IOSR Journal of Business and Management (IOSR-JBM)

e-ISSN: 2278-487X, p-ISSN:2319-7668, PP 29-35

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Empirical study of Employee job Satisfaction

Muhammad Rizwan 1, Waqas Mehmood Khan (Corresponding Author)2,
Hafiz Muhammad Aqeel Tariq 3, Abdul Ghaffar 4, Malik Zubair Anjum5,
Ehsan Ullah Bajwa 6
1
Lecturer, Department of Management Sciences – The Islamia University of Bahawalpur (Pakistan)
2
, 3, 4, 5,6Student, Department of Management Sciences – The Islamia University of Bahawalpur (Pakistan)

Abstract: The main objective of this research report is to find the crucial problems, faced by the employees
while working in organizations and find the ways how we make our employees loyal with their organization.
The purpose of this research is to elaborate the key factors which are useful for the satisfaction of the employees
i.e. workplace environment, reward and recognition, training and development and team work. These factors
help to make the policies effective and through this effectiveness, efficiency takes place in the management
process. This research paper is based on theoretical considerations, a model was proposed linking the employee
job satisfaction (EJS) constructs. The survey was conducted in 2012 and covered 200 employees within the
territory of Punjab in Pakistan. Through this survey we find a strong positive relationship between team work
and all other factors..
Keywords: Employee job satisfaction, workplace environment, Reward and Recognition, Teamwork, Training
and development

I. Introduction:
Organizations are frequently difficult latest running trends and statement, fast change of technology,
new policy, environment and public aspects. Attitude affects behavior and attitudes of employees mostly
concerned with job satisfaction, job involvement, and organizational commitment. Many researchers found that
Job satisfaction, Environment, pay, work place, and change in technology all of these are main factors that
influences employee’s behavior in any organization. (Igalens and Roussel, 1999; Brewer et al., 2008).Employee
satisfaction relays on interpersonal skills, work place, pay, promotions, and relations with co-workers. These
factors bring positive feelings about that job ensuing from assessment of its uniqueness. An employee among a
high job satisfaction holds encouraging feelings about the work and vice versa.
Attractive job given that guidance, variety of surprises (Bonus), freedom, and control make happy most
the employees. The majority of employees have a preference work that is tough condition. Happy workers are
productive workers. Incentive increasing the efficiency of employee and recognition enhanced the confident for
the employee. It is important that organizations monitor employees’ attitudes. For this purpose attitude, surveys
are most popular method. Using attitude surveys provides top management with valuable feedback on how
employees perceive their working conditions. (Beer, Specter, Lawrence, Mills,&Walton,1984.
Physical and social facets involve in execution surroundings either the work is physical or cognitive type.
Working circumstances is very important for satisfaction it includes work place, set aside lighting, interferences,
thermal environment, and office equipments. Organization performances increase due to good sitting
environment. Management must concern on work place setting to enhance employee’s capabilities.
Management provides such kind of ergonomics setting to their employees so they feel ease in performing work
activities that is easily changeable and transferable. Communicating and coactions also better in workplace
between employees and departments.
Broad (2007) described that to achieve the organizational quantitative and qualitative goals and
enhancing employee’s performance effective intrinsic and extrinsic incentives must be given to employees.
Monetary, non- monetary benefits (given to employees), recognizing their work and developing good and
healthy employee and employer’s relationship is a key factor in motivating employees to work hard. Intrinsic
motivation is achieved by accomplishing personal goals and objectives, which motivate employees and enhance
job satisfaction.
Employee Reward System must be integrated and supportive with the corporate strategic objective;
further reward system must be unbiased and discourage interdepartmental and organizational differences.
(Gomez-Mejia and Balkin, 1992). Encouragement of employee’s performance and creating sense of ownership
in achieving tasks different business setups have been using various incentives, reward and pay system
(Cameron and Pierce,1977).

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 Empirical study of Employee job Satisfaction

