, that is, employees with longer job
experience are more satisfied compared to those with fewer years of experience
(Bilgic, 1998 as cited by Okpara, 2004; Jones-Johnson & Johnson, 2000; Staw,
1995). Okpara (2004) provides an explanation for this positive correlation and
advances that employees settle into their jobs over time, which leads to an increase
in organizational commitment and job satisfaction. Furthermore, Robbins (1989)
maintains that the longer an employee holds a job, the more they tend to be satisfied
with the status quo.
Lambert, Hogan, Barton and Lubbock (2001) on the other hand argue that
there is an inverse relationship between tenure and job satisfaction. Hence, longer
tenured employees are less satisfied than those who have been in the organization for
shorter periods. A possible explanation could be that employees, who hold the same
jobs over a long period of time, may become bored and experience lower levels of
satisfaction.
Another view is provided by Alavi and Askaripur (2003). The authors
conducted a study amongst 310 employees in government organizations and found
no significant difference in job satisfaction amongst employees based on their years
of service. Research in this regard is thus contradictory.
2.3.7 Emotions
Mood and emotions form the affective element of job satisfaction. Moods
tend to be longer lasting but often weaker states of uncertain origin, while emotions
are often more intense, short-lived and have a clear object or cause (Weiss HM,
Cropanzano R., 1996).
Some research suggests moods are related to overall job satisfaction (Weiss
HM, Nicholas JP, Daus CS., 1999). Positive and negative emotions were also found
to be significantly related to overall job satisfaction (Fisher D., 2000).
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Frequency of experiencing net positive emotion will be a better predictor of
overall job satisfaction than will intensity of positive emotion when it is experienced
(Fisher D., 2000).
Emotion work (or emotion management) refers to various types of efforts to
manage emotional states and displays. Emotion management includes all of the
conscious and unconscious efforts to increase, maintain, or decrease one or more
components of an emotion. Although early studies of the consequences of emotional
work emphasized its harmful effects on workers, studies of workers in a variety of
occupations suggest that the consequences of emotional work are not uniformly
negative (Pugliesi K., 1999).
It was found that suppression of unpleasant emotions decreases job
satisfaction and the amplification of pleasant emotions increases job satisfaction
(Cote S.,Morgan LM, 2002).
2.3.7.1 Emotion regulation model
The understanding of how emotion regulation relates to job satisfaction
concerns two models:
2.7.3.1.1 Emotional dissonance model.
Emotional dissonance is a state of discrepancy between public displays of
emotions and internal experiences of emotions (Ashforth, B. E., & Humphrey, R. H.,
1993 & Rafaeli, A., & Sutton, R. I., 1989). that often follows the process of emotion
regulation. Emotional dissonance is associated with high emotional exhaustion, low
organizational commitment, and low job satisfaction (Abraham, R., 1999 & Morris,
J. A., & Feldman, D. C., 1997).
2.7.3.1.2 Social interaction model
Taking the social interaction perspective, workers’ emotion regulation might
beget responses from others during interpersonal encounters that subsequently
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impact their own job satisfaction. For example: The accumulation of favorable
responses to displays of pleasant emotions might positively affect job satisfaction
(Cote S.,Morgan LM, 2002).
2.3.8 Genetics
It has been well documented that genetics influence a variety of individual
differences (Rowe, D. C., 1987). Some research suggests genetics also play a role in
the intrinsic, direct experiences of job satisfaction like challenge or achievement (as
opposed to extrinsic, environmental factors like working conditions). One
experiment used sets of monozygotic twins, reared apart, to test for the existence of
genetic influence on job satisfaction. While the results indicate the majority of the
variance in job satisfaction was due to environmental factors (70%), genetic
influence is still a minor factor. Genetic heritability was also suggested for several of
the job characteristics measured in the experiment, such as complexity level, motor
skill requirements, and physical demands (Arvey, R. D., Bouchard, T. J., Segal, N.
L., & Abraham, L. M., 1989).
2.4 Social Factors
2.4.1 Relationship with co-workers
Another dimension which influences job satisfaction is the extent to which
co-workers are friendly, competent and supportive (Robbins et al., 2003). Research
indicates that employees who have supportive co-workers will be more satisfied with
their jobs (Aamodt, 2004; Robbins, 1989; 2005). This is mainly because “the work
group normally serves as a source of support, comfort, advice and assistance to the
individual worker” (Luthans, 1995, p. 127).
Researchers further found that employees observe the levels of satisfaction of
other employees and then model these behaviors (Salancik & Pfeffer, 1997 as cited
by Aamodt, 2004). Hence, if an organization’s veteran employees work hard and talk
positively about their jobs, new employees will model this behavior and be both
productive and satisfied. The reverse can also be true.
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Johnston (2000) also cited that job satisfaction and employee retention are
directly linked to the quality of an employee’s relationships. Emphatic and
available human resource professionals are in a unique position not only empower
employees solve personal and professional problems, but, through their interpersonal
skills, help their company save thousands of dollars that would otherwise be spent in
employment-related legal fees. The trick in dealing with problem employees is not
putting a bandage on their boo-boos when they cry, but rather help them learn how to
heal their own. Not only this help them mature, it will leave you with the energy at
the end of the day to deal with children you want to take care of – the ones at home.
2.4.1.1 Group working
Individuals work in group either created formally of they develop on their
own to seek emotional satisfaction at the workplace. To the extent such groups are
cohesive; the degree of satisfaction is high. If the group is not cohesive, job
satisfaction is low. In a cohesive group, people derive satisfaction out of their
interpersonal interaction and workplace becomes satisfying leading to job
satisfaction. Robbin, Stephen ,P (1999).
2.4.1.2 Workplace friendship
According to Fehr (1996), friendship is “a voluntary, personal relationship
typically providing intimacy and assistance” (p. 20). The definitions of WF,
however, are distinct from general types of friendship because workplace friendship
is focused on friendship occurred in the workplace (Song, 2005). Berman et al.
(2002) define workplace friendship as “nonexclusive voluntary workplace relations
that involve mutual trust, commitment, reciprocal liking and shared interests and
values” (p. 218). WF is a phenomenon that is beyond mere behaviours engaged in
friendly ways among people in an organization; there should be “trust, liking, and
shared interests or values” rather than being only mutual acquaintances (Berman et
al., 2002, p.218).
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Workplace friendship has been considered valuable for both individuals and
organizations. According to Fine (1986), WF increases support and resources that
help individuals to accomplish their job, reduce work stress, and provide increased
communication, cooperation, and energy. Hamilton (2007) also suggested that when
in a friendship at work, people might feel comfortable with their workplace friends
and reduce feelings of insecurity and uncertainty. They also share more information
and empathies with workplace friends about work-related problems and concerns.
Jehn and Shah (1997) further argued that employees in a friendship exchange words
of encouragement, confidence, trust, respect, and critical feedback, which may
increase enthusiasm and a positive attitude.
Based on these functional values of WF, previous empirical research in
psychology, sociology, and management commonly revealed that WF can influence
employees’ work-related attitudes, intentions, and behaviours such as job
satisfaction, OCB, job performance, turnover intention, and absenteeism (Riordan &
Griffeth, 1995; Ross, 1997). Dotan (2007) suggested that when employees have
trustful friends at work, they can get help or advice from their friend co-workers and,
therefore, gain feelings of security, comfort, and satisfaction with their job at work.
Also, employees in friendship tend to engage in altruistic behaviours by
providing co-workers with help, guide, advice, feedback, recommendation, or
information on various work-related matters (Hamilton, 2007). This aspect of WF as
a source of work assistance is linked to the altruism dimension of OCB. Research
further suggested that WF may enhance organizational performance because
employees in friendships like to help each other with tasks, communicate with
morale-building behaviours, have few communication difficulties and thus can
increase their effort and rate of production (Bandura, 1982). Additionally, research
has shown that individuals who have a close friend at work are less likely to be
absent or leave the organization than individuals who do not because they gain a
sense of belongingness and obligation to the workplace friends who have accepted,
understood, and helped them at work (Morrison, 2004; Sias & Cahill, 1998).
2.4.2 Psychological
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Psychological well-being (PWB) is defined as “the overall effectiveness of an
individual’s psychological functioning” as related to primary facets of one’s life:
work, family, community, etc (Wright, T. A., & Cropanzano, R., 2000). There are
three defining characteristics of PWB. First, it is a phenomenological event, meaning
that people are happy when they subjectively believe themselves to be so. Second,
well-being involves some emotional conditions. Particularly, psychologically well
people are more prone to experience positive emotions and less prone to experience
negative emotions. Third, well-being refers to one's life as a whole. It is a global
evaluation (Wright, T. A., & Cropanzano, R., 2000). PWB is primarily measured
using the eight-item Index of Psychological Well-Being developed by Berkman
(IPWB). IPWB asks respondents to reply to a series a questions on how often they
felt “pleased about accomplishing something,” “bored,” “depressed or unhappy,” etc
(Wright, T. A., & Cropanzano, R., 2000).
Psychological well-being (PWB) in the workplace plays an important role in
determining job satisfaction and has attracted much research attention in recent years
(Baptiste, N. R., 2008). These studies have focused on the effects of PWB on job
satisfaction as well as job performance (Robertson, I. T., Birch, A. J., & Cooper, C.
L., 2012). One study noted that because job satisfaction is specific to one’s job, the
research that examined job satisfaction had not taken into account aspects of one’s
life external to the job (Wright, T. A., Cropanzano, R., & Bonett, D. G., 2007). Prior
studies had focused only on the work environment as the main determinant of job
satisfaction. Ultimately, to better understand job satisfaction (and its close relative,
job performance), it is important to take into account an individual’s PWB. Research
published in 2000 showed a significant correlation between PWB and job
satisfaction (r = .35, p < .01) (Wright, T. A., & Cropanzano, R., 2000). A follow-up
study by the same authors in 2007 revealed similar results (r = .30, p < .01) (Wright,
T. A., Cropanzano, R., & Bonett, D. G., 2007). In addition, these studies show that
PWB is a better predictor of job performance than job satisfaction alone.
2.5 Organizational Factors
2.5.1 Pay
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Pay refers to the amount of compensation received for a specific job
(Robbins et al., 2003). Luthans (1995, p. 127) notes that “wages and salaries are
recognized to be a significant, but complex, multidimensional predictor of job
satisfaction.” According to Spector (1997) and Berkowitz (1987), the correlation
between the level of pay and job satisfaction tends to be surprisingly small. This
suggests that pay in itself is not a very strong factor influencing job satisfaction.
