A Study on Job Satisfaction Level on Employee's Performance at JUPEM Negeri Sembilan

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,

~ 30 ~


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

~ 33 ~


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

~ 35 ~


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 underload 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

~ 36 ~


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

~ 37 ~


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.

~ 38 ~


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:-

~ 39 ~


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

~ 40 ~


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:

~ 41 ~


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.

~ 42 ~


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

~ 43 ~


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.

~ 44 ~


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.

~ 45 ~


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

~ 46 ~


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

~ 47 ~


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


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.

~ 48 ~


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

~ 49 ~


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.

~ 50 ~


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


3.8 Summary

~ 51 ~


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.

~ 52 ~


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.

~ 53 ~


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.

~ 54 ~


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.

~ 55 ~


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.

~ 56 ~


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.

~ 57 ~


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.

~ 58 ~


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.

~ 59 ~


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.

~ 61 ~


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.

~ 62 ~


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.

~ 63 ~


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.

~ 64 ~


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.


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.

~ 65 ~


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.


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.

~ 66 ~


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.


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.

~ 67 ~


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.

~ 68 ~


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.


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.

~ 69 ~


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.


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.

~ 70 ~


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


Figure 4.17: I feel I have wider opportunities for growing with proper training and


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.

~ 71 ~


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.

~ 72 ~


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.

~ 73 ~


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.


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.

~ 74 ~


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.

~ 75 ~


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.

~ 76 ~


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.

~ 77 ~


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.


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.

~ 78 ~


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.

~ 79 ~


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.


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.

~ 80 ~


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).

~ 81 ~


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

~ 82 ~


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

~ 83 ~


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).

~ 84 ~


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



(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

~ 85 ~


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.

~ 86 ~


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

~ 87 ~


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

~ 88 ~


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

~ 89 ~


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.

~ 90 ~


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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A Study on Job Satisfaction Level on Employee's Performance at JUPEM Negeri Sembilan

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