Team work is another concept used by organizations for improving employee’s performance, teams
and groups define work boundaries, limit and streamline scope of work and give the direction to the team
members for achievement of team goal which is integrated with the achievement of organizational goal (Parker
and Wall, 1998).
Successful and effective team depends upon different factors i.e. composition of team, record of
accomplishment and integrity, financial soundness, educational background and experience; further team
working is not suited to all kinds of jobs (Cameo et al., 1993; Gradstein, 1984).
Employees are key resource of any organization. Organization invest lot of capital on employees in the
form of organizing training and development sessions and seminars, further foreign training sessions are also
arranged for executives and directors of organizations, this increases employees skills which in return increase
the efficiency and effectiveness of the employees which results in increased in organizational productivity
(Knoke & Kalleberg).
Thus, need to experiment these factors in less developed country similar to Pakistan where workers are
face different working situation by work burden, fewer economic support, and centralize structure of strategy
making. This study know that the satisfaction of employee job purpose to examine the impact of justice of
actions, training and development, workplace environment, reward recognition and team work, on employee job
satisfaction.
II. Literature Review
2.1 Employee job satisfaction:
Employee job satisfaction (EJS) is the feelings and thoughts of employees about their work and place
of work. In result, job satisfaction is all about to satisfy the one’s needs in working place (Togia et al., 2004).
Bodur (2002) stated that there are some factors, which are related to job satisfaction that is work substances,
age, sex, educational level, work place environment, location, colleagues, income and timing of work. For the
purpose of employee satisfaction many theories have been developed. The most important theory is Maslow’s
need theory. It is based on human hierarchical needs. On the other hand, job satisfaction relates to significant
conventional views, which are formulated via Mausner and Herzberg (1959). Maslow’s theory is based on
fundamental and external element such as accomplishment, acknowledgment, duty, pay, plan, interpersonal
interaction, management, and operational atmosphere.

2.2 workplace environment:

Workplace, facets of employees and job discipline are related to working situations. Organization
tasks and job activities training, capabilities, utilization, health, secure and working period is deal in it. Well-
situated workplace, airing, illuminating and temperature, prominent, beneficial, neater work places and office
places are consider in physical working circumstance (Ceylan, 1998). Employees want relax and ease
surroundings and these factors regulate on employee job satisfaction. Organization gains employee satisfaction
by supplied this environment. Physical job conditions primarily ascribed on low job satisfaction levels (De
Troyer, 2000)
.
H1. There is a relationship between workplace environment and employee job satisfaction

2.3 Reward and Recognition:

In employee satisfaction, honor and acknowledgement are known as important component. Maurer
(2001) proposed that organization success associate with employee satisfaction, through honor and respect, and
conceive, these factors are important for job satisfaction (Jun et al., 2006). The research of Pascoe et al. (2002)
identifies that deficiency of acknowledgement and external honor on employees’ work is important for system
moral excellence because in acknowledge on a good job extending “encouragement honor” is chiefly predict in
rules and principals by supervisors. Employee job satisfaction diminishes due to deficiency in recognition and
rewarding. For gaining employees job satisfaction, it is necessary that management of organization foundation
should originate the system that offering rewards and recognition on good work. Flynn (1998) indicated high
intent between employees, rise their team spirit, functioning, motive of the employees can be maintain by
rewards and recognition. The aim of recognition and reward program is to extent employee job satisfaction and
set a system to compensate and collaborate it to the employees so that they relate their honor.

H2. There is a relationship between rewards and recognition and employee job satisfaction.
2.4 Teamwork
In groups, employees must have corporate jobs so that they clearly determine the performance of the
collective jobs commonly (Delarue, 2003); the worker and leader both realized the teamwork as mortal task. It is
described that efficient teamwork can prompt employees and amend employees’ jobs in the organization if the
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Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
 Empirical study of Employee job Satisfaction

employees work in same prefaces. Execution and self-power, Person liberty, implication, attaching with team
members and satisfaction are the origin to raise employees self-powered and motive through teamwork.
Consorting to consequences of Rahman and Bullock’s (2005) that convinced relation among employees is
developed by use of mutual work. In banking sector, we anticipate the same convinced relation among efficient
teamwork and employee satisfaction.
To the achiever of any business efficient teamwork is necessary. As “no man is an island” complete
organization can be, stimulate due to good effects of fertile teamwork and organization can be lame due to bad
effects of deficient teamwork. For efficient teamwork attracting and retaining are requires. For producing an
efficient team it does not matter how difficult it is to tried people work mutually, the team will definitely fail
without right people for right job. Teamwork is significant either you lead or work in team. In the banking
sectors, we anticipate that convinced relation among efficient teamwork and employees expectations.

H3. There is a relationship between teamwork and employee job satisfaction

2.5 Training and development:

Training provides chances to employees’ enhance their knowledge and skills for effective development
(Jun et al., 2006). Trained workers are more satisfy to their job as compared to untrained employees (Saks,
1996). These training programs positively raise employees’ development that is good for competencies
Martensen and Gronholdt (2001).By getting these training programs employees able to get self assured,
evolution of career, and have positive thought for their companies (Jun et al., 2006). Aim of these training and
management programs to amend employees’ skills and organization potentialities. Organization gets efficient
and fertile employees brought back of their investment to make better their knowledge and capabilities. These
programs also concentrated on employees’ individual and mutual functioning. The concept and execution of
these training programs established on training, management needs, and these needs are discover by training
analytical thinking. The time and money investment on these programs associated with organization delegation
(Watad & Ospina, 1999).