Berkowitz (1987, p. 545) notes that “there are other considerations, besides
the absolute value of one’s earnings that influences attitudes toward satisfaction with
pay.”
Spector (1996, p. 226) postulates that “it is the fairness of pay that determines
pay satisfaction rather than the actual level of pay itself.” If an employee’s
compensation is therefore perceived to be equitable, when compared to another
person in a similar position, satisfaction might be the likely result. Atchison (1999)
however, points out that an increase in pay only acts as a short-term motivator and
management therefore has to look at other ways to increase the levels of job
satisfaction.
Wages do play a significant role in determining of satisfaction. Pay is
instrumental in fulfilling so many needs. Money facilities the obtaining of food,
shelter, and clothing and provides the means to enjoy valued leisure interest outside
of work. Moreover, pay can serve as symbol of achievement and a source of
recognition. Employees often see pay as a reflection of organization. Fringe benefits
have not been found to have strong influence on job satisfaction as direct wages
(Hani T Handoko, 1996).
Pay has long been considered one of the most important organizational
rewards because it allows employees to obtain other rewards. Frederick Taylor
(1911) was one of the earliest to recognize the motivating effects of pay when he
proposed that workers put forth extra effort on the job to maximize their economic
gains.
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Although this premise lost favor in the late 1920s with the emergence of the
human relations school (Wren, 1994), money remains the fundamental way that
organizations reward employees. Yet, despite the long-standing importance of pay,
the way pay impacts the behavior of employees remains to be explained.
Reinforcement theory and expectancy theory emerged as the earliest theories
to shed some light on how pay influences employee behavior. Reinforcement theory
(Skinner, 1953) suggests that pay acts as a general reinforcer because of its repeated
pairing with primary reinforcers. People learn from life experiences that a primary
need, such as food or shelter, can be satisfied if money is obtained. Other theorists
suggest that through similar experiences a drive for money itself develops (Dollard
& Miller, 1950). Whether treating pay as a means to an end or as an end itself,
reinforcement theory does not provide a clear explanation for how pay acts as an
impetus for action. People engage in behaviors because of past experiences, but the
process by which past experiences determine an individual’s future behavior
remained unclear.
Vroom’s (1964) expectancy theory helped clarify how pay influences future
behavior. According to expectancy theory, three components determine motivation:
A judgment regarding the likelihood that an effort leads to a certain level
of performance (expectancy)
A judgment regarding the likelihood that this level of performance leads
to a certain outcome (instrumentality)
The importance of the outcome to the individual (valence).
Life experience, the key determinant of behaviour as suggested by
reinforcement theory, influences the determination of both expectancy and
instrumentality. If an individual has prior experience which leads him or her to
believe that a certain level of effort will lead to a given level of performance and that
this level of performance will lead to a given outcome, that person will be more
likely to engage in that behaviour, if the outcome is desirable (high valence). Vroom
(1964) suggests that pay motivates behaviour only if valued by the employee or if
pay allows individuals to obtain some other highly valued outcome.
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It was assumed an individual has a general feeling about his or her pay and
that this overall feeling is an important determinant of the individual’s attitudes and
behaviours (Lawler, 1971). Equity and discrepancy theories offer insight into how
pay satisfaction is determined and suggests possible consequences of pay
dissatisfaction.
According to Luthans (1989) revealed that salary is the significant factor in
job satisfaction. Money not only helps people attain their basic needs, but it is
instrumental in providing upper-level needs satisfaction. Employees often see pay as
a reflection of how management views their contribution to the organization.
Leveriza (1995) cited in his book that whether in private business or in the
government, the most significant of a job to a worker is the income he derived from
it. There, indeed, may be other vital elements of satisfaction attached to the position
or the work process itself but generally a worker would not be in his job unless he
earns something out of it for his subsistence.
On the other hand, Syptak et.al. (1999) pointed out that old adage “you get
what you pay for” tends to be true when it comes to staff members. Salary is not a
motivator for employees, but they do not want to be paid fairly. If individuals believe
they are not compensated well, they will be unhappy working for you.
Luthans (1989) viewed fringe benefits are also important, but they are not as
influential. One reason undoubtedly is that most employees do not even know how
much they are receiving in benefits. Moreover, most tend to undervalue these
benefits because they cannot see their practical value.
Zulueta (2002) claims that it is always presumed that happy and satisfied
workers in any kind of organization are productive workers. Their attitudes
behaviours and job satisfaction are very important to the organization, for the desired
goals and objectives to be realized. However, job satisfaction and human behaviour
have been association with organizational problems and issues and have been the
focal point of deliberate efforts toward improving worker’s performance and
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productivity. It cannot be denied that any type of connected and related to some of
the encouraging outcomes that the managers want.
2.5.2 Company policies
Jimfrase and his collegues propose that the culture of the workplace is the
foundation from which workers develop an assessment of appropriate organizational
behavior (Jimfrase & Co,2002). And their qualitative analysis highlights that the
perceived gap between organizational norms and their actual implementations
creates a deeply felt discontent for many workers from a number of social groupings.
Harris and Mossholder (1996) point out that organizational culture stands as
the center from which all other factors of human resource management derive. It is
believed that culture influences individuals’ attitudes concerning outcomes, such as
commitment, motivation, morale, and satisfaction. Wallach (1983) has suggested
that individual job performance and favorable job outcomes, including job
satisfaction, propensity to remain with the organization, and job involvement,
depend upon the match between an individual’s characteristics and the
organization’s culture.
A study conducted by Jill L. Mckinnon and co in Taiwan (2003) indicates
that there is a quite compelling support for the importance of organizational culture
in affecting job-satisfaction.
Odom, Boxx, and Dunn (1990), found that the bureaucratic culture neither
improves nor distracts an employee’s commitment and satisfaction. They also found
that employee attitudes and behaviors are enhanced by an organizational culture that
exhibits innovative characteristics. Additionally, they found that employees who
work in a supportive environment express more job-satisfaction.
One factor related to job satisfaction is the extent to which employees
perceive that they are being treated fairly (Aamodt, 2004). According to Robbins
(1989), employees seek for policies and systems that they perceive to be fair as this
will likely result in an increase in job satisfaction.
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Johns (1996) distinguishes between distributive fairness and procedural
fairness. Distributive fairness is perceived fairness of the actual decisions made in an
organisation. If employees perceive that decisions are made in a fair manner, they
are likely to express satisfaction with their jobs (Robbins, 2005).
Procedural fairness on the other hand, occurs when the processes to
determine work outcomes/decisions are perceived to be reasonable. According to
Johns (1996, p. 142), “procedural fairness is particularly relevant to outcomes such
as performance evaluations, pay raises, promotions, layoffs and work assignments.”
Hence, if the processes used to arrive at for example, promotion decisions are
perceived to be fair, it could lead to job satisfaction. Aamodt (2004) states that the
relationship between perceptions of justice and job satisfaction is very strong, hence
employers should be open about how decisions are made and provide feedback to
employees who might not be happy with certain important decisions.
2.5.3 Nature of work
Nature of the work itself plays a very major role in determining how satisfied
employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect
of the work itself that influence job satisfaction are variety and control over work
methods and work place. In general, job with a moderate amount of variety produce
the most job satisfaction. Jobs with too little variety cause workers to feel bored and
fatigue. Jobs with too much variety and stimulation cause workers to feel
psychologically stressed and ‘burnout’. Hani T Handoko. (1996).
According to Luthans (1995), the content of the work performed by
employees is a major predictor of job satisfaction. Not surprisingly, “research is
fairly clear that employees, who find their work interesting, are more satisfied and
motivated than employees who do not enjoy their jobs” (Gately, 1997 as cited by
Aamodt, 2004, p. 326). Employees tend to prefer jobs which afford them the
opportunity to apply their skills and abilities, offer them variety and freedom as well
as jobs where they get constant feedback on how well they are doing (Robbins,
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2005). Hence, it is important for managers to take innovative steps to make work
more interesting in order to increase the levels of job satisfaction of employees.
Furthermore, if a job is highly motivating, employees are likely to be
satisfied with the job content and deliver higher quality work, which in turn could
lead to lower rates of absenteeism (Friday & Friday, 2003). Fox (1994) as cited by
Connolly and Myers (2003, p. 152) however, advances a contradictory view and
maintain that “as workers become more removed from the ability to make meaning
through work, the opportunity to experience job satisfaction becomes more
difficult.” This stems from the fact that job satisfaction is related to a myriad of
factors, including physical, psychological and demographic variables, which are
unrelated to the workplace.
Nature of job determines job satisfaction which is in the form of occupation
level and job content.
2.5.3.1 Occupation level
Higher level jobs provide more satisfaction as compared to lower levels. This
happens because high level jobs carry prestige and status in the society which itself
becomes source of satisfaction for the job holders. For example, professionals derive
more satisfaction as compared to salaried people: factory workers are least satisfied.
Luthans, Fred. (2006).
Oshagbemi (1997) highlights the fact that relatively few studies have
attempted to investigate the relationship between employees’ job level and
corresponding levels of job satisfaction. However, according to Mowday, Porter and
Steers (1982) and Saal and Knight (1988), the limited research available suggests
that people who hold higher level jobs are more satisfied than those who hold lower
level positions. Several other researchers also found support for a positive correlation
between job level and satisfaction. Smither (1998) states that job satisfaction tends to
be lower among employees in jobs characterized by hot or dangerous conditions,
which is normally of a lower level nature. Furthermore, Miles, Patrick and King
(1996) found that job levels moderates the communication-job satisfaction
relationship. It is possible that the more challenging, complex nature of higher-level
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jobs lead to higher job satisfaction. Also, employees in professional and managerial
jobs are normally paid more, have better promotion prospects, autonomy and
responsibility which might also increase the levels of job satisfaction (Saal &
Knight, 1988). It seems therefore that job level is a reliable predictor of job
satisfaction; more specifically employees in higher level jobs have greater
satisfaction than lower level employees.
2.5.3.2 Job content
Job content refers to the intrinsic value of the job which depends on the
requirement of skills for performing it, and the degree of responsibility and growth it
offers. A higher content of these factors provides higher satisfaction. For example, a
routine and repetitive lesser satisfaction; the degree of satisfaction progressively
increases in job rotation, job enlargement, and job enrichment. Luthans, Fred.
(2006).