H4. There is a relationship between training and development and employee job satisfaction.

2.6 Proposed Model of the Research

According to the given research hypothesis a model is developed which is as under:

Workplace environment

Reward and Recognition

Teamwork Employee Job Satisfaction

Training and development

III. Research Methodology

The current research is descriptive in its nature. Descriptive research can be explained as describing
something, some phenomenon or any particular situation. Descriptive researches are those researches that
describe the existing situations instead of interpreting and making judgments (Creswell, 1994). The main
objectives of descriptive research is verification of the developed hypothesis that reflect the current situation
this type of research provides information about the current scenario and focus on past or present for example
quality of life in a community or customer attitudes towards any marketing activity (Kumar, 2005).

3.1 Sample/Data
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Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
 Empirical study of Employee job Satisfaction

To collect the necessary data was used research method on original the scope of research model.
Service area was selected as a perfect research location in Pakistan. A sample of 200 respondents will ask to
participate in a self-administered questioner. The study was carried out during the month of Dec 2012 at multi
organization for employees’ survey. Samples of 200 staff were picked, however not all employees were able to
respond to the questionnaires and only 150 questionnaires’ were successfully completed.
The current study utilizes a non-probability sampling technique that is convenience sampling. Convenience
sampling is a sampling technique that obtains and collects the relevant information from the sample or the unit
of the study that are conveniently available (Zikmund, 1997). Convenience sampling is normally used for
collecting a large number of completed surveys speedily and with economy (Lym et al.,2010). We select these
samples from different organizations in Bahawalpur Pakistan. The main cluster will target to collect the sample
data from the working professionals of different organizations. The selection of employees is based on the
previous results of the studies on employee job satisfaction. The rationale for this approach was that the study
involved several independent variables correlated to the dependent variable (employee satisfaction and
workplace environment). This was done using a five point scale data values (Strongly agree to strongly
disagree) to compute the rating index on each of the indicator established to influence the overall satisfaction.

3.2 Instrument and Measures

The survey instrument of the current study addresses two major purposes. First, analyze to relationship
of different variables in the adoption of employee job satisfaction. Secondly, to collect information about the
different attributes of the respondents that can be used to understand the variation of different categories. The
survey instruments contain two sections. Section 1 includes different personal and demographic variables. This
section will obtain respondent’s information about Name, Gender, Educational level, Income level and Age.
Section 2 includes latent variables that are important I the current study. These variables include Workplace
environment, Job satisfaction, Teamwork. Training, development, Reward, and recognition .This section of the
study is developed based on the passed literature and already used questioners.
The scales of the study were adopted from the previous literature and published studies. The first
variable of the study was workplace environment have six items and this scale were taken from (Lee, 2006). The
next variable is Job satisfaction having six items was taken from (Daulatram B. Lund, 2003). The next two
variables were Reward and recognition, and teamwork having three and five items taken from (Parvin, Kabir
2011). The last variable is Training and development having five items.

3.3. Procedure:
The questionnaire was distributed among 200 respondents in Bahawalpur. These respondents are
selected based on criteria above discussed. The purpose of study and questions were explained to the
respondents so they can easily fill the questionnaire with relevant responses. 150 questionnaires were selected
and rest of the questionnaire was not including in the future analysis due to incomplete or invalid responses.
After collecting the completed questionnaire, these questionnaires were coded and enter into SPSS sheet for
further regression analysis.

3.4. Reliability Analysis:

Over all cronbach’s alpha of all variable are acceptable more than acceptable and recommended value
0.50 by Nominally (1970) and 0.60 by Moss et al. (1998). this shows that 26 item were reliable and valid to
measure the opinions of employee.
Table 1: Reliability of measure instrument
Scale Item Cronbach Alpha
Workplace Environment 6 0.667
Job Satisfaction 6 0.694
Reward and Recognition 3 0.686
Teamwork 6 0.800
Training and 5 0.820
Development

IV. Results and Analysis

4.1. Profile of the Respondents:
Demographic and Personal data such as, educational level, gender, age and income has been given
below.