2.5.4 Supervision
According to Friday and Friday (2003), satisfaction with promotion assesses
employees’ attitudes toward the organization’s promotion policies and practices. In
addition to this, Bajpai and Srivastava (2004) postulate that promotion provides
employees with opportunities for personal growth, more responsibilities and also
increased social status. Robbins (1989) maintains that employees seek promotion
policies and practices that they perceive to be fair and unambiguous and in line with
their expectations. Research indicates that employees who perceive that promotion
decisions are made in a fair and just manner are most likely to experience job
satisfaction.
The type of supervision affects job satisfaction as in each type of supervision;
the degree of importance attached to individuals varies. In employee-oriented
supervision, there is more concern for people which is perceived favourably by them
and provides them more satisfaction. In job oriented supervision, there is more
emphasis on the performance of the job and people become secondary. This situation
decreases job satisfaction. Luthans, Fred. (2006).
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Two dimensions of supervisor style:
Employee centred or consideration supervisors who establish a supportive
personal relationship with subordinates and take a personal interest in
them.
The other dimension of supervisory style influence participation in
decision making, employee who participates in decision that affect their
job, display a much higher level of satisfaction with supervisor an the
overall work situation (Hani T Handoko, 1996).
2.5.5 Recognition and Rewards
According to Friday and Friday (2003), satisfaction with promotion assesses
employees’ attitudes toward the organization’s promotion policies and practices. In
addition to this, Bajpai and Srivastava (2004) postulate that promotion provides
employees with opportunities for personal growth, more responsibilities and also
increased social status. Robbins (1989) maintains that employees seek promotion
policies and practices that they perceive to be fair and unambiguous and in line with
their expectations. Research indicates that employees who perceive that promotion
decisions are made in a fair and just manner are most likely to experience job
satisfaction.
A Watson Wyatt Worldwide study identified a positive outcome between a
collegical and flexible work environment and an increase in shareholder value.
Suggesting that employee satisfaction is directly related to financial gain. Over 40
percent of the companies listed in the top 100 of Fortune magazine’s, “America’s
Best Companies to Work For” also appear on the Fortune 500. It is possible that
successful workers enjoy working at successful companies, however, the Watson
Wyatt Worldwide Human Capital Index study claims that effective human resources
practices, such as employee recognition programs, lead to positive financial
outcomes more often than positive financial outcomes lead to good practices.
Employee recognition is not only about gifts and points. It's about changing
the corporate culture in order to meet goals and initiatives and most importantly to
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connect employees to the company's core values and beliefs. Strategic employee
recognition is seen as the most important program not only to improve employee
retention and motivation but also to positively influence the financial situation
(Insight Magazine, January 2013). The difference between the traditional approach
(gifts and points) and strategic recognition is the ability to serve as a serious business
influencer that can advance a company’s strategic objectives in a measurable way.
“The vast majority of companies want to be innovative, coming up with new
products, business models and better ways of doing things. However, innovation is
not so easy to achieve. A CEO cannot just order it, and so it will be. You have to
carefully manage an organization so that, over time, innovations will emerge”
(Forbes, May 2011).
The type of linkage that is provided between job performance and rewards
determines the degree of job satisfaction. If the reward is perceived to be based on
the job performance and equitable, it offers higher satisfaction. If the reward is
perceived to be based on considerations other than the job performance, it affects job
satisfaction adversely. Luthans, Fred. (2006).
Promotional opportunities have a moderate impact on job satisfaction. A
promotion to a higher level in an organization typically involves positive changes I
supervision, job content and pay. Jobs that are at the higher level of an organization
usually provide workers with more freedom, more challenging work assignments
and high salary. Hani T Handoko. (1996).
2.6 Environmental Factors
2.6.1 Working conditions
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Working conditions refers to the working environment and all existing circumstances
affecting labour in the workplace, including job hours, physical aspects, legal rights
and responsibilities. For example, Congress has explained that the purpose of the
federal Occupational Safety and Health Act, which IOSHA implements in Indiana, is
“to assure so far as possible every working man and woman in the Nation safe and
healthful working conditions” (29 USCS § 651; LTV Steel Co. v. Griffin, 730
N.E.2d 1251, 1261, Ind. 2000). In the context of machines or equipment’s, working
condition means it is operational. For example, once the State introduced prima facie
evidence that the machine was in proper working condition, the burden of production
shifted to Mullins to rebut the State's prima facie showing.
Working conditions is an extrinsic factor that has a moderate impact on an
employee’s job satisfaction (Luthans, 1995). Working conditions refer to such
aspects as temperature, lighting, noise and ventilation. Robbins (1989) stated that
employees are concerned with their work environment for both personal comfort and
for facilitating good job performance. Studies have demonstrated that employees
prefer physical surroundings that are safe, clean, comfortable and with a minimum
degree of distractions (Robbins, 2005). According to Spector (1997), research has
shown that employees, who perceive high levels of constraints in terms of their work
environment, tend to be dissatisfied with their jobs. Contradictory literature,
however, indicates that “most people do not give working conditions a great deal of
thought unless they are extremely bad” (Luthans, 1995, p. 128).
The employees desire good working condition because they lead to greater
physical comfort. The working conditions are important to employees because they
can influence life outside of work. If people are require to work long hours and / or
overtime, they will have very little felt for their families, friends and recreation
outside work. Hani T Handoko. (1996).
Working conditions, particularly physical work environment, like conditions
of workplace and associated facilities for performing the job determine job
satisfaction. These work in two ways. First, these provide means job performance.
Second, provision of these conditions affects the individual’s perception about the
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organization. If these factors are favourable, individuals experience higher level of
job satisfaction. Luthans, Fred. (2006).
According to Luthans (1999) said that working conditions are another factor
that have a modest effect on job satisfaction. If the working conditions are good
(clean, attractive surroundings, for instance), the personnel will find it easier to carry
on their jobs. If the working conditions are poor (hot, noisy surroundings, for
example) the personnel will find it more difficult to get things done.
Syptak, et.al. (1999) stated that the environment in which people work has a
tremendous effect on their level of pride for themselves and for the work they are
doing.
Also, Bell et.al. (1996), made mentioned that in general, employees do list
physical conditions as important as job satisfaction. In addition to productivity,
managers and others have become concerned with that design of the work
environment can influence job satisfaction. The authors also mentioned that, work
environment can be designed to maximize productivity through facilitating workflow
and providing safe and healthy working conditions.
2.6.2 Communication overload and communication underload
One of the most important aspects of an individual’s work in a modern
organization concerns the management of communication demands that he or she
encounters on the job (Krayer, K.J., & Westbrook, L., 1986). Demands can be
characterized as a communication load, which refers to “the rate and complexity of
communication inputs an individual must process in a particular time frame”
(Farace, R. V., Monge, P. R., & Russell, H. M., 1977). Individuals in an organization
can experience communication over-load and communication under- load which can
affect their level of job satisfaction. Communication overload can occur when “an
individual receives too many messages in a short period of time which can result in
unprocessed information or when an individual faces more complex messages that
are more difficult to process” (Farace, R. V., Monge, P. R., & Russell, H. M., 1977).
Due to this process, “given an individual’s style of work and motivation to complete
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a task, when more inputs exist than outputs, the individual perceives a condition of
overload (Krayer, K.J., & Westbrook, L., 1986) which can be positively or
negatively related to job satisfaction. In comparison, communication under load can
occur when messages or inputs are sent below the individual’s ability to process
them” (Farace, R. V., Monge, P. R., & Russell, H. M., 1977). According to the ideas
of communication over-load and under-load, if an individual does not receive
enough input on the job or is unsuccessful in processing these inputs, the individual
is more likely to become dissatisfied, aggravated, and unhappy with their work
which leads to a low level of job satisfaction.
Figure 2.0: Example of organizational communication flow
2.6.3 Superior-subordinate communication
Superior-subordinate communication is an important influence on job
satisfaction in the workplace. The way in which subordinates perceive a supervisor's
behaviour can positively or negatively influence job satisfaction. Communication
behaviour such as facial expression, eye contact, vocal expression, and body
movement is crucial to the superior-subordinate relationship (Teven, p. 156).
Nonverbal messages play a central role in interpersonal interactions with respect to
impression formation, deception, attraction, social influence, and emotional
(Burgoon, J.K. Buller, D.B. and Woodall, W.G., 1996). Nonverbal immediacy from
the supervisor helps to increase interpersonal involvement with their subordinates
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impacting job satisfaction. The manner in which supervisors communicate with their
subordinates non-verbally may be more important than the verbal content (Teven, p.
156). Individuals who dislike and think negatively about their supervisor are less
willing to communicate or have motivation to work whereas individuals who like
and think positively of their supervisor are more likely to communicate and are
satisfied with their job and work environment. A supervisor who uses nonverbal
immediacy, friendliness, and open communication lines is more likely to receive
positive feedback and high job satisfaction from a subordinate. Conversely, a
supervisor who is antisocial, unfriendly, and unwilling to communicate will naturally
receive negative feedback and create low job satisfaction in their subordinates in the
workplace.
2.7 Leadership Factors
Leadership styles range widely from a job-or task-centered orientation to a
people or relationship-centered one, with many other combinations. A participative
style has special merit for consideration. A supervisor uses in trying to direct,
activate or otherwise provide a motivational atmosphere for employees. It includes
leadership traits skills attitudes and behaviour that employees perceive their
supervisor to have and consistently use.
According to John W. Newstorm (2001) study guide stated that leadership is
one in which the leader sets goals, makes decisions, gives orders and demands
obedience, autocratic style of leadership. A democratic or consultative style is one
in which the leader presents problems, consults with relevant individuals or solicits
ideas from those with expertise and interest before making decisions. It is highly
consistent with the need to employees and assumptions of Theory Y. True
participation gives one or more employees the right to explore problems, gather
information, make decisions, and implement them.
Leadership style is the behaviour of leader that has expressed ability to
influence the subordinates toward the achievement of goals (Armandi Oppedisans &
Sherman 2003). Leadership style has been classified in different ways in prior
researches.
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2.7.1 Participative Leadership Style
Is defined as a leader who shares decision making with group members or
subordinates (Dubrin, 1995). The leader will identify the problem, generate
solutions and evaluate the alternatives together with subordinates. The decision-
making of participative leadership style is decentralized authority throughout the
organization (Steers, 1977).
The positive results are employees are mentally and emotionally to its
success. Conditions that should be in place to assist in having the participative
approach succeed include:-
Adequate time to consult with employees.
The benefits of allowing participation must exceed the cost.
The issue must be sufficiently interesting to engage the workers’ mind and
imaginations.
The problem must be within the supervisor’s area of job freedom.
Not all problems lead themselves to the participative approach and the
supervisor and employees must understand this.
Examples of formal programs that encourage employee participation
include:-
Suggestion systems, which invite individual employees to submit
recommendations for work improvements.
Quality circles and total quality programs which involve formal training and
problem solving, group decision making, and statistical techniques to
encourage employee to continuously search for improvements in their
operations.
Employee ownership plans, also called employee stock ownership plans
(ESOPs) which allow employees to purchase shares of common stock in the
company, thereby becoming art owners.
When participate leadership fails its often because:-
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It is uncomfortable to change old habits.
It is attempted in a insincere fashion.
Supervisors fail to follow through on employee input and
decisions.
Performance pressures produce fear and insecurity.
Supervisors fear it could result in a loss of personal power.
2.7.2 Democratic Leadership Style
Is defined as a friendly, helpful leader who encourages participation. A
leader with a democratic leadership style shares his or her power with subordinates
and decisions are made by consensus or majority vote (Seidenberg & Snadowsky,
1976). Democratic leaders encourage subordinates to discuss and make decisions as
a group on the policy and steps towards achieving goals.
Democratic leaders are open in nature and want to get the opinions of
everyone. This free information sharing ensures the teams talents and skills are all
utilized rather than expecting conformity. The end decision however still sits with
them.
These leaders exhibit the following characteristics:
Team members are included in decision making but the final say is made by
the leader
Team involvement results in high productivity
These teams have highly developed people skills
Due to the inclusive nature of these leaders’ decisions can be delayed as
everyone’s thoughts are sought (including those who may not have the skill
and knowledge to provide high quality input)
They are highly suited to teams that need to work together and where the
need for quality outweighs the need for high levels of productivity
They make their staff feel empowered
2.7.3 Autocratic Leadership Style
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Is defined as a directive leader, controlling, discouraging or suppressing
participation. An autocratic leader centralizes power with little or no room for
subordinates to participate in decision-making process (Seidenberg & Snadowsky
1976). Autocratic leader determine all policies, dictate techniques and activities,
assign tasks and work partners to group members and are personal in their criticism
and praise. These leaders exhibit the following characteristics:
As the leader they believe that they have total authority and control
Their focus is on goal completion
They adopt a dictatorial approach when allocating tasks
They shows little concern for the opinion of their team, even if these would
be beneficial
They think of them self as being the sole decision maker
The perceived benefit of this style of leadership is that decisions are made
quickly and efficiently and work is done efficiently. This type of leadership is most
often seen in:
Military
Manufacturing
Construction
2.7.4 Bureaucratic Leadership Style
These leaders exhibit the following characteristics:
They follow rules and procedures to the letter and without deviation
If they are unsure of what to do they defer ‘up the chain’ of command
They act as an enforcer rather than leader
The bureaucratic leader works well in situations such as:
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For work involving high levels of health and safety concerns e.g. Height,
toxicity or machinery when outine tasks are performed over and over safety or
security.
This style of leadership does not work in organizations that require staff to be
creative, innovative or flexible.
They are often promoted to leader because of rule following rather than
qualifications or expertise and this can produce a culture of resentment.
2.8 Summary
According to Saunders et al. (2009), critical review of literature explores and
identifies some key themes and issues relevant to the research topic. This research
project is based on the effect of job satisfaction and work performance of employees
at JUPEM Negeri Sembilan. There are several factors that influences the job
satisfaction and these include- organizational factors, e.g. organizational
commitment, structure of wages and salary, human resource management policies
and regulations, job design and description etc. and employees’ personal factors-
attitudes towards job, self-motivation, age, wages and salaries according to level of
experiences, willingness and innovative in working approach etc. There are several
approaches such as rating scales, global measures, facet measure, interviews,
psychometric tools, balanced scorecard etc. to measure the level of job satisfaction.
The measure of efficiency and productivity is vital for the purpose of measuring job
performance of employees within an organization. The job satisfaction plays great
role within the organization in relation to improve and increase the job performance
of the employees, for example, in respect to organizational perspective including
more customer satisfaction and loyalty to organization and in respect to employee
perspective including efficient and productive outputs in relation to service.
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CHAPTER 3
THEORETICAL FRAMEWORK AND RESEARCH METHODOLOGY
3.1 Introduction
The discussion of research methodology is an important part within the
research project, because it has great influences on the overall research activities and
thus to make good piece of research work with valid conclusion and
recommendation in accordance with research aims, objectives and research
questions. For example, Kothari (2004 p.05-06) has described that depending on the
type of research, the research methodology helps the researcher to identify and
explore key tools and techniques for the purpose of collecting different data and
information. Thus, whatever the research type, there should be appropriate
discussion about the research methodology to complete the research work and thus to
make standard research report through collecting and gathering primary, secondary
and/or tertiary data and information from various sources. Thus, it can say that
research methodology is vital to set out appropriate ways and guidance by which the
research will be complete in a most effectively and efficiently.
In this chapter, there have been discussed and explained some major issues
and concepts within the research methodology. These include- research philosophy,
research approach, data collection methods, alternative research methods, data
analysis tools and techniques, consideration of ethical issues in research methods,
advantages of used research methods, limitations associated with used research
methods and how to minimize those limitations, and overall reflection on the
research methodology etc. Thus, the author would like to mention that this chapter
has covered all of the relevant issues and concepts within the research methodology
in relation to this research project- an investigation and analysis of the
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3.2 Theoretical Framework
According to Soeprihanto, John. (1988) Job satisfaction is a complex concept
and difficult to measure objectively. The level of job satisfaction is affected by a
wide range of variables relating to individual factors, social factors, organizational
factors, environmental factors and leadership factors as shown below:-
Figure 3.0: Theoretical Framework of Job Satisfaction Level
3.3 Research philosophy
The consideration of research philosophy is important and vital part within
the research project in relation to make good piece of research report (Saunders et al.
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2009). This research project is based on the cause-effect relationships, so the
researcher believes that positivism research philosophy was most appropriate and
relevant in relation to this research project. The reasons were as follows-
To identify the real scenarios from the case studied organization as either
qualitative or quantitative or both; and
To enable and assist to evaluate different methodologies and methods and to
avoid inappropriate use and unnecessary work by identifying the limitations
of the particular approaches at an early stage.
3.4 Research approach
According to Tobin (2006), there are several elements on the research that
are based either on the empirical or non-empirical or combination of the two
research approach. In relation to empirical research approach, there are following
sub research approach-
Qualitative vs quantitative research approach;
Deductive vs inductive research approach; and
Subjective vs objective research approach (Tobin, 2006)
Among those research approaches, deductive vs inductive research approach
is mostly used in the business and management research, particularly in the field of
cause-and-effect relationships research. So, it is clear that either deductive or
inductive will be applicable to complete research work through using appropriate
research methods to collect primary and secondary data and information from
several sources. The reasons for using inductive research approach were as follows-
To develop conceptual and theoretical structure and to test by empirical
observation in relation to job satisfaction and work performance of the
employees within the JUPEM Negeri Sembilan; and
To establish a particular thing from the general points regarding the job
satisfaction and work performance of the employees within an organization,
such as JUPEM Negeri Sembilan.
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3.5 Data collection methods
Data collection both primary and secondary is an important part of the
research project. If the researcher does not collect and gather appropriate and
relevant data, he or she cannot make good piece of research report in accordance
with research aims, objectives and questions. In this case, the researcher needs to
consider some things within the data collection. The researcher has covered all of the
relevant issues in the data collection methods within this chapter of research
methodology.
3.5.1 Questionnaire design
The researcher has conducted semi-structured questionnaire survey for the
purpose of collecting primary data and document review & analysis for the purpose
of collecting secondary data from the case studied organization, such as JUPEM
Negeri Sembilan. All of the research questions have been designated in such as way
that reflected the overall research aims, objectives and research questions. The
questions were divided in six sections to cover general parts and all the five
independent variables such as personal factors, social factors, organizational factors,
environment factors and leadership factors. The survey questions has been
designated through focusing research aims, objectives and research questions by
putting both open-ended and closed-ended questions, mostly using Likert scale. The
researcher believes that the questionnaire design was perfect and appropriate in
relation to collect and gathers real data and information about the job satisfaction and
work performance of the employees within the case studied organization, JUPEM
Negeri Sembilan. Likert scale can be illustrated as below:
Statements Values
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Strongly agree
Agree
Neutral
Disagree
Strongly disagree
5
4
3
2
1
Table 3.0: Likert scale of survey
3.5.2 Sample size and sampling techniques
To determine sample size is an important concern for the researcher to collect
relevant data from the right people or respondents within the case studied
organization. In case study, research approach, there may require small sample of the
respondents because of particular research area. There were 100 employees
questionnaire survey out off 245 full-time employees within the branch to collect
primary data from them about the job satisfaction and work performance within the
organization, JUPEM Negeri Sembilan. Simple random sampling technique has been
used both in semi-structured questionnaire survey for the purpose of collecting
primary data in relation to job satisfaction and work performance of the employees
within the case studied organization, JUPEM Negeri Sembilan.
3.5.3 Primary data collection
The researcher has collected primary data through carrying out semi-
structured questionnaire survey of the general employees of the case studied
organization, JUPEM Negeri Sembilan. The researcher thought that these two
methods were appropriate and effective collect relevant data in accordance with job
satisfaction and work performance of the employees within an organization, such as
JUPEM Negeri Sembilan.
3.5.4 Secondary data collection
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In case study research strategy, document review & analysis is perfect for the
purpose of collecting secondary data in respect to research aims, objectives and
research questions (Myers, 2007). The researcher has used this method to collect
secondary data in accordance with job satisfaction and work performance of the
employees within an organization, such as JUPEM Negeri Sembilan.
3.5.5 Pilot study and pilot testing
According to Maxwell (2005), pilot study and testing helps a student to
design the dissertation research thorough improving skills and competencies in
conducting interviews, survey and to improve knowledge and understanding about
the research topic. In addition, Saunders et al. (2009) have stated that the pilot study
and testing helps the student to revise and refinement of the research questions. The
researcher has conducted pilot study and testing with peers for the purpose of getting
maximum response from the respondents within the case studied organization,
JUPEM Negeri Sembilan. 10 set of semi-structured questionnaire was distributed to
10 random staffs of JUPEM Negeri Sembilan to get their responses and feedback.