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Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
 Empirical study of Employee job Satisfaction

Table 2: Profile of the respondent

Category Frequency Percentage
Variable
Gender Male 80 53.3
Female 70 46.7
Age Below 18 8 5.3
18 - 25 59 39.3
25 - 35 59 39.3
35 - 45 12 8.0
45 and above 12 8.0
Income Below 15000 50 33.3
15001 - 30000 46 30.7
30001 - 45000 30 20.0
45001 and above 24 16.0

Education Metric 4 2.7

Intermediate 12 8.0
Graduation 35 23.3
Master 77 51.3
M.phil/PhD 22 14.7

4.2. Hypothesis testing result

4.2.1. Workplace Environment, Employee job satisfaction:
According to the result of study, the variable of workplace environment has a significant positive
relationship with (β=0.233) and (p < 0.000). That means workplace environment contribute more than 23% to
employee job satisfaction.

4.2.2. Reward and Recognition, and employee job satisfaction:

The regression result of this study the significant positive relationship between reward and recognition
and employee job satisfaction with (β=0.128) and (p < 0.040) that means reward recognition contributes more
than 12% to job employee job satisfaction.

4.2.3. Teamwork and Employee job Satisfaction:

The regression analysis of this study the significant positive relationship between teamwork and
employee job satisfaction with (β=0.456) and (p < 0.000) that mean teamwork contribute more than 45% to
employee job satisfaction.

4.2.4. Training and development, Employee job satisfaction:

The regression result of this study the significant positive relationship between training and development
and employee job satisfaction with (β=0.232) and (p < 0.001) that means reward recognition contributes more
than 23% to employee job satisfaction.

Table 3: Regression Results

Hypothesis Model Variable Estimate S.E. C.R. P Results
H1 WPE EJS 0.233 0.063 3.705 0.000 Supported
H2 RR EJS 0.128 0.045 2.421 0.040 Supported
H2 TW EJS 0.456 0.071 5.731 0.000 Supported
H4 TD EJS 0.232 0.053 3.251 0.001 Supported

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Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
 Empirical study of Employee job Satisfaction

Figure 1: Structure model results

β = 0.233
Sig = 0.000
WPE β = 0.128
Sig = 0.040 R² = 0.548

β = 0.456
RR Sig = 0.000

β = 0.232 EJS
Sig = 0.001
TW

TD

V. Discussion
The main purpose of the study is to establish the critical factors of the employee satisfaction and find
the impact of employee satisfaction on employee loyalty in the service sector in Pakistan. Satisfaction construct
contains four main factors, which are named workplace environment, reward and recognition, teamwork and
training and development.
In this study, teamwork was found to be the most important factor on employee satisfaction with the
value of its standardized regression weight being 0.456 (p , 0.000). This result shows that teamwork provides
various benefits to organizations such as diversification, increased productivity, decreased turnover, knowledge
sharing and improved safety.
Workplace environment found another factor which significant influence on employee job satisfaction
of its regression weight being 0.233 (p ,0.000) To regulate the forecaster of physical workplace environment
satisfaction this study used linear fixation analytical thinking. Linear relation between autonomous variable and
subordinate variable simulate linear fixation analysis. Secure relation between autonomous variable and
subordinate variable are designate if the linear relationship is in straight form. To heighten the initiation and a
beneficial organization culture, organization may formulate a learning environment through training and
education. By educate and train the employees. The third factor which influence on employee job satisfaction
being weight 0.232 (p 0.001) on the conception of employee satisfaction the honor and acknowledgement was
consider as the third significant component. This consequence affirms the study of Jun et al. (2006) and Maurer
(2001). For the advance of employee participation and endure mutual work organizations must originate the
stately reward and recognition systems. Department must honor as intend of accompaniment special functioning
level on the recognition of employee’s effort on excellence work. For the purpose of employee dedication to
TQM execution, organization require qualified quality attempt to measure the performance. That found in
entailment of public sector that both executive leaders and managers should be cognizant the significant of
reward and recognition in service sector. Is 0.128 (p 0.040) but is also significant influence on employee job
satisfaction.

VI. Limitations And Future Researches

In study there is some restriction is matter. It is found that straight and convinced relation is sustain
among employee job satisfaction through study and the entire population of service sector in Pakistan’s
organization cannot be inferred due to this study access. The sore nature of the field and the possibilities of
personal association even so the large-scale valued surveys are necessary for the selection of case study
methodology. Another restriction on the complete employee satisfaction in the existing literature is the universal
accede on the potential affect of vital component of employee satisfaction, Employee satisfaction and employee

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Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
 Empirical study of Employee job Satisfaction

allegiance may not be exclusively specify through these four components. Rather many other components may
act upon it that is out the range of this research.

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 Empirical study of Employee job Satisfaction

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