After completing pilot study and testing, the researcher did some modifications
within the research questions that helped he to collect more appropriate and relevant
data and information during the final semi-structured questionnaire survey. Thus, the
researcher would like to mention that the pilot study and testing helped her to collect
appropriate data and information through conducting and carrying out semi-
structured questionnaire survey in most effective and efficient ways within the case
studied organization, JUPEM Negeri Sembilan.
3.5.6 Validity, reliability and generalizability
Muijs (2011) has stated that validity, reliability and generalisability are the
three key concepts in quantitative research methods to measure something within the
research. This research project is based on the investigation and analysis of the effect
of job satisfaction on the employees’ work performance, so there should be
consideration of validity, reliability and generalisability within the research
methodology.
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3.5.6.1 Validity
According to Muijs (2011), validity determines the answer what the
researcher wants to measure. He mentioned that there are mainly three types of
validity such as content validity, criterion validity and construct validity. The
researcher has ensured the validity of the research findings through presenting real
data and information about the case studied organization, JUPEM Negeri
Sembilan. The research report was able to satisfy to the management personnel of
the case studied organization by providing cost-effective and constructive
conclusions and recommendations in relation to job satisfaction and work
performance of the employees within the organization.
3.5.6.2 Reliability
Another most concern for the researcher within the research methodology is
the reliability of the research itself and the research findings (Babbie, 2010). He also
described that the researcher may face several problems within the research project
in terms of reliability of data collection and research report. In this research project,
the researcher has conducted pilot study and then final study in relation to semi-
structured questionnaire survey. Then the researcher has carried out document
review & analysis of the case studied organization for the purpose of validating data
and information collected and gathered from the management personnel and general
employees of the case studied organization. So, the researcher would like to opine
that the real carrying out of semi-structured questionnaire survey and then document
review & analysis determines the reliability of the research findings and thus the
research itself.
3.5.6.3 Generalizability
The third important aspect within the research methodology is the
generalizability of the research findings and the overall research works. Veal (2006)
has defined the generalizability as to the probability that the results of the research
findings apply to other subjects, other groups, and other conditions. This research
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project is based on the job satisfaction and work performance of the employees
within an organization, so the research findings are easily applicable to other
organization. For example, during the review of literature, the researcher had
identified that motivation by managers and/or leaders is an important to ensure job
satisfaction and thus work performance of the employees. This concept of motivation
is applicable within hospitality as well as other organization. Like this, the primary
data also reflect the general aspects regarding job satisfaction and work performance
of the employees within an organization, such as JUPEM Negeri Sembilan. Thus, the
researcher would like to say that the research findings are applicable to other
organization in relation job satisfaction and work performance of the employees
within the organization.
3.5.7 Research analysis procedure
This research project is based on the investigation and analysis of the effect
of job satisfaction on the employee’s work performance within an organization, such
as JUPEM Negeri Sembilan. Thus, the research questions, both semi-structured and
survey questionnaire based on the evidence and empirical knowledge existing in the
literature and case studied organization. Both qualitative and quantitative data have
been collected and gathered during the review of literature and conducting
questionnaire survey within the case studied organization. The researcher has
analysed both qualitative and quantitative data by using relevant tools and theories to
make valid conclusions and recommendations in accordance with the investigation
and analysis of the effect of job satisfaction on the employee’s work performance
within an organization, such as JUPEM Negeri Sembilan.
3.6 Data analysis tools and techniques
The researcher has collected and gathered both primary and secondary data that
came both in the form of quantitative through structured questionnaire survey and
document review & analysis. The quantitative data have been analysed through using
SPSS analysis, percentage analysis, graphs, charts, and other related tools and
techniques. The chapter 4 has been designated to present analysed data both of
quantitative data.
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3.6.1 Percentage analysis
In this method frequency of various critical/ factors are tabulated and the
percentage for each value with respect to the total is found out. They are presented
pictorially by way of graphs in order to have better understanding.
Percentage of Respondents = No. Of Respondents * 100
Total Respondents
3.7 Consideration of ethical issues
The consideration of some ethical issues is vital for the completion of
research project as well as to make good piece of research report. For instance,
Saunders et al. (2009) have described that to ensure the validity, reliability and
quality of the research report, the researcher must follow and maintain relevant
ethical issues during the completion of research project. The researcher has to follow
and maintain some relevant ethical issues to ensure access to the case studied
organization as well as maintain honesty and integrity during the execution of
research project. The most common ethical issues that should be followed and
maintained by the researcher include- honesty, integrity, acknowledgment,
confidentiality, objectivity, fairness, etc. The researcher has acknowledged all
previous works that have been used in this research report. The researcher has
ensured proper access to the case studied organization through the sending letter of
informed consent. In similar ways, she has followed and maintained some relevant
ethical issues such as confidentiality, privacy, honesty, integrity and fairness etc.
during the collection of primary and secondary data and information from the case
studied organization, JUPEM Negeri Sembilan.
3.8 Summary
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In conclusion, the researcher would like to mention that the chapter 3:
research methodology has covered and discussed all relevant issues and concepts
within the execution of research project and thus to make good research report with
valid conclusions and recommendations both to academic and organizational
perspective in relation to investigation and analysis of the effect of job satisfaction
on the employee’s work performance within an organization, such as JUPEM Negeri
Sembilan. In next chapter, the researchers would present primary research findings
in such way that was very appropriate to cover all of the issues and concepts in
relation to research findings and analysis.
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CHAPTER 4
DATA PRESENTATION, ANALYSIS AND FINDINGS
4.1 Introduction
Research findings and their analysis is one the most important chapter within
the research report. For example, Saunders et al. (2009) have described that the
research findings and analysis plays crucial role to represent data, either primary or
secondary or both data that was collected and gathered by the researcher for the
purpose of making good research report. In this chapter, the researchers has
presented primary research findings in such way that was very appropriate to cover
all of the issues and concepts in relation to research findings and analysis. Thus, the
researcher would like to mention that this chapter will be able to represent both
primary and secondary data and information that was collected and gathered in
accordance with research aims, objectives and research questions etc. in relation to
an investigation and evaluation of the level of job satisfaction on the employee’s
work performance at JUPEM Negeri Sembilan.
4.2 Quantitative Analysis and Findings
In this chapter, the researcher analysed the results collected through the semi-
structured questionnaire to 100 employees of JUPEM Negeri Sembilan.
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4.2.1 Questionnaire Analysis
4.2.1.1 Characteristic of Respondents
1. Age Group
Age Group < 20 21 - 30 31 - 40 41 - 50 ≥ 51 Total
Percentage (%) 17 28 36 12 7 100
Frequency 17 28 36 12 7 100
Table 4.0: Age Group of Respondents
Figure 4.0: Age Group of Respondents
Referred to Figure 4.0, 17 out of 100 respondents (17%) were 20 years old
and below, 28 out of 100 respondents (28%) were 21 to 30 years old, 36 out of 100
respondents (36%) were 31 to 40 years old, 12 out of 100 respondents (12%) were
41 to 50 years old, 7 out of 100 respondents (7%) were 51 years old and above.
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2. Gender
Gender Male Female Total
Percentage (%) 43 57 100
Frequency 43 57 100
Table 4.1: Gender of Respondents
Figure 4.1: Gender of Respondents
Referred to Figure 4.1, 43 out of 100 respondents (43%) were male and 57
out of 100 respondents (57%) were female.
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3. Education Qualification
Education Qualification
SP
M
Diplo
maUndergraduate
DegreePostgraduate
Degree
Tot
al
Percentage (%) 5 87 7 1 100
Frequency 5 87 7 1 100
Table 4.2: Education Qualification of Respondents
Figure 4.2: Education Qualification of Respondents
Referred to Figure 4.2, 5 out of 100 respondents (5%) were SPM
qualification holders, 87 out of 100 respondents (87%) were Diploma qualification
holders, 7 out of 100 respondents (7%) were Undergraduate Degree qualification
holders and only 1 out of 100 respondents (1%) were Postgraduate Degree
qualification holder.
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4. Years of Service
Years of Service 1 - 10 years 11 - 20 Years 21 - 30 Years > 30 Years Total
Percentage (%) 25 30 34 11 100
Frequency 25 30 34 11 100
Table 4.3: Years of Service of Respondents
Figure 4.3: Years of Service of Respondents
Referred to Figure 4.3, 25 out of 100 respondents (25%) were attached with
JUPEM Negeri Sembilan for 1 – 10 years, 30 out of 100 respondents (30%) were
attached with JUPEM Negeri Sembilan for 11 – 20 years, 34 out of 100 respondents
(34%) were attached with JUPEM Negeri Sembilan for 21 – 30 years and 11 out of
100 respondents (11%) were attached with JUPEM Negeri Sembilan for more than
30 years.
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5. Salary
Salary
(RM)
<
10001001 - 2000
2001 - 3000
3001 - 4000
4001 - 5000
>
5001
Tot
al
Percentage (%)
1 8 11 63 15 2 100
Frequency 1 8 11 63 15 2 100
Table 4.4: Salary Range of Respondents
Figure 4.4: Salary Range of Respondents
Referred to Figure 4.4, 1 out of 100 respondents (1%) were getting salary
below RM 1000, 8 out of 100 respondents (8%) were getting salary from RM 1001
to RM 2000, 11 out of 100 respondents (11%) were getting salary from RM 2001 to
RM 3000, 63 out of 100 respondents (63%) were getting salary from RM 3001 to
RM 4000, 15 out of 100 respondents (15%) were getting salary from RM 4001 to
RM 5000 and 2 out of 100 respondents (2%) were getting salary above RM 5001.
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6. Marital Status
Marital Status Single Married Divorced Widow/Widower Total
Percentage (%) 16 78 4 2 100
Frequency 16 78 4 2 100
Table 4.5: Marital Status of Respondents
Figure 4.5: Marital Status of Respondents
Referred to Figure 4.5, 16 out of 100 respondents (16%) were single, 78 out
of 100 respondents (78%) were married, 4 out of 100 respondents (4%) were
divorced and 2 out of 100 respondents (2%) were widower.
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7. No. of Dependents
No. of Dependents 0 1 – 2 3 – 4 > 4 Total
Percentage (%) 22 18 27 33 100
Frequency 22 18 27 33 100
Table 4.6: No. of Dependents under Respondents
Figure 4.6: No. of Dependents under Respondents
Referred to Figure 4.6, 22 out of 100 respondents (22%) were free from
dependents commitments, 18 out of 100 respondents (18%) were committed with 1 –
2 no. of dependents, 27 out of 100 respondents (27%) were committed with 3 – 4 no.
of dependents and 33 out of 100 respondents (33%) were committed with more than
4 no. of dependents.
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4.2.1.2 Research Variables
1. I feel more satisfied with my ability to finish the job.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 1 2 8 63 26 100
Frequency 1 2 8 63 26 100
Table 4.7: I feel more satisfied with my ability to finish the job.
Figure 4.7: I feel more satisfied with my ability to finish the job.
Referred to Figure 4.7, 63 out of 100 respondents (63%) agree that they felt
more satisfied with their ability to finish the job, 26 out of 100 respondents (26%)
strongly agree that they felt more satisfied with their ability to finish the job, 8 out of
100 respondents (8%) not sure whether they felt more satisfied or dissatisfied with
their ability to finish the job, 2 out of 100 respondents (2%) disagree that they felt
more satisfied with their ability to finish the job and 1 out of 100 respondents (1%)
strongly disagree that they felt more satisfied with their ability to finish the job.
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2. I felt more dissatisfied with the tasks assigned by the company to me.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 10 70 2 13 5 100
Frequency 10 70 2 13 5 100
Table 4.8: I felt more dissatisfied with the tasks assigned by the company to me.
Figure 4.8: I felt more dissatisfied with the tasks assigned by the company to me.
Referred to Figure 4.8, 70 out of 100 respondents (70%) disagree that they
felt more dissatisfied with the tasks assigned by the company to them, 13 out of 100
respondents (13%) agree that they felt more dissatisfied with the tasks assigned by
the company to them, 2 out of 100 respondents (2%) not sure whether they felt more
satisfied or dissatisfied with the tasks assigned by the company to them, 10 out of
100 respondents (10%) strongly disagree that they felt more dissatisfied with the
tasks assigned by the company to them and 5 out of 100 respondents (5%) strongly
agree that they felt more dissatisfied with the tasks assigned by the company to them.
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3. I felt more dissatisfied with the salary I receive when compared to my work
loads.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 5 54 4 35 2 100
Frequency 5 54 4 35 2 100
Table 4.9: I felt more dissatisfied with the salary I receive when compared to my
work loads.
Figure 4.9: I felt more dissatisfied with the salary I receive when compared to my
work loads.
Referred to Figure 4.9, 5 out of 100 respondents (5%) strongly disagreed, 54
out of 100 respondents (54%) disagreed, 4 out of 100 respondents (4%) not sure, 35
out of 100 respondents (35%) agreed and 2 out of 100 respondents (2%) strongly
agree that they felt more dissatisfied with the salary they receive when compared to
their work loads.
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4. Level of togetherness among co-workers would please me.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 2 6 3 64 25 100
Frequency 2 3 3 64 25 100
Table 4.10: Level of togetherness among co-workers would please me.
Figure 4.10: Level of togetherness among co-workers would please me.
Referred to Figure 4.10, 2 out of 100 respondents (2%) strongly disagree that
the level of togetherness among co-workers would please them, 6 out of 100
respondents (6%) disagree that the level of togetherness among co-workers would
please them, 3 out of 100 respondents (3%) not sure whether the level of
togetherness among co-workers would please them or not, 64 out of 100 respondents
(64%) agree that the level of togetherness among co-workers would please them and
25 out of 100 respondents (25%) strongly agree that the level of togetherness among
co-workers would please them.
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5. I feel more satisfied with the independence to make decisions in my work.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 3 73 11 9 4 100
Frequency 3 73 11 9 4 100
Table 4.11: I feel more satisfied with the independence to make decisions in my
work.
Figure 4.11: I feel more satisfied with the independence to make decisions in my
work.
Referred to Figure 4.11, 3 out of 100 respondents (3%) strongly disagreed, 73
out of 100 respondents (73%) disagreed, 11 out of 100 respondents (11%) not sure, 9
out of 100 respondents (9%) agreed and 4 out of 100 respondents (4%) strongly
agree that they felt more satisfied with the independence to make decisions in their
work.
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6. I feel more satisfied because it can use my own method in the works.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 7 74 13 4 2 100
Frequency 7 74 13 4 2 100
Table 4.12: I feel more satisfied because it can use my own method in the works.
Figure 4.12: I feel more satisfied because it can use my own method in the works.
Referred to Figure 4.12, 7 out of 100 respondents (7%) strongly disagree that
they felt more satisfied because they can use their own method in the works, 74 out
of 100 respondents (74%) disagree that they felt more satisfied because they can use
their own method in the works, 13 out of 100 respondents (13%) not sure whether
they felt more satisfied or dissatisfied because they can use their own method in the
works, 4 out of 100 respondents (4%) agree that they felt more satisfied because they
can use their own method in the works and 2 out of 100 respondents (2%) strongly
agree that they felt more satisfied because they can use their own method in the
works.
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7. I feel more satisfied with the condition of my neighbourhood.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 7 10 5 70 8 100
Frequency 7 10 5 70 8 100
Table 4.13: I feel more satisfied with the condition of my neighbourhood.
Figure 4.13: I feel more satisfied with the condition of my neighbourhood.
Referred to Figure 4.13, 7 out of 100 respondents (7%) strongly disagree that
they felt more satisfied with the condition of their neighbourhood, 10 out of 100
respondents (10%) disagree that they felt more satisfied with the condition of their
neighbourhood, 5 out of 100 respondents (5%) not sure whether they felt more
satisfied or dissatisfied with the condition of their neighbourhood, 70 out of 100
respondents (70%) agree that they felt more satisfied with the condition of their
neighbourhood and 8 out of 100 respondents (8%) strongly agree that they felt more
satisfied with the condition of their neighbourhood.
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8. I feel more satisfied because doing something that does not conflict with the
values that I possess.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 0 0 9 73 18 100
Frequency 0 0 9 73 18 100
Table 4.14: I feel more satisfied because doing something that does not conflict with
the values that I possess.
Figure 4.14: I feel more satisfied because doing something that does not conflict
with the values that I possess.
Referred to Figure 4.14, 9 out of 100 respondents (9%) not sure whether they
felt more satisfied or dissatisfied because doing something that does not conflict with
the values that they possess, 73 out of 100 respondents (73%) agree that they felt
more satisfied because doing something that does not conflict with the values that
they possess and 18 out of 100 respondents (18%) strongly agree that they felt more
satisfied because doing something that does not conflict with the values that they
possess.
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9. I feel more satisfied with the award because I perform the task well.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 5 63 14 10 8 100
Frequency 5 63 14 10 8 100
Table 4.15: I feel more satisfied with the award because I perform the task well.
Figure 4.15: I feel more satisfied with the award because I perform the task well.
Referred to Figure 4.15, 5 out of 100 respondents (5%) strongly disagree that
they felt more satisfied with the award because they perform the task well, 63 out of
100 respondents (63%) disagree that they felt more satisfied with the award because
they perform the task well, 14 out of 100 respondents (14%) not sure whether they
felt more satisfied or dissatisfied with the award because they perform the task well,
10 out of 100 respondents (10%) agree that they felt more satisfied with the award
because they perform the task well and 8 out of 100 respondents (8%) strongly agree
that they felt more satisfied with the award because they perform the task well.
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10. I feel more satisfied with the way the company has a policy that applies.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 5 9 5 58 23 100
Frequency 5 9 5 58 23 100
Table 4.16: I feel more satisfied with the way the company has a policy that applies.
Figure 4.16: I feel more satisfied with the way the company has a policy that
applies.
Referred to Figure 4.16, 5 out of 100 respondents (5%) strongly disagree that
they felt more satisfied with the way the company has a policy that applies, 9 out of
100 respondents (9%) disagree that they felt more satisfied with the way the
company has a policy that applies, 5 out of 100 respondents (5%) not sure whether
they felt more satisfied or dissatisfied with the way the company has a policy that
applies, 58 out of 100 respondents (58%) agree that they felt more satisfied with the
way the company has a policy that applies and 23 out of 100 respondents (23%)
strongly agree that they felt more satisfied with the way the company has a policy
that applies.
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11. I feel I have wider opportunities for growing with proper training and
development program.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 0 7 11 69 13 100
Frequency 0 7 11 69 13 100
Table 4.17: I feel I have wider opportunities for growing with proper training and
development program.
Figure 4.17: I feel I have wider opportunities for growing with proper training and
development program.
Referred to Figure 4.17, 7 out of 100 respondents (7%) disagreed, 11 out of
100 respondents (11%) not sure, 69 out of 100 respondents (69%) agree that they
have wider opportunities for growing with proper training and development program
and 13 out of 100 respondents (13%) strongly agree that they have wider
opportunities for growing with proper training and development program.
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12. I feel more satisfied with my employer’s leadership style in addressing issues
faced by employees.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 0 2 10 76 12 100
Frequency 0 2 10 76 12 100
Table 4.18: I feel more satisfied with my employer’s leadership style in addressing
issues faced by employees.
Figure 4.18: I feel more satisfied with my employer’s leadership style in addressing
issues faced by employees.
Referred to Figure 4.18, 2 out of 100 respondents (2%) disagreed, 10 out of
100 respondents (10%) not sure, 76 out of 100 respondents (76%) agreed and 12 out
of 100 respondents (12%) strongly agree that they felt more satisfied with their
employer’s leadership style in addressing issues faced by employees.
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13. The working relationship between superiors and subordinates well and not
rigid, so there is a sense of belonging.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 7 21 15 54 3 100
Frequency 7 21 15 54 3 100
Table 4.19: The working relationship between superiors and subordinates well and
not rigid, so there is a sense of belonging.
Figure 4.19: The working relationship between superiors and subordinates well and
not rigid, so there is a sense of belonging.
Referred to Figure 4.19, 7 out of 100 respondents (7%) strongly disagreed,
21 out of 100 respondents (21%) disagreed, 15 out of 100 respondents (15%) not
sure, 54 out of 100 respondents (54%) agree that the working relationship between
superiors and subordinates well and not rigid, so there is a sense of belonging and 3
out of 100 respondents (3%) strongly agree that the working relationship between
superiors and subordinates well and not rigid, so there is a sense of belonging.
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14. The Company is very concerned with the welfare of its employees.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 9 12 4 68 7 100
Frequency 9 12 4 68 7 100
Table 4.20: The Company is very concerned with the welfare of its employees.
Figure 4.20: The Company is very concerned with the welfare of its employees.
Referred to Figure 4.20, 9 out of 100 respondents (9%) strongly disagree that
the Company is very concerned with the welfare of its employees, 12 out of 100
respondents (12%) disagree that the Company is very concerned with the welfare of
its employees, 4 out of 100 respondents (4%) not sure whether the Company is very
concerned with the welfare of its employees or not, 68 out of 100 respondents (68%)
agree that the Company is very concerned with the welfare of its employees and 7
out of 100 respondents (7%) strongly agree that the Company is very concerned with
the welfare of its employees.
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15. My working environment is good in order to complete my task peacefully.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 0 3 7 88 2 100
Frequency 0 3 7 88 2 100
Table 4.21: My working environment is good in order to complete my task
peacefully.
Figure 4.21: My working environment is good in order to complete my task
peacefully.
Referred to Figure 4.21, 3 out of 100 respondents (3%) disagree that their
working environment is good in order to complete their task peacefully, 7 out of 100
respondents (7%) not sure whether their working environment is good in order to
complete their task peacefully or not, 88 out of 100 respondents (88%) agree that
their working environment is good in order to complete their task peacefully and 2
out of 100 respondents (2%) strongly agree that their working environment is good
in order to complete their task peacefully.
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16. My work place is contains adequate equipment to support job task.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 0 1 6 83 10 100
Frequency 0 1 6 83 10 100
Table 4.22: My work place is contains adequate equipment to support job task.
Figure 4.22: My work place is contains adequate equipment to support job task.
Referred to Figure 4.22, 1 out of 100 respondents (1%) disagree that their
work place is contains adequate equipment to support job task, 6 out of 100
respondents (6%) not sure whether their work place is contains adequate equipment
to support job task or not, 83 out of 100 respondents (83%) agree that their work
place is contains adequate equipment to support job task and 10 out of 100
respondents (10%) strongly agree that their work place is contains adequate
equipment to support job task.
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17. My boss always gives me compliments when I complete my task successfully.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 10 18 3 61 8 100
Frequency 10 18 3 61 8 100
Table 4.23: My boss always gives me compliments when I complete my task
successfully.
Figure 4.23: My boss always gives me compliments when I complete my task
successfully.
Referred to Figure 4.23, 10 out of 100 respondents (10%) strongly disagreed,
18 out of 100 respondents (18%) disagreed, 3 out of 100 respondents (3%) not sure
whether their boss always gives them compliments when they complete the task
successfully or not, 61 out of 100 respondents (61%) agree that their boss always
gives them compliments when they complete the task successfully and 8 out of 100
respondents (8%) strongly agree that their boss always gives them compliments
when they complete the task successfully.
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18. Co-workers are always ready to provide assistance if there are difficulties in
doing the job.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 3 11 8 73 5 100
Frequency 3 11 8 73 5 100
Table 4.24: Co-workers are always ready to provide assistance if there are
difficulties in doing the job.
Figure 4.24: Co-workers are always ready to provide assistance if there are
difficulties in doing the job.
Referred to Figure 4.24, 3 out of 100 respondents (3%) strongly disagreed, 11
out of 100 respondents (11%) disagreed, 8 out of 100 respondents (8%) not sure
whether their co-workers are always ready to provide assistance if there are
difficulties in doing the job or not, 73 out of 100 respondents (73%) agree that their
co-workers are always ready to provide assistance if there are difficulties in doing
the job and 5 out of 100 respondents (5%) strongly agree that their co-workers are
always ready to provide assistance if there are difficulties in doing the job.
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19. I feel comfortable with the supervision of the supervisor.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 11 58 0 21 10 100
Frequency 11 58 0 21 10 100
Table 4.25: I feel comfortable with the supervision of the supervisor.
Figure 4.25: I feel comfortable with the supervision of the supervisor.
Referred to Figure 4.25, 11 out of 100 respondents (11%) strongly disagree
that they felt comfortable with the supervision of the supervisor, 58 out of 100
respondents (58%) disagree that they felt comfortable with the supervision of the
supervisor, 21 out of 100 respondents (21%) agree that they felt comfortable with the
supervision of the supervisor and 10 out of 100 respondents (10%) strongly agree
that they felt comfortable with the supervision of the supervisor.
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20. The argument presented by the subordinate will be judged positively by
boss.
Respondent’s View
Strongly Disagree
DisagreeNot Sure
AgreeStrongly Agree
Total
Percentage (%) 2 9 5 71 13 100
Frequency 2 9 5 71 13 100
Table 4.26: The argument presented by the subordinate will be judged positively by
boss.
Figure 4.26: The argument presented by the subordinate will be judged positively by
boss.
Referred to Figure 4.26, 2 out of 100 respondents (2%) strongly disagreed, 9
out of 100 respondents (9%) disagreed, 5 out of 100 respondents (5%) not sure
whether the argument presented by the subordinate will be judged positively by boss
or not, 71 out of 100 respondents (71%) agree that the argument presented by the
subordinate will be judged positively by boss and 13 out of 100 respondents (13%)
strongly agree that the argument presented by the subordinate will be judged
positively by boss.
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4.2.2 Quantitative Findings
As the questionnaire were distributed and collected on the same day, 100 out
of 100 questionnaires were collected back after the survey was carried out. The
response rate was 100% and quantitative finding divided into five categories in order
to match with five independent variables.
4.2.2.1 Career Development
Career development is an opportunity for employees to continually take part
in more advanced or diverse activities (e.g., training, networking) that result in
improving skills, gaining new skills, taking greater responsibility at work, improving
their status and earning higher income. Employees rated only one of the factors in
the career development category ”opportunities to use skills and abilities” in the top
five very important contributors to job satisfaction.
1. Opportunities to Use Skills and Abilities
63 out of 100 respondents (63%) agree that they felt more satisfied with their
ability to finish the job, 26 out of 100 respondents (26%) strongly agree that they felt
more satisfied with their ability to finish the job (see Figure 4.7). This is the highest
that this category has been since 2004, when it was first added to the list of aspects
important to employee job satisfaction. Almost 89% of employees indicated
satisfaction (somewhat and very satisfied) with this aspect. It is generally thought
that employees feel good about their jobs when they are using their skills and
abilities and contributing to the organization. Among employee demographics,
opportunities to use skills and abilities rank at the top for employees with two years
of tenure or less and six to 10 years of tenure (see Figure 4.3), employees aged 30 or
younger (see Figure 4.0), and male employees (see Figure 4.1). This element of job
satisfaction appeared to be especially important to employees with college education
compared with employees without college education (see Figure 4.2).
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2. Career Development Opportunities
Through on-the-job learning experiences, cross-training opportunities, stretch
goals and other mechanisms to use skills beyond what is required by their position,
employees can enhance their skills and competencies. These prospects help
employees determine the next step in their career, either within or outside the
organization. 69 out of 100 respondents (69%) agree that they have wider
opportunities for growing with proper training and development program and 13 out
of 100 respondents (13%) strongly agree that they have wider opportunities for
growing with proper training and development program (see Figure 4.17). Career
development was a higher priority for employees in large organizations (500 to
2,499 employees) compared with employees in smaller organizations (fewer than
500 employees).
4.2.2.2 Employee Relationship with Management
The relationship an employee has with his or her supervisor is a central
element to the employee’s affiliation with the organization, and it has been argued
that many employee behaviours are largely a function of the way they are managed
by their supervisors. One of the components of a good relationship is effective
communication. When there are open lines of communication (e.g., encouraging an
open-door policy), supervisors can respond more effectively to the needs and
problems of their employees. Effective communication from senior management can
provide the workforce with direction. In addition, management’s recognition of
employees’ performance through praise (private or public), awards and incentives is
a cost-effective way of increasing employee morale, productivity and
competitiveness.
1. Relationship with Immediate Supervisor
Employees rated their relationship with their immediate supervisor as more
important to their job satisfaction than benefits and compensation. The relationship
employees have with their supervisors is directly connected to their success and
growth at work. Supervisors who develop a positive relationship with employees
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may be more likely to learn their employees’ strengths and weaknesses, making it
easier for supervisors to use the benefits of their employees’ talents for the good of
the organization. Employees who have positive supported may be more likely to go
above and beyond what is required of them. They also may share with their
supervisor job-related problems or even personal problems, which can be barriers to
employee productivity. It is important that supervisors set clear expectations and
provide feedback about work performance so as to avoid any potential frustrations or
issues. 21 out of 100 respondents (21%) agree and 10 out of 100 respondents (10%)
strongly agree that they felt comfortable with the supervision of the supervisor (see
Figure 4.25).
2. Communication between Employees and Senior Management
Effective communication from senior management, especially during times
of uncertainty, can provide the workforce with direction. 54 out of 100 respondents
(54%) agree that the working relationship between superiors and subordinates well
and not rigid, so there is a sense of belonging and 3 out of 100 respondents (3%)
strongly agree that the working relationship between superiors and subordinates well
and not rigid, so there is a sense of belonging (see Figure 4.19).
Frequently, employees are concerned about the repercussions of bringing
forth suggestions and concerns to management. Employees need to be encouraged to
do so without fear of retaliation. Organizations use different methods to encourage
feedback and communication from employees to senior management, such as
employee attitude surveys, focus groups and suggestion boxes. There were no
significant differences among employee demographic categories. Only 57% of
employees indicated that they were satisfied with communication between
employees and senior management.
3. Autonomy and Independence
Slightly about quarter 9 out of 100 respondents (9%) agreed and 4 out of 100
respondents (4%) strongly agree that they felt more satisfied with the independence
to make decisions in their work. (see Figure 4.11). Providing employees with
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increased freedom, flexibility and discretion to make decisions on the job (e.g.,
scheduling the work and determining how it is to be done) can give them a greater
sense of responsibility for the outcomes of their work. 4 out of 100 respondents (4%)
agree and 2 out of 100 respondents (2%) strongly agree that they felt more satisfied
because they can use their own method in the works. There were differences in this
category by employee education, organization staff size and job level. Employees
with some college education perceived this aspect as more important than did
employees with only high school education (see Figure 4.2). This aspect was more
important to employees in medium-staff-sized organizations (500 to 2,499
employees) compared with employees in smaller (100 to 499 employees) and larger
(2,500 to 24,999 employees) organizations.
4. Management’s Recognition of Employee Job Performance
Acknowledging employees’ performance through praise (private or public),
awards and incentives is believed to be a cost-effective way of increasing employee
morale, productivity and competitiveness. Recognition should not focus only on
monetary recognition; sincere acknowledgement of a job well done also goes a long
way. However, when employees were asked about the importance of management’s
recognition of employee job performance in relation to job satisfaction, almost
quarter 10 out of 100 respondents (10%) agree and 8 out of 100 respondents (8%)
strongly agree that they felt more satisfied with the award because they perform the
task well (see Figure 4.15).
Employees may feel more committed to their organization if they believe that
their efforts are valued, especially during turbulent times. More than half 61 out of
100 respondents (61%) agree and 8 out of 100 respondents (8%) strongly agree that
their boss always gives them compliments when they complete the task successfully
(see Figure 4.23). Employees who have been with the organization between 11 and
20 years were more likely to connect this factor to their overall job satisfaction
compared with more tenured (21 or more years) employees (see Figure 4.15).
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4.2.2.3 Compensation
To attract the best employees, companies must research the market in their
area as well as their industry to ensure that their salaries and benefits match up
against their competitors. Effective compensation program also ensures that pay
levels are equitable internally. Benefits for employees can include a wide array of
perks and other offerings; however, of primary importance to many employees are
health care, paid time off, retirement and family-friendly benefits.
1. Compensation/Pay
Compensation has consistently remained one of the top five job satisfaction
factors most important to employees. Referred to Figure 4.4, 1 out of 100
respondents (1%) were getting salary below RM 1000, 8 out of 100 respondents
(8%) were getting salary from RM 1001 to RM 2000, 11 out of 100 respondents
(11%) were getting salary from RM 2001 to RM 3000, 63 out of 100 respondents
(63%) were getting salary from RM 3001 to RM 4000, 15 out of 100 respondents
(15%) were getting salary from RM 4001 to RM 5000 and 2 out of 100 respondents
(2%) were getting salary above RM 5001. Although employees still value being paid
well, more important to employees this year were stability in their job and their
organization’s finances as well as better relationship with management. Differences
emerged among employee demographics. Newly hired employees (see Figure 4.3)
were more likely to connect this factor to their overall job satisfaction compared with
more tenured (16 or more years) employees. 35 out of 100 respondents (35%) agreed
and 2 out of 100 respondents (2%) strongly agree that they felt more dissatisfied with
the salary they receive when compared to their workloads (see Figure 4.9). More
over the satisfaction of salary is also affected by the education level of employee (see
Figure 4.2), tenure (see Figure 4.3) and no of dependents (see Figure 4.6).
4.2.2.4 Work Environment
Employers understand that employees spend a fair amount of their time at
work and take steps to ensure the work environment is conducive for employees to
be productive and satisfied at work. Employees ranked three aspects from the work
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environment category in the top five contributors important to employee job
satisfaction.
1. Relationships with Co-workers
Employees’ relationships with co-workers are important to their success at
work. Building allies across the organization helps employees accomplish their work
goals and their organization’s goals. Forming positive relationships at work may
make the workplace and work more enjoyable and increase job satisfaction. 64 out of
100 respondents (64%) agree and 25 out of 100 respondents (25%) strongly agree
that the level of togetherness among co-workers would please them (see Figure
4.10). Besides that, 73 out of 100 respondents (73%) agree and 5 out of 100
respondents (5%) strongly agree that their co-workers are always ready to provide
assistance if there are difficulties in doing the job (see Figure 4.24).
2. Working conditions
88 out of 100 respondents (88%) agree that their working environment is
good in order to complete their task peacefully and 2 out of 100 respondents (2%)
strongly agree that their working environment is good in order to complete their task
peacefully (see Figure 4.21). Nevertheless, 83 out of 100 respondents (83%) agree
and 10 out of 100 respondents (10%) strongly agree that their work place is contains
adequate equipment to support job task (see figure 4.22).
4.3 Summary
Chapter 4 of this dissertation discussed about the presentation of data and
analyses related to the study. The quantitative research method were used to conduct
this study, analyses has been done by random questionnaire distribution.
Furthermore all questions were counted, analysed and presented in pie chart view for
better understanding. In addition, the findings have showed the level of job
satisfaction level among JUPEM Negeri Sembilan employees and narrowed down
the factors contributing to Job Satisfaction level.
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CHAPTER 5
CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
The final chapter of the dissertation is known as conclusions and
recommendations chapter where the researcher has to provide key summary of the
research findings from different sources- tertiary, secondary and primary source as
well as cost-effective and constructive recommendations for the academic and
organizational perspective. There are other major parts within the chapter include-
self-reflection on research project, future research initiatives and opportunities, and
overall study outline of all chapters (e.g. chapter 1 to chapter 5). Thus, the author
would like to mention that this chapter will be able to cover all relevant issues and
concepts regarding conclusions and recommendations of the research project in
respect to the investigation and evaluation of the level of job satisfaction of the
employee’s work performance at JUPEM Negeri Sembilan. Finally, the researcher
will provide summary of the outline of all the chapters at the end of this chapter.
5.2 Conclusions
The researcher has collected and gathered various data and information from
different sources, such as i. critical review of literatures, including books, articles,
journals and other relevant sources; ii. Primary data through semi-structured
questionnaire survey with general employees of the case studied organization; and
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iii. Secondary data from document review and analysis of the case studied
organization, JUPEM Negeri Sembilan.
The researcher has divided key summary of the research findings into two
parts- key summary of the findings from literature review and key summary of the
findings from primary and secondary data. The key summary of the research
findings can be shown as follows-
5.2.1 Key summary of the findings from literature review
The key summary of the findings from the literature review can be represent as
follows-
Several authors and researchers have identified different factors that can
influence job satisfaction and thus work performance of the employees within
an organization. Based on their discussion and explanation, the major factors
include- the relationships between supervisor(s) and with other employees;
the working environment and its surrounding conditions; the degree of
empowerment and power delegation; several needs and demands of the
employees; and motivators & hygiene factors and other related factors;
As the job satisfaction is a subjective approach within the employees, so most
authors and researchers have agreed that there is no particular system to
measure level of job satisfaction. However, there is system tools and
techniques that can apply within the organization and these include- personal
feelings of employee about job and other aspects; the use of rating scales;
psychometric tools; job description index; and identification of benefits to
employers and employees etc.;
To measure the work performance within an organization, the following
approach can be adopt and implement- quality and quantity measure; cost-
effectiveness; timeliness; creativity; appraisal by peers, supervisors and self-
appraisal; measuring of efficiency & productivity; and balanced scorecard
etc.; and
Job satisfaction is closely related with the work performance of the
employees within an organization. For example, job satisfaction can creates
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more commitment to the employees and thus improve better work
performance within the organization.
5.2.2 Key summary of the findings from primary and secondary data
The summary of the research findings from the primary and secondary data can be
represent as follows-
The organization may need to consider some particular issues and matters in
relation to job satisfaction and work performance of the employees. These
include- organizational structure, organizational culture, job design and job
description, nature of supervision and leadership style, and organization’s
policies and regulations etc.;
The organizational can adopt and implement some tools and techniques for
the purpose of ensuring job satisfaction that has impact on the work
performance of the employees. The major tools and techniques include-
financial and non-financial reward system; empowerment and power
delegation; and involvement of employee into decision making process etc.;
There is significant role of the leader and/or manager within the organization
to motivate the employees that can increase job satisfaction and thus better
work performance from them. The management personnel of the case studied
organization have agreed that there should be appropriate application of
motivational tools and techniques by the leader and/or manager to motivate
employees in relation to increase job satisfaction and better work
performance of employees;
The majority of the general employees are working for 1-2 years and they are
not sure regarding their job satisfaction within the case studied organization;
The majority of the general employees have mentioned that salary is the
prime concern for the job satisfaction and thus work performance followed
by other factors such as working environment, relations with other
employees, organizational structure & culture and job design & job
description etc.;
Most the general employees are satisfied with the following aspects-
relationships with other employees, work itself, and overall company’s
policies and regulations. On the other hand, majority of the general
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employees are dissatisfied with current organizational structure, payment
system, career opportunities and level of involvement in decision making
process etc.; and
The organizational workplace (diversity and equal opportunities) is very
favourable for the general employees in relation to create job satisfaction and
thus work performance of them within the organization.
5.3 Recommendations
Based on the primary and secondary data and information, it can be said that
majority of the general employees are satisfied in some cases that affecting the job
satisfaction. Thus, the author would like to provide following recommendations both
for the academic perspective and organizational perspective.
5.3.1 Recommendations in respect to academic perspective
The recommendations in respect of academic perspective are as follows-
1. This research report will be able to improve existing theories and practices in
relation to that factors that influence job satisfaction and thus improve work
performance of the employees within an organization, particularly into the
hospitality and hotel industry;
2. There is some gaps into the knowledge regarding the measuring level of job
satisfaction within the hospitality industry, so this report will be able to
provide some tools and techniques that can be applied for the measuring job
satisfaction;
3. The existing gaps into the knowledge in relation to measuring the work
performance can be eliminate or minimize through the identified approaches
in this research report within the case studied organization; and
4. This research report will be able to represent very clear discussion and
exploitation about the relationships between job satisfaction and work
performance as well as the roles of job satisfaction on the work performance
of the employees within an organization.
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5.3.2 Recommendations in respect to organizational perspective
The recommendations in respect of organizational perspective are as follows-
1. The organization needs to change the current organizational structure for the
purpose of proper communication of knowledge and information from the
top management people to the general employees to achieve organizational
goals and objectives;
2. The organizational should continue the current practices and approaches
within the workplace for the better involvement and participation of all
employees into the decision making process within the organization;
3. There should be better payment systems as well as both financial and non-
financial reward systems for the general employees within the organization;
4. There should be regular meetings and gatherings within the general
employees and top management personnel to share knowledge and
information as well as to collect feedback and suggestions from the general
employees;
5. The organization should introduce new bonus schemes, extra facilities, and
extra benefits to the general employees to increase job satisfaction that will
increase and improve the efficiency and productivity of them;
6. There is no specific guidance and prospect for the future career development
and opportunities within the organization, so there should be proper steps by
the organization to highlight career development and opportunities; and
7. The organization should adopt and implement on regular basis both
measuring of job satisfaction and work performance and thus provide
relevant support and guidance to improve the skills and competencies that
can create more job satisfaction and better work performance.
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